Case1

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case1—恒顺醋业（战略）[策划]

恒顺醋业：回归主业抑或继续多元化？1 恒顺醋业的简介恒顺醋业是一家创建于1840年的酿造食醋制造的百年老字号企业。

是镇江香醋的发源地和龙头生产企业，也是目前中国规模最大、经济效益最好的食醋生产企业、国家农业产业化重点龙头企业。

公司主要生产香醋，酱油，酱菜和色酒等八大品类近200个品种的系列调味品。

产品畅销全国和世界43个国家及地区，供应我国驻外160个国家的200多个使（领）馆，落户中国南极长城考察站和北京人民大会堂。

恒顺香醋以糯米为主要原料，采用优良的酸醋菌种，经过固体分层发酵及酿酒、制醋、淋醋三大过程，40多道工序，历时70多天精制而成，再经一定储存期，然后才出厂，保持了百年镇江香醋的风格。

公司已通过ISO9001国际质量体系认证，HACCP 食品安全管理体系认证。

独具“酸而不涩，香而微甜，色浓味鲜，愈存愈醇”特色的恒顺食醋更是誉满中外，被认定为绿色食品、原产地域保护产品、中国名牌产品，恒顺商标也被认定为我国酱醋业中首件中国驰名商标。

2001年，由公司发行的4000万A股股票正式上市，恒顺也由此成为国内同行业首家上市公司，被业内誉为“中国醋王”。

近年来，恒顺在壮大酱醋主业的同时，通过“集团化，规模化，股份化”的战略步伐，逐步涉足光电、房地产、生物保健、制药等全新领域。

目前，恒顺下属有60余家分、子公司。

然后，近些年的国家产业政策和调味品市场的变化，以及公司在涉足其他经营领域的实践，公司目前面临一个困境：回归主业，抑或继续多元化扩张？2 恒顺醋业的外部环境恒顺的最大股东江苏恒顺集团是镇江市政府国资委下属企业，集团高管层均有镇江市政府任命。

现任董事长兼总经理是原镇江市贸易局副局长，全国人大代表，中国调味品协会的会长。

恒顺是镇江的明星企业，是镇江人民的名片，也是全国最大酿造食醋制造商，号称“中国醋王”。

也是国家农业产业化重点龙头企业。

由于经济全球化所带来的国家之间经济上的相互依赖，全球经济危机的爆发，中国经济也难免其中。

手把手教你怎么做Case(一)配套案例习题

手把手教你怎么做Case（一）配套案例习题注：作者Summer，毕业于清华大学经管学院，TCC创始元老之一手把手教你怎么做Case（一）配套案例习题有没有人和我一样给羡然师兄的大作跪了？一定有！有没有人和我一样觉得market sizing这种面试题出来的结果特别不靠谱儿？一定有！有没有人和我一样面试一碰到market sizing的题，就冲面试官露出满脸不高兴？有吗？真的有吗？下文两个小case采用了楼主求职阶段以满脸不高兴应对的面试真题（亲看了下文就会知道，真的不牵扯泄密问题，楼主在挑选case时是非常有职业操守的），提供的部分面试者回答综合了当时TCC原老如范男神等人的讨论结果，仅供羡然师兄大作的拜读者们练手。

Case 1是typical 的market sizing，大家主要看解题思路，争取遇此题能够快速、完整、严密的喷出你精彩的回答；Case 2含有一些变形，更希望大家看到灵活应对、不断创新，把market sizing 和分析紧密结合的思考方式。

【Case I】Pretalk俗不可耐的大傻题，面试官犯困或没话找话时的经典用题面试官（临时被HR拽来，还没准备好面试题，看着弱小无知的群主毫无气场地走进、坐下，心里琢磨着问她点什么呢？低头，只见自己刚买的星巴克，转而深沉地说道）：看见楼下的星巴克了么？先估算一下他家一天的营业额吧。

面试者（老子真心没看见，但要轻松微笑）：看到，好，请让我想一下（这种题，沉默时间也就15-20秒，别再多了，定个基本思路，细节边说边想）我觉得可以这样估算…… …… （我是华丽丽的分界线）场外互动一下：亲们想如何估算？…… 面试者（续）：Step1：我想您指的是工作日的日均营业收入吧？Step2：那么我主要算饮品的杯数，乘均价得饮品收入，乘百分比得非饮品的收入；Step3：饮品分为堂食和非堂食；Step4：开始边说边写）堂食分高峰非高峰，堂食的人数=座位数×上座率×翻盘率×时段小时数，（公式下面对应填两行数）座位大概20个，假设高峰上座率90%，每小时翻盘1次，早上加中午总共4个小时；再假设非高峰上座率50%，每小时翻盘0.5次，营业时间减高峰期还剩10个小时；这样算，每天堂食大约120杯；（别光自己瞎叨叨，随时目光交流一下，确认面试官还care你的存在）Step5：非堂食的人主要是在这座大厦工作的人，非堂食的杯数=每层员工数量×楼层数×星巴克渗透率×每日购买杯数，（公式下面对应填数）每层100人，共30层，30%的人不喝咖啡，每日0杯；30%的人困了才喝咖啡，这里又只有星巴克一家，算每日0.2杯；30%的人更频繁，每日0.6杯；还有10%的人习惯性购买，每日至少1杯；这样算来，每天非堂食大约1000杯；（楼主觉得说到这份儿上，面试官八成已经把你打断了，思路已经完全出来了，但如果TA继续要数儿.......）Step6：共1120杯，乘均价25，再加上非饮品收入，假设5-10%，那么楼下这家星巴克工作日的日均营业额在3万左右；面试官（通常不会就这么放过你，有TA觉得有意义的点，TA会追问，譬如非饮品为什么是5-10%啊，你可以答通过年报啊同类店家采访啊等等只要合理就行，如果实在没话，也保不齐TA突然来一句）：还有别的算法么？面试者（老纸算了这么半天，有完没完。

