不甚强悍什么意思

这个是加法,而不是乘法1,1,2,3,5,8,13
第一个1的前面什么也没有,就是0.0+1=1,即第2格1
以此类推,1=2+3 2+3=5 3+5=8 5+8=13………………,你明白?
应该是：
1,2,3,5,8,13,_21_,_34_,_55_.

是不是要确确实实讨论一部电影啊?如果是的话我写一篇关于《Garfield》（加菲猫）的吧..
A:Oh,the movie was quite interesting,wasn't it?
B:Maybe yes,to some extant..
A:Why?Don't you like this kind of movie?
B:No,i may say, it's just too far from real life.Is there a cat taht can be a king in real life?
A:Yes,you may be right,but every cartoon is like this.They always represent people's fantasy and people's creativity.
B:You think so?But i think making this kind of movies is just a waste of money.
A:No,at least they can make people laugh.
B:So,what's left after laughter?
A:OK,OK,so what kind of movies do you like?
B:Well,i like war movies and documentaries best.
A:No wonder you don't like cartoons.
B:i think war movies and documentaries can reflect the real side of life.
A:but sometimes it may be violent and crude.
B:and that's life!
A:no one like to choose this kind of life.
B:yes,so they choose to watch cartoons,like you.
A:acturally,watching cartoons may be just cheating oneself about what real life is like,but people need to relax,they need entertainment.so, you, please relax,too..
B:haha,maybe you're right.so,have a think,garfield is quite cute,isn't it?

LOST APARTMENT KEY IN THE AFTERNOON OF 20TH.VERY ANXIOUS.CANNOT RETURN HOME.PLEASE CALL 54565 IF YOU FOUND.EXTREMELY APPRECIATED.FOUND A BOOK IN THE MORNING OF 20TH.PLEASE CALL 65442 TO TAKE IT BACK.T...

恩,是的,一般遇到趋于无穷的,都用倒数,变成零.因为无穷相当于极限不存在.后面很多,遇到趋于无穷的,基本上都倒数一下.不过这道题的根本,是你要学会利用函数四则运算和无穷思想,根据已知条件,求未知的,需要灵活运用下.查看原帖

第二联
"游、提、掉”和“登、携、坠”是行为动词对行为动词
“惜乎”和“哀哉”是感叹虚词对感叹虚词,
这也是对联最讲究的“对”字,所以比第一联好.

不甚
　　【词目】不甚
　　【拼音】bù shèn
　　【释义】表示程度不很高.
《楚辞·九歌·湘君》：“心不同兮媒劳,恩不甚兮轻绝.” 金 董解元 《西厢记诸宫调》卷一：“不苦诈打扮,不甚艳梳掠.” 明 叶子奇 《草木子·观物》：“大抵人则女丽而艳,禽则雄彩而文,兽则不甚相较也,此造物为之制也欤?” 老舍 《四世同堂》一：“ 韵梅 两个字仿佛不甚走运,始终没能在 祁 家通行得开.”孔羽《睢县文史资料·袁氏陆园》：“袁家山（袁可立）尚有大殿三间,……殿后一土山高耸,上有八仙亭；亭中壁画已剥落模糊,不甚可辨.”

羟基和氢氧根离子的概念是不同的.
氢氧根离子写作OH-,带有1个单元负电荷.氢氧根离子核外总电子数为10.
羟基写作-OH,其中“-”表示半个共价键,他的意思是,一个羟基能够和另一个原子生成一个共价键,所以称为一价原子团.羟基中,氢原子和氧原子形成一个共价键,氧原子还有未成对电子.羟基不带电,核外总电子数为9.

放颗糖在舌头上试下 尽量的把r的音卷舌 尽量的发大嘴音 习惯就好了

剖面上岩石地层的产状、接触关系、构造、褶皱形态野外都应该是控制了的,都有控制点,必须按照产状和野外实测剖面图绘制.两个控制点之间岩层产状最合理的画法就是依产状渐变过渡.计算机给地层充填花纹的时候采用渐变的方式是可以的.
目前地质剖面自动绘制还是个难题,还要靠人工干预.

2是对的

只要当火星位于日地连线上,并且和地球同位于太阳的一侧时,就叫做火星冲日,这个每隔26个月会发生一次.每隔15~17年,这种火星冲日会碰巧发生在火星近日点的几周内.

