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三门峡第一人民医院胃肠科收费贵吗安康妇幼保健院消化病正规吗?怎么样For all the money people spend on technology gadgets, it#39;s about time they got something without spending a cent. In this week#39;s column, I#39;ve compiled a cheat sheet to some of the most popular free digital content that isn#39;t always easy to find. This includes books, music, movies, TV shows, catalogs, magazines and apps, available on mobile devices as well as computer desktops.人们在技术产品上花了大把大把的钱,现在该是空手套白狼的时候了。在本周的栏目里,我编辑了一份速查单,上面都是一些最受欢迎、又不太容易找到的免费数字内容,这其中包括图书、音乐、电影、电视节目、商品目录、杂志和应用程序,通过台式电脑和移动设备都可以获取这些资源。This guide is divided into the four major content companies you#39;re likely to buy from: Apple, Amazon, Google and Barnes amp; Noble. The free offerings include content people will actually want to download, such as songs from new and established music artists and hit TV shows. I also included some broader-based websites that aim to help people sort through vast collections of free content.本指南按照你可能去购物的公司,将内容分为四大部分:苹果(Apple)、亚马逊(Amazon)、谷歌(Google)和巴诺(Barnes amp;Noble)。免费的内容包括人们实际想要下载的东西,比如刚崭露头角的或已成名的音乐艺术家的歌曲、热门电视节目。我还扩大范围,收录了一些旨在帮助人们整理收藏大量免费内容的网站。Apple苹果的音乐商店(iTunes Store)从一开始就炙手可热,它把购买音乐的过程简化为只需鼠标点击一下已保存过的信用卡信息这样简单,不过你一不小心,点击的数量就会迅速增加。Apple#39;s iTunes Store has been a hit from the start, simplifying the process of buying music with a click of the mouse and saved credit-card information. But these clicks can add up quickly if you aren#39;t careful.每周二,美国东部时间午夜0点左右开始,苹果都会在它的音乐商店推出一首免费的“本周单曲”(Single of the Week),本周的曲目是科科#8226;琼斯(Coco Jones)的“Deja Vu”。此外,苹果也常常会根据具体情况推出免费歌曲,比如2月19号就推出了 the View唱的;The Clock;。有时,一些专辑可以免费试听一周左右,之后才在苹果音乐商店开始销售。本周,我就免费听了贾斯汀#8226;汀布莱克(Justin Timberlake)的整张新专辑;The 20/20 Experience;,该专辑现在可以以10.99美元的价格预订。(免费试听活动于3月19日结束。)Every Tuesday, starting around 12 a.m. Eastern Time, Apple offers a free Single of the Week on its iTunes store. This week it#39;s #39;Déjà Vu#39; by Coco Jones. In addition, Free Songs are offered every so often on a case-by-case basis, like on Feb. 19 when #39;The Clock#39; by the View was offered. Once in a while, albums are available to stream for free about a week before they#39;re available for purchase in the iTunes Store. This week, I listened free of charge to Justin Timberlake#39;s entire new album, #39;The 20/20 Experience, #39; which can be preordered now for .99. (The free listening offer ends March 19.)苹果音乐商店里有一个地方集中了所有的免费内容,包括音乐、电影短片(电影片段或演员阵容问与答),特色电视节目、应用程序、图书和播客。你可以进入http://tinyurl.com/boxckdn,找到苹果音乐商店的免费资源页面。3. Be selfish sometimes. Burns advises #39;checking out#39; occasionally to put personal needs ahead of career and family. #39;Think about your health, physically and mentally, #39; she says. A failure to do so, she warns, can put everything else at risk.3. 偶尔自私一下 。彭斯建议,偶尔将自己的个人需要放在职业和家庭之上。她说,想想自己的健康,无论是身体健康还是心理健康。她警告说,如果自己不健康,那其他一切都将面临风险。4. Don#39;t take guilt trips. Mothers often feel pressure to be present for their children all the time, but such expectations are neither realistic nor necessary, Burns says. #39;Kids are pretty resilient, #39; she says. #39;You don#39;t have to be at every volleyball game. We can#39;t guilt ourselves.#39; Her own mother missed many of her extracurricular activities, she adds, #39;and I#39;m fine.#39;4. 不要活在内疚的阴影里 。彭斯说,妈妈们常常感觉必须时时刻刻参与到孩子的生活中,但这样的期望既不现实也没有必要。她说,孩子们复原能力很强,你不必孩子的每场排球赛都去看,我们不能让自己内疚着活下去。彭斯还说,她的母亲就错过了她的很多课外活动,而她并不觉得有什么问题。5. Don#39;t take life too seriously. #39;Ninety percent of this stuff is just not that serious, #39; she says. #39;We get crazy about it.#39; Burns says she often thinks back to her mother#39;s advice to stay grounded. #39;Continually go back to the basic stuff, #39; she says. #39;Be prudent. Enjoy it.#39;5. 不要活得太较真 。她说,有90%的事情都不必那么认真,但我们却过于较真。彭斯说,她常常回想她母亲有关淡定的忠告。她说,时不时地回归到基本,慎重行事,享受生活。 /201304/234113唐都医院消化病正规的吗 Apple called BS last week to the U.S. Mac sales numbers IDC and Gartner sent to clients two weeks earlier, AppleInsider‘s Daniel Eran Dilger reported Saturday. The two market research firms had sales falling. Apple had them growing by “strong double digits[s],” according to the earnings call transcript [see note below].据AppleInsider网站的丹尼尔·伊兰·迪尔格上周六报道,苹果(Apple)在上上周指出,IDC与高德纳(Gartner)给出的Mac电脑在美国的销售数字有误。这两家市场调研公司称,Mac电脑在美销售出现下滑,而苹果收益电话会议的文字记录显示,公司称Mac电脑在美销售增长强劲,“增幅高达两位数”。It’s not the first time Gartner and IDC have been caught with their methodological pants down. In November 2010 Asymco’s Horace Dediu was aghast to discover a 77 million unit discrepancy in their mobile phone data — data he depends on to draw his famous charts and graphs.这不是高德纳和IDC第一次被人发现方法论错误。2010年11月,Asymco的贺拉斯o德迪乌惊讶的发现,两者的移动电话销量数据差额高达7700万台,而德迪乌著名的图表正是基于该数据绘制。“Our methodologies, which are continually updated and improved, are among our most valuable assets,” according to Gartner, which goes on to describe them in the vaguest possible terms:高德纳称:“我们的方法论在不断更新和完善,它是我们最宝贵的财富之一。”该公司继续极为含糊其辞的描述道:“Once an objective is set, analysts gather information through formal and informal surveys of IT users, technology providers and investors, business professionals, academicians and other researchers.” [From Inside Gartner Research]“一旦目标设定,分析师会通过向IT用户、技术提供商和投资者、商务人士、学者和其他研究人员发放正式或非正式的调查来收集信息。”[摘自“高德纳内部研究”]It’s even squishier than that, according to a former IDC researcher who spent eight years with the company in the late 1990s and early 2000s.而据一名IDC公司的前研究员称,销售预测比上面说的更不可靠。该研究员曾于20世纪90年代末至21世纪初在IDC工作了八年。After I posted a story about the 77 million missing phones, he described in some detail how IDC goes about estimating sales.我发布了一篇关于“移动电话销量数据相差7700万台”的文章后,这名研究员给我透露了一些IDC公司如何进行销量预测的细节。According to my source, who for legal reasons asked that his name not be used, here’s how it worked:出于法律方面的考虑,这位线人要求匿名。他的讲述如下:“Philip, I know something about this sausage-making process, as I used to do it for IDC. In 3Q98, I did a cross-section, an excavation, if you like, of our methodology, putting a crowbar to it and snapping it into fragments. It was the PC count, but the methodology is the same for phones.“菲利普,我曾在IDC公司从事销量预测,所以对其中的肮脏内幕有所了解。1998年第3季度,我对公司的方法论进行了一番深入挖掘。尽管我做的调查是有关个人电脑销量预测,但手机销量预测的方法论是一样的。 ”“In most quarters, the team starts with OEM guidance and, depending on the country, does some by-country cross-checking. However, for the US team, we just did some systematic adjustments to the vendor guidance and called it a day. For example, we knew that lots of Macs were transshipped from Miami to Latin America. So, we took some percentage of Macs (Apple, of course, never helped; in fact, even objected, saying it wasn’t so) and reallocated them from the US to a smattering of Latin countries, effectively modeling the market but with no low-level data.“在大部分季度,团队先以原始设备制造商的销量指引为基础,并根据国家的不同,按国别进行交叉检验。然而,对于美国市场,我们只对供应商的销量指引做些系统性的调整就算完事。比如,我们知道许多Mac电脑是通过迈阿密转运到拉丁美洲的。因此,我们将美国市场的Mac电脑销量减去一定比例(当然,苹果从来没有帮过忙;事实上该公司甚至反对这种做法,称实情并非如此),由此得出来的销量就被安在几个拉美国家头上。这有效地模拟了市场状况,但缺乏底层数据持。”“So, in 3Q98, I analyzed the ‘choke points,’ those parts of the supply chain where the channel narrowed enough to get a definitive count. At the time, it was OS, processor, graphics, and hard drive. As I recall, I found 20 million processors with no homes. The market at the time was about 100 million, so this was a 20% discrepancy.“因此,在1998年第3季度,我分析了‘瓶颈’,即供应链中渠道窄到足以得到最终数字的部分。当时,“瓶颈”是操作系统、处理器、显卡和硬盘驱动器。我记得,我发现多出了2000万台处理器销量。而当时的市场容量大概是1亿台,所以差额高达20%。”“The process that ensued was a marvel of obfuscation. The leader of the Tracker team figured out a way to rationalize away all the extra units (e.g., multiprocessor servers, inventory, speculation, etc.). It was politically impossible to force the extra units on the regions because it would introduce gross distortions to the historical trends.