case_1_4_Marketing_Microwave_Onvens_to_a_New_Market_Segment

C ASE 1 4Marketing Microwave Ovens to a NewMarket Segmentliked it and I had the money. But I must say its performancesurprised me.” • “Men no longer have an excuse for not helping in cooking. My husband, who never before entered the kitchen, now uses the microwave oven to cook routinely.” • “Somebody gifted it to me but food doesn’t taste the same when cooked in a microwave whatever the company people may claim.” • “Microwave ovens will be very useful and they are fast be-coming as essential as a fridge.” • “Ovens are of great use to bachelors. They can make cur-ries every day or sambhar every day. If you heat in a regular oven sambhar or dal for the second or third time it will have a burnt smell. The microwave oven will not get you any such problem. It will be heated and at the same time as fresh as if it was made now.” • “Some people say that using a microwave oven is lazy and getting away from the traditional ‘Indian culture’ of always fresh food. I say that microwaves are of greatest use when you are very busy and not lazy. There are times when piping hot food rapidly becomes cold, especially in winter and a microwave is the easiest, quickest and cleanest way to heat up, so it even has applications in a traditional family running on ‘Indian Culture’ mode.” To the chagrin of microwave oven marketers, the Indian perception of the gadget remains gray. Y et, for the ﬁ rst time in the some seven years that it’s been ofﬁ cially around, optimism toward the micro-wave has been on the upswing. • A microwave oven is beginning to replace the demand fora second television or a bigger refrigerator. The middle-income consumer comes looking for novelty, value, and competitive pricing. • T he penetration level of microwave ovens remains shock-ingly minuscule, under 1 percent. The top seven cities comprise nearly 70 percent of the market with Delhi and Mumbai (Bombay) recording the highest sales. But the good news is that the microwave is beginning to be seen in smaller towns. • W hen asked about the nonurban market, one microwave oven company executive commented, “We know it’s an alien concept for the rural consumer, but we want to do our homework now to reap the beneﬁ ts years later. Once the consumer is convinced a microwave can actually be part of daily cooking, the category will grow immensely.” •A part from styling and competitive pricing,marketersa cknowledge that cracking the mind-set that microwaves are not suited to Indian food holds the key to future growth. • P eople who own microwaves usually have cooks who may not be using the gadget in any case. Even consumers whoY ou are the Vice President of International Marketing for White Ap-pliances, an international company that manufactures and markets appliances globally. The company has a line of microwave ovens—some manufactured in the United States and some in Asia—which are exported to the U.S. market and Europe. Y our company markets several high-end models in India that are manufactured in the United States. Y our presence in the Indian market is limited at this time. W hite Appliances has traditionally sold to the high-income segment of the Indian market. However, India is in the midst of a consumer boom for everything from soda pop to scooters to kitchen appliances. Demand for microwave ovens jumped 27 per-cent in two years amid surging demand for kitchen conveniences. Sales have been spurred by declining import tariffs and rising salaries, as well as the inﬂ ux of companies reaching to all ends of the market. India has about 17 million households—or 90 million people that belong to the country’s middle class, earning between $4,500 and $22,000 annually. Another 287 million are “aspirers,” those that hope to join the middle class. Their household income is between $2,000 and $4,500. In 2010, these two groups com-bined number 561 million. Furthermore, signiﬁ cant numbers of Indians in America are repatriating to their homeland and taking their American spending habits and expectations back home with them. After preliminary analysis, you and your team have come to the conclusion that in addition to the market for high-end models, a market for microwave ovens at all price levels exists. S everal international companies like Samsung, Whirlpool, and LG Electronics India are entering the market with the idea that demand can be expanded with the right product at the right price. There are, however, several challenges in the Indian market, not the least of which is the consumer’s knowledge about microwaves and the manner in which they are perceived as appliances. I n conducting research on the market, your research team put together a summary of comments from consumers and facts about the market that should give you a feel for the market and the kinds of challenges that will have to be dealt with if the mar-ket is to grow and if White Appliances is to have a proﬁ table market share. • F ive top consumer durable companies are in the race to sellthe oven, but to sell the product, they must ﬁ rst sell the idea. The players do not agree on the size of the market or what the oven will do for the Indian family. • I t may be a convenient and efﬁ cient way to cook, but micro-wave ovens were invented with European food in mind. “Only when Indian eating habits change can the microwave ovens market grow in a big way,” says one market leader in appliances. • S ome companies disagree with the previous statement. Their contention is that all Indian dishes can be prepared in a mi-crowave; people only need to know how to use one. C onsumer comments were mixed.• O ne housewife commented, “The microwave oven was the ﬁrst purchase after my wedding. I bought it only because IPart 6 Supplementary MaterialM ARKET DATAL G Electronics, the category leader, has a 41.5 percent share of the 1.6 lakh 1units market; its eight models are priced in the range of Rs 8,500–19,000 with a marked presence in the Indian family size of 28–30 liters. LG Electronics and Samsung India dominated the segment with a collective market share of about 61 percent. I n the early days, microwave ovens did not ﬁ gure at all in the consumer’s purchase list. Kelvinator’s Magicook made a high pro-ﬁ le entry some seven years ago. What went wrong, according to an analyst, was the pricing, which was nothing less than Rs 20,000, and sizes which were too small to accommodate large Indian vessels. E fforts to grow the market are concentrated in large urban areas with routine fare such as organized cookery classes, recipe con-tests, and in-house demos, giving away accessories such as glass bowls, aprons, and gloves as freebies and hosting co-promotions. “To change the way you look, just change the way you cook” was a recent tagline by one of the companies. W hat will really spur the category’s growth will be a change in eating habits. One company piggybacks on “freshness,” a tactic the company adopts for all its product lines. E ven though consumer durable sales fell in the ﬁ rst quarter of 2005, the microwave oven segment, which accounts for 70 