宜昌男健包皮手术多少钱求医互动

明星资讯腾讯娱乐2018年12月10日 09:41:31
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Falling global demand for personal computers (PC) saw shipments fall by a record 10.6% in the fourth quarter from a year ago, according to market research firm IDC.据市场研究公司IDC数据显示,个人电脑(PC)的需求正在下降,在2015年第四季度,全球PC出货量下跌了10.6%。About 71.9 million units were shipped in the period, which includes the key Christmas shopping season. IDC said the decline was the worst since it started tracking PC shipments.包括圣诞购物季在内,第四季度的电脑出货量共计7190万台。IDC方面表示,这是自IDC公司开始追踪该数据以来最大的降幅。PC demand has been hit by competition from smartphones and tablets, along with longer lifecycles for PCs. Shipments fell in all regions around the world and have declined for five quarters in a row, according to IDC#39;s figures.个人电脑使用周期延长,再加上智能手机和平板电脑带来的竞争,大大抑制消了消费者对PC的需求。据IDC数据显示,全球各地区的电脑出货量均连续5个季度出现下滑。Apple was the only top five PC maker to see shipments grow last year, up over 6%, while Acer saw the biggest fall, of more more than 18%.在世界五大电脑制造商中,苹果公司是去年唯一一家出货量保持增长的公司,涨幅超过了6%;宏碁公司则是下跌幅度最大,下跌超过了18%。Chinese tech giant Lenovo, however, remained at the top of the market - owning more than 20% of it. HP followed in second place, with Dell third and Apple and ASUS tied for the fourth spot.中国的科技巨头联想仍是PC市场的老大--占有市场份额的20%以上。惠普和戴尔分别名列第二、第三,苹果和华硕电脑并列第四。 /201601/422360

Chinese search engine giant Baidu announced on Friday that its driverless car has finished road tests and succeeded in automatic driving in mixed road conditions.本周五,中国的搜索引擎巨头百度宣布,百度无人驾驶汽车已完成路测,成功实现混合路况下的全自动驾驶。The test vehicle left the Baidu building in Beijing Zhongguancun Science Park and drove to the Olympic Forest Park via the G7 Beijing-Urumqi highway and the Fifth Ring Road before returning via the same route.百度无人驾驶车从中关村软件园百度大厦附近出发,驶入G7京新高速公路,经五环路,抵达奥林匹克森林公园,随后按原路线返回。The vehicle reached a top speed of 100km/hr during the test, according to the company.Baidu said the test was completed with a driver in the car who would take control of the vehicle in case of emergency.据百度公司称,无人驾驶车在测试中最高时速达100公里。百度还说测试时车上有一名驾驶员,以防有紧急情况发生时能操控车辆。Launched in 2013, the company#39;s driverless car project is based on the core ;Baidu car brain; technology, which includes high-precision electronic mapping, positioning and decision-making systems.百度无人驾驶车项目于2013年起步,其技术核心是“百度汽车大脑”,包括高精度地图、定位、感知、智能决策与控制四大模块。;Automatic driving faces challenges in a variety of driving conditions such as bad weather and congestion,; said Wang Jin, senior vice president of Baidu.“自动驾驶汽车面临驾驶路况多样化的巨大挑战,比如恶劣天气和交通拥堵。” 百度高级副总裁王劲说。;It is a great challenge to test in Beijing, a city with so many complicated road conditions, but luckily we made it,; said Wang.他还说,“在北京这种复杂的路况上完成全自动驾驶,挑战尤其巨大,但幸运的是我们成功了。”Baidu announced its plan to develop a driverless car in June. It has previously worked on ;semi-autonomous; cars with German automaker BMW.百度公司于今年6月公布了它的无人驾驶汽车研发计划。百度之前已与德国宝马汽车公司合作,开发“辅助自动”驾驶汽车。The driverless car is scheduled to make its debut at the World Internet Conference in Wuzhen Township in east China#39;s Zhejiang Province from Dec.16 to 18.这款无人驾驶汽车计划在12月16日-18日在中国东部浙江乌镇的世界互联网大会上首次亮相。IT companies such as Google and Apple are working with auto manufacturers including Toyota and Tesla to develop their own driverless cars. In May 2014, Google presented a concept for a driverless car without a steering wheel or pedals and unveiled a fully functioning prototype in December of that year.像谷歌和苹果这样的互联网公司也正在与汽车制造商比如丰田、特斯拉合作,以研发他们自己的无人驾驶汽车。2014年5月,谷歌公司提出了一个无方向盘、无操作踏板的无人驾驶汽车概念,并于同年12月展示了一个完全自动驾驶汽车的原型。 /201512/416115

