In a move that could revolutionize the way we buy groceries,Amazon opens its first supermarket without checkouts-human or self-service--to shoppers on Monday.Amazon Go,in Seattle,has been tested by staff for the past year.It uses hundreds of ceiling-mount

Amazon is cutting hundreds of jobs at its Seattle headquarters in a rare set of layoffs for the online etailing giant,according to a media report The company will 1 cut hundreds more jobs in other parts of Amazon's operations,The Seattle Times reported on Monday,2 a person familiar with the eliminations An Amazon spokesman told Fortune that as part of our annual planning process,we are 3 head count adjustments across the company-4 reductions in a couple of places and aggressive hiring in many others 5 the Times,the Amazon layoffs are the result of the quick 6 of late that saw it end up with too much staff in some units.The paper also said managers are under pressure to 7 lower caliber employees and show more spending discipline.Amazon has a problem right now with 8 one un named engineer told the Times The layoffs are mostly 9 in Amazons consumer retail businesses,the Times reported.The move 10 recent layoffs at Amazon's e-commerce arch-rival Walmart.Walmart is in the process of cutting up to 500 or so jobs at its Bentonville,Arkansas headquarters 11 it looks to streamline its operations and be as nimble as it can to 12 with Amazon.For both companies,the cuts are modest in relation 13 staffing levels.Amazon employs about 566,000 people worldwide,according to its recently 14 annual report for 2017.That was up from 341,400 a year earlier.（15 its organic growth,Amazon has made some acquisitions in the last year,notably that of Whole Foods Market last summer.）Such has Amazons growth been that it is currently in the process of 16 locations for a second headquarters Earlier this month,Amazon reported 17 of 60.5 billion for the three months ended Dec.31.18 from$43.74 billilion a year earlier,fueleded by 19 sales during the holiday season It also reported a profit of 1.9 billion on the 20 of the popularity of its voice-activated Echo devices and jump in its Prime memberships.
6选？

A.achievement
B.arrangement
C.growth
D.advenlure

We're bringing health care to"where people live and work."So declared Larry Merlo,CEO of CVS Health,an American retail-pharmacy giant,announcing a$69 billion deal to buy Aetna,a heatth insurer.One rationale for the deal-assuming the regulators wave it through-is for the merged firm to develop personalised health care that people can easily get access to.There is another,more defensive,impetus behind the deal-the prospect of Amazon going into prescription medicine.The American pharmaceutical market is an alluring one for the online giant.It is large,worth$450 billion in 2016.And it is widely regarded as inefficient,leaving customers without good information about products they are buying.Compared with books,toys and other bulky items,the drugs market would appear to be a nirvana for Amazon.Prescription medicines weigh almost nothing,take up little space and can cost hundreds or thousands of dollars per pill.But three barriers block the road to this idyll.First,the sale and distribution of drugs is heavily regulated.Amazon would not be able to dump prescription drugs into the same fulfilment channels as its other products.It must acquire pharmaceutical licences for any state where it wishes to operate.Amazon would also need approval from the Food and Drug Administration at a federal level.Operating in a controlled industry would be a departure for a free-wheeling tech firm.Second,most drugs are paid for by insurers,not by consumers.The pharmacy-benefits managers（PBMs）,a sort of middlemen that buy drugs for insurers and companies,perform the complex task of matching purchases with patients'insurers,so that drugs are paid for.That is a source of the sort of opacity that Amazon would seek to remove.But the rcommerce firm would still need to handle issues of payment in the background,without keeping asking consumers for insurance details.Third,although drugs do come in small packages,their shipping and handling often require special attention.Many drugs must be kept cold throughout the supply chain.Others are dangerous,and must be kept in locked cages.Yet these drugs are often also the most expensive.If Amazon cherry-picks drugs that fit well into its existing network,it will miss out on a large slice of the market.Customers could find it confusing to be able to get some prescriptions through Amazon's store but not others.Amazon could find itself a partner,however.In July the boss of Express Scripts,a PBM,said it could use Amazon as an"efficient provider in networks".Or Amazon could buy what it needs.It might buy Rite Aid,a big pharmacy chain,giving it licences,a"cold-chain"infrastructure and Rite Aid's small PBM in one swoop.A prospect like that goes a long way to explaining the marriage of CVS and Aetna.
What is a PBM responsible for?