“随后发生的事情简直堪称蒙混过关的典范。Tracker小组的组长想出了办法,让所有多出的处理器销量变得名正言顺(比如多处理器务器、库存、投机炒作等)。但多出的销量强加到这些类目上会有大问题,因为这将严重扭曲历史趋势。 ”“So, the mantra became, preserve the growth rates; to hell with the actual numbers. Even the growth rates are fiction. The fudge is in the “others” category, which is used as a plug to make the numbers work out. In fairness, we did do survey work, calling around, and attending white box conferences and venues to try to get a feel for that market, but in the end, the process was political. I used to tell customers which parts of the data they could trust, essentially the major vendors by form factor and region. The rest was garbage.“所以,最后就成了保留增速数据,别管实际数字。而即便增长率数据其实也是瞎编。关键在于“其它”类目,每当有平不了的数据就往“其它”里塞。平心而论,我们确实做了调查工作,四处打电话,参加白盒测试会议与聚会,试图感受市场情况,但说到底,整个过程并不靠谱。我曾告诉客户他们能信任哪部分数据,基本上也就是各大厂商的形状因素和地区数据。其它数据都是垃圾。”“The industry itself was aware of these issues, but agreed to maintain the fiction because it was convenient. Most vendors kept their own numbers, but referred to IDC for public purposes. Thing is, real executives got real compensation based on our numbers. There were other games played, but that’s for another time.“该行业本身意识到了这些问题,但选择了继续瞎编,因为这太省事了。大多数供应商自己统计了相关数据,但在公开场合都使用IDC公司给出的数字。关键就在于,那些高管们获得的薪酬是基于我们给出的销售数字。这里头还有其它一些把戏,不过这些下次再说吧。”“The question always came down to, are these fiduciary numbers that investment managers charged with keeping money for widows and orphans rely on, or are they just inside baseball for the industry to squabble over and not all that important? That question has never been answered.”“问题最终归结为,这些预测数据到底是那些为孤儿寡母理财的投资经理们进行投资决策的依据,还是只是行业内部自说自话的产物,根本无足轻重?这个问题一直没有。”[Note: The language Apple CFO Luca Maestri used in his prepared remarks -- ;We achieved strong double digit Mac growth across many countries, including the U.S., Canada, Mexico, the UK, Germany, France, Australia, China, India and the Middle-East; -- is open to interpretation. Does the growth rate apply to the set of countries listed, or to every element in the set?[注:在事先准备的发言中,苹果首席财务官卢卡o马斯特利的原话是:“Mac销量在许多国家实现了强劲的两位数增长,包括美国、加拿大、墨西哥、英国、德国、法国、澳大利亚、中国、印度以及中东。”这句话可以有不同的解释。马斯特利所说的两位数增长,是指上述所有国家的Mac总销量,还是指在以上各个国家的销量?Apple spokesman Steve Dowling confirmed Monday that the growth was double digit (i.e. 10% or more) in each of those markets.]苹果发言人史蒂夫·道林本周一实,Mac销量在上述各市场都实现了两位数增长(即增长率达到10%或10%以上)。] /201407/316469Google pushed the commercialization of self-driving cars a giant step forward by announcing it is building a prototype vehicle – without steering wheel, brakes, or an accelerator – and will demonstrate it within a year.谷歌(Google)宣布,公司正在研发一款没有方向盘、刹车和油门的原型车,并称这款车将于一年之内发布,此举使得无人驾驶汽车的商业化进程又向前迈进了一大步。The company aims to prove that the means are within reach to allow passengers to travel safely to their destination in a self-driving vehicle – albeit at a speed not exceeding 25 miles per hour. Occupants will have no other role in the vehicle#39;s operation beyond stating their destination.这家公司打算明,让乘客安全地通过无人驾驶汽车抵达目的地是可以实现的——尽管速度不会超过每小时25英里(约合每小时40.2公里)。汽车行驶期间,乘客只需要确定目的地,不需要做其他任何事情。Chris Urmson, director of the project, hailed driverless technology#39;s potential ;to alleviate pain and to have a broad societal impact; by reducing the number of accidents, deaths, and injuries from accidents. He cited the roughly 32,000 automotive fatalities annually in the U.S. and 1.2 million worldwide. Another motivation for developing the technology, he said, during a phone press conference Wednesday morning, was to provide mobility to the elderly and disabled.项目主管克里斯o厄姆森认为,无人驾驶技术通过降低车祸率,减少因此导致的伤亡事件,从而有可能“减轻痛苦,产生广泛的社会影响力”。厄姆森引用数据称,美国每年都会发生大约3.2万起车祸,而每年全世界会发生120万起。他在本周三的电话新闻发布会上表示,研发这项技术的另一个动机是让老年人和残疾人也拥有行动能力。