孝敬体现在哪些方面用典型的事迹说说你是怎么孝敬父母的,在200字以内

上百度,看作文书

D

老吾老,以及人之老

世界上有一种最美丽的声音,那便是母亲的呼唤.

——但丁

谁言寸草心,报得三春晖.

——孟郊

母亲的心是儿女的天堂.

——柯罗德

爱就是充实的生命,正如盛满了酒的酒杯.

——泰戈尔

人生是花,而爱就是花的蜜.

——莎士比亚

爱就是意味着去做.

——普里什文

父恩比山高,母恩比海深.

——日本谚语

娘想儿,长江水；儿想娘,扁担长.

——中国谚语

人生首要之事——莫过于尽孝,所谓“树欲静而风不止,子欲养而亲不待”,故
行孝当及时,错过机会,将是终生的遗憾.

有人能终身牢记父母的教诲,有人却不曾忆起丝毫训勉.前者在面对危险和困危
时,往往能悬崖勒马,知所进退,不敢愧对父母,让父母操心蒙羞,而后者却经常
惹是生非,得过且过,令父母伤心.

百善孝为先,有志者、事竟成,破釜沉舟,百二秦关终属楚；
苦心人、天不负,卧薪尝胆
,三千越甲可吞吴.

我的理解是：他会孝敬咱的父母,但是不会百分之百地和孝敬她父母一样,这也是不可能地事,就像你对你公公婆婆,你敢说和对你父母一样一点不差吗?大差不差就行了,知足者常乐.

有句俏皮话不说么:八十老娘倒蹦孩儿.
人越老会越象个小孩子,他们的圈子非常的小,所以寂寞.他们情感非常的深,所以不轻易表达.而且身体素质的逐年下降,诸如更年期之类也随之而来.其实老人也不想那么闹的,有时候估计控制不了自己吧.
老人闹的时候,顺着他.平时常给老人买点他喜欢吃的糕点呀衣服什么的,老人确实不图自己的孩子为自己花什么大钱,就图孩子能在自己身边,老有所靠.理解点吧.
有时候,你也把自己工作的烦恼呀孩子的烦恼呀,讲给他们知道.这样他们也逐渐的体谅你了.
爱是需要沟通的,希望你的家越来越开心.

老吾老,以及人之老;幼吾幼,以及人之幼.(孟子·梁惠王下)

A

关于孝
慎,朝夕伺候莫厌烦.
意思是：父母出入（门）要小心搀扶,早晚伺候父母不要厌烦.出自《劝报亲恩篇》.
爹娘面前能尽孝,一孝就是好儿男；翁婆身上能尽孝,又落孝来又落贤.
意思是：孝敬父母就是好儿男,孝敬公公、婆婆,能落个既孝敬又贤惠的名声.出自《劝报亲恩篇》.
弟子入则孝,出则弟.
意思是：少年弟子回到家里要孝敬父母,外出要敬爱兄长.出自（春秋）《论语·学而第一》.
父母呼,应勿缓；父母命,行勿懒.
意思是：父母呼唤,要赶快答应；父母有命令,应赶快去做.出自（清）李毓秀《弟子规》.
夫孝,天之经也,地之义也.
意思是：孝是天经地义的.出自《孝经》.


立志

01、大多数人想要改造这个世界,但却罕有人想改造自己.
02、积极的人在每一次忧患中都看到一个机会,而消极的人则在每个机会都看到某种忧患.
03、莫找借口失败,只找理由成功.（不为失败找理由,要为成功找方法）
04、伟人之所以伟大,是因为他与别人共处逆境时,别人失去了信心,他却下决心实现自己的目标.
05、世上没有绝望的处境,只有对处境绝望的人.