A.It maiches drug purchases with patients.
B.It seeks to remove the opacity about drugs.
C.It explains the insurance details to consumers.
D.It handles the issues concerning drugs payment

This week's decision by the GMB union to bring a legal case against firms delivering for Amazon,the rcommerce giant,throws into sharp relief how much the modern economy has been stretched to benefit a monopolistic form of tech-capitalism.On the surface,the action is about employment law:it argues that couriers working for three delivery companies are not entrepreneurs working for themselves who contract their labour to anyone willing to pay,but are in fact employees of Amazon's latent delivery and logistics network.If the trade union is right,then these couriers should be treated as staff and paid the minimum wage,as well as sick and holiday pay.Amazon has established itself as an essential part of the internet economy and its dominance-its sheer scale and breadth-has been enabled in part by privatising profit and socialising losses.The firm seems to be firmly establishing a model of cheap-labour doorstep delivery by recognising an easily divided workforce is more easily conquered.This model may also one day compete with the Royal Mail;Amazon is reportedly planning to launch its own delivery service to rival the state-owned US Postal Service.Amazon's skill is not just in technology but also in finance.Last year it generated UK sales of￡9bn,a quarter more than the previous 12 months-while pre-tax profits halved to just￡24m.Its effective UK profit margin is just 0.3%.an indication perhaps of its low pricing strategy.In revolutionising e-commerce the company has delivered enormous benefits to consumers:but at what cost?Surely it is morally right that large employers are accountable for the treatment of workers down the supply chain,so long as they are economically dependent on them.Amazon might think differently.The tech giant wants privileged treatment because it thinks only corporate monopolies,with their economies of scale and ability to innovate,can promote growth.This view should be resisted.Amazon's service ensures consumers are better off,but undue focus on this neglects the interests of workers,rival entrepreneurs and voters.This is why the spirit of employment law must be honoured so Amazon shoulders the responsibility（and the cost）for contracted workers,or works out how to compel its suppliers to do so.Amazon clearly would like to control the pipes of capitalism,drawing off consumer demand for itself when it is lucrative to do so and charging others for use of its network.Amazon's website is the dominant platform for online retail sales.Whether it is cloud computing or what ebooks are published,Amazon wants business to be done in arenas where it sets the rules.This i.s bad for democracy.Commerce ought to reside in markets governed by regulations set by democratic political process not those chosen by the world's richest men.
Paragraph 2 shows that the moclel of cheap-labour delivery may help Amazon

A.bridge the employee-employer divide.
B.improve its workforce management.
C.cooperate with state-owned enterprises.
D.move into delivery service market.

We're bringing health care to"where people live and work."So declared Larry Merlo,CEO of CVS Health,an American retail-pharmacy giant,announcing a$69 billion deal to buy Aetna,a heatth insurer.One rationale for the deal-assuming the regulators wave it through-is for the merged firm to develop personalised health care that people can easily get access to.There is another,more defensive,impetus behind the deal-the prospect of Amazon going into prescription medicine.The American pharmaceutical market is an alluring one for the online giant.It is large,worth$450 billion in 2016.And it is widely regarded as inefficient,leaving customers without good information about products they are buying.Compared with books,toys and other bulky items,the drugs market would appear to be a nirvana for Amazon.Prescription medicines weigh almost nothing,take up little space and can cost hundreds or thousands of dollars per pill.But three barriers block the road to this idyll.First,the sale and distribution of drugs is heavily regulated.Amazon would not be able to dump prescription drugs into the same fulfilment channels as its other products.It must acquire pharmaceutical licences for any state where it wishes to operate.Amazon would also need approval from the Food and Drug Administration at a federal level.Operating in a controlled industry would be a departure for a free-wheeling tech firm.Second,most drugs are paid for by insurers,not by consumers.The pharmacy-benefits managers（PBMs）,a sort of middlemen that buy drugs for insurers and companies,perform the complex task of matching purchases with patients'insurers,so that drugs are paid for.That is a source of the sort of opacity that Amazon would seek to remove.But the rcommerce firm would still need to handle issues of payment in the background,without keeping asking consumers for insurance details.Third,although drugs do come in small packages,their shipping and handling often require special attention.Many drugs must be kept cold throughout the supply chain.Others are dangerous,and must be kept in locked cages.Yet these drugs are often also the most expensive.If Amazon cherry-picks drugs that fit well into its existing network,it will miss out on a large slice of the market.Customers could find it confusing to be able to get some prescriptions through Amazon's store but not others.Amazon could find itself a partner,however.In July the boss of Express Scripts,a PBM,said it could use Amazon as an"efficient provider in networks".Or Amazon could buy what it needs.It might buy Rite Aid,a big pharmacy chain,giving it licences,a"cold-chain"infrastructure and Rite Aid's small PBM in one swoop.A prospect like that goes a long way to explaining the marriage of CVS and Aetna.
Which of the following would be the best title for the text?

