为什么turning it down中间要加it_百度知道
为什么turning it down中间要加it
I turned down the radio. 而不能说I turned down it.=I turned the radio down.=I turned it down，非专业）比如，这是语言习惯（没有从语法角度分析根据自我了解
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出门在外也不愁英语难题Would you mind （turning down）the music It’s too noisy
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对的，mind doingturn down 调低
为嘛要加括号？
对的，mind doing sth很高兴为你解答！老师祝你学习进步！望采纳，多谢你的问题！^_^
你做的对呀。wouldyoumind后加ing形式嘛
扫描下载二维码请英语高手进来It worried her mother a bit_______ het hair was turning grey.It worried her mother a bit_______ het hair was turning grey.A while B that D for答案TAHT 我知道这是主语从句 可是不理解为什么不可以选AD麻烦解释一下为什么不可以用while表示“当”；为什么不可以用for表示“因为”
胖子_z0948
很简单,IT的内容就是 her hair was turning grey,与时间或者原因无关.
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可以啊，while可以表示“当”，for可以表示“因为”。但是这两个放在这里都不合适，因为这两个放在这里只是连词，就是你说的这两个意思，但是这样的话这个句子就没有了主语，it只是形式主语，放在这个句子种没有任何意义。
for 语法上for前一般少个逗号 意思上如果真的要用for 明显前面一句就应该是Her mother worried a bit 而不是it worried her... 在没有前后文的情况下，that明显要合适的多while意思上和for是一个问题 语法上没问题
在此题目中，it用来做形式主语，that引导一个主语从句。意思是：她的头发正在变得灰白，这使妈妈有点担心。而While和for 不能引导主语从句。
扫描下载二维码These Startups May Have Blown It By Turning Down $100 Million
Alyson Shontell/FacebookCelebrating SinglePlatform's (smart) $100 million acquisition.It's common sense: If someone offers you $100 million, you accept and become fabulously rich.
In Silicon Valley, common sense is replaced by an irrational desire to create an extraordinary company like
or . For 99.99% of entrepreneurs, that mentality is profoundly stupid and the pursuit of a billion-dollar company has cost many founders life-changing fortunes.
Here are four examples of companies that turned down $100 million offers, and it may have been a mistake.
VIDDY: Last year, a video app called Viddy , then lost all of its traction. Viddy has since laid off half its staff and its CEO has been fired.
Viddy's competitor, SocialCam, however, was smarter. It raised significantly less money than Viddy at a far lower valuation (Viddy raised $36 million at a ~ $300 million valuation). It was acquired for $60 million just months after its launch.
The mistake Viddy made was trying to become a $1 billion company like . It's admirable but ultimately it ended in failure.
FOURSQUARE: Foursquare also had the option to sell for more than $100 million and passed.
In 2010, one year after its launch, both . At the time, Foursquare had only raised $5 million and had a handful of employees. The money would have changed the founders' lives, and it would have been a home run for investors.
But Crowley had already sold one company to Google, Dodgeball, and he regretted it. Google promptly shut down the location app, and Crowley didn't want to see his dream shut down again. He turned down the offers and has gone on to raise $71.4 million. Foursquare is currently
and trying to prove its business model.
QWIKI: Google
Disrupt winner
for more than $100 million, but CEO
turned it down. Now it's on its third pivot.
from Google three months after launch. Now it's getting
to maintain growth. Morin is worth millions from his time at Facebook, but his employees aren't.
Why founders turn down big money
Part of the reason founders turn down jaw-dropping sums is their desire to build world-changing companies. Sometimes they feel the acquirer isn't a good fit, or they aren't ready to give up control.
"Of course it's a tough decision because you're trying to figure out what's the best thing to do for your company," Foursquare's . "Your company is your baby at that point…You have to make a call and weigh the pros and cons."
Another part of the equation is the investors who have a lot of money at stake.
Benchmark investor
told the audience at TechCrunch Disrupt that an "anti-IPO," pro-acquisition mentality plagues the tech industry and "prohibits companies from hitting the long ball." He used Indeed as an example. Indeed is a Connecticut-based company that was
after only raising $5 million, a win by almost any other standard.
"[Indeed] had a great business model, a huge consumer brand…and they sold it,” he scoffed.
Gurley isn't the only investor urging founders to take their startups further. Last year, New York startup Single Platform faced similar pressure to avoid an acquisition. It had raised $4.45 million and was in the difficult, local-business space. Like many early stage startups, it battled near-death experiences and struggled to generate significant revenue. An investor told us then that its founder, Wiley Cerilli, was mulling over a $50 million buyout. The investor turned up his nose at the idea of a sale.
"You'd NEVER hear a Silicon Valley startup talk about selling for $50 million," this person said.
The odds are against startups
Most startups fail. The .
Yet founders, against the laws of probability, cling to the anecdotes in which founders hold out for epic, jackpot offers. Sometimes it's smart to hang on.
was offered $6 billion by Google, turned it down and went public. But its founder
is now gone, and the company might wish it had taken that exit.
PINTEREST: Pinterest hasn't succeeded yet, but it's growth hasn't slowed and its on its way to be an image-based shopping engine. While no billion-dollar acquisition offers have been made public ( for a few hundred million dollars), investors think Pinterest is worth multiple billions.
was offered $1 billion by
in 2006 and turned it down. He's now worth ~ $13.3 billion and 1,000 of his employees are millionaires.
The smartest founders know how to ride the wave
The decision to sell a company is harder than it sounds. There's fear that investors and the tech community will think a founder is taking an easy way out.
But the smartest entrepreneurs don't let that get to them. They know when it's time to sell.
SINGLEPLATFORM: A few months after the $50 million acquisition discussion, another company
in cash, stock and employee incentives. Cerilli was in the middle of a fundraise, and he spoke with his investors about what to do. This time, he received support. An investor told him, "Wiley, I'm excited to work with you, but you should take the offer. I'll work with you on your next company."
: Another entrepreneur who knew when to walk away is Dan Porter. Porter was the CEO of OMGPOP which was acquired by
for ~ $200 million. Porter decided to sell his company after confiding in 10 friends and asking for their opinions. He assumed all of them would think he was "giving up" if he sold his company. To his surprise, all of them told him to sell.
Neither Porter nor Cerilli will forget the day they told employees about their acquisitions. Cerilli called up his co-worker, Kenny Herman, after the Constant Contact sale and told him he was now a millionaire. Herman, then 27, had just landed in the airport from his honeymoon.
Porter sat down with each OMGPOP employee and told them how much they had individually made. A bottle of champagne was chopped open, and an entire day of work was dedicated to paying off employee debts, such as student loans and mortgages. Porter's decision also made OMGPOP's founder, Charles Foreman, a millionaire. Before the sale Foreman had left to he only had a few thousand dollars in his bank account.
When you're an entrepreneur with a lot of initial traction, it's easy to forget the odds are stacked against you.
While it's hard to sell a company and wonder what you could have built if you hadn't, it's painful to know you and your employees could have been rich, and you blew it.
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