现代教育技术复习试题二
现代教育技术复习试题二
GFS在Google中管理着（）级别的数据
A:TB级 B:GB级 C:PB级 D:MB级
Google地图的功能包括（）
A:驾车导航 B:步行导航 C:语音导航 D:公交换乘
什么是Google Gears？
如何变更Google Gears的设定？
Text 1
When executives at Google went looking for Wall Street investment bankers to underwrite the company’s massive initial public offering, they laid down strict terms of engagement: bring us new ideas on how to sell the deal to investors and save the usual political gamesmanship. But with such a huge payday at stake--an estimated $100 million in fees for handling the offering--would you expect all the big firms to play by the Google rules Of course not. Just ask Goldman Sachs.
To win a chunk of the Google business, Goldman, the nation’s premier investment bank, set free its CEO, Hank Paulson, to pull some strings. Paulson is one of Wall Street’s best "call men", who can wave a Palm PDA full of connections when it’s crunch time to bring home a deal. But News week has learned that Paulson tried to sidestep Google’s orders by reaching out to one of Google’s largest investors, Kleiner Perkins, the powerful venture-capital firm that was an early Google backer. The move helped doom Goldman’s efforts to win the lead underwriting spot, which went instead to Credit Suisse First Boston and Morgan Stanley.
Paulson thought his best shot was John Doerr, one of Kleiner’s top partners. Bad move. When word of Paulson’s misstep got back to Google’s top executives, Goldman was quickly bumped from the top of the short list. "The people at Google were such enthusiasts about the rules," said one executive who works at a rival Wall Street firm. "When they heard about this, they went ape." None of the parties involved--Google, Goldman Sachs or Doerr--would comment.
The two winners, CSFB and Morgan Stanley, managed to keep a low profile. John Mack, CSFB’s famously well-connected chief executive, purposely stayed out of the bidding process for fear that he might tip the scales to another player, people with knowledge of the matter say. Meanwhile, new rules for Wall Street research analysts appear to have prevented Mary Meeker, Morgan Stanley’s top Internet analyst, from playing a direct role, even though she and Doerr have done business together for years.
Goldman, meanwhile, can’t blame its loss just on Paulson. People close to the deal say bankers for the firm bragged to Google about the Goldman name, and didn’t generate enough ideas about how to sell shares to investors through an auction. "Their lack of marketing wit may have hurt them more than Paulson," said the executive from a rival firm. Sometimes, it really does pay to play by the rules.
A:John Doerr was the best shot for Paulson. B:Goldman was wrong in Google's deal. C:Google made a fuss about Paulson's act. D:Google followed the rules perfectly.
Text 3
| Prince Klemens Von ,Metternich, foreign
minister of the Austrian Empire during the Napoleonic era and its aftermath,
would have no trouble recognizing Google. To him, the world’s most popular
web-search engine would closely resemble the Napoleonic France that in his youth
humiliated Austria and Europe’s other. powers. Its rivals—Yahoo!, the largest of
the traditional web gateways, eBay, the biggest online auction and trading site,
and Microsoft, a software empire that owns MSN, a struggling web
portal—would look a lot like Russia, Prussia, and Austria. Metternich responded
by forging an alliance among those three monarchies to create a "balance of
power" against France. Google’s enemies, he might say, ought now to do the same
thing. Google announced two new conquests on August 7th. It struck a deal with Viacom, an "old" media firm, under which it will syndicate video clips from Viacom brands such as MTV and Nickelodeon to other websites, and integrate advertisements into them. This makes Google the clear leader in the fledgling but promising market for web-video advertising. It also announced a deal with News Corporation, another media giant, under which it will pro- vide all the search and text-advertising technology on News Corporation’s websites, including MySpace, an enormously popular social-networking site. These are hard blows for Yahoo! and MSN, which had also been negotiating with News Corporation. Both firms have been losing market share in web search to Google over the past year—Google now has half the market. They have also fallen further behind in their advertising technologies and networks, so that both make less money than Google does from the same number of searches. Sara Rashtchy, an analyst at Piper Jaffray, a securities firm, estimates that for every advertising dollar that Google makes on a search query, Yahoo! makes only 60-70 cents. Last month Yahoo! said that a new advertising algorithm that it had designed to close the gap in profitability will be delayed, and its share price fell by 22% , its biggest-ever one-day drop. MSN is further behind Google than Yahoo ! in search, and its parent, Microsoft, faces an even more fundamental threat from the expansionist new power. Many of Google’s new ventures beyond web search enable users to do things free of charge through their web browsers that they now do using Microsoft software on their personal computers. Google offers a rudimentary but free online word processor and spreadsheet, for instance. The smaller eBay, on the other hand, might in one sense claim Google as an ally. Google’s search results send a lot of traffic to eBay’s auction site, and eBay is one of the biggest advertisers on Google’s network. But the relationship is imbalanced. An influential recent study from Berkeley’s Haas ’School of Business estimated that about 12% of eBay’s revenues come indirectly from Google, whereas Google gets only 3% of its revenues from eBay. Worst of all for eBay, Google is starting to undercut its core business. Sellers are setting up their own websites and buying text advertisements from Google, and buyers are using its search rather than eBay to connect with sellers directly. As a result, "eBay would be wise to strike a deep partnership with Yahoo ! or Microsoft in order to regain a balance of power in the industry," said the study’s authors, Julien Decot and Steve Lee, sounding like diplomats at the Congress of Vienna in 1814. |
A:Google’s new business transaction with Viacom. B:the technology available in Viacom. C:Google’s deal with News Corporation. D:the popularity of a social-networking site.
