What is Goldman Sachs’ prediction about the world economy in the future?

Which of the<br/>following is NOT an NGO? ( ) A: The Bangladesh<br/>Rural Advancement Committee. B: WW C: Goldman Sachs. D: Greenpeace.

The company Goldman Sachs made a _____ ( 预言 ) about national economies. The experts there predicted that the Chinese economy would be the largest one in the world by the year 2050.

美国的高盛公司(Goldman Sachs)、美林公司(Merrill Lynch)、摩根斯丹利公司(Morgan Stanley)等属于()

The idea of shopping carts came from ______ . A: Goldman's imagination B: customers' needs C: Fred Young's suggestion D: other shops' examples

How is the above shopping cart different from Goldman's first one A: It has no legs. B: It has no seats. C: It has only two wheels. D: It has only one basket.

AlmosteverybodyinAmericawillspendapartofhisorherlifebehindashoppingcart(购物手推车).Theywill,inalifetime,pushthe<spanstyle="text-decoration:underline;">chrome-platedcontraptions</span>manymiles.Butfewwillknow—oreventhinktoask—whoitwasthatinventedthem.<br/>SylvanN.Goldmaninventedtheshoppingcartin1937.Atthattimehewasinthesupermarketbusiness.Everydayhewouldseeshopperslugging(吃力地携带)groceriesaroundinbasketstheyhadtocarry.<br/>OnedayGoldmansuddenlyhadtheideaofputtingbasketsonwheels.Thewheeledbasketswouldmakeshoppingmucheasierforhiscustomers,andwouldhelptoattractmorebusiness.<br/>OnJune4,1937,Goldman’sfirstcartswerereadyforuseinhismarket.Hewasterriblyexcitedonthemorningofthatdayascustomersbeganarriving.Hecouldn’twaittoseethemusinghisinvention.<br/>ButGoldmanwasdisappointed.Mostshoppersgavethecartsalonglook,buthardlyanybodywouldgivethematry.<br/>Afterawhile,Goldmandecidedtoaskcustomerswhytheyweren’tusinghiscarts.“Don’tyouthinkthisarmisstrongenoughtocarryashoppingbasket?”oneshopperreplied.<br/>ButGoldmanwasn’tbeatenyet.Heknewhiscartswouldbeagreatsuccessifonlyhecouldpersuadepeopletogivethematry.Tothisend,Goldmanhiredagroupofpeopletopushcartsaroundhismarketandpretendtheywereshopping!Seeingthis,therealcustomersgraduallybegancopyingthephony(假冒的)customers.<br/>AsGoldmanhadhoped,thecartsweresoonattractinglargerandlargernumbersofcustomerstohismarket.Butnotonlydidmorepeoplecome—thosewhocameboughtmore.Withlarger,easier-to-handlebaskets,customersunconsciouslyboughtagreaternumberofitemsthanbefore.<br/>Today’sshoppingcartsarefivetimeslargerthanGoldman’soriginalmodel.Perhapsthat’sonereasonAmericanstodayspendmorethanfivetimesasmuchmoneyonfoodeachyearastheydidbefore1937—beforethecomingoftheshoppingcart.<br/>1．Theunderlinedwords“chrome-platecontraptions”inParagraph1referto______.(Nomorethan3words)<br/>2．WhatwasthepurposeofGoldman’sinvention?(Nomorethan10words)<br/>3．WhywasGoldmandisappointedatfirst?(Nomorethan10words)<br/>4．WhydidGoldmanhirepeopletopushcartsaroundhismarket?(Nomorethan10words)<br/>5．WhatdoyouthinkofGoldman?Pleasegiveyourreasons.(Nomorethan20words)

伴有心脏疾病的病人行非心脏手术时，对心脏危险因素进行评估和处理，不正确的是（）。 A: Goldman等提出了心脏危险指数系统（CRIS） B: CRIS是对年龄≥40岁，接受非心脏手术的病人，对心脏功能进行量化评估 C: CRIS分级为4级，可进行择期手术 D: CRIS分级为4级，提示禁忌进行择期手术 E: 相同的CRIS分级为4级，小手术严重并发症的发生率低，大手术则高