1 本体是声音 喻体是熨斗熨过
2 本体是声音 喻体是飞蛇

Zara: Cool Clothes Now, Not Later
Ask any urban European female under the age of 30 and chances are she has shopped at Zara, the clothier whose inexpensive but stylish offerings have attracted a cult following. Zara also sells men’s fashions, again aimed at the stylish and youthful.
Mathieu Soto, a college tennis player from France with dark eyes and devastating good looks, was asked to compare Zara to The Gap, the U.S. - based clothing giant with a major presence in Europe. His response: “I don’t know. I’ve never shopped at The Gap.”
Most U.S. young adults have never shopped at Zara, but that seems likely to change in the near future. In the past five years Zara has grown from 179 stores mostly in Spain to 450 stores in 29 countries including the United States and Canada. Zara now has stores in New York, New Jersey, Miami, and Toronto—with more on the way.
While Zara is unlikely to displace The Gap in the U.S. market, they are certain to offer U.S. consumers an option previously unavailable to them. They have a sound if unusual marketing strategy in which logistics plays an important role. Logistics also plays an important role in Zara’s growth plans, notably its expansion into the U.S. market.
Zara’s Marketing Strategy
Zara’s marketing strategy focuses on product variety, speed-to-market, and store location. It is also notable for what it excludes. Zara does not advertise in the traditional sense. If you want to find out what’s currently available at the Zara stores you have two options: go to the web site or go to the store. Zara puts 10,000 different items on the store shelves in a single year. It can take a new style from concept to store shelf in 10-14 days in an industry where nine months is the norm. In its primary European markets, Zara locates its stores close together. Visitors comment that Zara in Madrid is like Starbucks in a major U.S. city—you see another store on every street corner.
Zara’s Toronto store is located just north of the center of downtown in a major shopping district dense with malls and lined with stand-alone stores and giant office buildings. The potential for intense competition is clear.
“These office buildings are full of the people we want as customers. We want them to stop in at lunch or after work. We want to see them often, so we have to change what we have on the shelves,” said Zara’s Toronto store manager. “They could shop in a lot of other stores, so we have to make it worth their time to come here.”
This also helps explain why the company does not advertise. If a Zara customer wants to know what Zara has, he or she must go to the store. The stock changes often, with most items staying on the shelf for only a month, so the customer often finds something new and appealing. By the same token, if the customer finds nothing to buy this visit, the store’s regular customers know that tomorrow or next week—sometime soon—new goods will be on Zara’s shelves. That makes it worth another visit.
Zara relies heavily on store employees for market information. If a customer looks at a sweater and comments, “That would look really nice with a cowl collar,” an employee can relay that information to Spain where managers decide whether or not to produce the suggested item. If they decide to make it, they can put it on the shelf in Toronto in two weeks or less, partly because they ship by air. Ocean shipping would add at least another ten days to the time it takes to get the product in front of the customer, undermining the speed-to-market and product variety strategy.
The Role of Logistics
Putting the variety of goods on the shelves in Toronto and other North American stores requires an unusual, though not unique, logistics strategy for the fashion industry. Zara air expresses goods from its single distribution center in Spain, usually in small quantities. In the 1970’s, The Limited used a similar strategy to support its test marketing, air expressing small quantities of new styles from Asia to U.S. stores. In Zara’s strategy, however, the speedy shipments are part of the core strategy, not just test marketing. Zara also ships frequently, allowing lower inventories while serving its multinational market from a single distribution center in Spain.
“We receive shipments o n Tuesday and Saturday, which means that we have different items in the store at least twice a week. While each shipment replenishes items that sell well, each also includes new items. That’s why our customers come in often,” the Toronto store manager said. “We might get ten of one item and five of another. We’re constantly testing.”
The density of Zara’s store locations in Europe helps achieve logistics efficiencies. They can fill trucks for frequent shipment in markets close to production and ship larger quantities by air to more distant stores. Zara keeps transportation costs low on the supply side, since most of the production takes place in Spain. This contrasts radically to most large fashion manufacturers, which rely on low cost manufacturing in Asia and South America, but then pay higher inventory costs and move goods to market more slowly.
The air express strategy also allows Zara to maintain a multinational market presence with only one distribution center. They trade higher transportation costs for lower warehousing and inventory costs. Add to this the idea that fast transportation
supports the product-innovation strategy that is the heart of Zara’s marketing, and the importance of logistics in Zara’s marketing strategy is clear.
The Results and the Future
Zara’s parent company, Inditex, reached $2.7 billion in 2001 revenue. This made it the fastest growing clothing manufacturer in the world. Zara, Inditex’s fastest growing division, turns its inventory twice as fast as major competitors, with an inventory-to-sales of 7% compared to an industry average of 14%. Their profitability in European operations (15%) is fifty percent higher than that of its major competitors. Zara manufactures 80% of its clothing in Europe, with most of the remaining 20% is sourced in Mexico.
