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资料：Global business travel topped $1.2 trillion and is expected to reach $1.6 trillion by 2020, according to new research by the Global Business Travel Association（GBTA）, an association representing the interests of corporate travel managers. What’s more China has now surpassed the U.S. as the largest business travel market in the world, ringing up $291 billion last year.
At the same time, all is not rosy and a number of major issues are lurking ahead. A weakening global economy, Brexit and this year’s U.S. presidential election will mean growth will not be a straight line upwards.
“The uncertainty created by financial upheaval and pending changes to trade and immigration rules will raise management heartburn. This will cause some postponement, even outright cancellation, of business trips. It may also trigger travel budget constriction as management seeks to hedge the uncertainty.” the report says.
At the same time Concur, a company that provides support services for travel managers, released that the sharing economy is gaining traction with business travelers, based on its analysis of 40 million users who spend over $70 billion annually.
Concur data indicates 56 percent growth for Airbnb type services in usage from Q1 2015 to Q1 2016. On average, business travelers stay five nights when home sharing versus three nights in a hotel.
“Managing travel and expense is becoming increasingly complex, between integration with mobile technology, nuances in traveler preferences, and new travel supplier strategies,” notes Robb Nielsen, vice president of global produce experience at Concur. “This demands a fully connected travel and expense ecosystem paired with actionable insights, giving travel managers the visibility and control they need to drive cost savings.”
A press released added, “The vast majority of business travelers also want to receive personalized travel options. However, even though business travelers want personalized options, they are hesitant to share too much personal information to obtain them. They are commonly willing to share details such as their frequent flyer or hotel loyalty number, preferred airline and hotel brands and aircraft seat preferences, but fewer than half would share their travel history, preferred leisure activities while traveling, their business calendar with booked appointments and their social media account names.”
What is the author trying to imply from this article?

A.Personalizationisontherise,togetherwithsharingeconomy
B.ITeraisfinallycomingfortravellingindustry
C.Businessmenarebecomingmoreandmoregenerousonglobalbusinesstrip
D.Traditionaltravelagencyisabouttofadeaway

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资料：Keeping the Zeal of a Startup as You ScaleThere are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents. But perhaps the most powerful is that founders create great insurgencies. They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.Our research on what we call the “founder’s mentality” shows that maintaining a strong insurgent mission is critical to long-term, sustainable growth. But to compete long term, insurgent companies also need to develop scale and scope, which very often dulls their insurgent’s zeal. In many ways, this is because their perspective on the future slowly changes. Insurgents see the days ahead—both long and short term—as ripe with opportunity. They embrace change and chaos. They invest in whatever it takes to innovate new solutions for customers. Incumbents, on the other hand, very often see the future as a threat. As leaders invested heavily in the status quo, innovation and disruption are not good for them. Turbulence erodes profitability; innovation marginalizes their current product offerings. The future is not better.The companies that find a way to achieve scale without losing their insurgent mission---we call them “Scale Insurgents”--remain acutely alert to this difference in perspective. They actively fight back against the very natural tendency to retreat behind the castle walls to avoid future change and turbulence. Instead, they do what in some companies might seem like heresy---they commit to disrupting their own insurgency. They know that acquiring the benefits of scale requires ruthless focus on a well-defined core business and a commitment to building the systems and processes to support it. But they aren’t wedded to their business model—they are wedded to what will serve their customers best. Rather than erecting defenses against the future, they embrace the notion of limitless horizons—the idea that a company can intelligently extend the boundaries of its core ever outward.According to paragraph l, why are founder-led companies often considered as “insurgents”?

A.Becausetheyoftengetmoresupportsfromthecustomers
B.Becausetheyoftendamagethemarketorder
C.Becausetheyoftenchallengetheoldcompaniesinmanyways
D.Becausetheyoftenmakemoremomeythanoldcompanies

单项选择题

资料：Keeping the Zeal of a Startup as You ScaleThere are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents. But perhaps the most powerful is that founders create great insurgencies. They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.Our research on what we call the “founder’s mentality” shows that maintaining a strong insurgent mission is critical to long-term, sustainable growth. But to compete long term, insurgent companies also need to develop scale and scope, which very often dulls their insurgent’s zeal. In many ways, this is because their perspective on the future slowly changes. Insurgents see the days ahead—both long and short term—as ripe with opportunity. They embrace change and chaos. They invest in whatever it takes to innovate new solutions for customers. Incumbents, on the other hand, very often see the future as a threat. As leaders invested heavily in the status quo, innovation and disruption are not good for them. Turbulence erodes profitability; innovation marginalizes their current product offerings. The future is not better.The companies that find a way to achieve scale without losing their insurgent mission---we call them “Scale Insurgents”--remain acutely alert to this difference in perspective. They actively fight back against the very natural tendency to retreat behind the castle walls to avoid future change and turbulence. Instead, they do what in some companies might seem like heresy---they commit to disrupting their own insurgency. They know that acquiring the benefits of scale requires ruthless focus on a well-defined core business and a commitment to building the systems and processes to support it. But they aren’t wedded to their business model—they are wedded to what will serve their customers best. Rather than erecting defenses against the future, they embrace the notion of limitless horizons—the idea that a company can intelligently extend the boundaries of its core ever outward.Which of the following is NOT a represestation of startups’ “rebellious”?

A.Theyaremoreconcentratedandtendtosticktotheirgoals
B.Theyfrequentlydefeatoldcompaniesincompetitions
C.Theytryfigureoutnewwaystosolveproblems
D.Theydonotfollowexistingrules