percent of unit sales in the consumer durable industry, bucked the overall trend. The strength of microwave oven sales is attributed to the steady price reduction from Rs 7,000 for the lowest priced to Rs 5,000 over the last two years. While sales are predominantly in the urban areas, semiurban towns have emerged as a key growth driver for the category. T here is some difference of opinion on the right price for the ovens. For the microwave market to take off, its price would have to be below Rs 7,000, says one company. Since microwave ovens were introduced locally, prices have been all over the place. For example, one company prices its ovens between Rs 7,000 and Rs 18,000, another between Rs 12,500 and 15,000, and an oven with grill functions goes for Rs 17,900. F rom wooing the supermom to courting the single male, the journey of microwave ovens has just begun. Once perceived as a substitute to the toaster oven and grill (OTG), microwaves today, according to companies with large shares of this segment, are more than just a reheating device. A ccording to one analyst, the product category is going through a transition period, and modern consumers are more edu-cated about an OTG than a microwave. This analyst believes there is demand for both microwave and OTG categories.own microwave ovens don’t use them frequently; usage is conﬁ ned to cooking Western food or reheating. • W ith consumers still unclear on how to utilize the microwave oven for their day-to-day cooking, marketers are shifting away from mass marketing to a more direct marketing–oriented approach to create awareness about the beneﬁ ts of the product. • T he challenge in this category is to get the user to cook in the microwave oven rather than use it as a product for reheating food. Keeping this in mind, companies are expect-ing an increasing number of sales for microwave ovens to come from the semi urban/rural markets. We are seeing an increasing number of sales coming from the upcountry markets. • “Elite fad or smoke-free chullah for low-fat paranthas? Which way will the microwave oven go in the Indian mar-ket?” asks one company representative. • M ost agree on a broadly similar strategy to expand the Indian market: product and design innovation to make the microwave suited to Indian cooking, local manufacturing facility to promote innovation while continuing to import high-end models, reduce import content to cut costs, boost volumes, and bring down prices. • E ven as early as 1990, the microwave was touted as a way to cook Indian food. Julie Sahni, the nation’s best known authority on Indian cooking, has turned her attention to the microwave. And her new cookbook sets a new thresh-old for the microwave cook. Simply cooked lentils, spicy dal, even tandoori chicken—with its distinctive reddish color—come steaming from the modern microwave with the spices and scents of an ancient cuisine. Cynics who think microwave cooking is bland and unimaginative will eat their words. F or many, the microwave is a complicated appliance that can be used incorrectly and thus be a failure in the mind of the user. Some companies now marketing in India appear to give poor ser-vice because they do not have a system to respond to questions that arise about the use of microwaves. It appears that consumer education and prompt reply to inquiries about microwave use is critical. A n interesting Internet site to get product comparisons and consumer comments is . For speciﬁ c com-ments about one brand of microwave oven, visit www.mouthshut .com/product-reviews/LG_767war-925045495.html . Another site that gives some insights into Indian cooking and microwave ovens is /cuisine/cus2.html .1A lakh is a unit in a traditional number system, still widely used in India. One lakh is equal to 100,000.O ne customer’s lengthy evaluation of the LG Robogrill Microwave posted on , India’s ﬁ rst, largest, and most comprehensive Person to Person (P2P) Information Exchange follows:“We bought our LG Robogrill Microwave about 10 months ago. The microwave has all the features mentioned in the ofﬁ cial description, in addition to many other helpful features.”For a complete review by this customer, see and select Microwave Ovens, then select LG on the menu, then select model #LGMH-685 HD.E xhibit 1 A Customer’s Evaluation of the LG RobogrillMicrowaveCases 1 An Overviewmarketer sees Reliance reaching the market for its appliances. In-dia’s Reliance Industries Ltd. plans to open thousands of stores nationwide over the next ﬁ ve years and is also building a vast net-work of suppliers. Reliance retail stores may offer the opportunity to get in on the ground ﬂ oor of a major boom in large store retail-ing that will appeal to the growing middle income market. The retail industry in India is projected to increase from $330 billion to $892 billion from 2006 to 2015, and the share of chain store retail-ers, such as the proposed Reliance Retail chain, may increase from 4 percent to 27 percent.A SSIGNMENT Your task is to develop a strategy to market White Appliance’s mi-crowave ovens in India. Include target market(s), microwave oven features, price(s), promotion, and distribution in your program. Y ou should also consider both short-term and long-term market-ing programs. Some of the issues you may want to consider are: • I ndian food preparation versus Western food preparation. • V alues and customs that might affect opinions about micro-wave ovens. • T he effects of competition in the market. You may also want to review the Country Notebook: A Guide for Developing a Marketing Plan, p. 579 of the text for some direction.M icrowave companies face a chicken-and-egg question onprice and sales. Prices will not come down easily until volumes go up, while volume depends on prices. T he product is a planned purchase and not an impulse buy. Samsung has set up call centers where customers can call and get all their queries pertaining to the Samsung microwave oven answered. B esides the basic, low-end models that lead sales, the combi-nation models (convection and microwave) models are showing a steady increase in sales. A lthough the concept of microwave ovens is Western, micro-wave technology has advanced to a level that even complex cook-ing like Indian cooking is possible. O ne of the older company marketing managers, who has worked in microwave marketing most of his career, is somewhat skeptical about the prospects of rapid growth of the Indian market. He remarked that the microwave oven ﬁ rst introduced in the U.S. market in about 1950 did not become popular across all market segments until about the mid-1970s. Of course, now almost every household in the United States has at least one microwave. O ne U.S. marketer of coffee makers, blenders, crock pots, and other small appliances is exploring the possibility of distributing their appliances through Reliance retail stores. Until recently, Reli-ance Industries Ltd. the second largest company in India, has been in industrial and petroleum products but has now entered the retailmarket. Reliance is modeling itself after Walmart, and the U.S.。

