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成都老年人装假牙价格挂号新闻

2018年10月19日 20:58:53 | 作者:当当乐园 | 来源:新华社
这是关于一个女孩、女人、女性的成长漫画On A Claire Day:亲情、友情、爱情;家庭,朋友、婚姻,工作,生活……一切的一切~今日嘱咐:其实,即使在“吃”方面,我们有时也面临着“一个艰难的决定”……好吃的没营养,有营养的不好吃!译者:koogleMen without children are more likely to suffer depression about the issue than their female counterparts.没有孩子的男性比没有孩子的女性更容易为此感到抑郁。British researchers found that men are almost as likely as women to want children, and they feel more isolated, depressed, angry and sad than women if they don#39;t have them.英国研究人员发现,男性对后代的渴望和女性几乎一样强烈,但男性如果没有孩子会感到更加孤立、抑郁、愤怒和悲伤。Childless women were more likely to cite personal desire and biological urge as major influences, compared to men. Men were more likely to cite cultural, societal and family pressures than were women.相比男性,无儿无女的女性想要孩子的主要影响力更多地来自个人欲望和生物本能。男性则更多地表示自己受到来自文化、社会和家庭的压力。Robin Hadley, of Keele University, found that 59 percent of men and 63 percent of women said they wanted children.英国基尔大学的罗宾·哈德利发现,59%的男性和63%的女性表示自己想要小孩。Of the men who wanted children, half had experienced isolation because they did not have any children, compared with 27 percent of women.那些想要孩子的男性当中,有半数因为没有子女而产生孤立感,相比之下,只有27%的女性因此感到孤立。Thirty-eight percent of men had experienced depression because they did not have any children, compared with only 27 percent of women.38%的男性曾因为自己没有孩子而感到抑郁,而无子女女性抑郁的比例仅为27%。One in four men had experienced anger because they did not have any children, compared with 18 percent of women, while 56 percent of men had experienced sadness because they did not have any children, compared with 43 percent of women.四分之一的男性曾因自己没有孩子而感到愤怒,而女性的这一比例为18%。56%的男性因为无子女而感到悲伤,而为此悲伤的女性比例为43%。However, no men had experienced guilt because they did not have any children although 16 percent of women had.然而,没有男性因为自己没有生育小孩而感觉内疚,但为此感到内疚的女性占了16%。KEKE SHAUN Mr Hadley said: #39;My work shows that there was a similar level of desire for parenthood among childless men and women in the survey, and that men had higher levels of anger, depression, sadness, jealousy and isolation than women.哈德利说:“我的研究工作显示,调查中无子女的男性和女性想当父母的渴望一样强烈,但是男性的愤怒、抑郁、悲伤、嫉妒和孤立情绪比女性更多。#39;This challenges the common idea that women are much more likely to want to have children than men, and that they consistently experience a range of negative emotions more deeply than men if they don#39;t have children.#39;“人们普遍认为,女人比男人更想要小孩,而且如果没有孩子,女性持续体验到的各种负面情绪比男性程度更深。这一研究挑战了这一观点。”He carried out his survey of 27 men and 81 women who were not parents using an online questionnaire among people aged 20 to 66, with an average age of 41.他用网上问卷的形式调查了无儿无女的27名男性和81名女性,这些人的年龄在20岁到66岁之间,平均年龄为41岁。 /201304/233519

