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而很显然Jelmoli为一个牌子的名称。GmbH是指德国的私营公司，比利时以及英国，地图搜索一下就是：PostNL 它是一个小型电子商务公司。德国的公司分为两种. handels在英语中为trading，直译过来就是“具有有限能力的公司”，意大利。下一排，全称为“Gesellschaft mit beschr&#228，德国，7 b ****什么的都是地址，负责邮包和小包裹的速递：公开交易和私下运营的 （publicly traded and privately held），下面就很简单了吧：Jelmoli handels GmbH。主要运营国家为荷兰;nkter Haftung”。该公司在阿姆斯特丹注册最上排
荷兰发过来的奶粉，
？还有什么需要帮助的吗？
地址是荷兰么
确认真实性，宝宝吃的。
这个地址不是荷兰的。Sulzbach 属于德国Saarland州Saarbrücken区，是一个小城市。因此不是荷兰的。不过一般来说这个有可能是经销商的地址。你可以看看奶粉的生产厂家地址是在哪里。
看不懂，全是英文
可以拍照，能帮我看看么
OK，拍照吧！
你翻译地址就好
那么多会不会耽误你时间
刚刚提问了，
第一张照片里：Bei Fragen zu Ernahrung Ihres Babys 以上的部分都是说这个奶粉的配料。下面那个倒的确是地址，但它是一个咨询地址。也就是说，因为BeiFragen zu Ernahrung Ihres Babys的意思是“如果你对于怎样给宝宝摄取营养有问题请联系。。。”所以它可能并不是生产地址。就算它是生产地址，也不是荷兰。A-4810 Gmunden是在Gmunden这个地方，而Gmunden是奥地利的上奥地利州的一个区。你可以找找有没有别的生产地址。第二张照片：营养含量，与地址没有关系。
这两张有么
奶粉名字叫喜宝
第一张没有。从上往下依次是：（部分）配料表，注意事项。第二张。。也没有。从上向下依次：各种营养物质的介绍；在该产品中的有机成分及其简介。最下面Dashipp bio-siegelgarantiert hochste qualitat und ubertrifft...是说这些有机成分的质量顶尖，超越了...
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太给力了，你的回答完美地解决了我的问题，非常感谢！
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出门在外也不愁求翻译，翻译啊！！道光二十二年九月十八日至诸弟”《曾国藩家书》吾辈读书，只有两事，一者进德之事，讲求乎诚正修齐之道，以图无忝所生，一者修业之事，操习乎记诵词章之术，以_百度作业帮
求翻译，翻译啊！！道光二十二年九月十八日至诸弟”《曾国藩家书》吾辈读书，只有两事，一者进德之事，讲求乎诚正修齐之道，以图无忝所生，一者修业之事，操习乎记诵词章之术，以
求翻译，翻译啊！！道光二十二年九月十八日至诸弟”《曾国藩家书》吾辈读书，只有两事，一者进德之事，讲求乎诚正修齐之道，以图无忝所生，一者修业之事，操习乎记诵词章之术，以图自卫其身。进德之身，难于尽言，至于修业以卫身，吾请言之。
卫身莫大如谋食，农工商劳力以求食者也，士劳心以求食者也。故或食禄于朝，教授于乡，或为传食之客，或为入幕之宾，皆须计其所业，足以得食而无愧。科名，食禄之阶也，亦须计吾所业，将来不至尸位素餐，而后得科名而无愧，食之得不得，究通由天作主，予夺由人作主，业之精不精，由我作主。然吾未见业果精而终不得食者也，农果力耕，虽有饥馑，必有丰年；商果积货，虽有雍滞，必有通时；士果能精其业，安见其终不得科名哉？即终不得科名，又岂无他途可以求食者哉？然则特患业之不精耳。求业之精，别无他法，曰专而已矣。谚曰：“艺多不养身，谓不专也。”吾掘井多而无泉可饮，不专之咎也！诸弟总须力图专业，如九弟志在习字，亦不尽废他业；但每日习安工夫，不可不提起精神，随时随事，皆可触悟。四弟六弟，吾不知其心有专嗜否？若志在穷经，则须专守一经，志在作制义，则须专看一家文稿，志在作古文，则须专看一家文集。万不可兼营并骛，兼营则必一无所能矣，切嘱切嘱，千万千万。
我没有精细的翻译，不过大概意思就是这样的，若有不合适的地方，希望批评指点！
我读书，只有两种，一是提升品德，学习探究真诚正直，而不愧于立于天地之间，另一个是建功立业，掌握通晓记诵词章的技术，希望可以保卫自己一生。提升自己的品德，难于用语言来说明，至于建功立业，我将说明。
保卫自己一生最重要的莫过于吃饭，农民、工人、商人等是卖体力来养活自己，士民等卖脑力来...求翻译_翻译吧_百度贴吧
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Group Assignment One Case Study I
SATURN Things are about to change at Saturn. The General Motors brand had only three iterations of the same compact car for the entire decade of the 1990s. But Saturn will soon introduce an all-new lineup of vehicles that includes a midsized sport sedan, an eight-passenger crossover vehicle, atwo-seat roadster, a new compact, and a hybrid SUV. Having anticipated the brand's renaissance for years, Saturn executives, employees, and customers are beside themselves with glee.But with all this change, industry observers are wondering whether Saturn will be able to maintain the very characteristics that have distinguished the "brand since its inception. Given that Saturnestablished itself based on a very narrow line of compact vehicles, many believe that the move from targeting one segment of customers to targeting multiple segments will be challenging. Will Saturn still meet the needs of one of the most loyal cadres of customers in the automotiveworld?A NEW KIND OF CAR COMPANYIn 1980, GM recognized its inferiority to the Japanese big three (Honda, Toyota, and Dotson) with respect to compact vehicles. The Japanese had a lower cost structure, yet built better cars. In an effort to offer a more competitive economy cat, GM actually turned to the enemy. It entered into a joint venture with Toyota to build small cars. Soon, a Toyota plant in Northern California was turning out Corollas on one assembly line while making very similar Chevy Novas on a second.Meanwhile, in a long-term effort to make better small cars, GM gave the green light to Group 99, a secretive task force that resulted in formation of the Saturn Corporation in 1985.From the beginning, Saturn set out to break through t GM bureaucracy and become" A different kind of car. ”A different kind of company." As the single-most defining characteristic of the new company, Saturn proclaimed that sole focus would be people: customers, employees, communities. Saturn put significant resources into Customer research and product development. The first