case1生成焓的计算

反应焓的计算
HF/STO-3G C2H5
-77.662991
0.070819 0.074485 0.075429 0.047037 -77.592179 -77.588513 -77.587569 -77.615961
H2
-1.117505
0.012487 0.014848 0.015792 0.001079 -1.105019 -1.102658 -1.101714 -1.116427
W1 0.270880 0.082278
G2 0.270880 0.082278
实验值
ε(C)
ε(H) ε(CH4)+εZPE(CH4) H(CH4,298K)-H(CH4,0K) H(C,298K)-H(C,0K) H(H,298K)-H(H,0K) ΔfH(CH4,0K) Hartree ΔfH(CH4,298K) Hartree ΔfH(CH4,298K) kcal/mol
-37.846280
-0.500273 -40.473175 0.003808 0.000398 0.001610 -0.025813 -0.028841
-37.785377
-0.499818 -40.409999 0.003815 0.000398 0.001610 -0.025359 -0.028381
-37.680860
-0.498233 -40.286199 0.003803 0.000398 0.001610 -0.012416 -0.015450
-37.778726
-0.499809 -40.386741 0.003811 0.000398 0.001610 -0.008789 -0.011815
-9.69

Case1：PPT设计-突出显示效果(带动画)

作为职场打工人，办公过程中，PPT是经常使用的。

无论周例会，还是年终总结，都需要一套属于自己的PPT模板。

好看的PPT会让人赏心悦目，毕竟大家都喜欢美的事物。

主题：PPT中如何突出显示某区域，并且突出区域可以动画切换，如下图。

关键步骤：
①给需要突出显示的区域加外阴影
②加平滑切换
设计过程：
step1：打开原图
step2：绘制突出区域
（1）插入→形状→矩形，用矩形把需要突出显示的区域框选出来。

（2）选中矩形右击“置于底层”，将矩形框移动到内容下面。

（3）将矩形填充颜色，与背景色相同
step3：给突出区域添加外阴影
（1）调整模糊值，使阴影变得柔和
（2）调整颜色，改变阴影的颜色
（3）调整透明度，改变阴影颜色的深浅
step4：复制刚才做好的一页作为下一页。

并将突出区域矩形框平移至下一个突出区域
step5：加平滑切换动画
选中复制出来的这一页，添加平滑动画，路径：动画→平滑
这个case分享到此结束了，由于无法发布gif动画，因此我把操作过程截图了出来，供参考。

Java程序设计单元练习题一与答案

一、单选题1、解释Java源文件，生成字节码文件所用到的命令A.cmd.exeB.java.exeC.javac.exeD.keytool.exe正确答案：C2、Java 源程序文件的后缀是A.cB.classC.txtD.java正确答案：D3、下列特点不是Java语言的特点A.跨平台B.安全性C.面向过程D.多线程正确答案：C4、public class Test{public static void main(String[] args){System.out.println("欢迎参加《Java编程基础》在线课程学习！"); }}该源代码保存的文件名为（）A.Text.javaB.Text.classC.Text.java.txtD.Test.txt正确答案：A5、public class Test{public static void main(String[] args){System.out.println("欢迎参加《Java编程基础》在线课程学习！"); }}编译上述文件的命令为（）A.java TestB.java Test.javaC.javac TestD.javac Test.java正确答案：D6、public class Test{public static void main(String[] args){System.out.println("欢迎参加《Java编程基础》在线课程学习！"); }}编译后生成的字节码文件名为（）A.Test.class.txtB.Test.classC.Test.txtD.Test.java正确答案：B7、下面标识符正确的是A.hello worldB.DemoC.classD.123stu正确答案：B8、执行下面的语句后，a,b,c的值分别（）int a=2;int b=(a++)*3;int c=(++a)*3A.4,6,12B.2,6,6C.3,9,9D.4,9,9正确答案：A9、下面的数据类型是float型的是（）A.129B.8.6FC.33.8D.89l正确答案：B10、为一个boolean类型变量a赋值时，下列语句正确的是（）A.boolean a="false";B.boolean a="真";C.boolean a=1;D.boolean a=(9>=10);正确答案：D11、以下标识符不合法的是（）A.x3xB.de$fC.voidD.STRING正确答案：C12、int m=3,n=2,max=0;if(m>n){max=m;}else{max=n;}程序段执行后，max的值为（）A.2B.3C.0D.1正确答案：B13、以下代码运行后，i的值和输出内容int i=2;if(i++==3){System.out.println("i==3");}A.i值为2，控制台输出i==3B.i值为2，控制台没有内容输出C.i值为3，控制台没有内容输出D.i值为3，控制台输出i==3正确答案：C14、switch（表达式） {case 值1：语句块1；break； case 值2：语句块2；break； case 值3：语句块3；break；……case 值n：语句块n；break； default：语句块n+1；}语句中“表达式”的类型不能为（）A.浮点数类型B.字符串类型C.字符类型D.整数类型正确答案：A15、int i=10;while(i>0){i=i+1;if(i==10){break;}}A.循环一次都不执行B.while循环执行10次C.循环执行一次D.死循环正确答案：D16、如果有以下程序代码for(int i=1;i<10;i++){if(i==5){continue;}System.out.println("i=%d%n",i); }A.显示i=1到4，以及6到9B.显示i=1到9C.显示i=6到9D.显示i=1到4正确答案：A二、判断题1、Java中使用的是英文半角的字符正确答案：√2、可以将一个char类型赋值给int类型正确答案：√3、可以将一个double类型的值赋值给float类型的变量正确答案：×三、填空题1、Java字节码文件的后缀名字是（）。

case1case2共用语句C语言

case1case2共用语句C语言Case1：C语言是一种通用的、高效率的、结构化的程序设计语言，它是一种自由组织的、功能丰富的、灵活易学的、项目开发重用的语言。