Shoushi Calendar《授时历》Shoushi Calendar,the most outstanding calendar in ancient China,was compiled by Guo Shoujing,a prominent scientist in the Yuan Dynasty,and his colleagues. Enforced in 1281,throughout the Ming Dynasty and the begin-nin4 of the Qinq Dynasty,the calendar was used for over 360 years.《授时历》是中国古代最优秀的历法。由元代著名科学家郭守敬等人编制,从1281年开始实行,历经整个明代,一直到清初,共用了360多年。The reason why the calendar was used for such a long time has much to do with its accuracy in calculation. In the first place,it employed astronomical docu-ments of the highest accuracy in its time. For instance,it set the tropical year at 365.2425 days,which was the exactly the same as that in the currently used Gre-gorian Calendar, 301 years preceding the latter though. Secondly, based on earlier scholars finding that the length of the tropical year was gradually shortening,the Shoushi Calendar held that the tropical year shortened by 0. 0001 day every 100 years,which was more accurate as compared with earlier researches.《授时历》之所以沿用这么长时间,和它的计算精度非常高有很大关系。首先,它使用了当时最为精确的天文资料。例如,它确定了回归年的长度为365.2425日,与现今通行的公历值完全一致,但是它比格里高利历早了301年。其次,它吸收了前人研究发现的回归年的长度在逐渐变小的观点,规定100年中回归年的长度减小0. 0001日。与前人研究相比,这个数值要精确一些。In addition,instead of the mathematical method of recording astronomical documents via complicated fractions,the calendar employed decimal fractions,which largely reduced calculation workload and guaranteed accuracy. It also made innovations in terms of calculation methods;for instance,the use of mathematical approaches like cubic interpolation,polynomial equations to the 4th order and spherical trigonometry.另外,《授时历》废除了用复杂分数表示天文资料的办法,使用小数制,不仅大大减少了计算量,也保了计算精度。《授时历》在计算方法上也有创新,例如三次插内插法、四次多项式方程、球面三角法等数学方法的使用。Soon after its compilation,the Shoushi Calendar was Sp to and adopted by Japan and Korea. In recent years,astronomers from Japan,European and North American countries are again showing interests in ahe Shoushi Calendar,and some broad and in-depth researches have been made. As an advanced and accurate calendar in the history of China,the Shoushi Calendar also occupies a distinct posi-tion in the history of world astronomy.《授时历》编制不久即传播到日本、朝鲜,并被采用。近年来日本和欧美等国的天文学家对《授时历》产生了新的兴趣,进行了广泛而深入的研究。作为中国历史上一部先进的、精确的历法,《授时历》在世界天文学史上也占有突出的位置。 /201511/409392

  

