In this task, you are given news articles and you need to generate a highlight, i.e., a short summary, with a maximum length of 10 lines.

[EX Q]: (CNN) -- After the fall of the Berlin Wall, East Germany lay in shambles as many businesses went bankrupt and millions of people lost their jobs. Some firms, however, got back on their feet and revived the "Made in Germany" trademark by harnessing the expertise of their workers. Their aim was to become, once again, a global brand. CNN travelled to the town of Glashütte in Saxony, known as the birthplace of the German watchmaking tradition. Here, watchmakers such as A. Lange & Söhne and Nomos Glashütte among others have thrived since the fall of the Wall and have since exported their high-end watches to the rest of the world. German craftsmanship . It is companies like these which put their personal, unique stamp on a timeless piece which isn't assembled overnight, explained A. Lange & Söhne. "It takes about four weeks for a watchmaker to put this piece together. And to learn to do this you need about five to ten years of experience," said Marco Wolf, a watchmaker at A. Lange & Söhne, one of the longest-running high-end watchmakers in the world. The hand-crafted timepieces, all mechanical and made with microscopic precision, are carefully created in the former Communist town of Glashütte. "That is what our customers appreciate. The love for details striving for perfection. All that with typical German attributes like solidity, cleanliness, understatement. I think that combination is what drives people and what makes them our customers," said Wilhelm Schmid, CEO of A. Lange & Söhne. Attention to detail goes beyond the surface, according to Schmid, who describes how even tiny parts of the watch the customer will never see are engraved. "And each engraver has his or her own signature style," he added. All in the family . The company's namesake, Ferdinand Adolf Lange, founded Glashütte's watchmaking tradition in 1845. The industry flourished and for over a century Glashütte was Germany's watchmaking capital. But all that changed after World War II, when Glashütte suddenly found itself in the Communist east part of Germany. All the watchmaking companies were nationalized and forced to build cheap watches, some of which were secretly sold in the West. After the fall of the Berlin Wall, much of the watch industry was able to get back on its feet, explained Schmid. "There was still talent here. They were working on different watches than we are working on here today, but the talent generally speaking was there," he said. "So all we had to do was help them to get to the next level." Bouncing back . Fortunately for those companies, Glashütte has revived as Germany's capital of watchmaking once again, employing more people than it ever has. Of the town's 1,800 residents, 1,500 work in the watchmaking industry. Watchmaker Nomos Glashütte is another example of the area's growth in the past 25 years. The company, formed two months after the fall of the Berlin Wall, says its focus on design has pushed it forward in the past 25 years. "We have brought great and unique design to Glashütte," said Uwe Ahrendt, CEO of Nomos Glashütte. "We make beautiful watches and our timepieces come at very good prices," he said. In an era of start-ups and cheaper products being made at a fraction of the cost, the anniversary of the fall of the Berlin Wall is a reflection of how resilient these particular watchmakers have been, and how adaptable they are in the global landscape. Read more Super fast and green? How the new breed of sports cars is getting a makeover . Read more: Want a top notch college degree but can't afford it? Head to Germany . Learn more: Germany by numbers: A look inside Europe's economic powerhouse .
[EX A]: Glashütte, a small town in Germany has a rich heritage of watch making .
Glashütte watches are mechanical and handcrafted .
The workshops were nationalized after WW II as the town was in East Germany .
However, they have been restored to former glory since the reunification .

