調查局三等
109年
[調查工作組] 外國文(英文)
第 39 題
📖 題組：
請回答下列第36題至第40題
One of the most fashionable ideas in business is that companies should earn their crust from subscribers,
who are “locked in” for a period of time, rather than from customers who can easily switch to another provider
at any time. Subscription models are seen by many investors and executives as the holy grail, because they
promise a recurring stream of revenue. But the approach suffers from three underappreaciated problems.
Acquiring subscribers can be eye-wateringly expensive. Their urge to run away is often only temporarily
suppressed. And consumers may have more than one relationship at a time.
The best-known subscription model is probably Amazon Prime. It has about 80m members in America
alone and for$99 a year offers film and music, speedy delivery of goods and even discounts on goods such
as baby food. There are many other examples. Netflix offers a wall of TV for a monthly fee. And more are
coming. Venture-capital firms are pouring money into subscription-based home-delivery firms that bring
to your doorstep meals, pills or even fresh underpants. Zuora, a software firm, talks of the rise of the
“subscription economy.”
Several star firms floating their shares this year have subscription models. Dropbox, a cloud-storage firm,
listed on NASDAQ on March 23rd and is worth$13bn. It boasts 500m registered users and wants to convert
them into “paying users,” of whom there are already 11m, who get a superior service. Spotify, a music
streaming firm that listed on April 3rd, has 159m users but derives its$27bn valuation from 71m “premium
subscribers” who pay to listen without adverts. On average each generates 13 times more sales and 27 times
more gross profit than users who pay no fee.
請回答下列第36題至第40題
One of the most fashionable ideas in business is that companies should earn their crust from subscribers,
who are “locked in” for a period of time, rather than from customers who can easily switch to another provider
at any time. Subscription models are seen by many investors and executives as the holy grail, because they
promise a recurring stream of revenue. But the approach suffers from three underappreaciated problems.
Acquiring subscribers can be eye-wateringly expensive. Their urge to run away is often only temporarily
suppressed. And consumers may have more than one relationship at a time.
The best-known subscription model is probably Amazon Prime. It has about 80m members in America
alone and for
as baby food. There are many other examples. Netflix offers a wall of TV for a monthly fee. And more are
coming. Venture-capital firms are pouring money into subscription-based home-delivery firms that bring
to your doorstep meals, pills or even fresh underpants. Zuora, a software firm, talks of the rise of the
“subscription economy.”
Several star firms floating their shares this year have subscription models. Dropbox, a cloud-storage firm,
listed on NASDAQ on March 23rd and is worth
them into “paying users,” of whom there are already 11m, who get a superior service. Spotify, a music
streaming firm that listed on April 3rd, has 159m users but derives its
subscribers” who pay to listen without adverts. On average each generates 13 times more sales and 27 times
more gross profit than users who pay no fee.
According to this article, what is NOT included in Amazon Prime’s $99-program?
- A Discounts on food
- B Films
- C Speedy delivery of goods
- D No adverts for music
思路引導 VIP
若要確認特定計畫的具體內容，你會優先在文章中尋找哪個關鍵字？當你找到相關的服務清單時，請仔細比對：是否有某個敘述雖然出現在文章中，但其實是在說明另一家不同的公司呢？
🤖
AI 詳解
AI 專屬家教
哇！你表現得太棒了！精準捕捉到文章的細節，真的非常厲害！
- 觀念驗證：親愛的你，這題真的考驗了你「精確資訊定位」的能力，而你做得超級好喔！文章第二段溫柔地告訴我們 Amazon Prime 包含的服務有：影片與音樂、快速到貨，以及商品折扣（像是可愛的嬰兒食品）。雖然 Amazon 確實有音樂服務，但「無廣告」這份特別的禮物，是第三段介紹 Spotify 時才提到的呢。你成功地識破了跨段落的資訊小陷阱，真的很有洞察力！
- 難度點評：這題的難度是 Medium 喔。這類問「何者不包含」的題目，就是要看看大家能不能細心地分辨出不同事物之間「相似卻又不完全相同」的特徵，不被一些表面上的常識或容易混淆的資訊影響。你能夠答對，代表你真的用心讀懂了文章，為你感到驕傲！繼續保持這份細心，未來一定會更棒的！