它可以用来编写实用程序，如控制器、操作系统、数据库以及图形用户界面（GUI）等。

C语言具有很高的移植能力，几乎可以在任何计算机系统上运行。

因为C语言拥有较高的处理能力和灵活性，它很容易成为平台独立软件开发和专业开发领域的理想选择。

它具有高度可读性，编程也相对较简单，从而使它成为一种非常简单的程序设计语言，适合创建可以在许多系统上运行的软件。

由于C语言拥有有力的理论基础和强大的应用能力，它已成为当今最流行的编程语言之一。

它的语法简单，易于学习，使用广泛，因此被广泛应用于工业、科学、商业等各个领域。

C语言不仅是一门编程语言，它也是一种可以实现专业应用的强大工具，可以帮助我们设计和实现一些不同的应用。

Case2：自从C语言出现以来，它就以其在操作系统领域的重要作用而闻名，构成了当今的操作系统的基础。

它使用内存管理、进程控制等机制，可以轻松让机器更行更快地运行程序。

C语言也可以用于信息处理、复杂算法、数据建模、人工智能、游戏开发、数据分析等。

由于C语言及其应用有着极高的可扩展性，它能很好地处理大量复杂数据，并可以localhost、控制各种系统结构。

它还可以嵌入到很多语言中。

C语言运行速度快，有利于提高运行效率。

总之，C语言是一种强大而有效的程序设计语言，具有较强的体系结构、高效率、可移植性和可扩展性。

它是一种软件开发的重要工具，已广泛应用于工业、技术、商业、科研等领域，帮助人们更加快速、高效、实用地完成各种编程任务。

Case-1-DEP-GARD

DEP／GARD公司的物流一体化斯蒂夫·克林顿汤姆·李皮特先生是杜邦工程技术聚合体公司(DEP)的销售代表。

这天，当他驱车前往加德汽车制造公司(GARD)的路上时，心情并不轻松。

过去，DEP公司和加德公司的合作进展一直很顺利，而DEP公司的竞争对手甚至连为加德公司提供报价的机会都没有，用加德公司的采购代理奥莱瑞的话来说，就是“因为他们的产品质量都无法与DEP公司的产品相匹敌。

