嘿嘿……继续麻烦您啊!1、、2、But the men just looked in quickly through t

1months
2peaches
3studies
4studying
5playing
6does
7are flying
8lives
9sunny
10sunny
11windy
12snowy
13icy
14rany
15cloudy
16knife
17boys
不懂可追问 没问题望采纳

（A+B）(A-B)=B（A-B） A-B=0

angry

一中秋节为题材自己编一个吧。

Love is the motivation.-爱是动力
Love is the courage.-爱是勇气
Love gives you the power.-爱给你带来力量

What would you like when you come to my home?( Would you like me to ) give you a sweet kiss?

北京2008奥运福娃全家福
the mascots— cartoon renditions of a panda, fish, Tibetan antelope,
swallow and the Olympic flame, each one the color of one of the Olympic rings.
福娃是五个可爱的亲密小伙伴,
此主题相关图片如下：
http://www.***.net/bbs/upload/2005124202443-1.jpg
他们的造型融入了鱼、大熊猫、藏羚羊、燕子以及奥林匹克圣火的形象
五个福娃的名字连在一起就是“北京欢迎您”
The animals were introduced as Bei Bei, Jing Jing,
Huan Huan, Ying Ying and Ni Ni
—which, put together, translates to "Beijing welcomes you!"
每个娃娃都有一个琅琅上口的名字:“贝贝”、“晶晶”、
“欢欢”、“迎迎”和“妮妮”,
当把五个娃娃的名字连在一起,
你会读出北京对世界的盛情邀请“北京欢迎您”.
he mascots— cartoon renditions of a panda, fish, Tibetan antelope,
swallow and the Olympic flame, each one the color of one of the Olympic rings.

在我眼中,有一个教官对付我们很有一套.尤其是在周日晚上,他会故意呆在当地那些大学生兵常去的酒吧,喝酒、说笑话、与班上的人互相讲故事——据我回忆,那些人曾经可能是前排长、前轰炸机飞行员、前陆军下士、前上尉（也可能是船长）、前中尉、前指挥官、前少校、甚至前中校,不过他们都已经放下制服与职务不再干了.他们都喜欢和他打交道,……（这句没懂）.第二天当他走进班中,他会给那帮人一个测试,一个很难的测试,经常半个班都不及格的那种.
可能不是很准…读过兄弟连原著的人对这种片段应该翻译的更好

Now I miss you much.Are you missing me at the same time?
Hey,I love you,little cutie~

高一物理必修二公式总结 一、质点的运动（1）------直线运动 1）匀变速直线运动 1.平均速度V平=S/t （定义式） 2.有用推论Vt^2 –Vo^2=2as 3.中间时刻速度 Vt/2=V平=(Vt+Vo)/2 4.末速度Vt=Vo+at 5.中间位置速度Vs/2=[(Vo^2 +Vt^2)/2]1/2 6.位移S= V平t=Vot + at^2/2=Vt/2t 7....

做得快哟 我一天耍得没时间做达 嘿嘿

1.（1）用笑掩饰心事重重,欲言又止的心情（1分）；不好意思把借钱的事说出口（1分）.
（2）胡小兵本想和别人玩牌赢钱寄回家（1分）,没想到却输掉了五百元（1分）
2.这是一处环境描写或景物描写（1分）,用室内的寂静与窗外的北风怒号,反衬出"我"在借与不借之间的矛盾心情.（1分）.
3.
4.①交待故事发生的时间、天气状况,构成故事特有的环境氛围；②喻指农民工生活的困苦艰辛；③反衬出农民工兄弟在艰辛中互帮互助的温暖.（注：第①②点只要答对其中之一就可得2分.第③必须答对才得2分）