A.The Personalized Health Care:A Dream of Retail-Pharmacy Giants
B.The American Pharmaceutical Market:A Goldmine for Online Giants
C.The Prospect of Amazon's Entry:A Spur to a Massive Deal in Health Care
D.The Marriage of CVS and Aetna:A Tough and Long Road to Go

While the technological advancements that have brought us tailor-made online shopping at the click of a button is worth celebrating,the delirium that surrounded Amazon's Prime Day this week has left a bad taste in my mouth.Technological progress brings its own challenges,and the concerns of my constituents who have worked at our local Amazon fulfilment centre have only served to reinforce this view.There is something deeply disturbing about the sheer number of accusations being levelled at Amazon's working conditions,and that its warehouses seem to be filled with staff who say they are afraid to take time off sick.As one of the most successful companies in the world,Amazon appears to be failing the staff who keep this retail behemoth operating smoothly on a day-to-day basis,and who are therefore the real driving force behind the world's iechnological revolution.With a shocking 600 ambulance calls made co Amazon warehouses in the United Kingdom over the last three years,it is no surprise that in a member's survey of workers conducted by GMB,one worker described employment there as akin to"living in a prison".The strict targets that,are apparently imposed on staff mean that 70%of staff feel like they are given disciplinary points unfairly,while 89%believe they are being exploited.Moreover,there have been reports of an employee in laLe pregnancy being forced to stand for 10 hours a day,and ambulance calls due to"eleclric shocks"and"major trauma".An expose by Vice said that one former employee claimed to be hauled in for disciplinary procedures"after failing to call in sick from hospital following an epileptic seizure at work".These extensive reports into working practices at Amazon are clearly alarming,and suggest that while companies like Amazon reap the financial rewards of technological progress,they appear to be neglecting the health and safety of their workforce.I have therefore written a letter to the prime minister urging her to take a stand and ensure furt,her regulation is put into place to see that,Amazon's working conditions are reasonable and humane.What we need is a government that actively intervenes in these workplace disputes,and can address the problems that come with technological change and the unashamed desire to save money at the expense of the weUbeing of the worUorce,Implementing Labour's 20-point plan for security and equality at work would be a welcome start.By empowering trade unions and enforcing regulation to ensure safe and healthy environments,we can take a stand against companies like Amazon,whose workforce consistenLly feels ex-ploited and afraid.While the government continues to flounder,it is important.for us to reflect on whether the convenience of websites such as Amazon are truly worth the cost to workers who claim to suffer from the inadequate facilities and awful environments that are pervasive in these warehouses.My hope is that the more we shine the light on these working conditions,the more pressure Amazon will face to finally act.
Which of the following could be the title of the text?

A.Amazon Must Be Forced to Change for the Sake of Its Workers.
B.Amazon Encounters the Bottleneck in Technology Development
C.Amazon's Exploitation to Its Workers Has Deslructed Its Image.
D.Amazon's Developing Plan Has Mel the Public's Accusation.

