True or False: Usance L/C payable at sight provides financing to the importer. （)

We are pleased to inform you that we have opened a confirmed, irrevocable L/C payable at sight in your favor.

Method of payment shall be () the Irrevocable L/C payable()sight ()U.S. Currency.

A、with, at, by

B、by, on, with

C、on, by, with

D、by, at, in

Our usual terms of payment are cash on delivery/by L/C payable within 90 days of sight.

We usually accept payment by irrevocable L/C payable(  )shipping documents.

  A. among  B. between  C. against  D. about

SHANGHAI TEXTILES IMP．&EXP．CORP．

27 ZHONGSHAN ROAD.SHANGHAI.CHINA

TEL：86—21—63218467 FAX：86—21—63291267

SALES CONFIRMATION

No：sT0603ll

Date：Aug．15，2006

TO：SUPERB AIM(HONGKONG)LTD．

RM．504 FUNGLEE COMM BLDG KOWIOON．HONGKONG

We hereby confirm having sold to you the following goods on terms and conditions as stated below．

NAME OF COMMODITY：textile

SPECIFICATION： Twill 2／1 108x54／20×20 59”

PACKING： Packed in cartons of ten meters

QUANTITIY： Total 10 000 meters

UNIT PRICE： USD 54．00 per meter CIFC2 H．K．

TOTAL AMOUNT： USD 540 000．00

(SAY US DOUARS FIVE HUNDRED AND FORTY THOUSAND ONLY．)

SHIPMENT：During Oct／Nov．2006 from Shanghai to H，K．with partial shipments permitted．

INSURANCE：To be covered by the seller for 1 10％of total invoice value against all risks and war risks as per the relevant ocean marine cargo clauses of the PICC dated 198I／01／01．

PAYMENT：The buyer should open through a bank acceptable to the seller an irrevocable L／C payable at 30 days after B／L date to reach the seller 30 days before the month of shipment、ralid for negotiation in China until the 15th day after the date of shipment REMARKS：Please sign and retum one copy for our file．

The Buyer： The Seller：

Alice SHANGHAI TEXTILES IMP．＆EXP．CORP．

HONGKONG&SHANGHAI BANKING CORPORATION

QUEENS ROAD CHNTERAL，P．O．BOX 64，H．K．

TEL：822-1111 FAX：810-1112

Advised through：Bank of China， NO．CN3099／714

Shanghai Branch， DATE：Oct．2th，2006 H．K．

To：SHANGHAI TEXTILES IMP&EXP CORPORATION

27 ZHONGSHAN ROAD，SHANGHAI，CHINA

Applicant：SUPERB AIM (HONGKONG)LTD．

RM．450 FUNGLEE COMM BLDG KOWLOON，HONGKONG

Dear Sirs，

We hereby open our irrevocable L／C No．CN3099／714 in your favour for a sum not exceeding about HKD540 000．00(SAY HK DOLLARS FIVE HUNDRED FORTY THOUSAND ONLY)available by your drafts on HSBC at 30 days after sight accompanied by the following documents：

1．Signed commercial invoice in 6 copies．

2．Packing List in quadruplicate．

3．2／3 clean Oil board B／L made out to order notify the above mentioned applicant and marked“Freight Collect”dated not later than October 3 1 th，2006．From Shanghai to Hongkong，partial shipment are not permitted．

4．Insurance policy in 2 copies covering All Risks and War Risks for 150％invoice value as per the relevant ocean marine cargo clauses of the PICC dated 198I／01／01．

5．Certificate of Origin issued by China Council for Promotion of International Trade．

6．A certificate issued by the beneficiary and countersigned by

Contract No. : CB2009-0054

Date: July 15th, 2009

Sign at: Hongkong

The Buyers: J.B. Lawson & Company Inc.

854 California Street, San Francisco, California, U.S.A. CA94194

The Sellers: Far East Light Industrial Products Imp. & Exp. Corp.