[EX Q]: (CNN) -- Jeff Yeager says the economic downturn is an opportunity for people to simplify their lives and be content with less. More than 40 percent of the average household food budget is spent on eating out, says Jeff Yeager. The author of "The Ultimate Cheapskate's Road Map to True Riches" has some ideas for saving $20,000 to $30,000 a year. The savings don't necessarily require sacrifices, he says, but rather choices that can lead to greater happiness. Yeager talked with Heidi Collins on Tuesday on "CNN Newsroom." A transcript of their conversation follows. Heidi Collins: How did you become a cheapskate, if you will? Jeff Yeager: Well, you know, I'm about 50 years old. I grew up in the Midwest, and back then, spending money was really a last resort. We led sort of a simpler life, and I think, in a lot of ways, happier, Heidi. And that's really what I write about is, maybe there's a silver lining to this economic downturn. Maybe we can simplify our lives, be content with less and actually enjoy life more. Collins: All right. As a fellow Midwesterner, I share your cheapskate thoughts already. Yeager: You are a sister of the cheaphood. I knew it, Heidi. Collins: Well, hey. I do wonder, though, as you've gone through this process, if you will, if you become the ultimate cheapskate, are you noticing now a lot more people kind of joining your club? Yeager: You know, they are. And again, I don't really talk about a life of sacrifice. I talk about a life of choices and how, in many instances, less can be more.  Watch Jeff Yeager explain his savings suggestions » . You know, in this economy, we hear a lot of stories about how to get more stuff for 20 percent less. I'm not saying that's unimportant. But maybe we're missing the real point. The secret to the time is being content with less. Collins: OK. Wow. I like the way you talk. All right, so let's get to these five things, because that's what everybody really wants to hear about. Specifically, what they can do. And again, this is in order to save 20,000 to $30,000 a year. Really? Yeager: If these things apply to your family. Collins: OK. Yeager: And they are -- let me say in advance -- these are some fairly radical changes. But, again, it's probably not about sacrifice. It's about changing your life and maybe in the end being happier. Collins: OK. Well, very good. First thing you say, give up your cell phone. Yeager: Give up the cellulite life. I will use myself as a poster child. You know, I have a fairly successful career, a very happy life. I've never owned a cell phone, and nothing awful has ever happened. Collins: Now, wait a minute. I've got to push back for a second, because a lot of people will tell you you can be happier with a cell phone because you're out of the office and you're with your family more, still able to still do business. Yeager: We can debate all that, but 10 or 15 years ago, none of us had it, and nothing awful happened. It seemed to me we were really quite happy. Average cell phone plan costs about $100 a month. There's an interesting article in the recent Christian Science Monitor that shows the actual cost of using a cell phone could be more than $3 a minute by time you factor in unused minutes and so on. Collins: Wow. All right. You say you might not need that second car and certainly not the third? Yeager: Americans own about 2½ cars per family. Can you give up one? The Auto Club says it costs about, on average, $1 a mile to drive a car by the time you factor in the cost of the car, depreciation and so on. So, you could easily be talking about $5,000 to $10,000 savings by sharing the remaining car that you have, using public transportation and so on. Collins: OK. Give up meals prepared outside your home. Quit going out for meals no matter what, if it's just a salad or a fancy fancy dinner? Yeager: More than 40 percent of the average American family household food budget is spent on meals prepared outside the home. You can cut that by 80 percent by cooking those same meals at home and you know, maybe recapture some family time around the dinner table. Collins: Yes, there would be people who would argue with you about that, though, too, because our culture is just so socially oriented to food. Every dinner, every business meeting, every lunch. Yeager: We're too busy to cook because we're too busy earning the money to spend it by dining out. Collins: Yes, yes. All right, you also say quit shopping for new clothes. Yeager: Yes. Here again, it's what's good for your pocketbook and good for the environment. Less than 2 percent of clothes that we throw away in America are worn out. The average family spends about $1,800 on clothing. Certainly most of us have more than enough stuff in our closet that we could go six months, even a year without buying new clothes. Collins: Yes, and then maybe just get it tailored or updated or something. Accessorize, I don't know, right? Yeager: And again, less than 2 percent of the clothes we throw away are worn out. That's a waste of the Earth's resources. Collins: All right. And finally, give up college room and board. You want the kids to live at home forever? Yeager: This is a big one, you know? Back in my day, if you have a child in school, consider having them live at home while they go to school. It's been a huge generational shift. Back in my days, lots of people, including myself, lived at home when we went to college. Therefore, we didn't take out any college student loans. Now, of course, most kids go away to school, take out student loans. When they graduate, what do they do? They move back home with mom and dad! Let's skip the money step!
[EX A]: Author Jeff Yeager says radical changes can lead to big savings .
Lose your cell phone and give up second or third car, Yeager says .
Families spend more than 40% of budget on eating out, so cook at home, he says .
Quit shopping for new clothes, and have kids live at home while at college, he says .