Auto industry executives have speculated about Google#39;s business strategy for self-driving technology, which it has been developing since 2009 and demonstrating on specially adapted Toyota (TM) and Lexus vehicles. Though known mostly for Internet search and advertising, Google researchers have discussed the project with global automakers, raising the possibility that it was shooting for an alliance or collaboration.汽车业的高管已经开始推测谷歌在无人驾驶技术上的商业策略。谷歌从2009年起开始研发这项技术,并在丰田(Toyota)和雷克萨斯(Lexus)的专用车型上进行了论。尽管谷歌扬名立万主要是靠它的网络搜索和广告务,但这家公司的研究人员已经与全球的汽车生产商探讨过无人驾驶项目,增加了它寻求同盟或合作的可能性。Some have questioned Google#39;s (GOOG) ability to mass manufacturer vehicles. Then again, Tesla (TSLA) had no history of building cars and it turned itself into a manufacturer in short order.有些人对谷歌是否有能力成为大型汽车生产商提出了质疑。不过,特斯拉(Tesla)过去也没有生产汽车的经历,却迅速地摇身一变成为汽车生产商。The drawing of Google#39;s prototype suggests a small urban runabout that looks nothing like a conventional car. The exterior will be soft, to protect pedestrians or bicyclists that might bump into it.谷歌原型车的蓝图像是一辆小型的城市轻便车,而不是传统的轿车。汽车外部也许会比较柔软,以此保护可能不慎撞上它的行人或骑自行车的人。Urmson didn#39;t rule out that Google might join forces with another automaker. Yet the company#39;s decision to create its own vehicle could influence, affect, and perhaps accelerate the thinking and plans of auto industry executives and engineers. Until now, global automakers have thought in terms of incremental steps, such as adaptive cruise control and automatic braking that aid drivers and provide backup systems, without assuming complete control.厄姆森并没有排除谷歌联合其他汽车生产商的可能性。不过谷歌开发自有汽车的决定可能会影响、甚至促使汽车业高管和工程师的思路和规划加快步伐。到目前为止,全球的汽车生产商仍着眼于循序渐进的步骤,比如自适应巡航控制系统、帮助司机的自动制动器、在汽车上提供后备系统等等。他们还没有考虑彻底让汽车自己控制自己。Mainstream automakers often refer to high-tech sensors and features, aly available on many premium models, as providing ;co-piloting.; A few auto companies have kept an eye on the rapid development of software and artificial intelligence that arguably can drive a car more safely than a human and have announced plans to offer a driverless car. Carlos Ghosn, chief executive officer of Renault and Nissan, has targeted 2020 for introduction of a driverless model. Volvo has demonstrated a car that can self-park, without a driver, to journalists; it will be available in 2017, the company says.主流的汽车生产商通常会采用高科技传感器及高科技元素,这些在许多高端汽车上已经得以采用,比如“辅助驾驶”功能。少数汽车公司已经开始关注软件和人工智能领域的飞速发展,利用它们或许可以让汽车比在人类的操控下更安全地行进。这些公司已经提出了研发无人驾驶汽车的计划。法国雷诺(Renault)和日本日产(Nissan)的首席执行官卡洛斯o戈恩已经确立目标:在2020年推出一款无人驾驶汽车。沃尔沃(Volvo)也向记者展示了一款不需要司机,可以自动泊车的产品。这家公司表示,这款汽车将于2017年上市。As digital technology proliferates, automakers are understandably reluctant to relinquish control of their vehicles#39; ;brains; to Google or any third-party. The most far-sighted thinkers are beginning to imagine the car as a platform for e-commerce, where drivers might receive discounts and other offers as they approach a Wal-Mart (WMT) or a McDonald#39;s (MCD). If Google is right, that motorists no longer need to drive, cars may wind up carrying no occupants at times and could ride empty, picking up travelers or delivering merchandise as needed.我们可以理解,尽管数码技术正在迅猛发展,但汽车生产商并不愿意将他们对汽车“大脑”的控制权拱手让给谷歌或其他第三方。最有远见的思想家已经开始设想将汽车作为电子商务的平台,驾驶员可以在光临沃尔玛(Wal-Mart)或麦当劳(McDonald)时得到折扣或其他优惠。如果谷歌的思路没错,那么汽车以后便不必时刻搭载车主,也可以根据需要空驶、搭载旅客或运送货物。For many, the thought of traveling in a car that drives itself may seem improbable, if not horrifying. But Google aly has logged hundreds of thousands of accident-free test miles. Others have as well. The auto industry, particularly its newest members, is proving that highly advanced vehicles will possess abilities once only described as science fiction.对许多人来说,乘坐自动驾驶的汽车出行就算不吓人,也似乎是不现实的事情。但是谷歌已经实现了几十万英里的驾驶测试,而且没有出现事故。其他公司也一样。汽车业,尤其是其中的新秀,正在明高科技汽车将会拥有曾经只在科幻小说中描绘过的能力。 /201406/302870西安胃泰医院怎么样

