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某投标人参加了某道路工程项目的国内招标采购活动，该项目招标文件中写明了投标截止时间为2010年7月8日上午10点。投标保证金提交的时间及方式为2010年7月8日上午10时前从投标人单位基本账户以电汇形式汇达招标人指定账户，投标保证金提交的金额为人民币80万元。当日，该投标人按规定提交了投标保证金，并携带全套投标文件赶往文件接收地点，并于上午9点30分赶到文件接收现场会议室，将投标文件递交给了接收人员。 [问题] 国际招标采购货物，招标文件约定报价采用到岸价(CIF)，且评标价格的调整因素有延迟交货按照货物投标价格的每周0.5%折价；提前或延迟付款按月利率1%折价；按照开标当日中国人民银行授权公布的欧元对美元的中间价1:1.4转换成美元的评标价格；货物进口环节综合税率为到岸价的25%。某投标人的投标价格为9500000欧元，评标中发现其报价多计算50000欧元，交货期比招标要求延迟2周，且有300000欧元货款要求提前1个月支付，内陆运输费、保险费及其他伴随服务费用28500美元。 [问题] 计算该投标人的评标价格。
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This year has turned out to be a surprisingly good one for the world economy. Global output has probably risen by close to 5%, well above its trend rate and a lot faster than forecasters were expecting 12 months ago. Most of the dangers that frightened financial markets during the year have failed to materialize. China"s economy has not suffered a hard landing. America"s mid-year slowdown did not become a double-dip recession. Granted, the troubles of the euro area"s peripheral economies have proved all too real. Yet the euro zone as a whole has grown at a decent rate for an ageing continent, thanks to oomph from Germany, the fastest-growing big rich economy in 2010.The question now is whether 2011 will follow the same pattern. Many people seem to think so. Consumer and business confidence is rising in most parts of the world; global manufacturing is accelerating; and financial markets are buoyant. The MSCI index of global share prices has climbed by 20% since early July. Investors today are shrugging off news far more ominous than that which rattled them earlier this year, from the soaring debt yields in the euro zone"s periphery to news of rising inflation in China.Earlier this year investors were too pessimistic. Now their breezy confidence seems misplaced. To oversimplify a little, the performance of the world economy in 2011 depends on what happens in three places: the big emerging markets, the euro area and America. These big three are heading in very different directions, with very different growth prospects and contradictory policy choices. Some of this divergence is inevitable: even to the casual observer, India"s economy has always been rather different from America"s. But new splits are opening up, especially in the rich world, and with them come ever more chances for friction.Begin with the big emerging markets, by far the biggest contributors to global growth this year. Where it can, foreign capital is pouring in. Isolated worries about asset bubbles have been replaced by a fear of broader overheating. With Brazilian shops packed with shoppers, inflation there has surged above 5% and imports in November were 44% higher than the previous year.Cheap money is often the problem. Though the slump of 2009 is a distant memory, monetary conditions are still extraordinarily loose, thanks, in many places, to efforts to hold down currencies. This combination is unsustainable. To stop prices accelerating, most emerging economies will need tighter policies next year. If they do too much, their growth could slow sharply. If they do too little, they invite higher inflation and a bigger tightening later. Either way, the chances of a macroeconomic shock coming from the emerging world are rising steeply. By saying "now their breezy confidence seems misplaced", the author means that ______.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
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