子之养也,乐其心,不违其志.——《礼记》
孝有三：大尊尊亲,其次弗辱,其下能养.——《礼记》
父母之年,不可不知也.一则以喜,一则以惧.——《论语》
孟武伯问孝,子曰：“父母惟其疾之忧.”——《论语·为政》
父母之所爱亦爱之,父母之所敬亦敬之.——孔子
长幼有序.——孟子
老吾老,以及人之老；幼吾幼,以及人之幼.天下可运于掌.——孟子
孝子之至,莫大乎尊亲.——孟子
惟孝顺父母,可以解忧.——孟子
父子有亲,君臣有义,夫妇有别,长幼有叙,朋友有信.——孟子
事,孰为大?事亲为大；守,孰为大?守身为大.不失其身而能事其亲者,吾闻之矣；失其身而能事其亲者,吾未闻也.孰不为事?事亲,事之本也；孰不为守?守身,守之本也.——孟子
仁之实,事亲是也；义之实,从兄是也.——孟子
不得乎亲,不可以为人；不顺乎亲,不可以为子.——孟子
君子有三乐,而王天下不与存焉.父母俱存,兄弟无故,一乐也；仰不愧于天,俯不怍于人,二乐也；得天下英才而教育之,三乐也.君子有三乐,而王天下不与存焉.——孟子
世俗所谓不孝者五,惰其四支,不顾父母之养,一不孝也；博奕好饮酒,不顾父母之养,二不孝也；好货财,私妻子,不顾父母之养,三不孝也；从耳目之欲,以为父母戮,四不孝也；好勇斗狠,以危父母,五不孝也.——孟子
无父无君,是禽兽也.——孟子
贤不肖不可以不相分,若命之不可易,若美恶之不可移.——《吕氏春秋》
孝子不谀其亲,忠臣不谄其君,臣子之盛也.——庄子
事其亲者,不择地而安之,孝之至也.——庄子
礼者,断长续短,损有余,益不足,达爱敬之文,而滋成行义之美也.——荀子
天地之性,人为贵；人之行,莫大于孝,孝莫大于严父.——《孝经·圣至章》
父母者,人之本也.——司马迁
事亲以敬,美过三牲.——挚虞
父子不信,则家道不睦.——武则天
谁言寸草心,报得三春晖.——孟郊
内睦者,家道昌.——林逋
慈孝之心,人皆有之.——苏辙
长者立,幼勿坐,长者坐,命乃坐.尊长前,声要低,低不闻,却非宜.进必趋,退必迟,问起对,视勿移.——李毓秀
凡为父母的,莫不爱其子.——陈宏谋
侍于亲长,声容易肃,勿因琐事,大声呼叱.——周秉清
长者问,对勿欺；长者令,行勿迟；长者赐,不敢辞.——周秉清
重资财,薄父母,不成人子.——朱柏庐
失去了慈母便像花插在瓶子里,虽然还有色有香,却失去了根.——老舍
母亲是没有什么东西可以代替的.——巴金
在父母的眼中,孩子常是自我的一部分,子女是他理想自我再来一次的机会.——费孝通
老年人犹如历史和戏剧,可供我们生活的参考.——（古罗马）西塞罗
开始吧,孩子,开始用微笑去认识你的母亲吧!——（古罗马）维吉尔
亲善产生幸福,文明带来和谐.——（法）雨果
一个人如果使自己的母亲伤心,无论他的地位多么显赫,无论他多么有名,他都是一个卑劣的人.——（意大利）亚米契斯
年老受尊敬是出现在人类社会里的第一种特权.——（法）拉法格
我们体贴老人,要像对待孩子一样.——（德）歌德
在子女面前,父母要善于隐藏他们的一切快乐、烦恼和恐惧.——（英）培根
母亲,是唯一能使死神屈服的力量.——（前苏联）高尔基
世界上的一切光荣和骄傲,都来自母亲.——高尔基
一个老年人的死亡,等于倾倒了一座博物馆.——高尔基
老人受尊敬,是人类精神最美好的一种特权.——（法）司汤达
老年,好比夜莺,应有他的夜曲.——（德）康德
所有杰出的非凡人物都有出色的母亲,到了晚年都十分尊敬自己的母亲,把他们当作最好的朋友.——（英）狄更斯
在孩子的嘴上和心中,母亲就是上帝.——（英）萨克雷
在这个世界上,我们永远需要报答最美好的人,这就是母亲.——（前苏联）奥斯特洛夫斯基
就是在我们母亲的膝上,我们获得了我们的最高尚、最真诚和最远大的理想,但是里面很少有任何金钱.——（美）马克·吐温
共产主义不仅表现在田地里和汗水横流的工厂,它也表现在家庭里、饭桌旁,在亲戚之间,在相互的关系上.——（前苏联）马雅可夫斯基
丑恶的海怪也比不上忘恩的儿女那样可怕.——（英国）莎士比亚
仁爱和打人都先自家中开始.——鲍蒙特和弗莱彻
慈善行及至亲,但不应仅此为止.——富勒