宝鸡解放军第三医院胃肠科Snapchat has some new competition in the market for selfie photos that disappear after a few seconds.在“阅后即焚”式的自拍照片分享应用市场,Snapchat又迎来了新的竞争对手。On Tuesday, Facebook introduced Slingshot, an app for sharing messages and images with friends that vanish soon after they view them. With the new service, Facebook is challenging Snapchat, a startup that popularized the idea of disappearing messages and has quickly become one of the technology industry’s darlings.本周二,Facebook推出了一款名为Slingshot的新应用,用户可利用它与好友分享信息和图片,而这些信息和图片在对方看过之后很快就会消失。Facebook旨在通过这项新务来挑战新创公司Snapchat。后者普及了“阅后即焚”式的信息分享理念,而且已经很快发展成为业界争相追逐的新宠。Slingshot puts its own spin on socalled ephemeral messsaging by requiring anyone who receives a photo to respond to the sender. If they don’t, they are unable to open the original image and instead can only see a pixelated screen and nothing more. The reasoning is to ensure people engage with one another and don’t simply receive photos without contributing. Of course, this is also serves Facebook’s interest by increasing use of the service.Slingshot的独特亮点在于所谓的短暂信息传送机制,即要求接受图片的其他用户必须先回应发送者。如果不回应,接收者就无法打开原始图片,只能看到像素化的图片仅此而已。这个功能可确保用户双方交流互动,而不只是简单地接收别人的图片。当然,随着Slingshot用户数量的不断增加,这项功能也符合Facebook自身的利益需求。“With Slingshot, we wanted to build something where everybody is a creator and nobody is just a spectator,” Facebook said in a blog post introducing the new product. “When everyone participates, there’s less pressure, more creativity and even the little things in life can turn into awesome shared experiences. This is what Slingshot is all about.”“每个人都是创作者,没有人是旁观者,我们希望借助Slingshot来构筑这样的氛围,”Facebook在一篇介绍这一新产品的客文章中这样写道。“当每个人都参与其中时,压力就会减轻,创意就会越来越多,甚至生活中微不足道的小事也能转化为令人惊叹的分享体验。这就是Slingshot的全部意义所在。”The Slingshot crew even took the time to mention (: take a swipe at) Snapchat in its introductory message: “We’ve enjoyed using Snapchat to send each other ephemeral messages and expect there to be a variety of apps that explore this new way of sharing.” But Facebook feels it can take the game up a notch. “With Slingshot, we saw an opportunity to create something new and different: a space where you can share everyday moments with lots of people at once,” the post said.Slingshot的开发人员甚至煞费苦心地在介绍信息中提到(实质上是抨击)了Snapchat:“我们欣赏利用Snapchat来彼此发送短暂信息的做法,我们期望未来能出现各种各样探索这种全新分享方式的类似应用。”但Facebook认为Slingshot可 以将这场竞争游戏提升一个档次。“有了Slingshot,我们等于看到了创造出与众不同全新交际空间的机遇。在这个空间中,大家可以与很多人即时分享每一天的精瞬间,”Facebook在文中这样写到。Users can also send s from a smartphone camera, add a message commenting on a photo, or draw an image in response.Slingshot用户也可以发送智能手机拍摄的视频,还可以在照片上添加信息或者以绘图的形式进行回复。Facebook FB 1.86% had offered to buy Snapchat for billion last year, but the company’s young founders rejected an acquisition. It seemed like an astounding decision at the time considering Snapchat had no revenue. But Facebook didn’t get angry it decided to try to get even. Some may even consider Slingshot to be a kind of Snapchat 2.0 or Snapchat clone.去年,Facebook 曾出价30亿美元,希望收购Snapchat,但这家公司年轻的创始人们拒绝了这个收购提议。鉴于Snapchat并无任何收益来源,因此当时的决定非常出人意料。但Facebook并没有动怒它决意尝试以实际行动来报复,于是Slingshot便应运而生。有些人甚至认为Slingshot就是Snapchat的2.0版或复制版。The new app joins a cast of others aly owned by Facebook including the chatting app Messenger and Instagram, a popular photo and service. Facebook also recently acquired the messaging service WhatsApp for billion.除了Slingshot之外,Facebook旗下的应用阵营还包括聊天应用Messenger以及大受欢迎的照片和视频务应用Instagram。最近,Facebook又以190亿美元的价格收购了通讯务应用WhatsApp。Facebook’s success with Slingshot is hardly assured considering it has failed in the past to make much headway in the messaging space. Last month, it shut down a Snapchatlike app called Poke a year after its release.考虑到Facebook在信息传递领域的大力开拓上曾有过失败的经历,因此现在我们还很难说Facebook推出的Slingshot一定能取得成功。就在上个月,Facebook才刚下架了去年才发布的类Snapchat应用Poke。 /201406/307065西安市妇幼医院肠胃科正规的吗 For years, many tech workers in Silicon Valley have enjoyed free meals — one of several cushy perks offered the likes of Google, Facebook, and countless startups. But complimentary grub could become a thing of the past if the Internal Revenue Service has its way.多年来,许多硅谷科技公司的员工一直享用免费员工餐。这是谷歌(Google)、Facebook和无数初创公司为员工提供的福利之一。然而如果美国国税局(Internal Revenue Service)落实了收税意向,这些免费食品就将成为过去了。A report on Tuesday by the Wall Street Journal revealed the IRS is pushing to tax employees for their free meals. Companies would have to add in the value of free food when calculating employee tax withholding.《华尔街日报》(Wall Street Journal )本周二报道称,美国国税局正准备就免费员工餐向员工征税。在计算员工的预扣税款时,公司必须加入免费食物的价值。News of a potential tax on free meals has many worried in Silicon Valley, where all-you-can eat buffets are a basic recruiting tool. They’re also a subtle way to get employees to work longer hours by giving them no reason for them to leave the office except to sleep.这一消息让硅谷许多公司感到担忧,因为“管饱吃”的员工自助餐是他们招聘时开出的基本条件之一。提供员工餐也是一种巧妙的手段,让员工除了睡觉以外没有理由离开办公室,从而工作更长时间。“Having food available or catered in is kind of expected of most tech firms, so this is a bit of a concern,” admits Steve Sarner, VP of Marketing, at the social networking site Tagged, where employees get at least one free meal a week cooked up by nearby restaurants in San Francisco’s Financial District.社交网站Tagged公司营销副总裁史蒂夫o萨尔纳承认:“提供食物是人们对大多数科技公司的正常预期,因此征税问题引发了一些关注。”在这家公司,员工每周至少会享用一次由旧金山金融区附近的餐厅烹制的免费餐。Nathan Grady, a front-end engineer at Weebly, a service that lets users build web sites with custom software tools, called the idea of taxing free food awkward. The practice is a social catalyst that makes it easy for a company’s staff to talk to one another, he said. Weebly makes that easy enough by serving free catered lunch daily.Weebly是一家让用户利用定制软件工具创建网站的务提供商,该公司的前端工程师南森o格雷迪认为,对免费员工餐征税的想法“令人尴尬”。他表示,提供员工餐可以促进社交,公司员工在用餐时可以轻松地交谈。Weebly每天都提供免费午餐,从而创造这种交流的机会。“You start doing that, well then, do you start taxing free coffee as well?” Grady said. “It just doesn’t make sense.”格雷迪表示:“最开始是向免费员工餐征税,然后呢,是不是还要向免费咖啡征税?这根本没有道理。”Google, which popularized the free Silicon Valley buffet, did not immediately respond to a request for comment. Facebook, which followed in Google’s footsteps by offering its employees free food, declined to comment.引领硅谷免费自助餐潮流的谷歌公司并未立刻发表对此事的看法。在提供免费食物方面追随谷歌脚步的Facebook也拒绝发表。The idea of a food tax rankles Matt MacInnis, CEO of the digital publishing startup Inkling. His company has served its employees free lunches for nearly four years via the catering business Ryan Scott 2 Go. ZeroCater, another caterer, was hired last year to serve dinner. MacInnis argued that free meals in the tech industry are a lot like standard benefits such as employers matching 401k contributions by their workers.Inkling数字出版公司首席执行官马特o麦金尼斯对征收食物税的想法非常不满。他的公司通过餐饮公司Ryan Scott 2 Go,已经向员工提供了近4年的免费午餐。去年,公司还聘请另一家餐饮公司ZeroCater提供晚餐。麦金尼斯认为,科技业提供免费员工餐就像是雇主给员工提供401K企业养老保险一样,属于常规福利。Companies like Google GOOG 1.00% , Facebook FB 2.49% , and Apple AAPL 0.78% can easily afford to pay employees more to cover any additional taxes for free meals, he said. Therefore, their recruiting wouldn’t suffer. But start-ups, which feel compelled to offer free laundry, yoga classes, and free food to compete for top talent, would be put at a big disadvantage, he said. In Inkling’s case, MacInnis says he would need to increase employee’s annual salaries by more than ,000 to cover any extra food taxes.像谷歌、Facebook和苹果(Apple)这样的公司可以轻松地给员工加薪,抵消免费员工餐导致的额外税费。但初创公司通常都不得不提供免费洗衣、瑜伽课程和免费食物,以此争取顶级人才,这个政策会让它们处于极为不利的情况。麦金尼斯表示,在Inkling公司,他需要将员工的年薪提高5,000美元以上,才能抵消额外食物税对员工收入的影响。“It seems there would be pretty terrible, unintended consequences,” MacInnis said.麦金尼斯说:“看起来这将导致出人意料的可怕后果。” /201409/326811天水市市中心医院胃病胃肠新地址

