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1 Ecoefficiency (measures to minimize environmental impactthrough the reduction or elimination of waste from production processes) hasbecome a goal for companies worldwide, with many realizing significant costsavings from such innovations.（背景就帮助我们理解作者观点）

Peter Senge and Goran Carstedt see this development aslaudable but suggest that simply adopting ecoefficiency innovations couldactually worsen environmental stresses in the future.

（论据帮我们理解为沙作者持有这个观点）Such innovations reduce production waste but do not alterthe number of products manufactured nor the waste generated from their use anddiscard; indeed, most companies invest in ecoefficiency improvements in orderto increase profits and growth. Moreover, there is no guarantee that increasedeconomic growth from ecoefficiency will come in similarly ecoefficient ways,since in today’s global markets, greater profits may be turned into investmentcapital that could easily be reinvested in old-style eco-inefficientindustries. Even a vastly more ecoefficient industrial system could, were it togrow much larger, generate more total waste and destroy more habitat andspecies than would a smaller, less ecoefficient economy. Senge and Carstedtargue that to preserve the global environment and sustain economic growth,businesses must develop a new systemic approach that reduces total material useand total accumulated waste. Focusing exclusively on ecoefficiency, whichoffers a compelling business case according to established thinking, maydistract companies from pursuing radically different productsand business models.

2 Colonialhistorian David Allen's intensive study of five communities inseventeenth-century Massachusetts is a model of meticulous scholarship on thedetailed microcosmic level, and is convincing up to a point.  Allen suggests that much more coherence anddirect continuity existed between English and colonial agricultural practicesand administrative organization than other historians have suggested.  （为啥将DA的研究呢？因为作者观点反驳别人：这个研究不靠普）　

However, heoverstates his case with the declaration that he has proved "theremarkable extent to which diversity in New England local institutions wasdirectly imitative of regional differences in the mother country.“

（论据证明为啥作者夸大其词不靠普）Suchan assertion ignores critical differences between seventeenth-century Englandand New England.  

Allen'swork is a rather extreme example of the "country community" school ofseventeenth-century English history whose intemperate excesses in removing allnational issues from the history of that period have been exposed by ProfessorClive Holmes.  

Customer loyalty programs are attempts to bond customersto a company and its products and services by offering incentives— such asairline frequent flyer programs or special credit cards with valuablebenefits—t0 loyal customers. In support of loyalty programs, companies ofteninvoke the “80/20" principle, which states that about 80 percent ofrevenue typically comes from only about 20 percent of customers. （因为后面说不认同这些人的看法）

However, this profitable 20 percent are not necessarily loyal buyers,especially in the sense of exclusive loyalty.

Studies have demonstrated that only about 10 percent ofbuyers for many types of frequently purchased consumer goods are 100 percentloyal to a particular brand over a one-year period. Moreover, 100-percent-loyalbuyers tend to be light buyers of the product or service. “Divided loyalty”better describes actual consumer behavior, since customers typically vary thebrands they buy. The reasons for this behavior are fairly straightforward:people buy different brands for different occasions or for variety, or a brandmay be the only one in stock or may offer better value because of a specialdeal. Most buyers who change brands are not lost forever; usually, they areheavy consumers who simply prefer to buy a number of brands. Such multibandloyalty means that one company's most profitable customers will probably be itscompetitors’ most profitable customers as well.

（第二段同理开始写支持者后面又被反驳掉）Still, advocates of loyalty programs contend that suchprograms are beneficial because the costs of serving highly loyal customers arelower, and because such loyal customers are less price sensitive than othercustomers. It is true that when there are start-up costs, such as creditchecks, involved in serving a new customer, the costs exceed those of serving arepeat customer. However, it is not at all clear why the costs of serving ahighly loyal customer should in principle be different from those of servingany other type of repeat customer. The key variables driving cost are size andtype of order, special versus standard order, and so on, not high-loyaltyversus divided-loyalty customers. As for price sensitivity, highly loyalcustomers may in fact come to expect a price discount as a reward for theirloyalty.

Why firms adhere to or deviate from their strategicplans is poorly understood. （问题）回答However, theory and limited research suggest thatthe process through which such plans emerge may play a part. In particular, topmanagement decision-sharing—consensus oriented,team-based decision-making—may increase the likelihood that firms will adhereto their plans, because those involved in the decision-making may be morecommitted to the chosen course of action, thereby increasing the likelihoodthat organizations will subsequently adhere to their plans.

（第一段的回答的补充说明） However, the relationship betweentop management decision sharing and adherence to plans may be affected by astrategic mission (its fundamental approach to increasing sales revenue andmarket share, and generating cash flow and short-term profits).

（论据，细节）At one end of thestrategic mission continuum, “build” strategies are pursued when a firm desiresto increase its market share and is to sacrifice short-term profits to do so.At the other end, “harvest” strategies are used when a firm is to sacrifice marketshare for short-term profitability and maximization. Research and theorysuggest that top management decision-sharing may have a more positiverelationship with adherence to plans among firms with harvest strategies thanamong firms with build strategies. In a study of strategic practices in severallarge firms, managers in harveststrategy scenarios were more able to adhere totheir business plans. As one of the managers in the study explained it, this ispartly because “typically all a manager has to do [when implementing a harveststrategy] is that which was done last year.” Additionally, managers underharvest strategies may have fewer strategic options than do those under buildstrategies; it may therefore be easier to reach agreement on a particularcourse of action through decision-sharing, which will in turn tend to promoteadherence to plans. Conversely, in a “build” strategy scenario, individualleadership, rather than decision-sharing

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