82 Dung Street, Hongkong, P.R.C. 665532

This contract is made by and between the Buyers and the Sellers; whereby the Buyers agree to buy and the Sellers agree to sell the under-mentioned goods subject to the terms and conditions as stipulated below:

Commodity Descriptions: Canvas Folding Chairs with Wooden Frame

(light-cream wood, dark-green canvas)

Quantity: 500,000 pieces

Unit price: $ 35/piece

Total Value: $ 17,500,000(Seventeen Million and Five Hundred Thousand US Dollars only)

Packing: In strong cartons

Country of Origin: P. R. C

Payment: By 100% Confirmed, Irrevocable, Transferable and Divisible Letter of Credit to be available by sight draft and to remain valid for negotiation in P. R. C until the 15th day after the aforesaid time of shipment.

Insurance: To be covered by the buyer.

Time of Shipment: August, 2009 Port of Lading: Shenzhen, P.R.C

Port of Destination: San Francisco, U.S.

The Buyers: Lily Brown

The Sellers: Huang Jun

Claims:

Within 45 days after the arrival of the goods at the destination, should the quality, specifications or quantity be found not in conformity with the stipulations of the contract except those claims for which the insurance company or the owners of the vessel are liable. The Buyers shall, have the right on the strength of the inspection certificate issued by the C. C. I. C and the relative documents to claim for compensation to the Sellers.

Force Majeure:

The sellers shall not be held responsible for the delay in shipment or non-delivery of the goods due to Force Majeure, which might occur during the process of manufacturing or in the course of loading or transit.

Arbitration:

All disputes in connection with the execution of this Contract shall be settled friendly through negotiation. In case no settlement can be reached, the case then may be submitted for arbitration to the Arbitration Commission of the China Council for the Promotion of International Trade.

What does this contract mainly deal with?

A．The purchase of specific products from China

B．The bargain result of the commodity price

C．The shipping method of the goods

D．The description of the commodity

A. Richard J. Braun Richard J. Braun, MBA, JD, CPA, was named Chairman of the Board of Directors and President on October 26, 2000. Mr. Braun was named a Director and elected as Chief Executive Officer in July 1996. From 1994 until joining the Company, Mr. Braun acted as a private investor and provided management consulting services to the health care and technology industries. From 1992 until 1994, he served as Chief Operating Officer and as a Director of EBP, Inc., a NYSE company engaged in managed care. From 1989 through 1991, Mr. Braun served as Executive Vice President, Chief Operating Officer and Director of .Reich and Tang L. P., a NYSE investment advisory and broker dealer firm. From 1976 to 1988, Mr. Braun was engaged in financial services as an officer and director of American Express Financial Advisors and CEO and Director of a subsidiary of DST Systems and Kemper Financial Services.

B. Kevin J. Wiersma

Kevin J. Wiersma was named Chief Financial Officer on May 22, 2002 and Chief Operating Officer--Laboratory Division on July 17, 2000. He was named Vice President on July 20, 1998. Mr. Wiersma joined MEDTOX Laboratories in 1992 and continued with the company following its acquisition by MEDTOX Scientific, Inc. Mr. Wiersma has served in various positions with the Company relating to finance and operations management.

C. Susan E. Puskas

Susan E. Puskas was named Vice President Quality, Regulatory Affairs and Human Resources on May 23, 2002. Ms. Puskas holds a Bachelor of Science degree in biology/ chemistry and is ASCP certified as a Medical Technologist and as a Specialist in Chemistry. Ms. Puskas has been with MEDTOX since 1991. With over 25 years of clinical laboratory experience (21 years as a manager and supervisor), she oversees the Quality Assurance Department, the regulatory affairs of the laboratory as well as the Human Resource Department;