[EX Q]: (CNN)In the gentle yet fiercely warm surrounds of the southern Ugandan countryside, Mwanja Banuli looks on as farmhands fill his truck with sugar cane. Packing this rough, woody crop is heavy going and making sure every inch of space is utilized is key. Transport costs money, after all, and this humble sugar farmer has lots of costs to consider. "There are many challenges in this business," Banuli says. "Rent for our land costs about $300 and then you need to pay people to clear the land. "You have to hire a tractor for ploughing and tilling the land. When you add up all these expenses, it's a big investment." Searching for Sugarman . In Uganda, sugar is big business. This particular batch is headed for Kakira Sugar Limited -- one of the country's oldest and largest factories. Kakira was founded by Muljibai Madhvani, an immigrant from the Indian subcontinent in the late 1920s. It's a company still going strong to this day. "What you see in the background is the first mill that was installed in 1930 to crush only 150 tons of cane," explains Kenneth Barungi, assistant general manager of Kakira at the site of the company's nearby factory. "(Kakira) started expanding every 10 years, every 20 years, modernizing, acquiring more land, introducing irrigation, expanding the crushing capacity. By (the 1970s) they were producing about 83,000 tons of sugar." "That was about 50% of all the sugar produced in Uganda. At that time they (Kakira) contributed to about 53% of the national GDP... just because of manufacturing and industry," he added. Dawn of dictatorship . It was at this time, however, that history intervened in the shape of one of the 20th century's most brutal rulers. After a military coup in 1971, army commander Idi Amin Dada seized power. The former heavyweight boxer made himself Uganda's president and a brutal dictatorship followed. The often erratic Amin praised Hitler and said the German dictator "was right to burn six million Jews." He even bizarrely offered to be king of Scotland if asked. Within a year he had expelled the country's Asian population, numbering around 35,000. After almost 50 years, the Madhvanis were no longer welcome in Uganda. Those who stayed, did so at their own risk. "When Idi Amin told every Asian to leave, they all left the country and went mainly to the UK," Barungi continued, adding that he believes this when Uganda began to economically fall apart. "All industries collapsed, all international trade collapsed. There was no longer available foreign exchange to import machinery. Even if you imported the machinery you didn't have technical expertise here to run such industries." "Within a few years Kakira Sugar Industries had collapsed, but so had infrastructure in Uganda. Social services, everything had collapsed." A new start . After Idi Amin was deposed in 1979, however, some of the ejected population slowly started coming back to Uganda. Among the returnees were the Madhvanis. The country they left behind, however, was a very different place. "The factory was a skeleton," Barungi said. "There was no longer a sugar plantation, the houses were occupied by anybody. There was no business to run so it (the plantation) was just an empty shell." The Madhvanis quickly borrowed money from the World Bank and the African Development Bank and set about rebuilding their business. It has grown rapidly over the last 25 years and now produces 18,000 tons of sugar (a year), Barungi said. But the effects of the macabre, harrowing events of recent history still linger. A sweeter deal? Some reports suggest some black Ugandan workers resented how certain sections of the Indian mercantile class treated them. These days, however, Kakira says it strives to promote a responsible philosophy for how it interacts with its workers. Not only is this the right way to engage with people in its employ, they believe, it also improves productivity and staff mobility. Kakira has built schools and hospitals to cater for their staff and their families while the company has also founded the Kakira Outgrowers Rural Development Fund (KORD), an NGO that provides the likes of workshops, loans and other services for its contractors. Besides nearly 8,000 staff members, Kakira has almost as many contract workers in the shape of farmers, like Mwanja Banuli. They farm the lands neighboring the plantations and are contracted to Kakira, supplying 70% of its sugarcane needs. "To be able to sustain business you want agricultural farmers, plantation workers, you want factory workers and the vision of Muljibhai Mudhvani was to develop human resources," Barungi said. This enlightened approach saw KORD awarded with a best NGO-business partnership award from the Ugandan Manufacturers Association. But it's the positive impact on individual lives that offers the biggest reward for many in the community. "Before KORD I was just useless," said Beatrice Katende, who has received assistance from the body's programs. "I used to work as a casual laborer for other people in the community digging in their gardens to get some income. "When KORD came into existence we learned to farm, to save and how to be self-sufficient." Through offering a hand up to people like Katende, Kakira hope to help themselves as well as provide assistance to other areas of the local economy. "The main vision was to always make sure that there is labor supply always available to work at the factory. The excess can go and work in other industries in the country," Barungi said. More from Marketplace Africa .
[EX A]:
Kakira Sugar Limited is one of Uganda's oldest companies .
The company was shuttered when its owning Indian family was expelled during the reign of Idi Amin .
Today, Kakira is once again employing thousands of people in Uganda .