作为一个人,对父母要尊敬,对子女要慈爱,对穷亲戚要慷慨,对一切人要有礼貌.——（美国）罗素
对孩子来说,父母的慈善的价值在于它比任何别的情感都更加可靠和值得信赖.——罗素
家庭的基础无疑是父母对其新生儿女具有特殊的情感.——罗素
还有什么比父母心中蕴藏着的情感更为神圣的呢?父母的心,是最仁慈的法官,是最贴心的朋友,是爱的太阳,它的光焰照耀、温暖着凝聚在我们心灵深处的意向!——马克思
智慧之子使父亲欢乐,愚昧之子使母亲蒙羞.——所罗门
尊重他人的、有责任感的孩子,产生于爱和管教适当结合的家庭中.——詹姆斯·多伯森
母羊要是听不见她自己小羊的啼声,她决不会回答一头小牛的叫喊.——莎士比亚
黄昏,你把清晨驱散的一切收集回来；羊群归棚,孩子回到母亲身边.——萨福
我看见过挨饿的孩子.我看见过母亲和妻子们的悲痛.我痛恨战争.——罗斯福
母爱是一种巨大的火焰.——（法）罗曼·罗兰
亲人不睦家必败.——（美）林肯
家是父亲的王国,母亲的世界,儿童的乐园.——爱默生
慈母的心灵早在怀孕的时候就同婴儿交织在一起了.——狄更斯
所有杰出的非凡人物,都有出色的母亲.——狄更斯
没有无私的、自我牺牲的母爱的帮助,孩子的心灵将是一片荒漠.——狄更斯
父亲,应该是一个气度宽大的朋友.——狄更斯
天下最苦恼的事莫过于看不起自己的家.——狄更斯
要用希望孩子对待你的方式去对待父母.——苏格拉底
在家庭中,孩子最微小的欢笑,就是使父母认识统一能得到巩固的伟大精神动力.——苏霍姆林斯基
建立和巩固家庭的力量——是爱情,是父亲和母亲、父亲和孩子、母亲和孩子相互之间的忠诚的、纯真的爱情.——苏霍姆林斯基
父母的爱应该是这样的：它能激发起孩子对周围的世界,对人所创造的一切关心,激发起他为人民服务的热情.——苏霍姆林斯基
母亲的安宁和幸福取决于她的孩子们.母亲的幸福要靠孩子、少年儿童去创造.——苏霍姆林斯基
成为母亲之后,女性美像一朵盛开的鲜花焕发出全部的力量和美.——苏霍姆林斯基
作为一个父亲,最大的乐趣就在于：在其有生之年,能够根据自己走过的路来启发、教育子女.——蒙田
真不公平,原谅青年人寻欢作乐,却禁止老年人追求享受.——蒙田
父母和子女,是彼此赠与的最佳礼物.——维斯冠
有的儿女使我们感到此生不虚,有的儿女为我们留下了终身遗憾.——纪伯伦
再没有什么能比人的母亲更为伟大.——惠特曼
一家人能够相互密切合作,才是世界上唯一的真正幸福.——居里夫人
和睦的家庭空气是世界上的一种花朵,没有东西比它更温柔,没有东西比它更适宜于把一家人的天性培养得坚强、正直.——德莱塞
没有和平的家庭,就没有和平的社会.——池田大作
互相赠送礼物的家庭习惯有助于增进父母与孩子之间诚挚的友谊.其主要意义并不在于礼物的本身,而在于对亲人的关心,在于希望感谢亲人的关心.——伊林娜
那些博得了自己子女的热爱和尊敬的父亲和母亲是非常幸福的.——伊林娜
良好的家庭传统有助于家庭成员相互尊重,有助于家庭建成一个友爱的、生气勃勃的集体.——伊林娜
母子之情是世界上最神圣的情感.——大仲马
母亲的爱是永远不会枯竭的.——冈察尔
只有健康的、建立在无条件爱的基础上的家长同孩子的相互关系,才能消除一切生活上的危机.——罗斯·坎贝尔
我们有谁看到从别人处所受的恩惠有比子女从父母处所受的恩惠更多呢?——色诺芬
人生最美的东西之一就是母爱,这是无私的爱,道德与之相形见绌.——小路实笃
母亲在家事事顺.——阿尔科特
全世界的母亲多么相像!她们的心始终一样.——瓦普察洛夫
一个高尚的人,如果有一个像他自己一样的儿子,其乐一定不亚于他自己生命的延续.——斯梯尔
父母的美德是一笔巨大的财富.——贺拉斯
母爱乃世界上最伟大的势力.——阿瑟·米
母亲,我祝福您,因为您知道怎样把您的儿子培养成一个真正的人.他将在人生的战斗中获得胜利.——阿斯杜里亚斯
谁拒绝父母对自己的训导,谁就首先失去了做人的机会.——哈吉·阿布巴卡·伊芒
以上有诗句,也有名言,你可以自己挑.
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略