”但是这次的合同谈判却和以前有所不同了。

在恢复合同谈判的数周以前，奥莱瑞宣布他将于6个月以后正式退休。

于是加德公司马上任命理查德·比内什为新一任的采购代理，并接替奥莱瑞的工作。

虽然在前两次会谈中，比内什一直都保持缄默，但是李皮特还是隐隐地感到和比内什打交道将不会像与奥莱瑞打交道那么简单了。

由于此次的合同决议最终将取决于奥莱瑞的推荐，李皮特觉得比内什很有可能会跟他讲条件。

比内什今年35岁，研究生毕业后一直在一家名列《财富》500强的公司做经营管理工作。

由于在工作过程中经常接触到即时制运作和质量控制，比内什后来重新回到学校攻读了采购与物流管理方向的MBA。

因为比内什急于做出一番大事业来，因此，他在MBA毕业之后拒绝了重回大公司的机会，反而接受了加德公司的聘请，专门从事库存管理工作。

加德公司是一家美国OEM制造商(原制造商)，主要为汽车生产商和汽车配件零售商提供服务。

公司主要生产汽车和轻便卡车用的各类塑料零件，比如仪表盘、门窗把手和各种不同类型的控制旋纽。

比内什来到加德公司后一直按．80／20的帕雷托原则进行库存管理，即加德公司80％的收益来自于20％的产品生产。

在后来的3年中，随着加德公司与它的各个客户和供应商合同的相继终止，比内什又对公司的产品线进行了调整。

他中止了那些并不盈利的合同，并且做出了停止生产不赚钱的产品的决定。

比内什的这种做法为加德公司带来了积极的赢利，而且也给公司的高层管理者留下了深刻的印象。

跨文化案例选集1

Case 1I‟ve Not Considered Marriage Y etJohn, 28 years old, an Australian studing Chinese in Beijing, met Li Hua at a dance party. Li Hua, 22, took an instant liking to John the first time they met, as time went on ,they saw more and more of each other. After six months or so, Li Hua suggeste that John meet her parents. Since this was the first time John had visited a Chinese family, he became quite nervous the moment he was introduced to Li Hua‟s parents, elder sister and siser-in-law. Soon after serving him some Chinese tea and fruit, Li Hua‟s mother began questiong John about his background, his family and relatives, as well as his economic status. John did his best to answer all of the questions, sometimes in broken Chinese. A few minutes later, Li Hua‟s father turned towards John, and asked a very direct question. He wanted John to tell him when he would marry Li Hua and where he was going to live and work. John, being a bit surprised at the question, replied that he hadn‟t thought about marriage. Li Hua‟s father got very upset and angry. He stamped his foot and asked John to leave. As John was about to leav e, Li Hua‟s father warned him against seeing his daughter again. John lert, without knowing what he had done to enrage the family.Questions for discusssionHow could you expl ain to Li Hua‟s parents about the relationship between Li Hua and John? How could you expl ain to John Li Hua‟s parenets‟ behavior?Case 2 Can we talk about us?Anna asks her fiance, Ben, “Can we talk about us?” Immediately Ben tenses up, seeing trouble. He prepares himself for an unpleasant conversations and reluctantly agrees. Anna then thankes Ben for being so supportive during the last few months when she was under enormous pressure at her job. She telle him she feels closer than ever to him. Then she invites Ben to tell her what makes him feel loved and close to her. Althoufh Ben is relieved to learn there is no c risis, he‟s also baffled: “If there isn‟t a problem, why do women need to talk about the relationship? If it‟s wor king, let it be.”Questions for discusssionCould you explain why Ben was relucatant to have a talk with his fiancee?Case 3 Feeling Left-outAfter graduating from Beijing International Studies University, Chen Liang pursued an MA program at a university in Boston ,the U.S. Eatly in the same program, he made friends with some of the American students studying in the same program. One day after class, his American friend, Dick, asked Chen to join his in the university cafeteria. On their way they ran in to Dick‟s girlfriend, Lisa, who was on her way to a lecture. Walking shoulder to shoulder, Dick and Lisa carried on an intimate conversation, as if they hadn‟t seen each other for ages. Meanwhile, Chen Liang was walking behind them, not taking part in the conversation. When they were nearing the cafeteria Lisa said she had to leave for the lecture. Dick embraced her and gave her a long and passinate kiss. Seeing this, Chen turned away and walked off toward the cafeteria. When Dick looked up, he saw Chen walking into the cageteria. Dick was puzzled as to why Chen didn‟t wait for his, and went to the cafeteria alone.Questions for discusssionCould you explain to Dick why Chen Liang walked into the cafeteria without waiting for him?Case 4 Shoes for Street WalkingIt is said that in Rome, in front of a shoe store, there was such a sign to attract English-speaking customers: Shoes for street walking. Come in and have a fit. The sign caught the attention of many English-speaking tourists, but not to look at the shoes displayed in the windows, but to read the sign and then break out into laughter. The Italian shop owner did not realize that “a street walker” means a prostitute, while “to have a fit” does not mean to have a try, but to become suddenly and viol ently angry or upset. No wonder the amusement and laughter!(Deng Y anchang et al.,1989)Question for discussionWhy did the Italian shop owner make such a blunder?Case 5 A Misunderstanding Caused by a JokeRoger was the Personnel Executive of a large American multinational firm. In 1996, Roger was working in Brazil to help promote their business. One evening, there was a party, attended by both his employees from the United States and many Brazilian business people. At the party, Roger bumped into Rosalita, a Brazilianwoman he had known for some time. Roger generally had a very good impression of Rosalita and always felt at ease with her, so that he felt free to tell jokes and share personal thoughts, and talk about Brazil and Brazilian life without having the jitters of offending Rosalita. During the party, Rosalita said to Roger, “I‟d like to introduce you to one of my good friends. She is a very capable woman and is presently thinking of working in a joint venture so she can provide a better living for her large family. She is very much interested in your company.” Hearing that, Roger smiled and replied, “OK, but I just hope I don‟t get hustled.” Unfortunately, Roger‟s reply made Rosalita quite upset. V ery soon she excused herself as politely as she could, and did not speak with Roger for the rest of the evening.Question for discussionRoger was confused by Rosalita‟s behavior. Could you give him an explanation?Case 6 Look Out!A foreign student in the U.S. was sitting by a window reading a book. She heard someone yelling “Look out!” , so she stuck her head out of the window. Just then a board hurtled down from above, narrowly missing her. She looked up, half in anger and half in fright. There was a man on the roof doing repairs. “Didn‟t you hea r me call …Look out‟?” he demanded. “Y es, and that‟s what I did,” she replied.Questions for discussionIn this case, what does “look out”mean? Could you give a similar case like this?Case7Different Attitudes Toward a Fly in a BeerIf in the dining hall, a fly was seen in a glass of beer, an Englishman would say, “May I have another,please?”; a Frenchman would pour the beer out; a Spanish man would put the money on the table and leave without a word; a Japanese would summon the manager and criticiz e, “Do you do all your business like this?”; an Arab would give the beer to the waiter and say, “I‟ll buy you a drink.”; and the more humorous American would say to the waiter, “Please serve the fly and beer separately. If the customer likes the fly, he co uld put it into his beer himself.”Case 8Borrow Money and Lend MoneyWhile I was studying in America, I met an American classmate named Jimmy. One day I was eager to buy a book, but I did not have enough money, so I borrowed three dollars from him. Before he lent me the three dollars, Jimmy asked me three times, “Are you sure you will return the money to me?” Four days later, he kept reminding me about the loan until I paid him back the money.Interestingly enough, weeks later he borrowed $30 from me and said he would pay me back in a week. After one month, there was no sign of the money so I reminded him. To my surprise, he said, “I‟m sorry, why didn‟t you remind me earlier?” and returned the money instantly.Americans don‟t readily give money to others nor receive others‟ readily. If you lent money to an American generously, and said, “Don‟t mention it again. Y ou don‟t have to pay me back.” , he would be angry and think you were looking down on him, not believing his ability to repay the money.Case 9Twelve Cups of TeaWhen I first went to Hong Kong, I had no idea about Chinese tea-drinking and found myself caught in a very awkward situation. I visited a Chinese family and was immediately given a cup of tea. I was not thirsty and I did not particularly like that type of tea, but out of politeness I finished the cup. But the more I drank, the more I was given. I kept insisting that I did not want any more, but the host took no notice. I drank about twelve cups of tea that afternoon! The host must have thought that I was very greedy, but I did not know how to avoid getting more tea poured. (Helen Oatey, 1988)Case 10Have you had your lunch?Where are you going?When I first went to Hong Kong a number of years ago, I had no idea about the Chinese language or the Chinese culture. Shortly after my arrival, I went to the bank on my way to school. I was extremely surprised when the bank clerk asked me if I had had lunch. In British culture, the question would be regarded as an indirect invitation to lunc h, and between unmarried young people it indicates a young man‟s interest in dating a girl. Since he was a completely stranger, I was quite taken aback. I proceeded to school and was even more surprised when one of the teachers asked me the same question. By now I realized that it could not be an invitation, but I was puzzled as to why they kept asking it. In the following days, as I was asked the question again andagain, I came to the conclusion that people must be concerned about my health. I was somewhat underweight, and I assumed they must be worried that I was not eating properly. Only later, did I find out that the question had no real significance at all, it was merely a greeting.Case11Li Hongzhang‟s EmbarrassmentLi Hongzhang, one of the top officials in the Qing Dynasty, was invited to visit the United States. He was warmly welcomed. One day, Li was hosting a banquet for the American officials in a popular restaurant. As the banquet started, according to the Chinese custom, Li stood up and said, “I am very happy to have all of you here today. Though these dishes are coarse and not delicious and good enough to show my respect for you, I hope you will enjoy them…” (今天承蒙各位光临，不胜荣幸。

