题目内容
A3/A4型题某女性，纺织女工，年龄35岁。在某纺织厂从事纺纱和织布工作已10年以上。近来主诉耳鸣、听力下降等症状，到医院就诊。 经检查听阈提高20dB，10～20h后恢复听力，属何种类型听力损伤（）.
查看答案
搜索结果不匹配？点我反馈
更多问题
TEXT A Because markets are often unpredictable, successful marketing is rather like hitting a moving target. Consumer tastes vary depending on fashions and trends, causing the demand for products to fluctuate with alarming frequency. It is because of this uncertainty that we need to analyse and know as much as we can about customers and markets, and also about our own businesses. Not all marketplace opportunities are real opportunities for every business. Only those which a business can successfully exploit -- those which match its capabilities -- come into this category. The process of analysing marketing opportunities therefore begins with an internal analysis of a business itself- a process which must include not only the specifically market-related aspects of its operations, such as sales and advertising, but also other aspects, such as financial resources, work-related aspects of its operations, such as sales and advertising, but also other aspects, such as financial resources, work-force skills, technology and so on. A useful framework for undertaking this internal analysis is to divide these aspects into four areas: customers, sales, marketing activities and other factors. We must determine who the business’s customers are, how many there are and what their requirements are. We must then estimate how many products the business can be expected to sell in order to determine what product development will be required. Product development includes market research, which is vital to ensure that the business’s products are fight for the market, and to enable file business to set pricing and discount policies which will maximise sales. Finally, we must examine how all of these factors relate to other aspects of the business that may affect sales levels, such as management and work-force skills and corporate goals. Having carefully analysed these internal factors, it is time to look at the outside world. An external analysis also needs to examine carefully a wide range of areas -- such as legal/political factors; economic factors; cultural/social factors; technology; institutions and competition. There may be restrictions on the production or sale of particular products: for example, the age restrictions that exist in many countries on the sale of alcohol; and tobacco will obviously influence the size of the market for these products. Rising or falling interest rates affect people’s disposable income, and may alter demand and therefore market size. Development of the society and its population, and how people’s requirements will be affected, must also be considered. New technologies may affect both people’s expectations and other products that are likely to become available. Consequently it may be expected that traditional, social and economic institutions will alter over time, so that people may no longer buy, sell and distribute products in traditional ways through wholesalers and retail outlets; instead they will order products from home using the latest computer and cable television technology. And lastly,’ we must consider any potential competition from other businesses at home or overseas which produce similar products, and whether or not our business would be able to remain profitable even with thhis competition. Identifying the competition is in many respects the most important aspect of an external market analysis and, to be useful, it must be as objective as possible. Many marketers greatly overestimate or underestimate the competition that their business will face from other businesses, especially if they look at the competition from their own standpoint rather than seeing it through the eyes of their customers. In other words, many people identify competitors by looking at apparently similar products, how they are made and what features they have, rather than at the benefits these products have for users and at ways of meeting market needs. With personal computers, for instance, this approach would mean assessing competitors on the basis of the type of microchip circuit used and the elegance of the software. A much more useful comparison would focus on the ability of the various computers to provide what the personal computer user wants; ease of use, flexibility and the ability to grow with the user. This way, we are much less likely to overlook competition from businesses that products which appear to be different from our own, but which produce similar benefits for customers. When the internal analysis is taken together with the external analysis, the result is an allround picture of the current situation. This is usually known as a situation analysis or marketing audit. Developing this analysis requires a mass of information, which is the raw material for analysing market opportunities in order to identify the most promising. Possibly the most powerful, and certainly the most widely used, technique for structuring the analysis of the information is the SWOT analysis. This refers to Strengths of the organization, Weaknesses of the organization, Opportunities in the market place, and Threats to it (especially competitive threats) in the market place. Strengths and weaknesses relate to the finding of the internal analysis, as seen from the viewpoint of the customer -- things it or its product does better than the competition, and things it does less successfully. Opportunities relate to findings from the analysis of the external environment. For instance, the trend among the educated middle classes in many countries to adopt "healthier" eating patterns opens up demand for a wide range of health food products. The other side of this coin, however, is market threats: factors which inhibit demand for a business’s products. For example, for a manufacturer of highly processed convenience foods containing chemical additives, the trend towards more "natural" eating is a marketing "threat". It is important to remember that the attractiveness of a market depends largely on the strengths and weaknesses of the assessor. For this reason, an opportunity for one business may well constitute a threat to another. Similarly, the definition of any factor as a strength or a weakness depends largely on market conditions. The some organisational factor may constitute a strength in one market and a weakness in another. According to the passage, the age range of some businesses’ customers may be limited because of ______.
Mrs. Jones has invited her friends to dinner this evening. She went shopping in the supermarket this afternoon. She drove to the supermarket, got a cart (手推车) at the entrance (人口)and went in. After she had picked all she needed, she went to the cashier’s and paid the bill. It took Mrs. Jones almost 3 hours to prepare the meal, even with the help of her daughter Jane. The guests arrived at about 7:30. The meal was wonderful. Everyone had a good time this evening. Mrs. Jones went shopping in the evening.
B1型题 窦房结细胞动作电位0期去极化是由于（）.
我这个无可救药的中国丈夫喜欢吃中餐，更乐于挽袖下厨。从前在欧洲当留学生时我就喜欢在自己的蜗居里玩锅碗，弄瓢盆，演奏个人打击乐音乐会，并常常请一帮穷留学生分享我的杰作。不过妻子精于法式烹饪并且酷爱维持室内清洁。中国疱丁总是喜欢什么都油煎油爆，是一个大油耗子和大污染源，因此妻子根本不理会中国疱丁的一厢情愿并毫不留情地请其下岗。有一天，下岗厨师终于忍不住请妻子让贤：“亲爱的，今天我想做中国菜，做一桌川菜，让咱们一饱口福。你把厨房借给我好吗”“没问题!不过油烟不要太大。”习惯于清水煮菜的夫人叮嘱道，显得有些兴奋，也有些担心。我这位厨师关好厨房门，然后就在里面兴高采烈丁零当啷地演奏起锅碗瓢分别打击乐并跳起了锅边舞。菜谱早在一周前就已经定好，很快浓烈的川菜香在房子里弥漫开来。我端出第一道香喷喷的“哆来咪发嗦”——几盘凉莱：撒满香菜的松花蛋、撒满辣椒面的凉拌猪耳朵丝、四川泡菜。“快来，亲爱的!”我得意洋洋地大叫。
微信支付 
支付宝支付