While top managers are understandably closed-mouthed about their plans, Zara seems ideally positioned to penetrate the U.S. market in a major way. With some manufacturing already in Mexico, they could easily open a second distribution center aimed directly at the U.S. market. This would make their youth-oriented styles widely available in the world’s most lucrative market.
Question 1 – Zara’s Business Model and Competitive Analysis
Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara’s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities produced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara’s current business model.
Zara’s Business Model
Zara’s business model can be broken down into three basic components: concept, capabilities, and value drivers. Zara’s fundamental concept is to maintain design, production, and distribution processes that will enable Zara to respond quickly to shifts in consumer demands. José María Castellano, CEO of Inditex stated that "the fashion world is in constant flux and is driven not by supply but by customer demand. We need to give consumers what they want, and if I go to South America or Asia to make clothes, I simply can't move fast enough." This highlights the importance of this quick response time to Zara’s operations.
Capabilities of Zara, or the required resources needed to exploit the opportunities and execute this conceptual strategy, are numerous for Zara. Zara maintains tight control over their production processes keeping design and manufacturing in-house or with some strategic partnerships located nearby Headquarters. Currently, Zara maintains 80% of its production processes in Europe, 50% in Spain which is very close to La Coruña headquarters. They have strategic agreements with local manufacturers that ensure timely delivery and service. Through these strategic partnerships and the benefits brought by this proximity of manufacturing and operational processes, Zara maintains the flexibility necessary to design and produce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand.
Value drivers for Zara are both tangible and intangible in the benefits that are returned to all stakeholders. Tangibly, Inditex, the parent company of Zara, has 11.02% net margin on operations and their market capitalization (Equity – market value) is €13, 981 (in thousands) in 2002. Their net working capital (current assets – current liabilities) is €133 (in thousands) . Additionally, the success of Zara can be demonstrated through their outstanding financial performance. From 1996 to 2000, Inditex SA tripled their corporate profits and in 2001, a year of overall economic downturn in the retail industry, Inditex SA saw a 31% increase in profits. Intangibly, customer loyalty and brand recognition have provided significant value to Zara. The number of consumers they attract continues to rise and their brand is synonymous with the cutting edge of fashion at affordable prices. The successful implementation of Zara’s business model provides great value to stakeholders and differentiates their business from their peers.
Competitive Advantage
Fundamental to Zara’s success is their commitment to rapid response in customer trends in fashion, producing clothing often and with short life spans (10 wears). Their commitment to this goal and the capabilities that they have developed to achieve it, have provided significant competitive advantage to Zara especially in the areas of product development, strategic partnerships and cost of production, advertising and marketing, and information technology infrastructure. The efficiencies and processes developed in these four functions differ significantly from their competitors and stand out in providing additional value and profitability to Zara.
Figure 1: Zara’s Business Model
Product Development
Zara’s unique approach to product development is instrumental to their success. Zara gives store managers significant autonomy in both determining the products to display in their stores and which to place on sale, and relaying market research and store trends back to their headquarters in La Coruña. At headquarters there are teams of commercials who take this information into account to design and effectively plan and produce all of Zara’s products. Zara maintains a design team of 200 people, all of which produce approximately 12,000 new styles per year for Zara. The process of obtaining market information and relaying it to design and production teams expedites product development by shortening the throughput time of a product to 3-4 weeks from design to distribution. This process is very different from its competitors. Many competitors rely on a small elite design team that plans both design and production needs well in advance. Stores have little autonomy in deciding which products to display or put on sale because Headquarters plans accordingly and ships quantities as forecasted. Zara’s speed to market in product development exceeds the capabilities of its competitors. This in itself provides additional value to stakeholders, customers, and stores in producing quality clothing at affordable prices .Zara’s product development capabilities are essential to Zara’s business strategy and future success.
Strategic Partnerships and Cost of Production