Coach, the maker of luxury handbags and other sundry accessories, has been having a rough year. Poor sales prompted a leadership shuffle in July, and after a particularly bad earnings report Tuesday, the stock took its biggest dive in years. Which is odd, because the luxury market has been doing really well overall, fed by a global elite with assets that seem to have fully recovered from the recessionary dumps. So what#39;s the problem?蔻驰(Coach)是世界著名奢侈品品牌,主营男女精品配饰,尤以手袋闻名,但今年业绩欠佳。7月,因销量惨淡,蔻驰高层发生了变动,再加上本周二,蔻驰公布了令人失望的收益报告,双重打击之下,蔻驰股票大跌,跌幅创历史新高。然而,在富有的精英阶层似乎完全从经济危机中恢复过来,并带动整个奢侈品消费市场走向繁荣之时,蔻驰糟糕的销售业绩实在令人觉得费解。那么,蔻驰究竟出了什么问题?Part of it is certainly hard-charging competition from newer brands, like Kate Spade and Michael Kors, that appeal to a younger audience. For them, Coach is their rich auntie#39;s label, more 5th Avenue than Mission District.攻势猛烈的新兴品牌自然是挑战之一,如凯特·思蓓(Kate Spade)和迈克·科尔斯(Michael Kors),这些品牌更得年轻消费者青睐。他们认为蔻驰是富有阿姨辈的专属,打个比方说,新兴品牌就像是纽约年轻时尚的教会区(Mission District),而蔻驰则像是第五大道(5th Avenue),更为奢侈古板。But the bigger problem may have been growing too fast in the first place. Coach, under pressure from investors to boost revenue, added line after line of merchandise and dozens of factory outlet stores over the past few years, fueling a dramatic run-up in earnings -- to the point where Coach isn#39;t really Coach anymore.但更大的问题可能来自于产品初期的过速发展。投资者急于追求利润的增长,蔻驰因此不得不在过去的几年间不断扩大生产规模并增开几十家工厂直销店,这样做的确使其利润有了飞跃,但这时蔻驰已不再是原来的蔻驰。;If you#39;re a luxury brand with outlet stores, maybe you#39;re not a luxury brand,; mused Tim Hanson of Motley Fool Funds on a podcast Tuesday. ;They took a growth-at-any-costs attitude that has done brand damage that they are paying for, but at the time that they were doing [it], it fielded stock price gains because it allowed them to put up very heady revenue numbers.;蒂姆·汉森是美国著名投资论坛“衣傻瓜”(Motley Fool Funds)的全球收益顾问,本周二,他在自己的播客中沉思自问:“一个奢侈品牌如果有了工厂店,那还能叫奢侈品吗?为了追求利润而不择手段,品牌形象会受损,他们将自食恶果,但收益表上的数字确实让人飘飘然,也带动了股价增长。”It#39;s a problem all luxury brands face, especially public ones: How can you both sell enough on a quarterly basis to make Wall Street happy while at the same time maintaining the aura of exclusivity that got you where you were in the first place?不仅是蔻驰,全球所有奢侈品牌,尤其是公众品牌,都在面临这样一个问题:如何在保持一个令华尔街满意的季度销量的同时维持产品独有的格调而不违背其品牌初衷。Mark Cohen, a professor of retail at the Columbia University Business School, ticks off the companies that have fallen into the ubiquity trap. Bill Blass ;never met a licensee he didn#39;t do a deal with,; he says. Neiman Marcus ;has opened stores in the last seven, eight years that they wish they could take back.; Saks Fifth Avenue ;took developer deals 25 years ago that gave them the immediate appearance of growth, which was false.; Martha Stewart, Ralph Lauren, and Barney#39;s haven#39;t done themselves any favors either by going mass market either.哥伦比亚大学商学院零售学教授马克·科恩列举了几个陷入“普遍性陷阱”的公司实例。比如比尔·布拉斯(Bill Blass),它从来不会拒绝任何一个授权方的交易请求;尼曼(Neiman Marcus)在过去的七八年间开了好几家分店,而现在他们却后悔了;萨克斯第五大道精品百货店(Saks Fifth Avenue)25年前接受了开发商的协议,并因此带来了繁荣的假象;玛莎·司徒沃特(Marsha Stewart),拉尔夫·劳伦(Ralph Lauren)和巴尼斯纽约精品店(Barney#39;s)此类品牌也未从扩大的市场中获得任何优势。;It#39;s the designer toilet seat problem,; Cohen says. ;The luxury business is entirely contingent on limited availability, limited supply, and limited exposure.;科恩说:“这关乎设计上的供求问题,奢侈品需要做到供不应求,要知道这个行业完全是依靠限量生产、限量供应和限量发行来运作的。”