Saturn cars were made "from scratch," without any allegiance the GM parts bin or suppliers. The goal was to produce n only a high-quality vehicle, but one known for safety al innovative featuresthat would "wow" the customer.Saturn's focus on employees began with an unprecedented contract with United Auto Workers (UAW). The co " tract was so simple, it fit in a shirt pocket. It established progressive work rules, with special emphasis given benefits. work teams, and the concept of empowerment the retail end.Saturn selected dealers based on careful crafted criteria. It paid service personnel and sales associates a salary rather than commission. This would help create an environment that would reverse the common customer perception of the dealer as a nemesis.Finally, in addition to customer and employee relation Saturn focused on social responsibility. Human resource policies gave equal opportunities to women, ethnic minor ties, and people with disabilities. Saturn designed environmentally responsible manufacturing processes, even going
专注Photoshop，只为专注设计的你。
Saturn earned that honor for an astounding four consecutive years, and it was the only non-luxury brand to be at OJ near the top of J.D. Power's scores for the better part of 1 decade.THE HONEYMOON ENDSDespite the initially strong sales levels, overall Saturn revenues tapered off quickly (sales peaked in 1994 at 286, OOC settling in at an average of about 250,000 units per year). This may have been due partly to the fact that Saturn released n new models in the 1990s. Finally, in the 2000 model yea: Saturn introduced its long-awaited mid-sized L-series wit an optional V6 engine. But unlike the S-series, the L-series was reviewed as a generally bland and forgettable car.In 2002, Saturn broadened the lineup with the Vue, compact SUV model. In January of 2003, it replaced the S-series with the lon, a totally new compact that offered more options than before. But although these new vehicle addressed the issue of a lack of model options, they broughtwith them a new concern. Saturn's history of high quality and its long-cherished J.D. Power ratings began to slide. : the early part of the new millennium, not only was Saturn J.D. Power initial-quality rating not near the top, it fell below the industry average.Even with the new models, Saturn's sales didn’t improve. In fact, they declined. Thi industry-wide downturn in sales wrought by a recession Still, L-series production ended in 2004, only five weeks after it began. In 2005, Saturn sales fell to a low of 213,0 units, only about 1 percent of the overall market. It seem that sales of the L-series and Vue were coming almost Entirely from loyal Saturn customers who were trading to something different, something bigger,and, unfortunately, something not as good.Looking back, Saturn unquestionably defied the odds launch an all-new automotive company in such a fierce competitive and barrier-entrenched industry is one thing To achieve the level of sales, the customer base and awards that Saturn achieved in such a short period time is truly remarkable. But as GM and Saturn executives faced the reality of declining quality, plummeting sales, 1 annual losses of up to $1 billion, they knew they had to do something dramatic. In 2006, Saturngeneral manager Lajdziak said, "Saturn's initial image as a smart innovation small-car company was blurred by bumps in quality slow model turnover. We didn't grow the portfolio enough, and this year we're growing in a huge way."A NEW KIND OF SATURNWith all that Saturn has done wrong, the fact that def still moved 213,000 vehicles in 2005 against competition with better reputations and better cars testifies to the things it has done right. With itsrock-solid dealer network, high purchase process satisfaction ratings, and loyal customer base, Saturn has valuable assets to build upon. And GM plans to do just that as it addresses product quality and model selection problems. GM is currently investing heavily in a Saturn turnaround. Showering $3 billion on S it hopes to perform a makeover between 2006 and 2008 that is similar to the one achieved with Cadillac earlier this decade. GM, the world's biggest carmaker, lost $10.6 billion in 2005. It's clearly putting some faith in one of its smallest brands to help turn the tide. GM wants to raise Saturn's sales to 400,000 units by the end of 2007. If all goes as planned, sales could reach 500,000 not long after that. With higher prices and margins, this would represent an even greater growth in revenues and profits.