  Competition used to be easy. That is in theory, if not always in practice. Until recently, most competent companies had a clear idea of who their rivals were, how to compete and on what field to fight.竞争曾经很容易。从理论上来说如此,即便实际上并非总是如此。直到不久以前,多数胜任的公司都清楚自己的竞争对手是谁,如何竞争以及在哪个领域竞争。One of the starkest — and scariest — declarations of competitive intent came from Komatsu, the Japanese construction equipment manufacturer, in the 1970s. As employees trooped into work they would walk over doormats exhorting: “Kill Caterpillar!”. Companies benchmarked their operations and market share against their competitors to see where they stood.最露骨也最可怕的竞争意图宣言来自上世纪70年代的日本工程机械制造商小松(Komatsu)。员工上班时踩过的脚垫有这样的口号:“消灭卡特彼勒(Caterpillar)!”。企业会以竞争对手为对照,衡量自己的业务和市场份额,看看自己处在什么地位。But that strategic clarity has blurred in so many industries today to the point of near-invisibility thanks to the digital revolution and globalisation. Flying blind, companies seem happier to cut costs and buy back their shares than to invest purposefully for the future. Take the European telecommunications sector. Not long ago most telecoms companies were national monopolies with little, or no, competition. Today, it is hard to predict where the next threat is going to erupt.但由于数字革命和全球化,这种战略能见度如今在很多行业变得模糊,几乎到了看不见的地步。两眼一抹黑的企业似乎更乐意削减成本和回购股票,而不是抱着明确目的为未来投资。以欧洲电信行业为例。不久前,多数电信企业都是国有垄断企业,竞争很少,甚至毫无竞争。如今,很难预测下一个威胁将在何处爆发。WhatsApp, the California-based messaging service, was founded in 2009 and only registered in most companies’ consciousness when it was acquired by Facebook for more than bn in 2014. Yet in its short life WhatsApp has taken huge bites out of the lucrative text messaging markets. Today, WhatsApp has close to 1bn users sending 30bn messages a day. The global SMS text messaging market is just 20bn a day.总部位于加州的讯息务WhatsApp创建于2009年,在2014年以逾190亿美元被Facebook收购时才被多数企业注意到。然而,成立没几年的WhatsApp在有利可图的文本信息市场占据了巨大份额。如今,WhatsApp拥有近10亿用户,每天发送300亿条信息。全球文本短信市场每天的信息量只有200亿条。Car manufacturers are rapidly wising up to the threat posed by new generation tech firms, such as Tesla, Google and Uber, all intent on developing “apps on wheels”. Chinese and Indian companies, little heard of a few years ago, are bouncing out of their own markets to emerge as bold global competitors.汽车制造商正迅速意识到新一代科技公司构成的威胁,例如特斯拉(Tesla)、谷歌(Google)和优步(Uber),它们都试图开发“车载应用”。几年前还不为人知的中国和印度企业,正迈出国门,涌现为大胆的全球竞争者。As the driving force of capitalism, competition gives companies a purpose, a mission and a sense of direction. But how can companies compete in such a shape-shifting environment? There are perhaps two (partial) answers.作为资本主义的推动力,竞争赋予企业目标、使命和方向感。但企业在这种日新月异的环境下怎么竞争?对此可能有两个(不完全的)。The first is to do everything to understand the technological changes that are transforming the world, to identify the threats and opportunities early.首先是尽全力了解正在转变世界的科技变革,及早识别威胁和机遇。Gavin Patterson, chief executive of BT, the British telecoms group, says one of the functions of corporate leaders is to scan the horizon as never before. “As a CEO you have to be on the bridge looking outwards, looking for signs that something is happening, trying to anticipate it before it becomes a danger.”英国电信(BT)首席执行官加文#8226;帕特森(Gavin Patterson)表示,企业领导人的职能之一是以前所未有的警觉审视地平线。“作为CEO ,你不得不站在船舶驾驶室向远处眺望,寻找情况正在发生的蛛丝马迹,努力在它成为危险之前做好防范。”To that end, BT has opened innovation “scouting teams” in Silicon Valley and Israel, and tech partnerships with universities in China, the US, Abu Dhabi, India and the UK.为此,英国电信在硅谷和以色列设立了创新“侦察队”,并与中国、美国、阿布扎比、印度和英国的大学展开了科技合作。But even if you foresee the danger, it does not mean you can deal with it. After all, Kodak invented the first digital camera but failed to exploit the technology. The incentive structures of many companies are to minimise risk rather than maximise opportunity. Innovation is often a young company’s game.即便你预见到危险,也并不意味着你能够对付它。毕竟,柯达(Kodak)发明了第一台数码相机,但未能利用这种技术。很多企业的激励结构是为了将风险降至最低,而不是将机遇最大化。创新往往是年轻公司的游戏。The second answer is that companies must look as intensively inwards as they do outwards. Well-managed companies enjoy many advantages: strong brands, masses of consumer data, valuable historic data sets, networks of smart people and easy access to capital. But what is often lacking is the ambition that marks out the new tech companies, their ability to innovate rapidly and their extraordinary connection with consumers. In that sense, the main competition of so many established companies lies within their own organisations.第二个是企业必须既专注地向外看,还要向内看。管理有方的企业具备很多优势:强大品牌、海量消费者数据、宝贵的历史数据系列、聪明人网络以及资金获取容易。但他们往往缺乏的是新兴科技公司特有的那种雄心、快速创新的能力以及打动消费者的悟性。就此而言,很多老牌企业的主要竞争存在于企业内部。Larry Page, co-founder of Google, constantly urges his employees to keep being radical. In his Founders’ Letter of 2013, he warned that companies tend to grow comfortable doing what they have always done and only ever make incremental change. “This#8201;.#8201;.#8201;.#8201;leads to irrelevance over time,” he wrote.谷歌联合创始人拉里#8226;佩奇(Larry Page)不断敦促他的员工保持敢想敢干。在他2013年的创始人信函(Founders’ Letter)中,他警告称,企业往往变得满足于他们一直做的事情,只会做出增量变革。他写道:“随着时间推移,这……会导致变得无足轻重。”Google operates a 70/20/10 rule where employees are encouraged to spend 70 per cent of their time on their core business, 20 per cent on working with another team and 10 per cent on moonshots. How many traditional companies focus so much on radical ventures?谷歌实行70/20/10规则,员工被鼓励将他们70%的时间用于核心业务,20%用于与另一个团队合作,10%投入试验性的激进项目。有多少传统企业会把这么多注意力放在激进项目上?Vishal Sikka, chief executive of the Indian IT group Infosys, says that internal constraints can often be far more damaging than external threats. “The traditional definition of competition is irrelevant. We are increasingly competing against ourselves,” he says.印度IT集团Infosys首席执行官史维学(Vishal Sikka)表示,内部局限的破坏性往往要比外部威胁严重得多。他表示:“竞争的传统定义已不重要了。我们正越来越多地与自己竞争。”Quoting Siddhartha by the German writer Hermann Hesse, Mr Sikka argues that companies remain the masters of their own salvation whatever the market pressures: “Knowledge can be communicated. Wisdom cannot.” He adds: “Every company has to find its own unique wisdom.”史维学援引德国作家赫尔曼·黑塞(Hermann Hesse)的著作《悉达多》(Siddhartha)中的话辩称,不管市场压力如何,企业仍然是他们自己救赎的主人:“知识可以沟通。智慧不能。”他补充称:“每家公司都必须找到自己独特的智慧。” /201603/429162。