西安省医院看肠胃病好吗 Microsoft must change.微软(Microsoft)必须改变。Microsoft should focus on its core—and Xbox isn’t it.微软应该专注于它的核心——Xbox不是它的核心竞争力。Microsoft has to differentiate itself in the marketplace, and productivity is the way to do it.微软必须在市场彰显自身的不同之处,而它的独到之处在于生产力。Microsoft could really do a better job marketing itself.微软的确可以改善营销工作。Microsoft ought to find a way to make Windows as identifiable with wearable technology as it is with the personal computer.微软应该找到一种方法,使Windows在可穿戴技术领域成为像它在个人电脑技术领域一样具有辨识度的产品。Microsoft needs to be mobile.微软需要挺进移动领域。Satya Nadella, the chief executive of the Redmond, Wash.-based company MSFT 0.12% , took to the stage here at the Fortune Brainstorm Tech conference to reiterate the strategy that he outlined in a memo sent to his 127,104 employees last week and otherwise show that he had control of a company that has been criticized as clumsy and directionless.萨蒂亚o纳德拉,微软这家总部位于华盛顿州雷德蒙德的公司的首席执行官在《财富》科技头脑风暴大会(Fortune Brainstorm Tech)的舞台上重申了他在上周发给公司127,104名员工的一份备忘录中概述的战略,同时通过其他方式展示,他已经掌控了这家一直被批评为笨拙不堪、迷失方向的公司。In a rapid-fire chat with Walter Isaacson, president of the Aspen Institute, an affable Nadella stayed strictly on message. His goal: to demonstrate that he’s listening (when it comes to criticism of the company), he’s looking (when it comes to finding a path forward), and he’s learning (that investors and developers alike seek confidence in the company).在跟阿斯本研究所(Aspen Institute)总裁沃尔特o艾萨克森犹如连珠炮似的对话中,和蔼可亲的纳德拉始终恪守他打算传递的讯息。他的目标:表明他正在聆听(种种批评声音),他正在寻找(一条前进道路),他正在认识到(投资者和开发商都在寻找对公司的信心)。What should Microsoft be known for? “Productivity,” Nadella responded without hesitation. “The unique value that Microsoft can add is around productivity and platforms,” he said. “Productivity is broadly something we can uniquely do.”微软应该拥有什么名声?“生产力,”纳德拉毫不犹豫地回答道。“微软能够增加的独特价值都是围绕着生产力和平台,”他说。“就广义而言,生产力是我们能够做出独特贡献的领域。”Productivity isn’t just about the workplace, he said. Think of it on an individual basis, extending to the home and on the go. “Can I get more out of every moment of my life and do I need tools and services to help me?” he asked.他说,生产力不只涉及工作场所。请从个人的角度来考虑这个问题,生产力可延伸到家庭和外出旅途中。他反问:“我可以从人生的每一刻获取更多价值吗?我是否需要工具和务来帮助我?”When you’re cooking at home and you snap a photo of a recipe in a book using your phone and software then employs optical character recognition to translate it? “That’s productivity for my life, not at work,” Nadella said.比如,当你在家做饭,使用手机在一本书中拍了一张菜谱照片,软件随即会采用光学字符识别技术将菜谱内容翻译出来。纳德拉说:“这就是面向生活、而不是工作的生产力。”On being a ‘platform company’关于做一家“平台公司”“The notion that everything that we do has to be a platform for someone else to build on I would say is the core of our company,” Nadella told Isaacson, citing the identity system in Exchange and the Windows shell. “But I think of your personal data inside of the tools like Office exposed as services to developers provided as administrative tools to IT.”“我们所做的一切都必须成为其他人依靠的平台,我认为这种理念是我们公司的核心所在,”纳德拉告诉艾萨克森,同时援引了Exchange识别系统和Windows Shell的例子。“但我认为大家暴露在Office等工具内部的个人数据可以作为一种管理工具提供给IT务开发商。”People need to start thinking about Office much more broadly, rather than only as a collection of applications, Nadella said. Take the company’s intelligent personal assistant, Cortana: “To me that’s the redefinition of productivity” because it touches all of your personal information, whether work or personal, he said.纳德拉表示,人们需要用更开阔的思路来看待Office,而不是仅仅把它看成是一个应用程序集合。就以该公司的智能个人助理Cortana为例:“在我看来,这是对生产力的重新定义,”他说,因为它触及大家所有的个人信息,既包括工作信息,还包括私人信息。“Making more sense out of my data, my needs, my tasks—to me, that’s the future of Office,” Nadella said.纳德拉说:“从我的数据、我的需求、我的任务中发掘更有意义的讯息——在我看来,这就是Office的未来。”Nadella acknowledged the disparity between Microsoft’s market share in the declining PC business—90%—and its market share in a computing business that has quickly been dominated by mobile devices. (Microsoft enjoys just 14% share across all devices, he conceded.)纳德拉承认,微软在不断下滑的个人电脑业务和迅速被移动设备占据的计算业务占据的市场份额存在显著差异,前者为90%。