后台的对象接到name=嘿嘿这个属性了吗?
那个应该是?name=嘿嘿 不是?name="嘿嘿"

xie（四声,同谢,姓氏专属读法）

对你有一点点意思

要说嘿嘿的数学才华，只是比麦斯差一些，这次他向麦斯挑战，胜负如何，大家都各自预测着，有的说麦斯胜，有的说嘿嘿胜，议论纷纷。而嘿嘿呢？他缓缓走向麦斯，出了一道题：把我的年龄加上15，再除38，得数加上2，再用所得的数除36得9，问我的年龄是多少？大家对嘿嘿的快人快语有些无奈，而麦斯则不介意，只见麦斯先是皱了皱眉头，接着说：“这道题看起来没有头绪，像是一个无头案，但仔细一推敲，就能知道可以用倒推法：这道题最后得9，就用36除以9，得4，用4减去2得2，用38除以2得16，16减去15得1，所以，嘿嘿，你今年1岁！我说的对吗？嘿嘿原本以为麦斯解不开这道题的，没想到竟然做对了，只有无奈了！谁叫他数学那么好呢！根据比赛规定，下面由麦斯给嘿嘿出题！嘿嘿一听，不免有些紧张……2. 狐狸话话真聪明！麦斯轻轻一笑，就出了一道题：哥哥弟弟搬砖哥哥心疼弟弟，抢在弟弟前面搬了一半砖，谁知一慌掉了一半还多一块，弟弟这时正在来的路上，看见哥哥多搬砖，他连忙把哥哥掉下来的都搬起来，又拿了一块砖，哥哥见弟弟拿的太多，又把弟弟的砖拿走了一半多一块，问哥哥一开始有多少块砖？嘿嘿一时答不出来，只好垂头丧气的走下擂台。“这道题也可以用倒推法！”是谁那么聪明？这时，消息一向灵通的小燕子唧唧喳喳的说，我认识他，他是狐狸家族有名的解题能手，叫狐狸话话。哦，原来是话话，这回谁胜谁负还不一定呢！“过奖了过奖了！”话话谦虚道，这道题也用倒推法，5加1等于6，6乘2等于12，12减1等于11，11减1等于10，10乘2等于20，20乘2等于40，所以，原有40块砖，我说的对吗？麦斯？对，你真聪明！麦斯表扬道。“好，下面有请话话给麦斯出题！”未完再续...

Today,some one had told me:you are so cute!"

I love my family,because I have a happy family.
My father is an English teacher.His name is Jacky.He is thirty-eight.He
likes playing basketball.What’s my mother jop?Is she a teacher?Yes,you’re
right!My mother is very kind and nice,she is thirty-seven.My mother is always
laborious work.I love my parents!
On Staurday and Sunday,I often go to the library and play the piano,My
father go to play basketball.Sometimes,we watch TV and listen to music at
home.
I love my family.Because I’m very happy to live with my parents together!
翻译
:我的家庭
我爱我的家庭,因为我有一个快乐的家庭.
我的爸爸是一名英语教师,他的名字叫Jacky.他今年38岁.他非常喜欢打篮球.我的妈妈是干什么呢?她是一名教师吗?是的.你说对了!我的妈妈是一个很亲切、友善的人,她今年37岁.我妈妈总是勤劳的干活.我爱我的父母.
在星期六和星期天里,我经常去图书馆和弹钢琴.我爸爸去打篮球.有时侯,我们都在家看电视和听音乐.
我爱我家.因为我和爸爸妈妈一起生活得很开心!

“雁阵惊寒,声断衡阳之浦.”
塞下秋来风景异, 衡阳雁去无留意.

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.

发动机中转变为机械功的热量与所消耗的热量的比值 .热效率公式本身是与有序度指标"熵变"(用简化的S表示)有联系的.即 ηs=A/Q=1 -(T2/T1) =1 -(T2/Q1)S (4) 若当热机内的微观粒子的运动有序,并向宏观有序发展(做功)时,即熵S→0,则(T2/Q1)S→0, ηs→1 如果微观粒子的运动无序时,0≤η

那就是不熟悉,学习这个事情是孰能生巧的,不过测评能得7分,不代表考试就能考这么多哦!考场很多人,容易受干扰,其次加之紧张的情绪,更容易出问题!基本上练习材料,除了真题以外,其它的参考性都不是特别大,建议还是找真题做练习,真题除了高度还原之外,可能会有一定的重复率,也就是会考到旧题的几率,如果遇到同类型的题材,也会更有把握!

