市场营销管理哲学

One expert once warned "Japan has never been an ideal place to build a nuclear power plant". The 3.14 Japan Earthquake in 2011 proved the claim. Outside the nuclear plant, however, the (67) of official disaster preparations had already been laid bare. Kazuma Yokota, a nuclear safety (68) based at Fukushima (福岛) Daiichi, had moved quickly (69) the quake to a pre-prepared (70) centre in a nearby village, where he was meant to direct any necessary (71) But it took hours to get the centre’s (72) working, and even then its core communication systems did not (73) Yokota only found out about the first evacuation orders from television reports.
The result of such (74) was widespread confusion. Yoshitada Unuma lived just 2km from the plant, working at a nearby motor parts factory and helping (75) the family farm. Confident in Fukushima Daiichi’s (76) construction and (77) safety systems, he (78) early talk of (79) even when told, on the night of March 11, to move with his wife and daughter to a school a little further from the plant. But when, the next day, anxious local officials told the evacuees to move westward from the plant as quickly as they could, Unuma felt cold fear. "It was (80) ," he says. "All we could think of was to (81) "
(82) the orderly evacuation by bus called for in emergency drills, (83) had to make their own way by car along (84) roads. Unuma and his family drove 30 km until they saw a sign for a (85) centre that had space. "We thought we’d be able to go home after a 86 of days or so, but the news just got worse and worse," he says.

A. missedB. dismissed C. stressed D. allowed