In comparison to competitors, Zara’s business strategy, in regards to strategic partnerships and cost of production, provide for a strategic competitive advantage. Zara, unlike its competitors such as Gap, Benetton, and H&M, does not use Asian outsourcing. Eighty percent of Zara’s materials are manufactured in Europe, with 50% made in Zara controlled facilities in the Galicia region of Spain near headquarters. Most of Zara’s competitors have 100% outsourcing to cheap Asian countries. Though the cost of production in Spain is 17-20% more expensive than Asia, Zara does have a competitive advantage over its competitors in regards to operations. The local strategic partnerships that Zara maintains with manufacturers in Europe allow for a product throughput time of 3-4 weeks from conception to distribution. To make this happen, the company designs and cuts its fabric in-house and it acquires fabrics in only four colors to keep costs low. Zara postpones dyeing and printing designs until close to manufacture, thereby reducing waste and minimizing the need to clear unsold inventories. The proximity of these suppliers gives Zara great flexibility in adapting their product lines based on up to date market trends and consumer behavior. It also decreases costs of holding inventory. Zara’s competitors, through outsourcing to Asian countries such as China, sacrifice the benefits of proximity for low labor and production costs. Though there is a cost advantage in their approach in regards to labor, the lack of flexibility in changing orders based on current trends hinders their operational efficiencies. Inventory costs are higher for competitors because orders are placed for a whole season well in advance and then held in distribution facilities until periodic shipment to stores. This proximity effect and the flexibility that it gives Zara is fundamental to their basic concept to respond quickly to shifts in consumer demand and has provided them with a competitive edge in comparison to their peers.
Advertising and Marketing
Zara’s unique approach to advertising and marketing is an additional factor within their business model that adds to their success. Zara spends 0.3% of total revenues on advertising and marketing. This is significantly less then their competitors who on average spend 3-4% of their total revenues on similar expenditures. Hence, Zara maintains a cost advantage to their competitors in marketing activities. In order to effectively complete with their peers Zara uses location, store layout, and product life cycles to act as their marketing tool to consumers. For instance, Zara strategically locates all of their stores in prime retail districts for visibility marketing. Additionally, because of the product development cycles mentioned earlier, customers are trained to visit Zara stores often because new items are presented weekly and are often not restocked. This feeling of scarcity encourages customers to come to the stores and buy frequently. Lastly, in order to keep the stores looking fresh and trendy; Zara invests heavily in their store layouts. They have a testing facility nearby their headquarters in Spain where different types of store layouts are tested. Each Zara store is remodeled every 5 years in order to keep up with current trends. Zara does not invest heavily in direct marketing, though their efforts in image/brand marketing do a great deal to attract a loyal customer base. Their cost advantage and ability to maintain brand recognition and customer loyalty are essential elements of Zara’s capabilities that build value in the company.
Information and Communication Technologies
Zara’s information and communication protocols are significantly different from its competitors. Zara spends less than 0.5% of total revenue on IT and IT employees account for only 0.5% of Zara’s total workforce. This differs from their competitors who spend on average 2% of total revenue on IT expenditures and have 2.5% of their total workforce devoted to IT. Zara utilizes human intelligence (from store managers and market research) and information technology (such as their PDA devices) in order to have a hybrid model for information flow from stores to headquarters. For example, managers at Zara stores use handheld devices to send standardized information regarding customer feedback and ordering needs directly to in-house designers. This not only keeps Zara's designers informed of fast-changing customer trends and demand, but also provides the company with insight on less-desirable merchandise. Unlike Zara’s hybrid model (which incorporates human intelligence and IT applications), competitors rely almost completely on information technology. Zara’s unique approach of human intelligence assisted IT solutions results in well-managed inventories, linkages between demand and supply, and reduced costs from obsolete merchandise; however, there is still room for improvement in their IT processes to realize more effective management of inventory levels. Hence, the hybrid information and communication system that Zara uses provides cost advantages to Zara’s operations and helps to abide by their fundamental principle to have the ability to rapidly respond to changes in consumer demand.
Zara’s concept, capabilities, and value drivers, as demonstrated through their business model, have proven to be extremely successful. Their resistance to outsourcing, concentration on core operations and production capabilities, and focus on the pulse of fashion have made them one of the most successful clothing retails. In the event of future global expansion, their future success and sustainability will be drawn into quention. They will need to adapt their business capabilities of product development, strategic partnerships and cost of production, marketing and advertising, and information and communication technologies in order to adjust to increasing global operations.
Question 2 – Key Decision Makers and Information Management in Operations
The key decision makers in the ordering process on the face of it are the store managers and the commercials at the HQ. However, there are certain issues that need to be addressed here. The store manager’s decision influence on the replenishment of garments is limited to a single order (twice a week) based on manually auditing the quantities required for the store. This information is subsequently sent to the HQ. Although they are the decision makers in this case, the order is still conditional. In the fulfillment phase of the operations, the aggregated demand is ascertained and the supply is allocated according to past performance of the various garments at the stores.