We're bringing health care to"where people live and work."So declared Larry Merlo,CEO of CVS Health,an American retail-pharmacy giant,announcing a$69 billion deal to buy Aetna,a heatth insurer.One rationale for the deal-assuming the regulators wave it through-is for the merged firm to develop personalised health care that people can easily get access to.There is another,more defensive,impetus behind the deal-the prospect of Amazon going into prescription medicine.The American pharmaceutical market is an alluring one for the online giant.It is large,worth$450 billion in 2016.And it is widely regarded as inefficient,leaving customers without good information about products they are buying.Compared with books,toys and other bulky items,the drugs market would appear to be a nirvana for Amazon.Prescription medicines weigh almost nothing,take up little space and can cost hundreds or thousands of dollars per pill.But three barriers block the road to this idyll.First,the sale and distribution of drugs is heavily regulated.Amazon would not be able to dump prescription drugs into the same fulfilment channels as its other products.It must acquire pharmaceutical licences for any state where it wishes to operate.Amazon would also need approval from the Food and Drug Administration at a federal level.Operating in a controlled industry would be a departure for a free-wheeling tech firm.Second,most drugs are paid for by insurers,not by consumers.The pharmacy-benefits managers（PBMs）,a sort of middlemen that buy drugs for insurers and companies,perform the complex task of matching purchases with patients'insurers,so that drugs are paid for.That is a source of the sort of opacity that Amazon would seek to remove.But the rcommerce firm would still need to handle issues of payment in the background,without keeping asking consumers for insurance details.Third,although drugs do come in small packages,their shipping and handling often require special attention.Many drugs must be kept cold throughout the supply chain.Others are dangerous,and must be kept in locked cages.Yet these drugs are often also the most expensive.If Amazon cherry-picks drugs that fit well into its existing network,it will miss out on a large slice of the market.Customers could find it confusing to be able to get some prescriptions through Amazon's store but not others.Amazon could find itself a partner,however.In July the boss of Express Scripts,a PBM,said it could use Amazon as an"efficient provider in networks".Or Amazon could buy what it needs.It might buy Rite Aid,a big pharmacy chain,giving it licences,a"cold-chain"infrastructure and Rite Aid's small PBM in one swoop.A prospect like that goes a long way to explaining the marriage of CVS and Aetna.
To sell drugs in America,Amazon must

A.acquire a federal pharmaceurical license.
B.strengthen iis shipping infrastructure.
C.select those fitting into its existing network.
D.state clearly what prescriptions it has in store.

One day a man found a cocoon （茧） of a butterfly in the forest. He sat there for several
hours and watched the butterfly. Suddenly a small opening appeared, and the butterfly made its great effort to force its body through that little hole. Then it seemed to stop making any progress. It appeared as if it had gotten as far as it could and it could go no further.
So the man decided to help the butterfly. He cut off the remaining bit of the cocoon so that the butterfly could come our easily. But to his surprise, the butterfly got a heavy body and very small wings when it came out of the cocoon.
The man continued to watch the butterfly because he expected that the body would grow smaller at any moment and the wings would become larger and be able to fly. But neither happened! In fact, the butterfly spent the rest of its life crawling （爬） around with a heavy body and small wings. It was never able to fly.
The man was in his kindness, but he did not understand the nature rules.
Before the butterfly came out of the cocoon, fluid （流体） from its body must be forced into its wings, and then it would be ready for flying. It must have a hard struggle （拼搏） to get through the small opening to get its freedom from the cocoon.
Sometimes struggles are exactly what we need in our life. If God allowed us to go through our life without any difficulties, it would make us fail. We would not be as strong as we could have been; we could never fly.

What was the butterfly doing at the beginning of the story?

A. It was trying to make a cocoon for itself.
B. It was struggling to get out of its cocoon.
C. It was flying among the trees in the forest.
D. It was crawling around quietly on the ground.

Amazon is cutting hundreds of jobs at its Seattle headquarters in a rare set of layoffs for the online etailing giant,according to a media report The company will 1 cut hundreds more jobs in other parts of Amazon's operations,The Seattle Times reported on Monday,2 a person familiar with the eliminations An Amazon spokesman told Fortune that as part of our annual planning process,we are 3 head count adjustments across the company-4 reductions in a couple of places and aggressive hiring in many others 5 the Times,the Amazon layoffs are the result of the quick 6 of late that saw it end up with too much staff in some units.The paper also said managers are under pressure to 7 lower caliber employees and show more spending discipline.Amazon has a problem right now with 8 one un named engineer told the Times The layoffs are mostly 9 in Amazons consumer retail businesses,the Times reported.The move 10 recent layoffs at Amazon's e-commerce arch-rival Walmart.Walmart is in the process of cutting up to 500 or so jobs at its Bentonville,Arkansas headquarters 11 it looks to streamline its operations and be as nimble as it can to 12 with Amazon.For both companies,the cuts are modest in relation 13 staffing levels.Amazon employs about 566,000 people worldwide,according to its recently 14 annual report for 2017.That was up from 341,400 a year earlier.（15 its organic growth,Amazon has made some acquisitions in the last year,notably that of Whole Foods Market last summer.）Such has Amazons growth been that it is currently in the process of 16 locations for a second headquarters Earlier this month,Amazon reported 17 of 60.5 billion for the three months ended Dec.31.18 from$43.74 billilion a year earlier,fueleded by 19 sales during the holiday season It also reported a profit of 1.9 billion on the 20 of the popularity of its voice-activated Echo devices and jump in its Prime memberships.
7选？