B

缺少成分.
原句应改为“我的妈妈是一位关爱孩子,孝敬老人,与邻居和睦相处的人.”
如有不懂欢迎追问~

If I have one,I was a dutiful son,I would like to honor my parents.I would like to return to the upbringing of their ex,so that they spent a happy old age,let the sun shine a happy color.
If I have one,I am an aspiring ideals of men,I will give a money-sheng money,do something useful to the cause of the motherland and the people,I make a note of history I have.
If I have one,I will help my friends and people who need help to enable them to advance a solution,so that they reflect a brilliant smile in every smiling face after a long depression,so that the rain cleared,the world is full of sunshine ....
If I do a million,I will structure a better one million beautiful dream,so that "dream come true."

老吾老,以及人之老；幼吾幼,以及人之幼.
意思：在赡养孝敬自己的长辈时不应忘记其他与自己没有亲缘关系的老人.在抚养教育自己的小孩时不应忘记其他与自己没有血缘关系的小孩.

星期天,妈妈问我：“带你去外婆家好吗?”“好,好!”我拉起妈妈的手,“咱们快去吧!”我迅速换好鞋子,拽着妈妈就要走.坐在车上,我无心看窗外美丽的风景,只觉得：“路怎么这么远呢?以往可是很快的,今天真慢呀!”
终于到了外婆家,我老远就叫：“外婆!外婆”外婆连忙出来迎接我说：“哟,我们的宝贝外孙女来了!”“外婆,您最近身体好吗?”“好!好!谢谢宝贝关心!”
外婆是开小店的,生意可好了,妈妈一直都在帮外婆的忙.看到妈妈一直忙前忙后的帮外婆,我的心里也生出一丝愧疚.自己以前什么都不会帮父母,都没有孝敬过父母.我想：今天我要帮帮外婆的忙!
　于是,我对外婆说：“外婆,我来帮你做生意吧!”“哟,我们的宝贝真懂事呀!”外婆摸摸我的头,欣慰地说.我立刻忙活起来了.一位又一位的顾客来这买东西了,有的买面包,有的买文具,有的买冰棍……我帮忙拿东西给顾客,外婆收钱.顾客多时,把我弄得忙不过来了,妈妈边对我说这边,那边,一边也帮忙拿东西,说来也怪,有时许多顾客会一起来,也真够累的.没有顾客时,外婆整理起柜子里的东西,我一边看,一边帮忙理,外婆说：“要经常把东西理好,卖掉的东西要及时放出来,哪样东西卖到不多时要及时登记,进货……”
今天的事,让我明白了长辈们的辛苦,以后我要经常孝敬长辈,尽自己力所能及之力.
这个够字数,你参考一下吧,