你看,那浅浅的天河,
定然是不甚宽广.
那隔着河的牛郎织女,
定能够骑着牛儿来往.

1）.反驳溶液中一定有水：酚酞溶液：其中酚酞为溶质，乙醇为溶剂。
2）反驳一种溶液中只有一种溶质：如果溶液里面还有氯离子、钠离子、钾离子，那么这种溶液的溶质就有两种了，即氯化钠、氯化钾。

不甚了了

三月不知肉味 三月

这个问题 应该是属于 大数定理的应用.
P{|x-u|

因为硫酸铜溶液呈较强的酸性,高中会学到的,铜离子能水解,故加镁时会产生气泡,氢气
铜刚生成时是黑色的,如果久一点,生成的铜厚一点,会呈红色的

1.将锁定螺栓拧紧至75-85磅/英寸,超过其运行扭矩.
2.逐一检查自锁螺母.

感觉很多语病.
很多句子读起来都怪怪的.而且“Although each nutshell has concave and convex sides,it would be wrong to say that fast foods are completely useless to humankind”翻译过来变成虽然事物有好有坏,但是说快餐对人完全没用是不对的.应该去掉although.

引自《史记》卷六十五 孙子吴起列传第五
齐使者如梁,孙膑以刑徒阴见,说齐使.齐使以为奇,窃载与之齐.齐将田忌善而客待之.忌数与齐诸公子驰逐重射.孙子见其马足不甚相远,马有上、中、下辈.于是孙子谓田忌曰：“君弟重射,臣能令君胜.”田忌信然之,与王及诸公子逐射千金.及临质,孙子曰：“今以君之下驷与彼上驷,取君上驷与彼中驷,取君中驷与彼下驷.”既驰三辈毕,而田忌一不胜而再胜,卒得王千金.于是忌进孙子于威王.威王问兵法,遂以为师.
译文：齐国使者到大梁来,孙膑以刑徒的身份暗地来见,用言辞打动齐国使者,齐国使者觉得此人不同凡响,暗地用车把他载到齐国.齐国的将军田忌欣赏孙膑而以客礼待之.田忌多次与齐国的诸公子赛马,下重金赌胜.孙子注意到他们的马奔跑能力不相上下,并且分上、中、下三等.因此孙子对田忌说：“您只管下大注,臣下必能使您获胜.”田忌相信并答应了他,与齐王和诸公子用千金来赌胜,到了临比赛时,孙子说：“请用您的下等乘马对付他们的上等乘马,请用您的上等乘马对付他们的中等乘马,请用您的中等乘马对付他们的下等乘马.”三等乘马全部比赛完毕,结果田忌一场不胜而两场胜,终于得到王的千金之赏.所以田忌把孙子推荐给齐威王.威王向他请教兵法,因而任他为军师.

说文解字上说：祟,从示,从出,“示”本意与鬼神相关,所以“祟”表示鬼神出来作怪,制造灾祸,或者引申为迷信鬼神.从字面上看,意思应该是“灾祸或疾病与鬼神作怪有关,或是因过分迷信鬼神之事而迷失了自我,未能回到以前的正常状态”.
又“回”字原意为“渊水回旋”,可引申为回头看的意思,因此又可解为“因过分迷信鬼神而自我迷失,却没有回头看看自己从前的路,故而灾祸或者疾病未能消除”.浅见只供参考,没有对楼主不敬的意思,只是按字面解释的.楼主若有其他解释可与我交流.