Key to the Saturn makeover will be an infusion of European styling from GM's German division, Opel. In fact, some of the new cars already hitting showrooms are largely rebadged Opels. In the future, new-product development will be carried out in a joint-venture fashion between thetwo divisions. For a company that in the past has been known as making the "car for people who hate cars," this is a 180-degree turnaround. Saturn clearly hopes to change its humdrum image to boost profits with higher-priced vehicles.If the first of four new Saturn models is any indication, Saturn is moving in the right direction. The Sky two-seat roadster hit showroom floors in early 2006 with long waiting lists. Based on the Opel GT, the Sky is a head-turning performance vehicle, dubbed by one observer as the"cubVette." For dealer John Bergstrom, this new model presented an unexpected but welcome dilemma. "Sky is just a flat-out home run," said "Bergstrom, referring to the waiting lists that he has started at all six of his dealerships. "I've never had that before," he says, noting that those on the waiting lists are people who have never even considered a Saturn before.In the fall of 2006, Saturn launched 2007 models of the mid-sized Aura sport sedan (based on the Opel Vectra) and the eight-passenger Outlook crossover vehicle (based on G***ambda platform being sold by Chevrolet, Buick, and GMC). For 2008, after a year without a compactcar, Saturn will replace the Ion with a mildly changed Opel Astra, already a European hit in its fifth generation. The new lineup will also include the Green Line, which will add hybrid technology to multiple models, starting with the 2007 Vue. The Green Line promises to make full-hybrid technology available at a price much lower than any other hybrid offering."The biggest advantage to re-branding Opel vehicles as Saturn is it doesn't mean additional costs to GM," said Guido Vildozo, a senior market analyst and industry fore caster at Global Insight Inc. "And since Opel is a kind of sporty European brand, Saturn will adopt this image too, or at least that is what they hope to happen." Some industry analysts suggest that because Saturn is such a new company, it can reposition itself more easily than other brands.GM makes it clear that with Saturn, it's not trying to make another Chevrolet. Chevrolet will remain the only GM brand positioned as "all things to all people." Along with the other GM brands, Saturn will playa niche role and target a specific segment of the market. In fact, GM says I that it's just trying to help Saturn do more of what it has been doing all along-reach the type of import-buying customer it can't reach with any of its other brands. Indeed, top executives at GM acknowledge that many Saturn owners already believe their car is an Asian brand, not a domestic one. "Saturn has always been the one brand in the GM lineup suitable for attracting import-intenders," says a GM executive.However, some questions remain as to what segment Saturn will actually target. After seeing the new Saturn lineup at the New York auto show, Tom Libby of Power Information Network says he's confused about what the brand is trying to do. He's worried that Saturn will stop focusing onthe retail experience and shift to emphasizing styling. "What's the message they're trying to get out?" he asks. "I'm just puzzled by the whole thing." Is Saturn losing focus, or is it simply adding style to its current image of providing a good value and an honest dealer experience? Many analysts believe that because Saturn's current image is only loosely based on the actual car, the company has plenty of room to add style to the formula. Questions for Discussion 1.
