题目内容

下肢静脉曲张患者,禁忌做高位结扎及剥脱术是由于

A. 浅静脉瓣膜闭锁不全
B. 交通支瓣膜闭锁不全
C. 深静脉阻塞
D. 小腿有色素沉着
E. 小腿有慢性溃疡

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呼吸衰竭患者最早、最突出的表现是

A. 紫绀
B. 呼吸困难
C. 血压下降
D. 心率加快
E. 肝、肾功能损害

心肺复苏不恰当的方法是()

A. 胸部按压80~100次/min
B. 心前区叩击2~3次
C. 单人复苏时,每30秒使肺扩张两次
D. 清理口腔分泌物和异物
E. 双人复苏时,每5秒使肺扩张一次

指导患者正确服用硝酸甘油以缓解心绞痛的方法是

A. 观察头晕、血压升高的表现
B. 药物置于口中,立即用温开水送服
C. 舌下含药时应平卧或坐稳,以防发生低血压
D. 药物在舌下被唾液溶解以减少吸收
E. 如果30分钟后不缓解,再服一片

Bottled water doesn’t get much greener than Belu’s. The British company’s drink was the world’s first to become carbon-neutral, in 2006. Its bottles, made from corn, can be composted into soil. Belu’s profits, meanwhile, are poured into projects that deliver clean water to parts of the world that lack access to it. And amid the thirst for all things sustainable, this has meant Belu — pronounced Blue — has gone down rather well. Sales of just $13,000 in 2004, its launch year, rose to close to $4 million in 2008. Defying the downturn, the company even managed a modest profit. But getting consumers to buy is only half the battle. All the granola credentials in the world won’t fund a promising business. To potential investors, it’s pesky things like risk and reward that still matter most. And as an ambitious nonprofit firm surviving in a ferociously competitive sector — rivals include Coca-Cola and Nestlé — Belu has been stymied more than most. "We’ve struggled to get funding, as Belu is aimed at helping the environment, not lining investors’ pockets," says Reed Paget, the Seattle native who is the company’s chief executive and founder. "That’s put a lot of strain on the company." Bereft of any experience running a business, Paget actually has a pretty remarkable record at Belu: half a million bottles of its water, each emblazoned with environmentally friendly messages, are sold monthly, and it’s now distributed in about 1,000 outlets in Britain. But Belu’s potential would be much bigger — global — if it could get funding. With Belu’s shares held by its own nonprofit, venture-capital and private-equity investors can’t expect the usual juicy reward in exchange for financial backing. Offered a savings-account- like return or the chance to buy shares whose dividends accrue to organizations working in the clean-water field, VCs have balked. "I probably would have had more success robbing banks than getting funding from those sources," Paget says. Environmental charities have been no more forthcoming. Investing in firms like Belu is "not what we’re here to do," says a Greenpeace spokesman. "Our role is campaigning." That’s left the firm reliant on a limited bunch of angel investors — from Body Shop cofounder Gordon Roddick to Big Issue Invest, experts in backing social enterprises — willing to stomach little or no return in exchange for long-term benefits to the environment. With $2.5 million raised through 32 painstaking rounds of funding, "the business is massively undercapitalized," says Ben Goldsmith, a London-based philanthropist and VC who’s among Belu’s creditors. "And that’s a challenge." Why not go the capitalist route and use the profits that a conventionally funded expansion would bring to increase his good works Pointing to the small profit he’s made on modest means, Paget is confident Belu can grow without more serious money. But for the chance to scale up his business, "if we can get it, we would definitely love it," he says. Paget is adamant, though, that it should be on Belu’s terms, not those of a traditional investor. He says it was important "to remove the ’We must maximize profit’ from our management system." Sure, Belu needs to be able to sell for more than the cost of production, but, he says, if it came down to more profit vs. more environmental benefit, VCs may suddenly decide they don’t want to be that deep a shade of green after all. But with Belu being unwilling to accept that risk, the cost to the company may be the sustainable growth of a clearly good business. It can be inferred from the passage that

A. Paget wants to make more profits if more funding can be raised.
Belu could develop much faster if it gets enough funding.
C. Greenpeace is reluctant to invest the nonprofit company.
D. as a social enterprise, Belu needn’t make profits to keep the company going.

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