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1《学术英语(综合)》ListeningScriptsUnit1EconomicsListening:Apersonhasacomparativeadvantageatproducingsomethingifhecanproduceitatlowercostthananyoneelse.Havingacomparativeadvantageisnotthesameasbeingthebestatsomething.Infact,someonecanbecompletelyunskilledatdoingsomething,yetstillhaveacomparativeadvantageatdoingit!Howcanthathappen?First,let'sgetsomemorevocabulary.Someonewhoisthebestatdoingsomethingissaidtohaveanabsoluteadvantage.MichaelJordanhasanabsoluteadvantageatbasketball.ForallIknow,MichaelJordanmayalsobethefastesttypistintheworld,givinghimanabsoluteadvantageattyping,too.Sincehe'sbetterattypingthanyou,can'thetypemorecheaplythanyou?Thatis,ifsomeonehasanabsoluteadvantageinsomething,doesn'theautomaticallyhaveacomparativeadvantageinit?Theanswerisno!IfJordantakestimeoutfromshootinghoopstodoallhisowntyping,hesacrificesthelargeincomeheearnsfromentertainingfansofbasketball.If,instead,hissecretarydoesthetyping,thesecretarygivesupanalternativesecretarialjob—orperhapsamuchlowersalaryplayingbasketball.Thatis,thesecretaryisthelower-costtypist.Thesecretary,notMichaelJordan,hasthecomparativeadvantageattyping!Thetricktounderstandingcomparativeadvantageisinthephraselowercost.Whatitcostssomeonetoproducesomethingistheopportunitycost—thevalueofwhatisgivenup.Someonemayhaveanabsoluteadvantageatproducingeverysinglething,buthehasacomparativeadvantageatmanyfewerthings,andprobablyonlyoneortwothings.(InJordan'scase,bothbasketballandalsoasanendorserofNike.)Amazingly,everyonealwayshasacomparativeadvantageatsomething.Let'slookatanotherexample.Supposeyouandyourroommatewanttocleanthehouseandcookamagnificentdinnerforyourfriendsonenight.Theeasycaseiswhenyouareeachbetteratoneactivity.Ifyouareanaccomplishedchef,whileyourroommatedoesn'tknowtherangefromtheoven;andifafteryouvacuumthecarpet,thedustbunnieshaveshiftedfromunderthesofatounderthecoffeetable,whileyourroommatecanvacuum,dust,andpolishthesilverwarefasterthanyoucanunwrapthevacuum-cleanercord,thenyouandyourroommatewilleachbebetteroffifyoucookandyourroommatecleans.It'seasytoseethatyoueachhaveacomparativeadvantageinoneactivitybecauseyoueachhaveanabsoluteadvantageinoneactivity.ButwhatifyourroommateisaveritableMarthaStewart,abletocookandcleanfasterandbetterthanyou?Howcanyouearnyourkeeptowardthisjointdinner?Theansweristolooknotatherabsoluteadvantage,butatyouropportunitycosts.Ifherabilitytocookismuchgreaterthanyoursbutherabilitytocleanisonlyalittlebetterthanyours,thenyouwillbothbebetteroffifshecookswhileyouclean.Thatis,ifyouarethelessexpensivecleaner,youshouldclean.Eventhoughshehasanabsoluteadvantageateverything,youstilleachhavedifferentcomparativeadvantages.Themoralisthis:Tofindpeople'scomparativeadvantages,donotcomparetheirabsoluteadvantages.Comparetheiropportunitycosts.答案：Task2:Case1:absolutely;comparative;lowerCase2:youcookandyourroommatecleans;youcleanandyourroommatecooksUnit2BusinessEthicsLead-in:Limitsmokingandtobaccoadvertising—that'stheWorldHealthOrganizationformulaforsavingabillionlivesduringthe21stcentury.Despiteon-packwarningandadvertisingrestrictionssmokingisontherisein2developingnations.Forexample,Chinaishometo30%oftheworld'ssmokers.Infact,itssmokingpopulationof350millionpeopleislargerthantheentireU.S.population.TheChinesegovernmentownsthecountry'slargesttobaccocompanies,andapackofcigarettesisfarcheaperinChinathananywhereelseintheworld,twofactorsthatcomplicateeffortstocurbsmoking.Sill,Chinahasbeenrequiringprominentheathwarningsoncigarettepacksandbannedsmokinginpublicbuildings.InIndia,theworld'ssecond-largestmarketforcigarettes,tobaccocompaniesarenotallowedtoadvertisetheirproducts.Foryears,theygotaroundrestrictionsthroughsurrogateadvertising,promotingdifferentproductswiththesamebrandastheircigarettes.WhenIndiatightenedregulationsonsurrogateadvertising,manycigarettecompaniesturnedtosponsorshipofsportsandfashionevents.Tosavelives,theWorldHealthOrganizationwantsgovernmentstobanalltobaccomarketingandoutlawsmokinginallworkplaces.What'snextfortheglobalcigarettebusiness?答案：Task:1.Limitsmokingandtobaccoadvertising2.350millionpeople3.IndiaListening:Companiesarelosingcontrol.WhathappensonWallStreetnolongerstaysonWallStreet.WhathappensinVegasendsuponYouTube.Reputationsarevolatile.Loyaltiesarefickle.Managementteamsseemincreasinglydisconnectedfromtheirstaff.Arecentsurveysaidthat27%ofbossesbelievetheiremployeesareinspiredbytheirfirm.However,inthesamesurvey,only4%ofemployeesagreed.Companiesarelosingcontroloftheircustomersandtheiremployees.Butaretheyreally?I'mamarketer,andasamarketer,IknowthatI'veneverreallybeenincontrol.Yourbrandiswhatotherpeoplesayaboutyouwhenyou'renotintheroom,thesayinggoes.Hyperconnectivityandtransparencyallowcompaniestobeinthatroomnow,24/7.Theycanlistenandjointheconversation.Infact,theyhavemorecontroloverthelossofcontrolthaneverbefore.Theycandesignforit.Buthow?Firstofall,theycangiveemployeesandcustomersmorecontrol.Theycancollaboratewiththemonthecreationofideas,knowledge,content,designsandproduct.Theycangivethemmorecontroloverpricing,whichiswhatthebandRadioheaddidwithitspay-as-you-l