题目内容
推动建设新型国际关系,是我们党立足时代发展潮流和我国根本利益做出的战略选择,反映了中国人民和世界人民的共同心愿。新型国际关系,新在( )。()
查看答案
搜索结果不匹配？点我反馈
更多问题
作业二 多选题（共10题）A.互联网背景下旅游产业新的特点 (多选题)a.旅游行程私人定制化b.游客消费行为散客化c.商业模式在线化d.边境旅游国际合化B.互联网+高度融合的四个板块 (多选题)a.互联网+旅行社 b.互联网+旅游营销c.互联网+旅游住宿业d.互联网+私人定制C.互联网+旅游 发展趋势 (多选题)a.旅游跨界b.加速融合c.国际进军d.消费端D.库存体系网络构成 (多选题)a.配送中心网络b.海上丝绸之路旅游电子商务分公司网络c.仓库网络d.互联网+网络E.大数据在旅游地品牌形象管理中的应用方法 (多选题)a.旅游地品牌形象的维护b.旅游地品牌形象的评估c.旅游地品牌形象的传播d.旅游地品牌形象的设计F.大数据在旅游地品牌形象管理中的应用方法： (多选题)a.旅游地品牌形象的设计b.旅游地品牌形象的传播c.旅游地品牌广告语d.旅游地品牌工业设计G.旅游地品牌形象的维护 (多选题)a.增强品牌形象活力b.强化品牌形象c.建立危机应对机制d.增强海洋旅游子系统H. 海上丝绸之路旅游运营商大数据应用 (多选题)a.网络管理和优化b.旅游市场与精准营销c.旅游企业运营管理d.旅游数据商业化I. 海上丝绸之路旅游市场与精准营销包括 (多选题)a.海上丝绸之路旅游客户画像 b.海上丝绸之路旅游关系链研究c.海上丝绸之路旅游精准营销和实时营销d.海上丝绸之路旅游个性化推荐J.品牌的三大特征 (多选题)a.价值性特征b.识别性特征c.领导性特征d.传达性特征
多选题（共10题）A.共建21世纪海上丝绸之路的重大战略意义 a.构建和平稳定周边环境的战略举措b.深化改革开放的重要途径c.拓展经济发展空间的深远谋划d.促进沿线国家共同繁荣的历史选择B.物联网技术在海上丝绸之路旅游物流领域发展趋势a.统一标准，共享海上丝绸之路旅游物流的物联信息。 b.互联互通，海上丝绸之路旅游物流物联网融入社会物联网。 c.多种技术，海上丝绸之路旅游物流领域集成多种应用。 d.海上丝绸之路旅游物流领域将不断涌现出新模式。 C.2l世纪海上丝绸之路三大旅游圈 a.中国一东盟旅游圈b.中国一南亚旅游圈c.中国一欧非旅游圈d.中国一西亚旅游圈D.加强海上丝绸之路旅游国际规划编制 a.开展国际多维度合作b.积极促成国际重点区域规划合作c.加强基础设施建设规划d.争取设立亚洲基础设施投资银行E.打造海上丝绸之路无障碍旅游区 a.极推动海上丝绸之路旅游市场相互开放b.争取国家间支持，消除政策障碍c.规范边境旅游出入境管理，实行通关便利化d.争取成立亚洲旅游投资银行和海上丝绸之路旅游产业基金F.品牌设计主要内容a.企业的LOGO设计b.包装设计c.广告语设计d.工业设计G. 中国海洋旅游安全管理系统a.海洋旅游安全信息子系统b.海洋旅游安全预警子系统c.海洋旅游安全控制子系统d.海洋旅游安全救援子系统H. 中国海洋旅游安全信息子系统a.海洋旅游气象信息b.海洋水文灾害信息c.海洋地质地貌信息d.海洋旅游容量信息I. 监控预警子系统 a.警示标识 b.警报嗡鸣 c.广播提醒d.网络平台J. 环境安全标识现状分析a.安全标识系统化程度较低b.识别功效部分缺失c.景观协调性不足d.传达安全信息 不足
回答下面问题
Company MergeA school of behavioral economists has long argued that when it comes to money, people are incapable of acting in their own best interest — that decisions result from impulse and overconfidence as much as from reason. Smart folks, in other words, are just as likely to soon part with their money as all those fools.The truly bad news is that smart companies are just as prone to make terrible decisions for the same reason. Take one of the biggest business decisions of all —merger. Research consistently shows that most mergers fail in every sense of the word, from falling stock prices to lower profitability after the merger. Yet, even with suffering capital markets, a recent Hewitt Associates study found that more than half of the 70 senior executives and board members surveyed planned to step up merger activity during the next three years.Why? Call it executive hubris. CEOs are not different from the rest of us in that they fall prey to the self-enhancement bias: we all like to think we are intelligent and efficacious. So we overestimate our abilities. That’s why studies show that significantly more than half of all people believe they are above average — in negotiating ability, even in income. This overly optimistic view is, of course, worse for CEOs — after all, they generally are way above average. But the result is the same: bad decisions. One study, by business school professors Matthew Hayward and Donald Hambrick, showed that the greater the hubris of the chief executive, the more a company tends to overpay for acquisitions.The aphorism “Pride goeth before a fall” seems to hold true in business too. When executives are confronted with the appalling statistics, their first response goes something like this: “That may happen to other companies, but not ours. This acquisition will be more successful. We have learned.”The next CEO challenge is persuading a possibly recalcitrant board of directors to let you pursue your urge to merge. Hubris, again, returns to center stage. You paint a picture of doom and gloom that will result if you don’t merge. Take a look at one of the rationales given for the merger of Hewlett-Packard and Compaq, two companies with poor operating track records. The argument was that PCs were becoming a commodity industry, consolidation was inevitable, and if HP didn’t do the consolidating, it would soon be one of the consolidated. Here’s another variant of the same rationale: If you don’t buy the target company, your competitor will — and you’ll lose out. This gambit uses the influence strategy of scarcity — we want what we can’t have, and we find particularly desirable anything that we may lose to someone else.Here’s how to avoid hubris-fueled merger mama. First, follow the adage from medicine: Forgive and remember. Go back and evaluate past merger decisions, admit when you were wrong, figure out why, and learn from it.Second, beware of too much agreement in the boardroom. When Alfred Sloan ran General Motors, if he couldn’t find opposition to a decision, he’d postpone it. He interpreted a lack of dissent as a lack of analysis. Find, even encourage, people to disagree with you, so that all sides of the decision are examined. Mostly, we like those who agree with us. But as one of my colleagues likes to point out, if two people agree all the time, one of them is redundant.The urge to merge is still like an addiction in many companies: Doing deals is much more fun and interesting than fixing fundamental problems. So, as in dealing with any other addiction or temptation, maybe it is best to just say no.5. What are we told is the best way to avoid hubris-fueled merger madness?
微信支付 
支付宝支付