怎么不去借同学的,方便又省事

你给的两个图片是针对不同的情况来说的

图一中的镜面反射,人眼的位置在别处
此时,光线基本不进入人眼,所以此时比漫反射暗

图二中的镜面反射,人眼的位置在反射光线上
此时,光线基本都进入人眼,而漫反射只有部分进入人眼,所以此时比漫反射亮

In all these task,this is the most diffcult

上面几位说的很明白了，如果想要原文，可参考禅宗公案一书。

什么意思？

文质彬彬、眉清目秀、温文尔雅、

fashion 就可以了
不用那么复杂
时尚的 fashionable

一张纸大约75微米厚（一般）,一张纸连续对折24次就是一张纸的厚度75微米乘以2的24次方,结果大约是314.5米厚!
理论上是这样的,不过你要多大一张纸才能对折2的24次方次啊?

有细胞壁.植物胚囊母细胞在发育成胚囊时,先进行减数分裂,最后只有一个细胞发育成单核胚囊细胞（大孢子）,接着它进行三次有丝分裂,并不立即伴随细胞质分裂核细胞壁形成,形成8个核,后来逐渐分化成7个细胞的成熟胚囊（因2个极核在一个中央细胞中）.有的植物卵细胞周围几乎全被细胞壁包围,只在合点端出现细胞壁的不连续状态,有些植物卵细胞则大部分由由质膜包围,细胞壁仅分布在近珠孔端.卵细胞的这些特点是对精子进入卵细胞的适应.助细胞的细胞壁也是不完全的,厚度不均.中央细胞的细胞壁在近卵器的部分通常是间断的.

例一：如一个长8m,宽6m,高5m的仓库,在其内壁的A(长的四等分点)处有一只壁虎,B(宽的三等分点,且靠近顶点N)处有一只蚊子,则壁虎爬到蚊子处的最短路程是多少?(参考数据:11.182≈125,10.822≈117)
解析:把这个长方体展开,然后运用勾股定理求解.但有两种展开方式:
(1)连接AB,过点B作对边的垂线,垂足为C.因为A为长的四等分点,B为宽的三等分点,所以AC=6+4=10m,BC=5m,由勾股定理得AB2=AC2+BC2=125.所以AB≈11.18m.
(2)连接AB.由已知得AC=6m,BC=5+4=9m,所以AB2=AC2+BC2=117.所以AB≈10.82m.因为11.18>10.82,所以壁虎沿第二种路线爬行最近,最短路程是10.82m.温馨提示:解决立体图形中任意两点间的最短路程问题,应充分运用转化思想,将立体图形转化为平面图形,或将曲面转化为平面,从而把问题转化为平面内两点间的最短距离问题,构造出直角三角形后,运用勾股定理即可求解
.二、求平面图形中的最短路程
一牧民在A处放马,他的家在B处,A、B两处到河岸 的距离AC、BD的长分别为500m和700m,且C、D两地距离为500m,天黑前牧民从A点将马牵到河边去饮水,然后再回家,那么牧民最少要走多少米的路程?
解析:本题实质上是求两条线段和最短的问题.由于A、B两点在直线 的同侧,故应作出其中一个点关于直线 的对称点.为此,作点A关于直线 的对称点A1,连接BA1.由轴对称知识及三角形三边关系知,A1B的长就是所求的最短路程.作A1E⊥BD交BD的延长线于点E.在Rt△A1BE中,BE=BD+DE=700+500=1200m,A1E=CD=500m.由勾股定理,得A1B2=BE2+A1E2=12002+5002=13002,所以A1B=1300(m).故牧民最少要走1300米的路程.温馨提示:求平面内几个点的距离之和最小值问题,通常要运用轴对称知识、三角形三边关系,把问题转化为“两点间的最短距离”问题,再运用勾股定理进行计算.

