甲骨文书是我国迄今发现的最早的文书档案，它产生的时代是（)。

A．杏桃

B．信道

C．青岛

D．青桃

two years ago, it looked as if America's King of Beers would reign over the Middle Kingdom as well. Anheuser-Busch, after all, had already sealed a deal with China's leading brewery, Tsingtao, and with Harbin in its stable it looked unbeatable.

But SABMiller had a Plan B that could well give it the throne after all. Since losing Harbin, London-based SAB has focused its energies on a 12-year-old joint venture, China Resources Snow Breweries Ltd., that is now thriving. In June, CR Snow, which includes 46 breweries across the country, surpassed longtime leader Tsingtao for the No. 1 spot. For the 12 months through June, CR Snow produced nearly 40 million barrels, vs. 37 million for Tsingtao. As a result, CR Snow boasts 14.9% of the Chinese market, compared with Tsingtao's 13.9%. "Our growth has been on the back of a very consistent and targeted strategy," says Wayne Hall, SABMiller's finance director in China.

Both companies want to be the toast of China. As beer sales in the U.S. and Western Europe have lost their fizz, they're growing at 8% — plus annually in China. That has helped China overtake the U.S. as the world's top beer market.

SAB was early to see the promise of China, where it has been brewing since 1994. Yet instead of targeting big cities such as Shanghai and Beijing, as its competitors did, SABMiller scooped up breweries in less affluent areas, including the northeastern rust belt and the populous inland province of Sichuan. This contrarian strategy has allowed SABMiller to build up a national footprint at bargain prices. While Anheuser ponied up $ 700 million — as much as $ 62 per barrel of annual brewing capacity — for Harbin, SABMilIer has typically paid $ 30 - $ 40 per barrel for its breweries. "SABMiller has made a mint by purposely buying cheaper assets," says Bear, Stearns ＆ Co. analyst Anthony Bucalo.

SABMiller has been smart in its positioning of the flagship Snow brand. To appeal to upwardly mobile youth, it slapped a shiny, modern label on the 50-year-old brew and launched a national ad campaign emphasizing the beer's freshness, complete with sweepstakes that reward winners with outdoor vacations. The marketing push is paying off as it presses into the big cities. China now accounts for nearly 20% of SABMiller's total volumes, and Snow has become China's No. 1 brand. Soon, it will probably surpass Miller Lite as the biggest seller in the company's cooler.

What is this article mainly about？

A．The bidding war between SABMiller and Anheuser-Busch Cos.

B．China has overtaken the U. S as the top beer market.

C．How SABMiller beats Anheuser in global markets.

D．The success of SABMiller in China.

A: I've come about your offer for bristles.

B: We have the offer ready for you． Let me see..． Here it is． 100 cases of Tsingtao Bristles, 57mm, at..． pounds sterling per kilogram, CIF European Main Ports, for shipment in June, 2009． The offer is valid for three days.

A: Why, your price has soared．It's almost 25 % higher than last year's． It would be impossible for us to push any sales at such a price.

B: I'm a little surprised to hear you say that． You know very well that market for bristles has gone up a great deal in recent months． The price we offer compares favourably with quotations you can get elsewhere.

A: I'm afraid I can't agree with you there． I must point out that your price is higher than some of the quotations we have received from other sources.

B: But you must take the quality into consideration． Everyone in the trade knows that China's bristles are of superior quality to those from other countries.

A: I agree that yours are of better quality． But there's competition from synthetic products, too． You can't ignore that prices for synthetic bristles haven't changed much over the years.

B: There's practically no substitute for bristles for certain uses． That's why demand for natural bristles keeps rising in spite of cheaper synthetic ones． To be frank with you, if it were not for the long-standing relationship between us, we would hardly be willing to make you a firm offer at this price.

A: Well, we'll have a lot of difficulties in persuading our clients to buy at this price． But I'll have to try, I suppose.

The Long March

A Long Way to Go for Chinese Entrepreneurs

Prospects of a new direction

"Made in China" lost its novelty long ago. The label has become widespread in much of the world, affixed to shoes, toys, apparel and a host of other items produced for global companies. What is novelty, however, are China-made goods sold under Chinese brand names. Only a handful of Chinese firms so far have the money and the management expertise to establish international brands. Most of the vast remainders are struggling to get even national recognition. But the pioneering companies which have started exploring overseas market might be regarded as on the threshold of something big.

Some believe that individually, with the help of enterprising local management or eager multinational partners wanting to add new products to their stable, Chinese brands could become a global phenomenon within a decade, marketed on quality and foreign appeal, as well as competitive pricing. Says Viveca Chan, Hong Kong based managing director at Grey China, an advertising agency: "If there' s one country in the world that has ample potential for taking brands global, it's China."

Why going abroad？

The concept of Chinese brands has been evolving through the 1990s, but is now getting greater attention at home. Although the domestic market is still robust, a handful of state-owned enterprises, or SOEs, including listed Chinese companies, are now looking to establish international brands because they believe the quality of both their products and their management has improved. Chinese joint ventures think their products can compete on quality with foreign brands anywhere, while enjoying the advantage of being perceived as exotic.

Besides bringing in additional revenue, a global brand also burnishes a company's image in China, stimulating sales among status-conscious domestic consumers. For example, state-owned soft-drinks maker Jianlibao has developed its overseas market in part to "establish a good image", which in turn enhances consumption at home, says Chief Executive Han Weixian.

Difficulties on the way

But building a brand takes time, money and marketing wisdom. Many Chinese brands have nudged into the international market on the back of competitive pricing and only a few have utilized other strategies. Jianlibao has highlighted its Asian appeal, presenting itself as the preferred sports-drink of China's athletes. Others like Haier, one of China's leading home-appliance producers, have pointedly avoided pricing strategy, competing instead on product quality and an efficient distribution and after-sales service.

Of course, global sales don't mean global brands, as Grey China's Chan points out. And it's still early days for Chinese companies. For a start, investment funds for brand promotion are hard to obtain, says Chu Liangjin, the Qingdao-based director of the overseas division of China's Tsingtao Brewery. "No more than 5% of our total export sales can be reinvested in promoting our brand overseas," explains Chu, adding that Tsingtao is trying to persuade the foreign-currency authorities to change this standard practice for SOEs. With the government's emphasis on preventing the outflow of foreign currency, the chances of the restrictions being lifted are small.

Although targeted only at SOEs, the 5% limit is bound to hamper Chinese brands. Jianlibao, for example, has invested about ＄10 million to sell its brand in the U.S. market, but Li Jingwei, the company's general manager, knows that's just a drop in the bucket. He believes that to successfully generate brand recognition among Americans, the company needs to spend at least ＄50 million to ＄100 million on marketing. He has no doubt that consumers will like Jianlibao's range of sports and soft drinks, but explains that

A．Y

B．N

C．NG

A．是，是，非

B．是，非，是

C．是，非，非

D．是，是，是

A．①是发射极②是基极③是集电极

B．①是基极②是集电极③是发射极

C．①是集电极②是基极③是发射极

D．①是发射极②是集电极③是基极

A．是A

B．是B

C．是C

D．是D