In recent years, big luxury retailers have found a way around the problem by pivoting to Asia, leveraging their iconic status in places like Japan and China to achieve huge sales without tarnishing their image at home. Coach hasn#39;t had as much success there, perhaps because it doesn#39;t have the same kind of world-wide super-appeal of a Prada or Gucci. Hermes and Tiffany#39;s are typically seen as the gold standard in maintaining brand purity -- compensating for small sales volume with really, really high margins. Privately-held Godiva has managed to operate on two tracks, selling pricey chocolates both in convenience stores and its own, super-luxe retail spaces.近年来,一些奢侈品零售巨头找到了两全其美的办法,即以亚洲为销售重心,利用自身“品牌效应”在中国、日本等国取得巨额销量,而丝毫不影响在国内的形象。但是蔻驰没有像普拉达(Prada)和古奇(Gucci)那样的国际产品知名度,所以并未在亚洲市场上取得多大的成功。爱马仕(Hermes)和蒂凡尼(Tiffany)则是业内严守产品高贵血统这一黄金准则的楷模,它们用高利润来填补销量的不足。私人企业歌蒂凡(Godiva)则采用了两种营销模式:将公司生产的昂贵巧克力同时在便利店和自己的奢侈专卖店中出售。Coach is also at a disadvantage because it#39;s not part of a large umbrella corporation that can compensate for slow growth in one of its portfolio companies with fast growth in another. A lot of the luxury marketplace falls into a few big spheres of influence: LVMH owns Hennessy, Louis Vuitton, Veuve Clic, Dom Perignon, Givenchy, Marc Jacobs, Fendi, Christian Dior, Belvedere, Thomas Pink, Donna Karan, Sephora, and many more. Richemont owns Montblanc, Cartier, Piaget, and Van Cleef amp; Arpels. Kering owns Gucci, Balenciaga, Alexander McQueen, Stella McCartney, etc. Because they#39;re diversified, they can invest in new designers, much like a big record label can -- or could, in better days -- take chances on minor artists on the off chance they take off.蔻驰的另一个劣势在于它不隶属于任何一个大公司,因此也不存在销售业绩较好与较差的投资组合公司之间的互补。许多奢侈品公司旗下都有多个颇具影响力的品牌,如法国酩悦·轩尼诗-路易·威登集团(LVMH),该公司旗下拥有如下品牌:轩尼诗(Hennessy)、路易·威登(Louis Vuitton)、凯歌香槟(VeuveClic)、唐培里侬香槟(Dom Perignon)、纪梵希(Givenchy)、马克·雅各布(Marc Jacobs)、芬迪(Fendi)、克里斯汀·迪奥(Christian Dior)、雪树伏特加(Belvedere)、托马斯·品客(Thomas Pink)、唐纳·卡兰(Donna Karan)、丝芙兰(Sephora)等等;历峰集团(Richemont)旗下拥有:万宝龙(Montblanc)、卡地亚(Cartier)、伯爵表(Piaget)以及梵克雅宝(Van Cleefamp;Arpels);开云集团(Kering)所属品牌有:古奇(Gucci)、巴黎世家(Balenciaga)、亚历山大·麦昆(Alexander McQueen)、斯特拉·麦卡特尼(Stella McCartney)等。就像规模较大的唱片公司现在或景况好时,会在二流艺术家身上试试运气,即使成功的希望渺茫。;Between the moment they invest in them and the moment they will get their return will be five to seven years,; says Ketty Maisonrouge, a luxury branding consultant. ;If you look at most brands, what#39;s successful today, they all try to understand what it is to make sure you don#39;t grow too fast.;奢侈品顾问凯蒂·梅森卢兹称:“投资者从投入资金到收回成本大概需要5到7年的时间。你看那些现在很成功的品牌,他们中大部分都试图找到规律,来确保自身发展速度不过快。”If Coach is to recover, Wall Street is going to need to let it ease off the gas pedal, make like Burberry, and realize that a sterling brand and massive sales are a contradiction in terms.蔻驰要想重振旗鼓,华尔街就应该适当放手,效仿巴宝莉(Burberry)的做法,并意识到品牌的高贵形象与巨大的销量是不可兼得的。 /201312/268701