  

  

  

  

  

  This is no cold fish!这不是一条冰冷热带鱼!This opah is about as close to a full-body warm-blooded fish as science has yet discovered. Here, biologist Nick Wegner prepares to insert a temperture sensor into the animal’s pectoral muscles. The device will record internal and external temperatures following the fish’s release.这条月鱼就像还未被科学家探索到的全身恒温鱼类。这里生物学家Nick Wegner准备在这条鱼的胸肌处植入一个温度传感器,这一装置将在这条鱼散发热量的时候记录下身体内外的温度。Fish as a rule stay the temperature of the water around them. Not the opah. As it hunts in the ocean’s dark depths, this fish keeps much of its body distinctly warmer than the frigid water around it. That makes this species the closest of any fish to the warm-bloodedness typical of birds and mammals.一般来说,鱼类体温均会与其周围水温保持同等温度,而月鱼是个例外。当它游向深海中捕食时,它的体温将比周围冰冷的水温高一些。这一情况使得这一种类的鱼比起其他鱼类最接近恒温动物特征,如鸟类和哺乳类。The opah (Lampris guttatus) is about the size of a car tire and almost as round. That shape helps explain why the opah is sometimes called a moonfish. This animal swims by using its large pectoral muscles to move its skinny, red pectoral fins. Those muscles also produce a lot of heat.月鱼大小约摸一个小汽车轮胎大,几乎是圆的,这便是月鱼另一个名称----翻车鱼的来源。月鱼在游的时候通过其胸肌的力量来带动胸鳍,这些肌肉也会帮助月鱼产生热量。译文属 /201505/376766

  

  

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