D. Ken Dahlberg

Ken Dahlberg was named the chief executive officer and president of Science Applications International Corporation (SAIC) on November 3, 2003 and chairman of the board on July 16, 2004. Prior to joining SAIC, Dahlherg served as executive vice president of General Dynamics where he was responsible for the company's Information Systems and Technology Group. Dahlberg began his career with Hughes Aircraft in June 1967. He held various engineering, program management and leadership positions with Hughes. At Hughes, he served as president of the division that produced air traffic control hardware, systems and radar; then was president of the division that produced weapons systems, naval systems and tank systems, and later was president of the Sensors and Communications division. When Raytheon acquired Hughes Aircraft in 1997, he became president and chief operating officer of Raytheon Systems Company and oversaw operations of the defense business units. Three years later, he assumed the duties of executive vice president for business development and president of Raytheon International. In this role, he was Raytheon's principal liaison with its defense customers and directed its international and domestic business development.

E. Wayne Morris

Wayne has over 22 years experience in IT hardware, software and networking. His functional experience includes software development, technical management, customer support, professional services, sales, marketing and corporate strategy. He has worked in various management and executive positions in the Australian Federal Government, Wang Computer, Hewlett Packard, Enterprise Software Corp, and BMC Software. He is the co- author of "Foundations of Service Level Management" and has presented papers at a number of industry conferences in Australia, USA, Europe and Asia. He was appointed Chief Executive Officer on 2 July, 2001 and Managing Director 23 July, 2001.

He/she has published his/her book.

As suburbs grew, businesses moved into the new areas. Large

shopping centres containing a great kind of stores changed con- 【M1】_________.

sumer patterns. The number of these centres rose from eight in 【M2】_________.

the end of World War 11 to 3,840 in 1960. With easy parking and

convenient evening time, customers could avoid city shopping en- 【M3】_________.

tirely.

New highways created a better access to the suburbs and 【M4】_________.

its shops. The Highway Act of 1956 provided $ 26,000 million,

the largest public work expenditure in US. history, to build 【M5】_________.

more than 64,000 kilometres of federal roads to link together all

parts of the country.

Television, consequently, had a powerful impact on social 【M6】_________.

and economic patterns. Developing in the 1930s, it was not wide- 【M7】_________.

ly marketed until after the war. In 1946 the country had about 【M8】_________.

fewer than 17,000 TV sets. Three years later, consumers were

buying 250,000 sets a month, and by 1960 three-quarters of all

families owned at least one set. In middle of the decade, the 【M9】_________.

average family watched television four to five hours a day.

Americans of all ages grew exposed to increasingly sophisticated 【M10】_________.

advertisements for products said to be necessary for the good

life.

【M1】

Presiding, like Eisenhower, over a period of relative peace and prosperity at the end of his first term, President Reagan and Vice President George Bush overwhelmingly won reelection in 1984, carrying 49 of 50 states in defeating the Democratic Party ticket of Walter Mondale and Geraldine Ferraro.

Economic trends were by no means uniformly positive in the '80s, however. By mid-decade, despite robust economic growth, the United States was a nation deeply in debt. Farmers were especially hard hit by depressed commodity prices and loss of export markets, which left them unable to pay off the high-interest loans that they had received in the 1970s, when crop and land prices were high. As a result, the rural economies of many Midwestern farm states were severely depressed.

The farm crisis illustrated another fact about the changing American economy: like most other nations, the United States was increasingly tied to the global economy. Nowhere was this more apparent than in international trade, where the nation registered an ominously large and growing deficit (赤字). In one sense, the imbalance in import over exports marked the success of an open postwar trading system, championed by the U.S., that had progressively lowered tariff (关税) and other trading barriers. American industry, long dominant in the world economy, suddenly found itself in the unaccustomed position of competing for markets, at home and abroad, in basic products such as grain and steel, as well as in advanced technology fields such as electronics and computers. A strong U.S. dollar, which only began to decline in value in the mid-1980s, also contributed to making U.S. exports expensive abroad and imports relatively cheap at home.

The farm crisis was caused by ______

A．robust economic growth

B．high-interest loans

C．low commodity prices

D．high land prices