(他承认,微软在横跨所有设备的市场份额仅有14%。)“We have a lot of work to do still as we navigate this mobile-first world,” he said.他说:“要在这样一个移动优先的世界自由穿行,我们还需要做大量工作。”Which is why the company is so focused on the cloud, the fabric that connects all Internet-connected devices. “Our goal with the cloud is to make sure that our cloud and our cloud applications are available on every device in the world,” Nadella said, adding that the company measures its success by looking at the home screen of a device.这就是为什么这家公司这么专注于云计算这种连接所有互联网连接设备的构架。纳德拉说:“我们在云计算方面的目标是,确保我们的云计算和云应用程序出现在全球每台设备之上。”他随后补充说,微软衡量成功的方式是查看一台设备的主屏幕。The cloud doesn’t solve people’s problems, but it enables other services and tools to do so. That’s why Microsoft is focused on it. “It’s a cloud-orchestrated world,” he said.云无法解决人们的问题,但它能够让其他务和工具完成这件事情。这就是微软专注于云的原因所在。他说:“这是一个由云协调的世界。”Which is how the company is approaching the nascent wearables market. Instead of trying to invent something new, Nadella said, Microsoft can stretch and adapt its best-known product: Windows.微软正是通过这种方式进入新生的可穿戴市场。不是尝试着发明新的东西,纳德拉说,微软可以拉伸、调整它最知名的产品:Windows。“When we think about Windows, we want to think of it as a broad platform, from wearables to industrial IoT platforms to PCs and tablets,” he said, using the acronym for Internet of Things. Still, “Windows for us will always be the device experience,” and Microsoft can experiment firsthand thanks to its acquisition of Nokia’s devices business.他说:“至于Windows,我们希望把它看作是一个广阔的平台,从可穿戴设备到工业IoT平台,再到个人电脑和平板电脑。”所谓IoT是物联网(Internet of Things)的首字母缩写。尽管如此,“对我们来说,Windows永远是一种设备体验,”由于微软收购了诺基亚公司(Nokia)的设备业务,它现在可以从事第一手实验。“Our hope is to bring these experiences around productivity from the small screen to the large screen,” he said. At its peak, one of the things Microsoft did best was when it brought developers and IT professionals together. “We don’t over-index on just one constituent,” Nadella said. “That’s our magic.”他说:“我们希望把这些围绕生产力的体验从小屏幕带到大屏幕。”在最辉煌的时期,微软干得最漂亮的事情之一就是它把开发商和IT专业人士拉到了一起。“我们不会过分看重某一个受众群体,”纳德拉说。“这是我们的法宝。”But Microsoft can’t rely on history to move forward. “Windows as we know of it has to change,” he said. Windows is aly on the gaming console and the mobile phone. “But is it the Windows that we booted up on our PCs at home five, 10 years ago?” Nadella asked. “No.”但微软不能依靠历史经验向前推进。“我们所熟知的Windows必须做出改变,”他说。Windows已经成为游戏机和手机的操作系统。“但它是5年或10年前,我们在家里的个人电脑上启动的那个Windows吗?”纳德拉问道。“不是。”On strategy and culture关于战略和文化Microsoft needs to focus on its productivity core. Does the Xbox group fit into Nadella’s vision? The chief executive hedged a bit.微软需要把重点放在它的生产力核心。那么,Xbox游戏机是否契合纳德拉的愿景?这位首席执行官的回答有点闪烁其词。“Xbox isn’t that far from [the core],” Naella said. “We can do a few more things than the core. But the point is, you’ve got to have a culture to do it.”“Xbox距离(这个核心)没有那么远,”纳德拉说。“我们可以做比这个核心更多一些的事情。但问题是,你必须得拥有一种能够这样做的文化。”In other words, you can’t treat the Xbox division like an operating systems group, he said.换句话说,你不能把Xbox部门当作一个操作系统部门,他说。“I want us to be comfortable to be proud of Xbox, to give it the air cover of Microsoft,” Nadella said, “but at the same time not confuse it with our core.”“我希望我们能够以Xbox为傲,无拘无束地给予它以微软的空中掩护,”纳德拉说。“但与此同时,不能把它跟我们的核心相混淆。”Though “you need to have places you can incubate things,” you also need to “innovate from the core,” he said. It’s how Microsoft will be renewed again.“我们需要一些能够孵化新东西的部门,”但也需要“从核心出发来创新,”他说。这将成为微软的再次革新之道。“We are good at productivity and platforms—but rethink it,” he said. “That’s not a side project, that is the very company itself.”“我们擅长生产力和平台,但需要重新思考,”他说。“它不是一个附带项目,而是微软这家公司的立身之本。”He peered out over the audience. “Until we really change culturally, no renewal happens.”他凝视着台下的观众。“直到我们真正改变文化,微软才有希望迎来复兴。” /201407/312514西安市中医院胃病胃肠在哪里陕中二附院胃溃疡浅表性胃炎糜烂性胃炎胃窦炎

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