考研英语

单选题 __________


参考答案:B进入在线模考
本段主要给出的建议是keep track。意思就是说要记账。记账的习惯能够帮助你清楚地了解自己的收入和开支,也会在你想要浪费钱时给你必要的提醒。虽然选项当中没有直接使用keep track这个短语,但是[B]Keep Your Receipts表达的也是同样的意思。把你的购物小票都留着,也就是记账的一种表现形式。
参考译文
你可能很快就需要花一大笔钱。你可能想买辆车,或者买个更大的房子,又或者你想回到大学读书。你该怎么办呢,除了向别人借钱之外?如果你学会了理财,你就会清楚地知道自己的收入和支出,然后有针对性地列出计划。但是如果你不开始理财,你对自己的财政状况不十分了解,你可能就会贸然去借钱,而不是自己省吃俭用省出这笔钱来。从长远来看,理财对你个人,对你的财富来说都是好事。
现在,你已经有了自己的预算,你清楚自己有多少钱,你还需要一些建议来合理理财。这里是一些能够帮助你不超支,并且最终买回心仪东西的一些建议:首先,你必须明确一下你每个月能够节省下来的钱。直接把这些钱存进你的储蓄账户或者你的共有基金中去。把这笔钱存到哪里不重要,重要的是你必须存钱。这一笔存款会在将来帮你的大忙。
如果你是一个酒鬼,或者是一个烟枪,你肯定深知这些坏习惯是多么浪费钱。戒烟戒酒,把这些钱省下来用作他用,你一定会发现你的存款越来越多,而且很快你也会发现自己的健康状况得到改善。在戒烟戒酒的路上,你还会无意中节约你在医疗方面的开销,甚至你将来购买医疗保险时的保险费都会因此而降低。
你必须确保你不是家中唯一关心开支的人。如果你拼了命地省钱,但是你的另一半却花钱如流水,你的努力都会付诸东流。你们一定要齐心协力,两个人坐下来好好商量商量,你们两个每个月的开销应该是多少,然后每个星期都检查一下两人是否都完成了节约计划。如果所有的家庭成员都能够为省钱计划贡献一份力量,那么每个人节约的小钱就会变成财富的洪流。无论如何,一个人是无法完成财富预算计划的。、
如果你的信用卡需要还钱,你可能总是要拖到最后一秒才去还。但事实上你可以在你的诸多信用卡中先选一张还款利息最高的卡,然后每个月还尽可能多的钱。然后,如果你有其他的卡,在保证第一张卡还款的前提下,这些卡能还多少就还多少。最后,如果还有卡没还,在保证其他卡都已经有还款的前提下,将多余的钱还到这个卡里。如果你每张卡的还款数额一样少的话,长期下来你要还的利息就会远远超出你的想象。
你可能已经连续好几个星期关注自己的花销以节约开支了。一旦你自己制订了节约计划,
你随时都有可能因为一些小的花费而不遵守这项计划。因此保持记录的好习惯确实能够帮助你坚持到底。把你花费的小票都留下来,然后在你的开销那一栏记录下来。只要你随时知道自己的收支情况,那么超值的可能性就不会太大。

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Read the following text carefully and then translate the underlined segments into Chinese.Your translation should be written clearly on the ANSWER SHEET.(10 points)
  Long before the new economy made catchwords of speed,customization,supply chain management.and information sharing,Spanish clothing retailer Zara was carrying out a revolutinn of its own.(46)By translating the latest trends into designs that are manufactured in less than 15 days—and delivering them to its stores twice a week-Zara pioneered a new kind of quick, custom.made retailing that has transformed the relatively low profile retailer into a global powerhouse. Nobody else can get new designs to stores as quickly,says Keith Wills.European retail analyst at Goldman Sachs.“Unless you can do that,you won’t be in business in ten years.”
  (47)Not only has Zara—the flagship store of private textile company Inditex-distinguished itself by tightly integrating its design and manufacturing systems,but its clothing has filled an untapped niche. “Armani at m oderate prices.”says one Goldman Sachs analyst. The forlnula seems to be paying off:Zara,which is responsible for nearly 80%of Inditex’S revenues,opened its first store in 1975 and has since expanded to more than 400 stores in 25 countries.Though it doesn’t generate as much in revenues as the Gap($11.6 billion)or Swedish clothier H&M(about$3.6 billion).Zara’s parent had sales of about$2 billion last year.which represented a 26%increase from 1998.The company’s profits were up 34%,to around$186 million.Last year.
  Zara derives its competitive advantage from an astute use of information and technology. All of its stores are electronically linked to the company’s headquarters near La Coruna,a midsized city on the northwest coast of Spain.Store managers monitor how merchandise is selling and transmit this information,as well as customer requests,to headquarters.“The role of the store manager goes way beyond that of Gap and H&M,”says Wills of Goldman Sachs.
  (48)ToGether with trend snotters who travel the globe in search of new fashion,store m anagers make sure their designers have access to real time information when deciding with the commercial team on the fabric,cut,and price points of a new garment
  In addition.Inditex’s production system truly differentiates Zara from its competition. While the Gap and H&M outsource most of their manufacturing,Zara produces 60%of its merchandise in house.Fabric--which comes from places like Spain,the Far East,India,and Morocco-is cut and colored at the company’s state of the art factory.Then,using information gathered from stores,production managers decide how many garments to make and which stores will get them.Finally the fabric is sent to local shops to be assembled before being shipped around the world.(49) This combination of real time information sharing and internalized production means that Zara can work with almost no stock and still have new designs in the store twice a week.as opposed to the six weeks that it traditionally takes most competitors
  (50)The question now is how far Zara,which runs almost no adVertising outside of its biannual storewide sales,can go with the concept of design on demand retailing.The chain is well known in South America and Europe,where it is currently expanding in Germany. f International sales accounted for almost 50%of its total)It’s less well known in the U.S.;it has just six stores in the New York City area.But don’t underestimate this Spanish giant. Inditex recently announced it was exploring a public offerinG,and it’s probably just a matter a time before it dispatches Zara to conquer the New World.
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