绍兴七年,岳飞面君,赵构从容地问道：“卿有没有好马?”
岳飞道：“臣原有二匹马,每天各吃数斗刍豆,各饮一斛水,但如果草料不精,水质不净,它们就不会食用.二马披着战甲奔跑,起先跑的不快,但跑出百里后就变的迅速,自午时到酋时,可以跑上二百多里.而马背、腹的鞍甲毫无松动,且没有汗水,跟无事一样.这二匹马可谓负重但无怨言,体力充沛但不逞能,是善长远驰的良马啊.不幸二马后来相继死去.如今臣所骑的马,每天食用不过数升,所喂草料从不挑选,所饮之水从不在意,辔头尚未装好,就想跃跃狂奔,刚跑出百来里地,马儿就力尽汗出,大口喘息,累的如死了一般.这马可谓食少就能饱肚,克意逞能体力才下降迅速,实在是笨马一匹啊.”
赵构道声好,说道：“你今日所说很有意义.”

经过删节的课文可能更适合初中生.不过还是将未删节的原文试着翻译了以供参考.原文：摇其夫语猥亵事.夫呓语,初不甚应,妇摇之不止,则二人语渐间杂,床又从中戛戛.译文：,摇晃他的丈夫,对他说些淫秽的事情.她的丈夫说着梦话,开始没有怎么回应她,妇人不停地摇晃他,然后两人的说话声夹杂在一起,床也在其间戛戛作响.原文：夫令妇抚儿乳译文：丈夫让妇人拍着孩子喂奶原文：夫起溺,妇亦抱儿起溺.译文：丈夫起床去小解,妇人也抱着孩子起床去小解.原文：溺瓶中声,溺桶中声译文：在尿瓶中尿尿的声音,在尿桶中尿尿的声音

it would be my great honour/pleasure if you could come

赋：平铺直叙,铺陈、排比.相当于现在的排比修辞方法.比：比喻.相当于现在的比喻修辞方法.兴：托物起兴,先言他物,然后借以联想,引出诗人所要表达的事物、思想、感情.相当于现在的象征修辞方法.兴就是以情寓于象中,此象乃是意象也,故兴有有我之境与无我之境.再次详赋 　　赋陈,一作铺陈.铺排,是铺陈、排比的简称.在篇幅较长的诗作中,铺陈与排比往往是结合在一起用的.铺排系将一连串内容紧密关联的景观物象、事态现象、人物形象和性格行为,按照一定的顺序组成一组结构基本相同、语气基本一致的句群.它既可以淋漓尽致地细腻铺写,又可以一气贯注、加强语势,还可以渲染某种环境、气氛和情绪. 在赋体中,尤其是富丽华美的汉赋中,赋法被广泛地采用.汉乐府和汉代某些五言诗也与汉赋互相影响,更将铺陈与排比相结合,相得益彰. 比 　　比即喻,是其中最基本的手法,用得最为普遍. 一般说,用来作比的喻体事物总比被比的本体事物更加生动具体、鲜明浅近而为人们所知,便于人们联想和想象.形象生动,鲜明突出事物（事情）的特征. 兴 　　兴,先言他物以引起所咏之词.从特征上讲,有直接起兴、兴中含比两种情况；从使用上讲,有篇头起兴和兴起兴结两种形式.激发读者的联想,增强了意蕴,产生了形象鲜明、诗意盎然的艺术效果.