Using the full spectrum of segmentation variables, describe how GM has segmented the automobile market.2.
What segment(s) is Saturn now targeting? How is GM now positioning Saturn? How do these strategies differ from those employed with the original Saturn S-series?3.
Describe the role that social responsibility plays in Saturn’s targeting strategy. 4.
Do you think that GM will accomplish its goals with the “new Saturn”? Why or why not? 5.
What segmentation, targeting, and positioning recommendations would you make to GM for future Saturn models?Requirement: You are required to read the case carefully and discuss it in your group, and you (or your group representatives) have five minutes to present your understanding in class. Please read the text book carefully from Chapter 1 to 7, but focus on Chapter 7. You will analyze the case and answer the questions I give you, but not only the answer.
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我对室内空间设计的认识和体会 室内环境艺术设计是以创造满足人们物质和精神生活在室内环境中的需要为目的，它是建筑设计的继续和深化，是人类美化自己生存环境的活动之一，是物质文明与精神文明有机结合的具体体现。怎样合理而充分的利用空间，创造平静惬意的整体室内环境气氛才是对室内空间进行创造的重要内容。室内空间设计所涉及范围很广，根据物质需求和精神需求进行创作构思，使室内组织达到经济性、艺术性、理性和感性的完美结合，做出有特色、有个性的空间。并合理巧妙的利用空间，在功能和美学上达到和谐统一。 在室内环境空间中，不同的形状，或方或圆，或是多边形，给人的感觉是不同的。空间感觉是高而狭小，还是低而宽敞，用专业术语来说，就是空间的形状、比例、和尺度的问题。 一般室内空间的形状有两种：一种是规整的几何形体，另一种是不规整形式。根据不同空间所处的环境特点、功能要求等，再加上特定的艺术构思来选择室内空间的形式。如日内瓦机场酒店大堂需要突出宾馆亲切、舒适、温馨的环境氛围，圆形的透光天顶正好满足了这些要求。 室内空间尺度的处理是表达空间效果的重要手段。在高大的建筑空间中，如果缺乏必要的细部处理，就会使空间尺度感产生变小的错觉，甚至使人感到简陋和粗笨。梵蒂冈圣彼德大教堂回廊巨大的尺度感给人造成强烈的视觉冲击，相应的引起心理的变化。空间尺度的处理是和一定的创作意图分不开的，也可以说尺度是环境艺术创作的手段，它服务于一定的空间环境意境构思。包豪斯学校展厅，同时运用尺度感不同的砖石和现代大板材材料，厚重与轻快的结合产生了特殊的效果。 以上可以看出空间的形状大小和与之相适应的比例、尺度处理是分不开的，我们不能孤立的把它们拿出来研究，只能从它们之间的相互联系中深入分析，反复推敲。而室内空间组织与界面处理也是室内空间设计的重要方面。 室内空间组合首先应该根据物质需求和精神需求进行创造性构思。一个好的方案总是根据当地的环境，结合功能要求进行筹划设计。兼顾内外，从单个空间的设计到群体空间的组织，使室内空间组织达到经济性、艺术性、理性和感性的完美结合，做出有特色、有个性的空间组合。
合理地利用空间，在空间的大小、形状的变化，整体和布局之间的有机联系，能在功能和美学上达到协调统一。
