人民法院对下列哪些案件,可以适用简易程序,由审判员一人独任审判()
A. 男青年甲与女青年乙情投意合准备结婚;女青年乙的家里反对,其兄到甲家中闹事,并将甲打成轻伤。为此,甲向法院提起自诉
B. 李某和张某系聋哑人,两人共同在公共汽车上偷窃他人的钱包时被当场抓住,被害人向法院起诉
C. 赵某与罗某系邻居。两人常因日常小事纠纷不断。某日,两人又起纠纷,争吵中罗某抄起木棍,打在赵某头上,致使其严重脑震荡。赵某受伤后向公安机关报案。公安机关认为本案系邻里纠纷,以民事调解为宜,故不予立案。赵某不服将本案诉至法院
D. 贾某欲购买电视机但钱不够,忽然看见一妇女从银行取钱出来,遂趁其不备将其钱包夺走,后被群众抓住送往公安机关。公安机关将本案移送检察机关,检察机关提起公诉。法院认为该案事实清楚,证据充分,可能判处3年以下有期徒刑,遂决定适用简易程序,并书面通知检察机关
A All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship. Defining the legal framework of the alliance is only the beginning of the kind of comprehensive planning that is needed to ensure a workable relationship. Successful alliance planning goes beyond the partners’’ initial agreement on the choice of alliance vehicle (e.g. cross-licensing, technology development pact, joint venture, equity sharing).B Successful alliance planning not only includes the usual details of plant location, cost sharing, market share gains and other economic criteria, but also the approaches that facilitate creating new knowledge and other technological synergies. Senior management needs to communicate the alliance’’s shared goals with all key middle managers and technical staff to discuss ways to develop a win-win relationship. Senior management also needs to convey the message that close cooperation could unintentionally expose and leak the firm’’s core competencies in ways that could ultimately damage the firm’’s long-term competitiveness. These same managers and technical staff need to know at the planning stage which technologies, competencies or proprietary processes should be protected from excessive demands from the partner.C Managers often herald the consummation of an alliance agreement as the final outcome of intensive negotiations between the partners. For many types of strategic alliances (e.g. technology development pacts, joint ventures, consortia), however, the legal negotiations represent only the beginning of a long series of ongoing, continuous negotiations that actually take place once alliance operations commence. The finer details of the alliance’’s framework entail continuous negotiations with the partner. Even after both parties agree to the broad (and immediate) goals and objectives of the relationship, smooth accommodation of managers and practices from different partners is directly related to how well managers can negotiate the uncertainties and the complexities of day-to-day activities that cannot be pre-specified in a legal document.D Smooth implementation to facilitate learning requires all levels of management to work on developing "alliance protocols" that enable careful knowledge creation and sharing among the partners. In their simplest form, alliance protocols represent the communication channels by which the alliance’’s managers and technical staffs share technologies, skills and managerial acumen. Jointly developing and agreeing to these protocols early on is important to maintaining a balanced relationship, whereby neither partner feels that their contributions or opportunities to learn from the other are neglected or undervalued. Protocols are instrumental in setting up the mental "parameters" that limit what partners can ask from one another in terms of what constitute proprietary vs. non-proprietary technologies or processes. Protocols provide an "invisible fence" that defines the boundaries between cooperation and competition.E Strategic alliances can help firms transform their core businesses and activities by helping management secure access to new technologies, insights and skills that other firms may possess. Alliances enable firms to jointly develop new products and processes, the costs of which are often beyond the financial and human resources of any firm. Strategic alliances can also help firms divest themselves of non-core business units or activities that are costly to retain. In non-core businesses, alliances can help reduce the cost of industry exit and corporate restructuring.0. It is rewarding for firms to form the alliance relationship with others. (E)
All key parameters of an alliance relationship have to be planned comprehensively.
根据下面统计资料,回答下列问题。2009年11月,首届世界低碳与生态经济大会技术博览会在江西南昌召开。在这次大会上,江西共签约项目143个,总投资为1046.95亿元,先后分三次签约;第一次,与23家央企签约37个合作项目,项目总投资为519.1亿元;第二次,九江市人民政府与中信集团签订旅游基础设施投资框架协议,项目总投资为120亿元;第三次,签约合同项目105个,项目总投资为407.85亿元。从签约项目主要领域来看,旅游产业项目14个,占9.79%;钨及稀土深加工产业项目4个,占2.82%;医药化工产业项目14个,占9.79%;电子信息产业项目12个,占8.39%。在签约项目中,与京、浙、沪、粤等省市(地区)签署的项目和投资总额较多。签约项目投资较多的省市(地区)为:北京34个,占23.77%;广东省25个,占17.48%;浙江省17个,占11.89%;上海市6个,占4.2%;港台地区合作项目数10个,占6.99%。 能够从上述资料中推出的是()。
A. 这次大会签约项目平均投资额超过8亿元
B. 旅游产业签约项目数小于电子信息产业签约项目数
C. 钨及稀土深加工产业投资额所占比重小于医药化工产业项目数所占比重
D. 在签约省市(地区)中,签约项目数所占比重小于签约投资额所占比重的省市(地区)有3个