其他回答
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贾岛《题李凝幽居》
闲居少邻并,草径入荒园.
鸟宿池边树,僧敲月下门.
过桥分野色,移石动云根.
暂去还来此,幽期不负言.
这诗以“鸟宿池边树,僧敲月下门”一联著称.全诗只是抒写了作者走访友人李凝未遇这样一件寻常小事.
首联“闲居少邻并,草径入荒园”,诗人用很经济的手法,描写了这一幽居的周围环境：一条杂草遮掩的小路通向荒芜不治的小园；近旁,亦无人家居住.淡淡两笔,十分概括地写了一个“幽”字,暗示出李凝的隐士身分.
“鸟宿池边树,僧敲月下门”,是历来传诵的名句.“推敲”两字还有这样的故事：一天,贾岛骑在驴上,忽然得句“鸟宿池边树,僧敲月下门”,初拟用“推” 字,又思改为“敲”字,在驴背上引手作推敲之势,不觉一头撞到京兆尹韩愈的仪仗队,随即被人押至韩愈面前.贾岛便将做诗得句下字未定的事情说了,韩愈不但没有责备他,反而立马思之良久,对贾岛说：“作‘敲’字佳矣.”这样,两人竟做起朋友来.这两句诗,粗看有些费解.难道诗人连夜晚宿在池边树上的鸟都能看到吗?其实,这正见出诗人构思之巧,用心之苦.正由于月光皎洁,万籁俱寂,因此老僧（或许即指作者）一阵轻微的敲门声,就惊动了宿鸟,或是引起鸟儿一阵不安的噪动,或是鸟从窝中飞出转了个圈,又栖宿巢中了.作者抓住了这一瞬即逝的现象,来刻画环境之幽静,响中寓静,有出人意料之胜.倘用“推”字,当然没有这样的艺术效果了.
颈联“过桥分野色,移石动云根”,是写回归路上所见.过桥是色彩斑斓的原野；晚风轻拂,云脚飘移,仿佛山石在移动.“石”是不会“移”的,诗人用反说,别具神韵.这一切,又都笼罩着一层洁白如银的月色,更显出环境的自然恬淡,幽美迷人.
最后两句是说,我暂时离去,不久当重来,不负共同归隐的约期.前三联都是叙事与写景,最后一联点出诗人心中幽情,托出诗的主旨.正是这种幽雅的处所,悠闲自得的情趣,引起作者对隐逸生活的向往.
诗中的草径、荒园、宿鸟、池树、野色、云根,无一不是寻常所见景物；闲居、敲门、过桥、暂去等等,无一不是寻常的行事.然而诗人偏于寻常处道出了人所未道之境界,语言质朴,冥契自然,而又韵味醇厚.

是“确实、的确”的意思.

氨上面的孤对电子对碳阳离子的进攻是反应的根本原因.
由于氧的电负性比较大,倒是甲醛上面的碳带有正电.有利于孤对电子的进攻.
反应机理一般并不用方程式来表示,而是用带有电子的转移箭头来表示,这里表示不出来.
留个邮箱给我吧.我给你发过去

之　动）往,到.去（代）第三人称,单复数,有时可活用为第一人称（代）这,此
（介）于（助）的（助）主谓间,句子间,取消独立性（助）提前宾语,表强调（助）调整音节,无义 上述何义一目了然

百度百科里有比较详细的,下面是简介:
外源基因通过转基因作物或家养动物扩散到其他栽培作物或自然野生物种并成为后者基因的一部分,在环境生物学中我们称为基因污染.
基因污染主要是由基因重组引起的.基因重组是不同基因通过酶促催化而产生转移、交换而重新组合的过程,能使生物表达出新的结构和功能特征.如果基因重组生物从实验室里扩散到自然界中,生物的新功能就有可能破坏生态平衡,从而产生基因污染.
另外,这是另一个知友问的,可能对你有所帮助
叶绿体遗传表现为母系遗传,目的基因不会通过花粉传递而在下一代中显现出来.
这句话不理解,能简单解释下么?
叶绿体存在于细胞质中,所以在减数分裂生成精子或卵细胞的时候,其中的DNA是随着细胞质一起传给下一代的.而我们知道,精子成熟之后失去了大部分的细胞质,其中不含叶绿体;而在受精卵中,细胞质绝大部分是来自于卵细胞的,也就是说所有的叶绿体都来自卵细胞.所以精卵结合的时候,父本的叶绿体DNA无法传给下一代,而母本的叶绿体DNA则可以传给下一代,这就是所谓的母系遗传.
当我们把目的基因导入叶绿体DNA中时,那么生物体所产生的花粉(内含精子)中就不会携带有叶绿体DNA,也就无法把目的基因传给下一代,这就是题目所说的"可以避免‘基因污染’".
但应注意的是,这种说法并不科学,除非你导入目的基因的植株开的是单性花而且只有雄花,否则的话,植株产生的受精卵中也会携带有目的基因,那就可以传给下一代了.
下面是篇相关的论文,
利用转基因植物治理白色污染新的途径:叶绿体转化

敷衍了事,精益求精,寥寥无几,谦虚谨慎.

