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One of the most visible locational decisions on．a high technology firm was made by the Microelectronics and Computer Technology Corporation(MCC)．A joint venture of a dozen major computer and semi-conductor firms，MCC was founded to do research (21) advanced level technologies such as new generations of supercomputers，artificial intelligence and robotics． (22) a consortium created in 1982 by several firms，it had no home base or locational inertia，and began its search for a site by examining 57 cities across the country．The cities made polished sales pitches to lure the firm’s eventual 400 engineers and scientists．The four finalists in the chase-Atlantis，Austin，San Diego and Raleigh-Durham，in the Research Triangle area of North Carolina， (23) ．was particularly noted for high tech activity． When Austin was choosen。its attractions to MCC were widely analysed by other would-be Silicon Valleys．Austin，the state capital，iS the site of the main campus of the University of Texas，a school that (24) among the top twenty in the country in research funding．The university’s reputation，state commitments of further support，and the city’s proven quality of life attractiveness (25) high tech people were the deciding factors．Austin and the State of Texas added to these attractions a package of financial and other incentives，including a favorable lease on land in the university’s research park and subsidized mortgages (26) ．relocating employees． (27) return Austin had got not only the MCC．In the typical snowballing manner of high tech areas，several other companies have decided to move research (28) other advanced technology facilities there．Lockheed Missiles and Space Company，3M Corporation，and Motorola are among the firms which have added to theagglomeration of technical workers there， (29) the expense of cities like Minneapolis and Phoenix，where the companies have other facilities．As a matter of fact，the entire 100 mile corridor between Austin and San Antonio is nicknamed“Silicon Gulch”．San Antonio is the site of several computer biotechnology and electronics companies． (30) the“Gulch”will rival the San Francisco Bay and Boston regions in high technology will depend on its ability to spawn a succession of new firms as technology advances and changes．
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简述拍卖的形式。
IV. A—Waiting and Boarding J—Customs Declaration Form B—Luggage Delivery K—Quantity Allowed to Take C—Inspection and Quarantine L—Regulations on Restriction of Liquids D—Getting a Boarding Pass M—Temporary Boarding ID Card E—Security Check N—Guide to Outgoing Passengers F—Domestic Departure O—Goods Prohibited to Exit the Country G Over-sized Luggage Checked-in P—Restriction of Hand Carry-on Articles H— Goods prohibited to be Hand-carried Q—Detection Passage I—Duty-free Articles ( ) 限带物品数量 ( ) 检查通道
若单位规模较小，即使其经济业务复杂多样，财务收支频繁，也无须设置会计机构和会计人员。( )
Of the many things a CTO(Chief Technology Officer)must do to be successful，the one that can never be neglected is simple：maintaining focus on helping your company produce revenue and profits．On a purely superficial level，this sounds like the job of the CEO or vice president of sales，but successful CTOs know that being closely involved in the revenue game is the key ingredient to the growth of your company and your career． For some technology staff aspiring to the CTO position，there is a sense that getting too close to the money sullies the purity of the greater technology mission Of building elegant products and systems．This may be true in an academic environment，but in the corporate world，those elegant products and systems need to help produce a profit．The CTO works at the strategic intersection of technology and business，and the unique talents of the CTO mean that he or she can leverage technology for the good of the business like no one else on the executive team． To drive revenue in a company，the CTO must work as 3 partner with the CEO and vice president of sales．Quite often，the tech leaders in an organization sit back and wait for executive managers to tell them what to do and then deliver requirements．A successful CTO realizes that the process of working through ideas for new products and services demands his or her participation from idea origination to final implementation． While working as a partner with key executives at a company，the CTO should also keep in close contact with the sales staff members who are out talking to customers on a regular basis．Asking three simple questions of sales staff on a regular basis helps keep the CTO in the loop on the realities of external market conditions：1)What are our customers asking for today2)What are customers looking for in the next 90 daysAnd 3)How do customers envision their needs developing in the next year to 18 monthsThese answers help the CTO with budgeting，strategic planning，and product development，and most importantly，helping to drive revenue and profitability over the short and long term． Finally，as an externally facing executive，the CTO must always have time for existing and potential customers．This means accompanying your sales staff on sales calls and understanding the challenges that your customers face．The CTO can then use the feedback to help the company serve customers more effectively and drive revenue．That’s what it’s a11 about． According to the author，a successful CTO
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