Questions 11 to 15 are based on the following passage.Plato, an ancient Greek philosopher, believed that men are divided into three classes: gold, silver and bronze. Vilfredo Pareto, an Italian economist, argued that “the vital few” account for most progress. In the private sector, best companies struggle relentlessly to find and keep the vital few. They offer them fat pay packets, extra training, powerful mentors and more challenging assignments.As the economy begins to recover, companies are trying harder to nurture raw talent, or to poach it from their rivals. Private-equity firms rely heavily on a few stars. High-tech firms, for all theiregalitarianism, are ruthless about recruiting the brightest. Firms in emerging markets are desperate to find young high-flyers to cope with rapid growth and fast-changing environments.Bill Conaty and Ram Charan’s recent bookThe Talent Mastersprovides a nice mix of portraits of well-known talent factories along with sketches of more recent converts to the cause. “Talent masters” are proud of their elitism. GE divides its employees into three groups based on their promise. Hibdustan Unilever compiles a list of people who show innate leadership qualities. “Talent masters” all seem to agree on the importance of two things: measurement and differentiation. The best companies routinely subject employees to various “reviews” and “assessments”. But when it comes to high-flyers they make more effort to build up a three-dimensional pictures of their personalities and to provide lots of feedback.A powerful motivator is single out high-flyers for special training. GE spends $ 1 billion a year on it. Novartis sends high-flyers to regular off-site training sessions. Many companies also embrace on-job training, speaking of “stretch” assignment or “baptisms by fire”. The mostcoveted(令人垂涎的)are foreign postings: these can help young managers understand what it is like to run an entire company with a wide range of problems.Successful companies make sure that senior managers are involved with “talent development”. Bosses of P&G spent 40% of their time on personnel. Intel obliged senior managers to spend at least a week in a year teaching high-flyers. Involving the company’stop brass（高级职员）in the process prevents lower-level managers from monopolizing high-flyers and creates dialogues between established and future leaders. Successful companies also integrate talent development with their broader strategy to ensure that companies are more than the sum of their parts. P&G likes its managers to be both innovative and worldly. Goodyear replaced 23 of its 24 senior managers in two years as it shifted its target-consumers from carmakers to motorists.Meanwhile, in their rush to classify people, companies can miss potential stars. Those who are singled out for special treatment can become too full of themselves. But the first problem can be fixed by flexibility: people who are average in one job can become stars in another. And people who become too smug can be discarded.Question:The author mentions the needs for talent of different firms in the second paragraph to show that____.