先说你谈到的“哲学”应该是唯物主义哲学吧.
不是,时间和空间是的属性.不知道世界的本源是不是物质.但是可以肯定“属性"不是本原.没有具有时间和空间属性的东西,也就不会有什么时间和空间.
另外,时间和空间也不是客观的,因为根据相对论,它随观察者而不同.所以也不能说只是物质的属性.
“世界统一于物质”,似乎也没什么道理.因为不知道怎么定义“物质”,一个人一个样.根据量子力学原理,脱离观察,并没有什么“实在”而言.因此所谓不依赖人的意识而独立存在的“客观实在”并不存在.

6个小三角形加2个大三角形,共8个.

这里是诗人的想象,既然天河是“浅浅的”、“不甚宽广的”,那么就能引出,天河两边的牛郎织女可以相会,（又绕回了主题）表达了诗人对美好未来的憧憬和向往.
o(∩_∩)o 个人意见~

不甚严肃就是不怎么严肃的意思,不甚表示程度不是很高,注意和不胜进行区分,要是不胜的话那就是非常了,比如不胜感激.

平安夜,神圣夜!
万暗中,光华射,
照着圣母也照着圣婴,
多少慈详也多少天真,
静享天赐安眠,
静享天赐安眠.

After watching this movie,I'm very touched,because this film not only teaches me how to adjust mental attitudes to face unfortunate things,but also let me know the true meaning of eudemonia,which is t...

远远听见幽深的巷子里传来一阵狗叫声,便有一个妇人被惊醒,把她丈夫叫醒谈论床上的猥琐事,丈夫说着梦话,刚开始没有回答,妇人一直摇她丈夫,两人渐渐说得很开心,过了一会儿,床板又传来嘎嘎的声音

可以多收集一下关于生活的知识，负责任，然后要有信心呀。

夫是发语词,用于句首,无意义.
复是“再,又,还”的意思.
何是什么.
求是追求.
夫复何求字面意思是：还有什么要追求的呢?
夫复何求字里行间的意思是：我不再需要别的什么了.得到这个就足够了.

默写文章，也没有什么差错。
出自北宋婉约派词人秦观的《精骑集·序》。秦观，字少游，号淮海居士，高邮(今属江苏)人，“苏门四学士”之一。
暗疏：默写。

1．外祖父特别珍爱那幅墨梅图
2．弄脏了墨梅图,受到外祖父的责骂　外祖父为什么那么珍爱墨梅图

注意
请在发送的订单上、发票上和往来信件上引用我们的订单号.
所有运送的货物必须严格按照我们的规范完成,我们届时会检查并验收.

如果你要解析解,我不会.
如果你只要数值解的话,倒是很简单.
你做一条y1=2a-pai/2的直线
再做一条y2=sin2a的曲线,这两条曲线的交点的横坐标就是你要找的答案.
如果觉得我说的不清楚,可以加QQ316782065

题目有点问题,应该是PQ交OA于点Q~这样可以证明出来.
令OA=OB=a,则AB=a√2
∠GPA=∠ORP
∠GPA=∠PGB+∠B
∠ORP=∠RPA+∠A
所以∠PGB=∠RPA
可以证明△PRA与△GPB相似
得出AR:PB=AP:GB
因为AP=BP
所以1/2a²=AR*OG+AR*a
a²=2AR*OG+2AR*a ①
因为三角形OGR是直角三角形,可以写出方程RG²=OR²+OG²
RG²=(a-AR)²+OG²
RG²=a²+AR-2aAR²+OG² ②
把①带入②
得RG²=2AR*OG+2aAR+AR²+OG²-2aAR
=AR²+2AR*OG+OG²
=(AR+OG)²
所以RG=AR+OG
证明完毕,有不明白的地方欢迎追问.
不要太好学了,早点休息,晚安!

如果说内部我不认为要用f=ucosAmg
因为都是圆形结构,压力与倾角无关
前轮是滚动摩擦f=umg不适用

1、cause of .的原因
2、 for 为了 but 但是 or或者 yet 还 so所以
before在、、、之前 after 在、、、、之后 since自从 becuse 因为 as 把、、、当作、、、
also也 besides 除了 moreover而且,此外 however然而 as well 也,同样的 otherwise 否则,另外的