Burj Dubai (1), a tower under construction in the ed Arab Emirates' trade hub (2), became the tallest building in the world on Saturday, measuring 512.1 metres, its developer said."Burj Dubai is now taller than Taipei 101 in Taiwan, which at 508 metres has held the tallest-building-in-the-world title since it opened in 2004," Emaar Properties, which is developing the Dubai tower, said in a statement."Burj Dubai has now reached 141 storeys, more storeys than any other building in the world."The developer wants the tower, set to be completed next year, to be the world's tallest building according to all four criteria listed by the Chicago-based Council on Tall Buildings and Urban Habitat, which measures buildings to the structural top, the highest occupied floor, the top of the roof and the tip of the spire or flagpole.Emaar did not say how tall the finished building will be.Once completed, Burj Dubai will have consumed 330,000 cubic metres of concrete (3), 39,000 tonnes of steel and 142,000 square metres of glass, Emaar said. It will have 56 lifts travelling at 1.75 to 10 metres per second.The tower will be the centrepiece of a billion development that will include residential, commercial and retail property.Dubai, the Gulf Arab trade and tourism hub, has embarked on a series of mega-projects (4) in recent years, developing three palm-shaped (5) islands off its coast and a cluster of (6) man-made islands shaped like a map of the world. 位于阿联酋贸易中心的在建的“迪拜塔”的开发商在星期六称:高512.1米的迪拜塔是世界上最高的建筑。迪拜塔的开发商埃玛尔地产酒店集团表示说:“迪拜塔比台湾的台北101高,高508米的台北101于2004年投入使用,一直以来都被誉为是世界最高的建筑。”“迪拜塔有141层楼,比起世界上的任何其他建筑,迪拜塔的楼层是最多的。”开发商计划在明年建成这座世界最高的迪拜塔,并参照芝加哥高楼与都市住宅委员会所列出的所有四项标准。这些标准包括测量建筑高度、被使用的最高楼层、建筑物顶端和旗杆顶部。艾玛尔地产酒店体团并没有表明完成之后的建筑高度到底是多少。据艾玛尔地产酒店体团称,迪拜塔的完工将消耗33万立方米的混凝土,3.9万吨钢筋和14.2平方米的玻璃。另外,还有56部电梯以每秒1.75到10米的速度运行。迪拜塔是一座中心建筑,合周围的一些住宅、商业和零售业的建筑,总价值20亿美元。作为阿拉伯湾贸易和旅游的中心,近年来,迪拜已经见了一系列重要工程的落成完工,在其海岸上修建了三座棕榈形状的小岛,和一群人工小岛,形似世界地图。 /200807/43318

1. Decoration Competition装饰竞赛What’s a party without a cheesy game? There are a lot of different things that you can decorate for a competition. Cookies or people, just choose whatever you like.聚会没有一些有趣的游戏怎能称之为聚会?这里有许多你能用来进行装饰竞赛的不同用品。饼干或是人,选择你喜欢的就好了。2. Cookie Exchange交换饼干If you plan on Christmas with a large group, set up a Christmas cookie exchange. Everyone should bring individually wrapped portions of their cookies to the party, as well as recipes, so that each person can have a sample to take home and enjoy.如果你打算圣诞节时和一群人一起度过,进行一下圣诞节饼干交换吧。每个人都要带一份自己的饼干参加,配方也需要,一遍每个人都能带回家借鉴和享受。3. Name That Tune疯狂猜曲Do you remember that game show from the 70′s where people would try to name a tune in so many notes? Why not play the same game with your friends and family by naming Christmas songs? This is a great activity for a big group and people can be split into individual teams or larger groups.你还记得哪个始于70年代的综艺节目吗?一个让人们在许多提示下猜曲子的节目。为什么不和你的朋友及家人一起用圣诞节歌曲尝试一下呢?这个游戏很适合大量人一起玩,并且可以进行团体战也可以进行个人战。4. Do A Thanksgiving Activity玩感恩节喜欢玩的活动There are some fun and frugal Thanksgiving activities. Just change the theme from Thanksgiving to Christmas and you’re all set!有很多又有趣有省钱的感恩节活动。只需要把主题从感恩换成圣诞就都解决了! /201312/268618

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