A.squeeze out
B.bring up
C.associate with
D.put up with

In a move that could revolutionize the way we buy groceries,Amazon opens its first supermarket without checkouts-human or self-service--to shoppers on Monday.Amazon Go,in Seattle,has been tested by staff for the past year.It uses hundreds of ceiling-mounted cameras and electronic sensors to identify each customer and track what items they select.Purchases are billed to customers'credit cards when they leave the store On entering the store,shoppers walk through gates,swiping their smartphones loaded with the Am-azon Go app.Then they are free to put anything into their own shopping bags.With the help of sensors on the shelves,items are added to customers'Amazon Go account as they pick them up-and delete any they put back.And an electronic receipt is issued as they exit The store opened to employees of the online retail giant in December 2016 and had been expected to allow the public in more quickly.But there were some teething problems with correctly identifying shoppers of similar body types--and children moving items to the wrong places on shelves,according to an Amazon insider.Gianna Puerini said the store had operated well during the test phase Hundreds of infra-red ceiling cameras have been trained over the last year to differentiate between customers as they move around the store,and between items for sale,even those with similar appearances.There are weight sensors on the shelves to help indicate if an item has been taken or put back And some items carry a visual dot code,like a bar code,to help cameras identify them.Amazon isnt offering any information on how accurate the system is.One thing we do know:they're on to the less-than-honest.A New York Times journalist had a go at shoplifting some cans of soft drink,but the system spotted it and put them on his bill Amazon has not said if it will be opening more Go stores,which are separate from the Whole Foods chain that it bought last year for$13.7bn（E10.7bn）.As yet the company has no plans to introduce the technology to the hundreds of Whole Foods stores.However,retailers know that the faster customers can make their purchases,the more likely they are to return.Making the dreaded supermarket queue a thing of the past will give any retailer a huge advantage over its competitors In its third quarter results in October,Amazon for the first time put a figure on the revenues generated by its physical stores:S 1.28bn.Yet almost all of that was generated by Whole Foods.While its stores may not yet be money spinners,analysts have said Amazon is using them to raise brand awareness and promote its Prime membership scheme.Brian Olsavsky,Amazon chief financial officer,recently hinted that rivals should expect more Amazon shops in the months and years ahead You will see more expansion from us-it's still early,so those plans will develop over time,he said in october
Amazon delayed the launch of Amazon Go store in that

A.there are still some minor difficulties to deal with
B.the public were not ready to accept it
C.the system didnt go well during the testing phase
D.the system was too complicated to be implemented

We're bringing health care to"where people live and work."So declared Larry Merlo,CEO of CVS Health,an American retail-pharmacy giant,announcing a$69 billion deal to buy Aetna,a heatth insurer.One rationale for the deal-assuming the regulators wave it through-is for the merged firm to develop personalised health care that people can easily get access to.There is another,more defensive,impetus behind the deal-the prospect of Amazon going into prescription medicine.The American pharmaceutical market is an alluring one for the online giant.It is large,worth$450 billion in 2016.And it is widely regarded as inefficient,leaving customers without good information about products they are buying.Compared with books,toys and other bulky items,the drugs market would appear to be a nirvana for Amazon.Prescription medicines weigh almost nothing,take up little space and can cost hundreds or thousands of dollars per pill.But three barriers block the road to this idyll.First,the sale and distribution of drugs is heavily regulated.Amazon would not be able to dump prescription drugs into the same fulfilment channels as its other products.It must acquire pharmaceutical licences for any state where it wishes to operate.Amazon would also need approval from the Food and Drug Administration at a federal level.Operating in a controlled industry would be a departure for a free-wheeling tech firm.Second,most drugs are paid for by insurers,not by consumers.The pharmacy-benefits managers（PBMs）,a sort of middlemen that buy drugs for insurers and companies,perform the complex task of matching purchases with patients'insurers,so that drugs are paid for.That is a source of the sort of opacity that Amazon would seek to remove.But the rcommerce firm would still need to handle issues of payment in the background,without keeping asking consumers for insurance details.Third,although drugs do come in small packages,their shipping and handling often require special attention.Many drugs must be kept cold throughout the supply chain.Others are dangerous,and must be kept in locked cages.Yet these drugs are often also the most expensive.If Amazon cherry-picks drugs that fit well into its existing network,it will miss out on a large slice of the market.Customers could find it confusing to be able to get some prescriptions through Amazon's store but not others.Amazon could find itself a partner,however.In July the boss of Express Scripts,a PBM,said it could use Amazon as an"efficient provider in networks".Or Amazon could buy what it needs.It might buy Rite Aid,a big pharmacy chain,giving it licences,a"cold-chain"infrastructure and Rite Aid's small PBM in one swoop.A prospect like that goes a long way to explaining the marriage of CVS and Aetna.
What prompted CVS to buy Aetna?