按照原子核外电子排布看Pb[Kr]4f145d106s26p2
而6s2电子对非常稳定,所以说Pb的+2价稳定,而正4价不稳定
PbO4从来没见过~类似的可用大学的离子势的类似知识解

vt是指t时刻的速度
v0是指t=0时刻的速度
t是时间
a是加速度
g是重力加速度
s一般是位移
F是力
m是质量
V是体积
ρ是密度
F法拉
U是电压
ε是电阻系数
d,l表长度

咯咯

beautiful

默默无闻，不动声色地暗中准备，它的光芒必将普照四方。

1除以5=0.2..5-0.2=4.8..4.8乘以5=24

基础知识的话,最好是买个口语小本本,把上面的口语200句一句一句学会就可以,相信可以帮组你日常和老外交流了.

学习是心灵的眼睛

鹰击长空,鱼翔浅底,万类霜天竞自由.
怅寥廓,问苍茫大地,谁主沉浮?

假设有x只鸽子,y只鸽笼,则x-3=6y;x+5=8y ,便可得出x y的值,x=27,y=4

,a,b,C,a,C,d,C,a,D

关注这个问题
融化硅胶颗粒用水么?如何融化?
应该用乙醇吧,加热试试
嘿嘿 万一爆炸了 “轰” 新的代替火药的东西诞生了
需要小心,没那么大危险,控制下温度《80

The white rabbit is beautiful.
walking and looking are not careful.
The one who different between inside and outside is people.
No one could be himself before.
我已经很努力的压韵了.
希望能让你做个参考.

看!这只有一个楼主!我们试着抓住他.楼主营养丰富,一个楼主可以供应我们一个周的所需的能量.但是楼主不是那么好对付的.从后面悄悄接近他,哇,我抓住他了!他剧烈的挣扎.割下他的头来剩下的就可以吃了.还有一些时间,我们可以先把他煮熟了,那样味道更好一些,楼主的蛋白质含量是牛肉的6倍,味道很好,就跟鸡肉一样

叽叽；
喳喳；
叨叨；
唠唠；
叭叭；
吁吁；
吆吆；
喝喝；
呜呜；
咝咝；
唧唧；
嗞嗞.

老鼠药主要成分：
毒鼠强;又名没鼠命,四二四,三步倒,闻到死,化学名：四亚甲基二砜四氨
英文名：Tetramine; Tetramethylene Disulfotetramine
轻质粉末.熔点250～254℃.在水中溶解度:约0.25mg/ml; 微溶于丙酮;不溶于甲醇和乙醇.在稀的酸和碱中稳定(浓度至0.1N).在255～260℃分解,但在持续沸水溶液中分解.加热分解,放出氮、硫的氧化物烟.可经消化道及呼吸道吸收.不易经完整的皮肤吸收.
毒理学介绍
哺乳动物口服的LD50（最低致死剂量） 为0.10mg/kg.大鼠经口LD50 为0.0.3mg/kg.小鼠经口MLD为0.2mg/kg; 经皮下的MLD为0.1mg/kg.
本品对中枢神经系统,尤其是脑干有兴奋作用,主要引起抽搐.本品对γ-氨基丁酸有拮抗作用,主要是由于阻断γ-氨基丁酸受体所致,此作用为可逆性的.
临床表现
动物中毒后兴奋跳动、惊叫、痉挛.四肢僵直.目前多数中毒案例为口服中毒.
轻度中毒表现头痛、头晕、乏力、恶心、呕吐、口唇麻木、酒醉感.
重度中毒表现突然晕倒,癫痫样大发作,发作时全身抽搐、口吐白沫、小便失禁、意识丧失.
脑电图显示不同程度异常,病情好转后可恢复正常.
现在还买得到鼠毒强吗~好狠呢~不过你有你理由,

物主把这个穷人带去见亨利去要一些钱.