Text 3
| Prince Klemens Von ,Metternich, foreign
minister of the Austrian Empire during the Napoleonic era and its aftermath,
would have no trouble recognizing Google. To him, the world’s most popular
web-search engine would closely resemble the Napoleonic France that in his youth
humiliated Austria and Europe’s other. powers. Its rivals—Yahoo!, the largest of
the traditional web gateways, eBay, the biggest online auction and trading site,
and Microsoft, a software empire that owns MSN, a struggling web
portal—would look a lot like Russia, Prussia, and Austria. Metternich responded
by forging an alliance among those three monarchies to create a "balance of
power" against France. Google’s enemies, he might say, ought now to do the same
thing. Google announced two new conquests on August 7th. It struck a deal with Viacom, an "old" media firm, under which it will syndicate video clips from Viacom brands such as MTV and Nickelodeon to other websites, and integrate advertisements into them. This makes Google the clear leader in the fledgling but promising market for web-video advertising. It also announced a deal with News Corporation, another media giant, under which it will pro- vide all the search and text-advertising technology on News Corporation’s websites, including MySpace, an enormously popular social-networking site. These are hard blows for Yahoo! and MSN, which had also been negotiating with News Corporation. Both firms have been losing market share in web search to Google over the past year—Google now has half the market. They have also fallen further behind in their advertising technologies and networks, so that both make less money than Google does from the same number of searches. Sara Rashtchy, an analyst at Piper Jaffray, a securities firm, estimates that for every advertising dollar that Google makes on a search query, Yahoo! makes only 60-70 cents. Last month Yahoo! said that a new advertising algorithm that it had designed to close the gap in profitability will be delayed, and its share price fell by 22% , its biggest-ever one-day drop. MSN is further behind Google than Yahoo ! in search, and its parent, Microsoft, faces an even more fundamental threat from the expansionist new power. Many of Google’s new ventures beyond web search enable users to do things free of charge through their web browsers that they now do using Microsoft software on their personal computers. Google offers a rudimentary but free online word processor and spreadsheet, for instance. The smaller eBay, on the other hand, might in one sense claim Google as an ally. Google’s search results send a lot of traffic to eBay’s auction site, and eBay is one of the biggest advertisers on Google’s network. But the relationship is imbalanced. An influential recent study from Berkeley’s Haas ’School of Business estimated that about 12% of eBay’s revenues come indirectly from Google, whereas Google gets only 3% of its revenues from eBay. Worst of all for eBay, Google is starting to undercut its core business. Sellers are setting up their own websites and buying text advertisements from Google, and buyers are using its search rather than eBay to connect with sellers directly. As a result, "eBay would be wise to strike a deep partnership with Yahoo ! or Microsoft in order to regain a balance of power in the industry," said the study’s authors, Julien Decot and Steve Lee, sounding like diplomats at the Congress of Vienna in 1814. |
A:Google offers a more powerful search tool than MSN. B:Microsoft are better at designing such software as Windows. C:MSN has some unquenchable technical loopholes in its software. D:users can perform certain tasks for free with Google’s support.
网络广告是 Google最主要的收入来源，2004年该公司营利为 10.3亿美元，其中Google 广告收入有 12%来自于AOL。由此看出，AOL在Google的网络广告战略中扮演着非常重要的 角色，微软以AOL为主要目标，希望AOL采用自己的 MSN搜索技术也就不足为奇。 分析师斯 科特-凯斯勒(Scott Kessler) 表示：“作为当前最成功的网络广告公司， Google必然不会希 望将其最大的客户拱手让与最主要的竞争对手。此外，通过持有的 5%股份，Google还可以 直接从AOL日益增长的网络广告收入中获益。 ”
从文中我们可以知道， Google与微软的关系是（ ）。
A:合作伙伴 B:主要的竞争对手 C:Google是微软的主要客户 D:微软采用 Google的搜索技术
网络广告是 Google最主要的收入来源，2004年该公司营利为 10.3亿美元，其中Google 广告收入有 12%来自于AOL。由此看出，AOL在Google的网络广告战略中扮演着非常重要的 角色，微软以AOL为主要目标，希望AOL采用自己的 MSN搜索技术也就不足为奇。 分析师斯 科特-凯斯勒(Scott Kessler) 表示：“作为当前最成功的网络广告公司， Google必然不会希 望将其最大的客户拱手让与最主要的竞争对手。此外，通过持有的 5%股份，Google还可以 直接从AOL日益增长的网络广告收入中获益。 ”
AOL是Google的（ ）。
A:最大的客户 B:搜索技术 C:竞争对手 D:网络广告
网络广告是 Google最主要的收入来源，2004年该公司营利为 10.3亿美元，其中Google 广告收入有 12%来自于AOL。由此看出，AOL在Google的网络广告战略中扮演着非常重要的 角色，微软以AOL为主要目标，希望AOL采用自己的 MSN搜索技术也就不足为奇。 分析师斯 科特-凯斯勒(Scott Kessler) 表示：“作为当前最成功的网络广告公司， Google必然不会希 望将其最大的客户拱手让与最主要的竞争对手。此外，通过持有的 5%股份，Google还可以 直接从AOL日益增长的网络广告收入中获益。 ”
根据这段文字我们知道，如果没有网络广告（ ）。
A:AOL将受到很大影响 B:Google将无法运营 C:微软将无法运营 D:AOL将采用MSN技术