A.lts eagerness to bring health care to all.
B.Its desire to develop personalized medicine
C.Its concern over a potential threat
D.lts passion for prescription drug business

In a move that could revolutionize the way we buy groceries,Amazon opens its first supermarket without checkouts-human or self-service--to shoppers on Monday.Amazon Go,in Seattle,has been tested by staff for the past year.It uses hundreds of ceiling-mounted cameras and electronic sensors to identify each customer and track what items they select.Purchases are billed to customers'credit cards when they leave the store On entering the store,shoppers walk through gates,swiping their smartphones loaded with the Am-azon Go app.Then they are free to put anything into their own shopping bags.With the help of sensors on the shelves,items are added to customers'Amazon Go account as they pick them up-and delete any they put back.And an electronic receipt is issued as they exit The store opened to employees of the online retail giant in December 2016 and had been expected to allow the public in more quickly.But there were some teething problems with correctly identifying shoppers of similar body types--and children moving items to the wrong places on shelves,according to an Amazon insider.Gianna Puerini said the store had operated well during the test phase Hundreds of infra-red ceiling cameras have been trained over the last year to differentiate between customers as they move around the store,and between items for sale,even those with similar appearances.There are weight sensors on the shelves to help indicate if an item has been taken or put back And some items carry a visual dot code,like a bar code,to help cameras identify them.Amazon isnt offering any information on how accurate the system is.One thing we do know:they're on to the less-than-honest.A New York Times journalist had a go at shoplifting some cans of soft drink,but the system spotted it and put them on his bill Amazon has not said if it will be opening more Go stores,which are separate from the Whole Foods chain that it bought last year for$13.7bn（E10.7bn）.As yet the company has no plans to introduce the technology to the hundreds of Whole Foods stores.However,retailers know that the faster customers can make their purchases,the more likely they are to return.Making the dreaded supermarket queue a thing of the past will give any retailer a huge advantage over its competitors In its third quarter results in October,Amazon for the first time put a figure on the revenues generated by its physical stores:S 1.28bn.Yet almost all of that was generated by Whole Foods.While its stores may not yet be money spinners,analysts have said Amazon is using them to raise brand awareness and promote its Prime membership scheme.Brian Olsavsky,Amazon chief financial officer,recently hinted that rivals should expect more Amazon shops in the months and years ahead You will see more expansion from us-it's still early,so those plans will develop over time,he said in october
By saying they’re on to the less-than-honest"（Lines 5&6,Para.4）,the author means

A.the system is less likely to provide information
B.the system is far from being mature or perfect
C.the system can prevent and stop shoplifting
D.the system is fairly reliable and trustworthy