父母呼　应勿缓　父母命　行勿懒
父母教　须敬听　父母责　须顺承
冬则温　夏则凊　晨则省　昏则定
出必告　反必面　居有常　业无变
事虽小　勿擅为　苟擅为　子道亏
物虽小　勿私藏　苟私藏　亲心伤
亲所好　力为具　亲所恶　谨为去
身有伤　贻亲忧　德有伤　贻亲羞
亲爱我　孝何难　亲憎我　孝方贤
亲有过　谏使更　怡吾色　柔吾声
谏不入　悦复谏　号泣随　挞无怨
亲有疾　药先尝　昼夜侍　不离床
丧三年　常悲咽　居处变　酒肉绝
丧尽礼　祭尽诚　事死者　如事生

D

冰冻三尺，非一日之寒

百度

1.爹娘面前能尽孝,一孝就是好儿男；翁婆身上能尽孝,又落孝来又落贤.
意思是：孝敬父母就是好儿男,孝敬公公、婆婆,能落个既孝敬又贤惠的名声.出自《劝报亲恩篇》.
2.弟子入则孝,出则弟.
意思是：少年弟子回到家里要孝敬父母,外出要敬爱兄长.出自（春秋）《论语?学而第一》.
3.父母呼,应勿缓；父母命,行勿懒.
意思是：父母呼唤,要赶快答应；父母有命令,应赶快去做.出自（清）李毓秀《弟...

父母之年,不可不知也.
（父母的年纪不可以不知道呀.）

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.

孝敬父母,关爱他人 吃水不忘挖井人,儿子不忘父母恩.我家四口人,父亲母亲,弟弟和我.父亲因工作需要经常出差.母亲既要上班又要带弟弟,还得搞家务.忙的她经常夜里12点以后才睡觉.我看在眼里痛在心里.所以在节假日我回到...

我今年刚满是十一岁，梳着一头马尾辫，还有那炯炯有神的大眼睛，邻居们不仅非常喜欢我，而且一直夸我是个非常懂事的小女孩。记得有一年冬天，奶奶光荣退休了，他是个热心肠的人。本来，爸爸妈妈想要让她在家享享清福了。可是，热心肠的她却说：“我们要想身体健康，就必须要运动，健康是生命之本。”爸爸妈妈张口结舌，只好让奶奶出去干活。奶奶到附近的园林里去打听，需不需要用人。正好，那里的老板对奶奶说：“我们这里正好需要一个人，就你吧！”奶奶高兴极了。可是，奶奶刚干了一个月左右，就病倒了在家休息。在这个星期六，我在家，看见奶奶的电瓶三轮车在家，我就想：奶奶今天休息吗？我就上楼，去奶奶的房间看见奶奶躺在床上，我便问：“奶奶，怎么了，你不舒服吗？”奶奶硬要从床上下来，去I一直在不停的咳嗽。我连忙说：“奶奶，你不要下来了，我来拿消炎药给你吃吧！”奶奶一天都没吃饭了，我在晚上熬了些粥给奶奶喝，奶奶可能两次没吃了，饿了吧，一下喝了大半碗，到了第二天，奶奶的病情刚刚好转，就去园林工作了。我不让奶奶去，可奶奶说：“他们那个园林刚好缺人，我去了一个月左右又在家休息了几天，我再不去，他们就要添新人了。”然后，我把奶奶裹的紧紧的。才让奶奶去。你们说，我是不是一个孝顺老人的好孩子！五年级:顾敏祺