Sanjay is an entrepreneur who graduated from MIT fifteen years ago. He studied mechanical engineering at MIT and dreamed of becoming a professor. But the allure of Wall Street was just too much. He joined Goldman Sachs and in his fifteen years at the firm made a remarkable career. Sanjay是一个创业者，15年前从MIT毕业。他在MIT学习机械工程并梦想成为一名教授。但是来自华尔街的诱惑实在太大。他加入了Goldman Sachs并且在那里工作了15年，成就了非凡的事业。The long hours and lack of flexibility finally exhausted Sanjay's passion for finance. He retired and opened his own business – a Ferrari dealership in Boston. He had met many wealthy people as a banker and knew that many of them wanted a local Ferrari dealership. 但是在Goldman Sachs公司工作时间长且毫无灵活性，最终使Sanjay失去了对财政的兴趣。他辞退了工作开始了自己的事业——成为一家位于波士顿的法拉利经销商。他以一个银行家的身份和很多富人接触，得知他们当中的很多人都希望有一个当地的法拉利经销商。It's 5pm on the opening day. Sanjay is excited, but concerned. He hasn't had a single visitor yet. Suddenly, an Audi A4 arrives at the dealership. Turns out, Sanjay's MIT classmate Anant, who had heard of the opening in the local newspaper, came to visit and congratulate. 现在是开张日的下午五点。Sanjay非常兴奋但也很忧虑。他还没有迎来一个顾客。突然，一辆奥迪A4停在了店门外。原来是Sanjay在MIT的同学Anant，他在当地的报纸上看到了Sanjay开张的消息，特来拜访祝贺。Anant also wondered if Sanjay could fix the Audi, offering to pay the same margin that Sanjay expects on maintenance of Ferraris. Anant还问Sanjay能不能修理奥迪，他可以付给Sanjay和维修法拉利一样的价钱。Sanjay is unsure. On the one hand, he finally has a customer, which is important. On the other hand, fixing Audis isn't the focus of the dealership. Sanjay不太确定。一方面，他终于有了一个客户，这对他来说很重要。另一方面，维修奥迪并不是他的关注点。What should Sanjay do?Sanjay应该怎么做呢？ A: Agree to fix the Audi at the rate Anant offered. A paying customer is a paying customer. 同意以Anant提供的价钱维修奥迪。付费客户毕竟是付费客户。 B: Agree to fix the Audi, but charge a higher margin to compensate the Ferrari mechanics for switching to a completely different vehicle maker. 同意维修奥迪，但是因为转换到一个完全不同的汽车制造商，所以应收取更高的费用来补偿法拉利机械师们。 C: Thank Anant for thinking of him, but tell him that this is a Ferrari dealership and that Sanjay needs to focus on his target customer. 感谢Anant想到了他，但是告诉他这是一个法拉利的经销商，Sanjay需要关注他的目标客户。 D: None of the above. 以上都不对。

Trump’s Throttling of Huawei Could Backfire on U.S. Tech China Daily 2019-05-27 Companies like General Electric Co., Alphabet Inc. and Microsoft Corp. are worried that export controls being considered by Washington, related to technologies seen as essential to competitiveness, could actually impede them from competing in lucrative markets, while reducing America's capacity to innovate. In a written submission to the Department of Commerce, Microsoft warned that the proposed restrictions risked isolating the US from international research collaborations and "could thwart US interests." Intel, Qualcomm, Xilinx and Broadcom have said they will cut off supplies to Huawei until further notice, according to people familiar with their actions. While their move hamstrings Huawei, it also means the companies will lose revenue. The Trump administration widened its dragnet this week on Chinese companies barred from selling to the US or buying components from American firms in a push to slow China's technological advances. After crippling Huawei Technologies Co., China's biggest telecommunications company, the administration followed up by threatening to cut off US components or software to five Chinese video surveillance firms. But the plan might backfire, because US companies are so inextricably involved in the global technology supply chain. Concerns over Washington's punitive measures and possible retaliation by the Chinese rattled markets throughout the week, hammering chipmakers and Apple Inc. "With its strong institutions, the US has long been an assuring force in the global supply chain." If supply chains can be arbitrarily interrupted and that trust disappears, countries will start to develop individual systems and the result will be inferior and more expensive. "The more that we continually conflate economic warfare with national security interests, then we start to look at everything as national security," said Evanna Hu, CEO of Omelas, a security software firm based in Washington. "When you have a hammer, everything looks like a nail." Huawei is already the biggest provider of 4G networking and its gear is key to rolling out 5G networks in China, the biggest market for smartphones that will connect to it. US companies are keen to tap into that pool, with its hundreds of millions of subscribers. It's 5G that embodies most of Washington's fears -- by powering a wealth of upcoming technologies from self-driving cars to advanced medical procedures, the new wireless standard is set to be the backbone of the modern economy.<br/>Until recently, it seemed like Huawei, the world's biggest purveyor of communications networking gear and the second-largest smartphone maker, was leading in supplying that infrastructure. Washington's efforts to contain the world's second-largest economy accelerated about three years ago when Beijing first codified a broad ambition to take the lead in future technologies through its Made in China 2025 industrial policy. Coupled with a formal plan to dominate artificial intelligence by 2030, the plans showed the country's willingness to funnel billions of dollars into scientific research -- a goal that spooked Washington bureaucrats worried that private US. enterprise and the military would be left in the dust. By cutting off the Chinese tech giant, the US will only slow the expansion of 5G. That's bad news for some of the most important US companies, particularly component makers, that were banking on it for a major surge in orders starting this year. Without China's 5G network, consumers there won't buy new phones that contain chips from Qualcomm Inc. and Micron Technology Inc. They won't generate data that need to be crunched by processors made by Intel Corp., Nvidia Corp. and Advanced Micro Devices Inc. And there'll be no need for faster networking gear powered by chips from Broadcom Inc. and Xilinx Inc. Apple could lose nearly a third of its profit if China retaliated by banning its products, Goldman Sachs analysts estimated this week. Dan Ives, an analyst at Wedbush Securities, said 3% to 5% of iPhone sales in China may disappear over the next 12 to 18 months because of the US ban on Huawei. "This is wrong behavior, so there will be a necessary response," Zhang Ming, China's envoy to the EU said in an interview in Brussels. He added that China would "make the best possible effort to defend the legitimate right and interests of Chinese companies" and urged Washington "not to go further down the wrong path, to avoid further disturbances to China-US relations." 1. What does the word “hamstring” in paragraph 3 mean? A: a kind of string B: makesomebody very difficult to take any action C: one of the tendons at the back of the knee D: a tendon behind the middle joint