作者建议有stable office job的人，千万不要辞职当self-employed worker.有以下原因：
1. self-employed 的人在家工作有很多distraction，例如phone call, noisy neighbor,和household chore.
2. self-employed 的人not likely to set schedule，所以他们会procrastinate或者not working.
3. self-employed 的人在家工作，会socially and professionally isolated, 所以他们的advancement会受到limit.
因此，office job肯定好且lead to more earning.
V2 今天是people working at home不好，a steady office job更好什么的，文中把在家工作不好的缺点列了一下，先是说在家会受到邻居的'噪音影响啊，有三个，还有就是在家没有schedule啊，最后就说在家working会使自己的社交圈和朋友圈isolated，因此对professional career不好什么
作文因为自己写了30分钟，所以大致内容还是记得的。是一个gym的manager给owner写的memo。这个manager说our customers interest in eating healthier。然后提高饮食健康的一个方法是吃organic food。 现在city 还没有organic grocery store。然后这个manager就说，我们应该在什么chiain的商店进入之前，赶快在我们的gym里增加一个卖有机食品的商店，肯定妥妥的赚钱啊(这是个反驳的点。。。吧。。。)!
V1. 下面的XX出现在一个下属给上级汇报的memo里：某个城市有chain gym 3个，最近对gym customer (就是在gym锻炼的人群)做了一个调查，发现customers 开始重视饮食健康 eat healthier，然后说一种提高饮食健康的办法是吃有机食品。现在city没有organic grocery store(我估计是说没有专门买organic的shop，比如像wholefood那样的)，现在city有一些retailer(大概是这个意思)想要开organic food的店。Gym觉得自己应该在它们之前下手，在每个gym里增加一个专门卖有机食品的unit，这样可以增加gym的profit。
V2. 一个gym公司最近对其顾客调查显示customers都对eating healthier感兴趣。然后说eating healthier的一个方式就是eating organic food，而且这座城市里现在还没有organic food grocery，所以这公司打算在他的每个gym location旁开一个organic food grocery 说肯定能对公司盈利有帮助，而且这个公司的profit已经好几年没怎么变动了。
2. 无根据假设：拓展经营领域开Grocery Store不一定就能增加利润，开几家店的cost会很大，revenue能cover the cost么?况且这家做Health and fitness的公司几年都没涨利润，通过拓展经营领域能否赚到钱?几年未盈利可能是因为公司里的管理体制有问题，营销手段不得当等等。
The following appeared as part of an annual report sent to stockholders by Olympic Foods, a processor of frozen foods.
“Over time, the costs of processing go down because as organizations learn how to do things better, they become more efficient. In color film processing, for example, the cost of a 3-by-5-inch print fell from 50 cents for five-day service in 1970 to 20 cents for one-day service in 1984. The same principle applies to the processing of food. And since Olympic Foods will soon celebrate its twenty-fifth birthday, we can expect that our long experience will enable us to minimize costs and thus maximize profits.”
1. 错误类比：The food industry is not analogous to the color film industry. 食品行业与彩色胶片行业不能等同。
2. 因果关系：Other factors that may contribute to the cost decline of the printing cost should be considered and ruled out. 彩色胶片例子中的成本降低不一定是因为组织学习增加效率，还可能是技术改进、原料价格下降、福利增加激励员工等。
3. 无根据假设：The conclusion of the argument is based on a gratuitous assumption that the company can minimize cost and maximize profit because the company has been conducted for 25 years. 因为 (1)不是有经验就可以节约成本 (2)不是cost下降profit就会增加，只有在销量不减少或者增加的情况下才成立
Citing facts drawn from the color-film processing industry that indicate a downward trend in the costs of film processing over a 24-year period, the author argues that Olympic Foods will likewise be able to minimize costs and thus maximize profits in the future. In support of this conclusion the author cites the general principle that “as organizations learn how to do things better, they become more efficient.” This principle, coupled with the fact that Olympic Foods has had 25 years of experience in the food processing industry leads to the author’s rosy prediction. This argument is unconvincing because it suffers from two critical flaws.
First, the author’s forecast of minimal costs and maximum profits rests on the gratuitous assumption that Olympic Foods’ “long experience” has taught it how to do things better. There is, however, no guarantee that this is the case. Nor does the author cite any evidence to support this assumption. Just as likely, Olympic Foods has learned nothing from its 25 years in the food-processing business. Lacking this assumption, the expectation of increased efficiency is entirely unfounded.
Second, it is highly doubtful that the facts drawn from the color-film processing industry are applicable to the food processing industry. Differences between the two industries clearly outweigh the similarities, thus making the analogy highly less than valid. For example, problems of spoilage, contamination, and timely transportation all affect the food industry but are virtually absent in the film-processing industry. Problems such as these might present insurmountable obstacles that prevent lowering food-processing costs in the future.
As it stands the author’s argument is not compelling. To strengthen the conclusion that Olympic Foods will enjoy minimal costs and maximum profits in the future, the author would have to provide evidence that the company has learned how to do things better as a result of its 25 years of experience. Supporting examples drawn from industries more similar to the food-processing industry would further substantiate the author’s view.