C语言：case详解

C语⾔：case详解C语⾔虽然没有限制 if else 能够处理的分⽀数量，但当分⽀过多时，⽤ if else 处理会不太⽅便，⽽且容易出现 if else 配对出错的情况。

例如，输⼊⼀个整数，输出该整数对应的星期⼏的英⽂表⽰：1. #include <stdio.h>2. int main(){3. int a;4. printf("Input integer number:");5. scanf("%d",&a);6. if(a==1){7. printf("Monday\n");8. }else if(a==2){9. printf("Tuesday\n");10. }else if(a==3){11. printf("Wednesday\n");12. }else if(a==4){13. printf("Thursday\n");14. }else if(a==5){15. printf("Friday\n");16. }else if(a==6){17. printf("Saturday\n");18. }else if(a==7){19. printf("Sunday\n");20. }else{21. printf("error\n");22. }23. return 0;24. }运⾏结果：Input integer number:3↙Wednesday对于这种情况，实际开发中⼀般使⽤ switch 语句代替，请看下⾯的代码：1. #include <stdio.h>2. int main(){3. int a;4. printf("Input integer number:");5. scanf("%d",&a);6. switch(a){7. case 1: printf("Monday\n"); break;8. case 2: printf("Tuesday\n"); break;9. case 3: printf("Wednesday\n"); break;10. case 4: printf("Thursday\n"); break;11. case 5: printf("Friday\n"); break;12. case 6: printf("Saturday\n"); break;13. case 7: printf("Sunday\n"); break;14. default:printf("error\n"); break;15. }16. return 0;17. }运⾏结果：Input integer number:4↙Thursdayswitch 是另外⼀种选择结构的语句，⽤来代替简单的、拥有多个分枝的 if else 语句，基本格式如下：switch(表达式){case 整型数值1: 语句 1;case 整型数值2: 语句 2;......case 整型数值n: 语句 n;default: 语句 n+1;}它的执⾏过程是：1) ⾸先计算“表达式”的值，假设为 m。

case语句

case语句
case语句是在一系列的可能情况中选择一种情况进行选择的一种语句，它有助于简化流程控制语句结构，使程序更易于阅读和理解。

case语句的语法格式为：
switch（表达式）。

case 常量1：
语句序列1。

break;。

case 常量2：
语句序列2。

break;。

…。

default：
默认情况下执行的语句序列。

break;。

}。

在使用case语句时，首先根据表达式的值来查找对应的case常量，如果没有找到，则执行default语句序列，如果找到，则执行对应的语句序列，执行完后中断switch语句，整个switch语句结束。