This week's decision by the GMB union to bring a legal case against firms delivering for Amazon,the rcommerce giant,throws into sharp relief how much the modern economy has been stretched to benefit a monopolistic form of tech-capitalism.On the surface,the action is about employment law:it argues that couriers working for three delivery companies are not entrepreneurs working for themselves who contract their labour to anyone willing to pay,but are in fact employees of Amazon's latent delivery and logistics network.If the trade union is right,then these couriers should be treated as staff and paid the minimum wage,as well as sick and holiday pay.Amazon has established itself as an essential part of the internet economy and its dominance-its sheer scale and breadth-has been enabled in part by privatising profit and socialising losses.The firm seems to be firmly establishing a model of cheap-labour doorstep delivery by recognising an easily divided workforce is more easily conquered.This model may also one day compete with the Royal Mail;Amazon is reportedly planning to launch its own delivery service to rival the state-owned US Postal Service.Amazon's skill is not just in technology but also in finance.Last year it generated UK sales of￡9bn,a quarter more than the previous 12 months-while pre-tax profits halved to just￡24m.Its effective UK profit margin is just 0.3%.an indication perhaps of its low pricing strategy.In revolutionising e-commerce the company has delivered enormous benefits to consumers:but at what cost?Surely it is morally right that large employers are accountable for the treatment of workers down the supply chain,so long as they are economically dependent on them.Amazon might think differently.The tech giant wants privileged treatment because it thinks only corporate monopolies,with their economies of scale and ability to innovate,can promote growth.This view should be resisted.Amazon's service ensures consumers are better off,but undue focus on this neglects the interests of workers,rival entrepreneurs and voters.This is why the spirit of employment law must be honoured so Amazon shoulders the responsibility（and the cost）for contracted workers,or works out how to compel its suppliers to do so.Amazon clearly would like to control the pipes of capitalism,drawing off consumer demand for itself when it is lucrative to do so and charging others for use of its network.Amazon's website is the dominant platform for online retail sales.Whether it is cloud computing or what ebooks are published,Amazon wants business to be done in arenas where it sets the rules.This i.s bad for democracy.Commerce ought to reside in markets governed by regulations set by democratic political process not those chosen by the world's richest men.
According to Paragraph l,the GMB union

A.hurts Amazon's regular employees.
B.actually encourages Amazon's monopoly.
C.is dissatisfied with employment law.
D.deems the couriers to be Amazon's staff.

In a move that could revolutionize the way we buy groceries,Amazon opens its first supermarket without checkouts-human or self-service--to shoppers on Monday.Amazon Go,in Seattle,has been tested by staff for the past year.It uses hundreds of ceiling-mounted cameras and electronic sensors to identify each customer and track what items they select.Purchases are billed to customers'credit cards when they leave the store On entering the store,shoppers walk through gates,swiping their smartphones loaded with the Am-azon Go app.Then they are free to put anything into their own shopping bags.With the help of sensors on the shelves,items are added to customers'Amazon Go account as they pick them up-and delete any they put back.And an electronic receipt is issued as they exit The store opened to employees of the online retail giant in December 2016 and had been expected to allow the public in more quickly.But there were some teething problems with correctly identifying shoppers of similar body types--and children moving items to the wrong places on shelves,according to an Amazon insider.Gianna Puerini said the store had operated well during the test phase Hundreds of infra-red ceiling cameras have been trained over the last year to differentiate between customers as they move around the store,and between items for sale,even those with similar appearances.There are weight sensors on the shelves to help indicate if an item has been taken or put back And some items carry a visual dot code,like a bar code,to help cameras identify them.Amazon isnt offering any information on how accurate the system is.One thing we do know:they're on to the less-than-honest.A New York Times journalist had a go at shoplifting some cans of soft drink,but the system spotted it and put them on his bill Amazon has not said if it will be opening more Go stores,which are separate from the Whole Foods chain that it bought last year for$13.7bn（E10.7bn）.As yet the company has no plans to introduce the technology to the hundreds of Whole Foods stores.However,retailers know that the faster customers can make their purchases,the more likely they are to return.Making the dreaded supermarket queue a thing of the past will give any retailer a huge advantage over its competitors In its third quarter results in October,Amazon for the first time put a figure on the revenues generated by its physical stores:S 1.28bn.Yet almost all of that was generated by Whole Foods.While its stores may not yet be money spinners,analysts have said Amazon is using them to raise brand awareness and promote its Prime membership scheme.Brian Olsavsky,Amazon chief financial officer,recently hinted that rivals should expect more Amazon shops in the months and years ahead You will see more expansion from us-it's still early,so those plans will develop over time,he said in october
Amazon will have a huge advantage if

A.more Go stores can be replaced by the Whole Foods
B.the lining-up technology can be applied to more stores
C.customers can get fast lining up service in stores
D.customers can shop faster when purchasing in stores

In Money Everything
I don’t think money is everything,but we can’t do without it.Fox example,money can’t buy us happiness and a good education.And for another example,money can’t buy us good health and a long life.But we can not live without money.We need it for our daily necessities such as food,clothes and transportation.What’s more,we need it to live a better life.In short,we should learn the value of money and make the most of its advantages.