　　鹿乳奉亲
　　郯子,春秋时期人.父母年老,患眼疾,需饮鹿乳疗治.他便披鹿皮进入深山,钻进鹿群中,挤取鹿乳,供奉双亲.一次取乳时,看见猎人正要射杀一只麂鹿,郯子急忙掀起鹿皮现身走出,将挤取鹿乳为双亲医病的实情告知猎人,猎人敬他孝顺,以鹿乳相赠,护送他出山.
　　卧冰求鲤
　　晋朝的王祥,早年丧母,继母朱氏并不慈爱,常在其父面前数说王祥的是非,因而失去父亲之疼爱.继母朱氏时常想吃鲤鱼,但因天寒河水冰冻,无法捕捉,王祥便赤身卧于冰上祷告,忽然间冰裂,从裂缝处跃出两尾鲤鱼,王祥喜极,持归供奉继母.
　　他的举动,在十里乡村传为佳话.人们都称赞王祥是人间少有的孝子.有诗颂曰：
　　继母人间有,王祥天下无；至今河水上,留得卧冰模.
　　黄香温席
　　黄香小时候,家中生活很艰苦.在他9岁时,母亲就去世了.黄香非常悲伤.他本就非常孝敬父母,在母亲生病期间,小黄香一直不离左右,守护在妈妈的病床前,母亲去世后,他对父亲更加关心、照顾,尽量让父亲少操心.
　　冬夜里,天气特别寒冷.那时,农户家里又没有任何取暖的设备,确实很难入睡.一天,黄香晚上读书时,感到特别冷,捧着书卷的手一会就冰凉冰凉的了.他想,这么冷的天气,爸爸一定很冷,他老人家白天干了一天的活,晚上还不能好好地睡觉.想到这里,小黄香心里很不安.为让父亲少挨冷受冻,他读完书便悄悄走进父亲的房里,给他铺好被,然后脱了衣服,钻进父亲的被窝里,用自己的体温,温暖了冰冷的被窝之后,才招呼父亲睡下.黄香用自己的孝敬之心,暖了父亲的心.黄香温席的故事,就这样传开了,街坊邻居人人夸奖黄香.
　　夏天到了,黄香家低矮的房子显得格外闷热,而且蚊蝇很多.到了晚上,大家都在院里乘凉,尽管每人都不停地摇着手中的蒲扇,可仍不觉得凉快.入夜了,大家也都困了,准备睡觉去了,这时,大家才发现小黄香一直没有在这里.
　　“香儿,香儿.”父亲忙提高嗓门喊他.
　　“爸爸,我在这儿呢.”说着,黄香从父亲的房中走出来.满头的汗,手里还拿着一把大蒲扇.
　　“你干什么呢,怪热的天气,”爸爸心疼地说.
　　“屋里太热,蚊子又多,我用扇子使劲一扇,蚊虫就跑了,屋子也显得凉快些,”黄香说.爸爸紧紧地搂住黄香,“我的好孩子,可你自己却出了一身汗呀!”
　　以后,黄香为了让父亲休息好,晚饭后,总是拿着扇了,把蚊蝇扇跑,还要扇凉父亲睡觉的床和枕头,使劳累了一天的父亲早些入睡.

A

谁言寸草心，报得三春晖。

我今年刚十一岁,个子较高,梳着一把抓的马尾辫,还有那双透着几分灵气的眼睛,天生讨人喜欢,叔叔阿姨们都夸我是个懂事的孩子,其实我并没有感到什麽,只是大言不惭地说,孝敬老人可是我的长处.
我深深懂得,长辈给予晚辈的太多太多,他们一生吃苦耐劳,乌发变成丝丝银发,晚年仍默默奉献,让长辈们老有所乐,不正是晚辈应该做的吗?我也要学会照顾他们.
我的奶奶已经年过六旬,一双深邃的大眼...

A

道德教育的核心问题,是使每个人确立崇高的生活目的.人每日好似向着未来阔步前进,时时刻刻想着未来,关注着未来.由理解社会理想到形成个人崇高的生活目的,这是教育,首先是情感教育的一条漫长的道路.

原谷的爷爷老了,原谷的父母很讨厌他,就想抛弃他.原谷此时十五岁,他劝父亲说：“爷爷生儿育女,一辈子勤俭度日,你怎么能因为他老就抛弃他呢?这是忘恩负义啊.”父亲不听他的劝戒,做了一辆小推车,载着爷爷扔在野外.原谷在后边跟着,就把小推车单独带了回来.父亲问说：“你带这个凶具带回来作什么?”原谷说：“等将来你们老了,我就不必另外再作一辆,所以现在先收起来.”父亲很是惭愧,后悔了,于是去把爷爷接回来赡养了.

