Air Jordan32的中底运用了Jordan品牌最顶尖的科技来打造强劲爆发力，以下哪组科技配置是正确的（）

A．Flyknit

B．Hyperfuse

C．Flyknit和皮革相结合

D．皮革

A．ROSSO CORSA

B．BRED

C．UNC

D．PURE MONEY

A．8个总冠军

B．7个总冠军

C．6个总冠军

D．5个总冠军

A．Air Jordan1

B．Air Jordan2

C．Air Jordan3

D．Air Jordan4

A．中国大陆首发

B．高帮版本和中帮版本同时发售

C．3款配色同时发售

D．高帮版本和低帮版本同时发售

A．AirJordan1

B．公牛队主队配色

C．法拉利经典配色

The Lakers' forward Kobe Bryant has scored 50 or more points in four straight games, second in the NBA only to Wilt Chamberlain's seven. He also now is tied with Michael Jordan for second with four behind Chamberlain's 32 in most 60-point games.

"He's doing something I've never seen", Lakers coach Phil Jackson said in an e-mail Saturday. "This has been historic". He should know because he coached Jordan and played against Chamberlain. Bryant is not going to win the MVP award, which likely will go to Dirk Nowitzki or Steve Nash. But his scoring brilliance again seems to answer the question of who's the best player in the league and it also provides more evidence in the similarity of Bryant and Jordan in their talent and approach to the game.

In any ease, Bryant is the player now firmly holding that mythical torch of greatness, sporting celebrity and creativity that Jordan once took from Julius "Dr. J" Erring. "Kobe has the verdant green light to hoist it up until he cools down", Jackson said. "Wonders never cease in this game". Certainly, Bryant has been wonderful in the four games, averaging 56.3 points with two games of at least 60. Moreover, he hardly has been selfish or working outside the offense because most of his field goals have come on long jumpers, including 17 of 33 on three-pointers. Bryant is shooting 54 percent.

"It's phenomenal. It's incredible", Jackson told Los Angeles reporters. "He's shooting [outside] more than Michael was. Michael was probably doing more post-up, more penetration, more at-the-basket kind of stuff. But Kobe's doing a whole range of things. I think his shooting has just been remarkable, the way he is raising up over people and knocking the ball down".

It's still a long way off, but because he started in the NBA when he was 18, Bryant, 28, can pass Kareem Abdul-Jabbar as the league's all-time scorer if he can stay healthy and average 25 points until he is 38. "The best part of it all is that we're winning", Bryant said. "The second is that this generation of players who might not have ever heard of the Elgin [Baylors] or Wilts [and their] greatness will now take notice so the legacy of their brilliance will live on.

"As far as myself, I can't explain it. All is in slow motion all the time. I don't know why or how, but it's trippy". That's probably what Chamberlain said during his record run.

Which of the following statements is true according to the author?

A．Kobe Bryant is the second in the NBA for what he got 50 or more points in four games.

B．Wilt Chamberlain used to get 60 or more points in seven straight games, first in the NBA.

C．Michael Jordan is in the third place with four behind Chamberlain's 32 in most 60-point games.

D．Michael Jordan is equal to Kobe Bryant in most 60-point games.

Read the text below about Nike.

For each question 31—40, write one word in CAPITAL LETTERS

Eliminating Sweatshops at Nike: Just De it!

Over the past decade, Nike has been one of the most profitable companies in the United States. However, at a time when the company's spokesperson, Michael Jordan, was bringing in over $10 million, the young, mostly women workers in its Indonesian plants were taking home only $ 2.23 a day. (31) , working conditions in Nike's Serang plant, 50 miles west of Jakarta, were far from ideal. Hundreds of workers, some children, were crowded into vast sheds where they glued, stitched, pressed, and boxed 70 million pairs of (32) a year. Collusion between local management and government made organizing workers into unions both difficult and dangerous, and the high level of unemployment left workers powerless. Taken together, these labor practices helped keep cost so low and quality so high that a pair of running shoes that (33) for $75 retail in the United States cost just $18.25 to manufacture.

With this type of cost and price structure, it is easy to see how Nike became so profitable. However, the ability to sustain these practices became an issue in 1996 when the U.S. media exposed these sweatshop conditions. As consumers became increasingly aware of (34) their sneakers were actually being made, some felt guilty, and human rights groups went so far (35) to organize boycotts of Nike products. Given the damage to Nike's image and future profitability, something had to be done.

At first, Nike CEO Phillip Knight defended his operations, noting that Nike pays its workers no (36) than its rivals do and that these workers make more than minimum wage in the host countries. Critics countered that the level of pay was (37) the subsistence level and much lower than what is paid by other U.S. companies such as Coco-Cola, Gillette, and Goodyear.

To end this image problem (38) and for all, on May 12, 1998, Knight pledged to (a) raise the minimum worker age requirement, (b) adopt U. S.-style. safety and health standards, and (c) allow human rights groups to help monitor working conditions in all foreign plants. He again showed his commitment to reform. six months later (39) raising wages 22 percent to offset the currency devaluation that rocked Indonesia in the fall of 1998. Knight used both occasions to challenge his competitors to do the same, realizing that their failure to do so would put Nike at a competitive disadvantage. Although it is currently unclear how these (40) will respond, it is obvious that Nike is at least trying to establish its image as a trend setter in both footwear and working conditions in international locations.

(30)