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汤姆很沮丧。“你的车子是几点，汤姆再也不喜欢镜子了。下一班公交车要1小时后才开车，另一些人四处走动。”“你看的是镜子里的钟”迈克说！钟向后走了。现在竟是11点30分，汤姆的一位同事走了进来坐在了汤姆旁边。汤姆四周看了看没有地方可以坐！”他叫道“几分钟前还是11点48分。他走进了车站咖啡馆，她们的老师正让她们排队。还有一群女学生。”汤姆回答，“哦。去巴黎的公交车要到11点55才发车。然汤姆又看了看钟。他们边喝边聊了一会。“时间很充足，正对着墙上的镜子坐了下来。就在这时，才11点48？”迈克问道，迈克。他找了一个位子。他看到很多人等候在公交站，看了看这里的钟。一些人排队站着镜子里的钟汤姆很早就来到了公共汽车站要乘坐去巴黎的公交车。从那以后
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汤姆到达车站很早就为伦敦巴士。伦敦巴士不会离开
五到十二。他看到很多人在车站等车。有些人排队，别人走
关于。有一群女生。他们的老师正试图让他们为。汤姆环顾四周
但有没有为他坐。
他走进咖啡馆é站。他看着那里的时钟。它只有二十到十二。他发现
一个座位坐下来，面对着墙上的大镜子。这时，约翰，汤姆的一个朋友，进来坐
你的车是什么时候？约翰问&quot。
哦，时间宽裕，汤姆回答说：&quot。
哦，我给你拿些茶之后，约翰说：&quot。
他们边喝边聊。然后汤姆又看了看钟。
天哪！这是回到病房！他哭了。几分钟前是二十到十二，现在
十一半。”；
你看着镜子，时钟约翰说。
阅读理解。
Tom arrived at the bus station quite early for the London bus. The bus for Londo...
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初一，不是
好长的一篇。。。
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出门在外也不愁求翻译，英语，求，4个都要，百度翻译老师说翻译错误 _百度作业帮
求翻译，英语，求，4个都要，百度翻译老师说翻译错误
求翻译，英语，求，4个都要，百度翻译老师说翻译错误&
孩子们消失在当地的披萨店消失- 尸体并未被找到
两个本地的孩子被报道被吸引进入一个密室，在傍晚营业的FREDDY FAZBEAR'S披萨店，在六月二十五日。在视频监控识别出负责的男人后，第二天早上该男子被逮捕。那些孩子则再也没被找到，并被假想已经死亡。
警方认为嫌疑犯穿着成吉祥物的样子来得到孩子们的信任。2.
五个孩子现在被报道失踪-嫌疑人已被定罪
五个孩子现在被关联到了FREDDY FAZBEAR的批萨屋，在哪里，一名男子穿着成卡通任务的样子吸引孩子们进入密室。
嫌疑人已经被逮捕了，但是孩子们的尸体仍然没被发现。
Freddy Fazbear的批萨屋自此以后一直在打一场艰苦的战斗来说服别的家庭回到这里吃饭。
“这实在是悲剧”3.
当地的披萨屋由于卫生问题面临倒闭
当地的披萨屋，FF的批萨屋再一次的面临倒闭的危险由于卫生部门发现他们备受人喜欢的吉祥物身上散发恶臭。
警方家长联系，因为报道注意到吉祥物的眼睛和嘴巴周围发现血液和黏液。一个家长认为那是动物的尸体。4.
当地的披萨屋在年底将要关闭
在挣扎了很长一段时间想要维持生意自从几年前的那场悲剧降临到了FF披萨屋头上之后，FF披萨屋宣布将在年底正式关闭
尽管花了很长时间来寻找消费者，公司似乎已经不愿意同这家公司保持任何关系了。
这些角色依旧存在，存在在孩子们的心理，这些角色将会永存。-CEO全程手打……~~~~~~~~~~~~~~~~~~~欢迎追问！望采纳！
嗯，还有吗？
四条新闻，没有了。不过……那个FF披萨屋也太倒霉了……全称是那个FREDDY FAZBEAR披萨屋，太长了所以简称FF
是弗雷迪披萨店
你可以是搜搜：“玩具熊的午夜后宫”然后你就知道了，这个故事其实很恐怖的，尸体在那3个玩偶里面
是真得有这家店吗？这么倒霉？
国外的，你可以是看看，这个是截图
披萨店一角
我去……太可怕了…… 我查了一下竟然还有游戏
很多人说这只是游戏，但是国外真的有这一件事，只是被做成了游戏
可怕……而且发生年代很久远。竟然还没有找到那些孩子们的…… 啊……长见识了