是的,楼上说得对,每个人都有老的一天,不管是自己的父母还是另一半的父母,都应该尽到自己的责任和义务,他们生养了你和另一半,没有功劳也有苦劳,自己有了孩子就明白父母的辛苦了,爱自己的父母等于爱自己,爱另一半的父母等于爱另一半.

不仅爱人,更要爱所有的动物,爱大自然!

提供几个线索：
1、没有他们,就没有自己
2、他们在自己小的时侯,照顾自己,看着自己长大,举个例子
3、尊老是中华民族的传统美德
4、每个人都会老.他们就是明天的自己

不足为奇——这道题很简单,他会做对根本不足为奇
孝敬——父母辛苦培养我们,我们要孝敬父母

真正的作文是源自於心的

（1）①父母赋予我们生命,哺育我们成长,教给我们知识、技能和做人的道理.②父母对子女的爱是世界上最无私、最伟大的爱.③孝敬父母既是为人的基本要求,也是中华民族的传统美德.④现代社会,孝敬父母是基本的道德规范.
（2）①万善孝为先②谁言寸草心,报得三春晖③谨庠序之教,申之以孝悌之义
（3）①给父母洗一次脚②帮父母做家务事③在生活中照顾父母等

供您参考：老猫房上睡一辈传一辈.
谢谢您的提问

Good idea.
Hope you get along with your parents well.
Your parents love you,and you love your parents.That is a very good base.
All what you do is to discuss not quarrell with your parents.Thus,you will learn many things from your parents , and they will appreciate your creative thoughts,too.

解题思路：把汇款的总数看成单位“1”，它的1%对应的数量是144元，由此用除法求出汇款的总钱数，再把这些钱平均分到12个月即可．

1年=12月；
144÷1%÷12，
=14400÷12，
=1200（元）；
答：他每月寄1200元钱给妈妈．

点评：
本题考点： 百分数的实际应用．

考点点评： 本题的关键是找出单位“1”，并找出单位“1”的百分之几对应的数量，用除法就可以求出单位“1”的量；进而求解．

翻译：士大夫的志向是不因为受到利益的诱惑而转移,不因为祸患灾难而改变初衷.孝顺父母、尊敬长辈、忠于职守、信义为先,这四种美好的品德建立起来,即使死了也不会感到后悔.拥有大智慧而用来谋取私利,比不上那些勇于公共利益的愚钝,所以说虚假巧妙的伪装比不上守拙的诚心.不厌倦地求学和发问,是用来严格要求自己的原则；辛勤地教诲他人,是用来要求别人的原则.因此认为虚静无为的人,能够应付复杂多边的形势而合乎时代的要求.

孝子之养也,乐其心,不违其志.——《礼记》
孝有三：大尊尊亲,其次弗辱,其下能养.——《礼记》
父母之年,不可不知也.一则以喜,一则以惧.——《论语》
孟武伯问孝,子曰：“父母惟其疾之忧.”——《论语·为政》
父母之所爱亦爱之,父母之所敬亦敬之.——孔子
长幼有序.——孟子
老吾老,以及人之老；幼吾幼,以及人之幼.天下可运于掌.——孟子
孝子之至,莫大乎尊亲.——孟子
惟孝顺父母,可以解忧.——孟子
父子有亲,君臣有义,夫妇有别,长幼有叙,朋友有信.——孟子
事,孰为大?事亲为大；守,孰为大?守身为大.不失其身而能事其亲者,吾闻之矣；失其身而能事其亲者,吾未闻也.孰不为事?事亲,事之本也；孰不为守?守身,守之本也.——孟子
仁之实,事亲是也；义之实,从兄是也.——孟子
不得乎亲,不可以为人；不顺乎亲,不可以为子.——孟子

孩子孝敬母亲的养育之恩,慕青慈爱孩子的快乐,因为孩子是父母爱的结晶

（1）努力学习，以优异的回报父母；
（2）父母生病住院了，给他们喂饭喂药，照顾他们的起居生活；
（3）父母下班后给他们倒茶，看他们劳累的样子，给他们洗脚；
（4）父母不在家，自己在家里要多做力所能及的家务，如洗衣做饭等。