例如，如果某程序中有一个变量x，需要根据x的取值来输出不同的内容，可以使用case语句来实现：
switch（x）。

case 1：
printf（“x的值为1\n”）；
break;。

case 2：
printf（“x的值为2\n”）；
break;。

case 3：
printf（“x的值为3\n”）；
break;。

default：
printf（“x的值非1、2、3之一\n”）；
break;。

}。

case语句可以用作多种不同的程序，例如可以根据某个字符的ASCII 码值来判断并输出其字符对应的内容，也可以根据用户输入的某个整数选择和执行不同的操作。

case语句具有较强的灵活性，使程序更加简洁明了，能够帮助我们解决复杂的程序问题。

金融群面 case 1

Supporting new business start-ups （EY）IntroductionB&T operates in 30 countries worldwide. It employs 125,000 people. In the UK, B&T has 624,000 business customers. Many of these are small enterprises or start-up businesses. B&T offers a special service for these. This is called Local Business. To set up a new business can be a challenge. Entrepreneurs have to make key decisions when setting up. B&T offers support with this process.The business ideaThe first step is to come up with an idea. This needs to be new and original. Ideas come from many places. Some people get them from other businesses. Others use skills they have or spota gap in the market. Before setting up, market research is necessary. This is to find out about the target market. Researchneeds to look at questions of who, what, where, when and how.For instance:•Who is in the market already?•What is the target market?•Where are customers based?•When do they want the product?22018年8⽉24⽉星期五•How do I reach them?Desk research can provide the answers to these questions. Types of organisationNew businesses have to decide what legal form to take. There are three main types:1. Sole traders. Asingle owner controls the business. The owner takes all of the profit. She or he also takes all of the risk. If the business fails, the owner is liable for debts. This means the owner’s own money and assets are at risk. The sole trader could become bankrupt.2. Partnerships have between 2-20partners. Partners bring more skills. They may also bring more capital. Like the sole trader, most partners can lose their own assets if the business fails.3.Limited company.This is a separate legal body from its owners, who are shareholders. It is more complicated to set up, but the shareholders’level of risk is limited to the amount they put into the company. This is known as limited liability. Budgets and plansA new business needs a good plan to help prevent failure. The plan forecasts costs and revenues. It also sets out how the business will be financed. A detailed budget helps a business to keep control. A common problem is cash flow. Many new businesses need to offer customers credit in order to attract custom. This often leaves the business short of cash. B&T can help by giving advice on how to:•manage debt•avoid late payments•speed up payments from customers.A new business needs financial advice. It also needs a special banking service. B&T provides free business banking (for twelve months). It also provides support froma local business manager.FinanceB&T can also provide business finance such as: •overdrafts –these allow a person to withdraw more money from a current account than there is in it at the time•a business credit card –this allows for instant borrowing. It also creates flexibility•a bank loan - this is useful if the business wants to borrow larger amounts.Task:D&M is a UK based fashion retailer, it is targeted at young men and women aged 20-30 and is planning to enter into Hong Kong Market in 2010. Your group, as the representative of B&T HK, has been asked to give a presentation to the D&M Vice President, on how B&T Hong Kong can assist D&M in their new business start-up in Hong Kong.。

Case 1 the ASYLUM CASE

Case 1: The Colombian-Peruvian Asylum Case1[Background] The origin of the Colombian-Peruvian Asylum case lies in the asylum granted on January 3rd, 1949, by the Colombian Ambassador in Lima to M. Victor Raúl Haya de la Torre, head of a political party in Peru, the American People's Revolutionary Alliance. On October 3rd, 1948, a military rebellion broke out in Peru and proceedings were instituted against Haya de la Torre for the instigation and direction of that rebellion. He was sought out by the Peruvian authorities, but without success, and after asylum had been granted to the refugee, the Colombian Ambassador in Lima requested a safe-conduct to enable Haya de la Torre, whom he qualified as a political offender, to leave the country. The Government of Peru refused, claiming that Haya de la Torre had committed common crimes and was not entitled to enjoy the benefits of asylum. Being unable to reach an agreement, the two Governments submitted to the Court certain questions concerning their dispute; these questions were set out in an Application submitted by Colombia and in a Counter-Claim submitted by Peru.*[Facts] The facts following which the case was brought before the Court are set out in the Judgment:On October 3rd, 1948, a military rebellion broke out in Peru; it was suppressed the same day. On the following day, a decree was published charging a political party, the American People's Revolutionary Party, with having prepared and directed the rebellion. The head of the Party, Victor Raúl Haya de la Torre, was denounced as being responsible. With other members of the party, he was prosecuted on a charge of military rebellion. As he was still at liberty on November 16th, summonses were published ordering him to appear before the Examining Magistrate. On January 3rd, 1949, he was granted asylum in the Colombian Embassy in Lima. On January 4th, 1949, the Colombian Ambassador in Lima informed the Peruvian Government of the asylum granted to Haya de la Torre, at the same time he asked that a safe-conduct be issued to enable the refugee to leave the country. On January 14th, he further stated that the refugee had been qualified as a political refugee.The Peruvian Government disputed this qualification and refused to grant a 1Judgment of 20 November 1950 by International Court of Justicesafe-conduct. A diplomatic correspondence ensued which terminated in the signature, in Lima, on August 31st, 1949, of an Act by which the two Governments agreed to submit the case to the International Court of Justice.[Colombia’s Claim 1] Colombia maintained before the Court that, according to the Conventions in force: (1) the Bolivarian Agreement of 1911 on Extradition; (2) the Havana Convention of 1928 on Asylum; (3) the Montevideo Convention of 1933 on Political Asylum; and according to American International Law, she was entitled to qualify the nature of the offence for the purposes of the asylum.[Analysis of the Court]The first of the Treaties which it invoked - the Bolivarian Agreement, which is the Treaty on extradition - confined itself in one Article to recognizing the institution of asylum in accordance with the principles of international law. But these principles do not entail the right of unilateral qualification. On the other hand, when the Bolivarian Agreement laid down rules for extradition, it was not possible to deduce from them conclusions concerning diplomatic asylum. In the case of extradition, the refugee was on the territory of the State of refuge: if asylum were granted to him, such decision would not derogate from the sovereignty of the States in which the offence was committed. On the contrary, in the case of diplomatic asylum, the refugee was on the territory of the State in which he had committed the offence: the decision to grant asylum derogated from the sovereignty of the territorial State and removed the offender from the jurisdiction of that State.As for the second treaty invoked by Colombia - the Havana Convention - it did not recognize the right of unilateral qualification either explicitly or implicitly. The third treaty - the Convention of Montevideo - had not been ratified by Peru and could be invoked against that country.Finally, as regarded American international law, Colombia had not proved the existence, either regionally or locally, of a constant and uniform practice of unilateral qualification as a right of the State of refuge and an obligation upon the territorial State. The facts submitted to the Court disclosed too much contradiction and fluctuation to make it possible to discern therein a usage peculiar to Latin America and accepted as law.[Conclusion of the Court] It therefore followed that Colombia, as the State granting asylum, was not competent to qualify the nature of the offence by a unilateral and definitive decision binding on Peru.[Colombia’s Claim 2 and Court’s Analysis] Colombia also maintained that Peru was under the obligation to issue a safe-conduct to enable the refugee to leave the country in safety. The Court, setting aside for the time being thequestion of whether asylum was regularly granted and maintained, noted that the clause in the Havana Convention which provided guaranties for the refugee was applicable solely to a case where the territorial State demanded the departure of the refugee from its territory: it was only after such a demand that the diplomatic Agent who granted asylum could, in turn, require a safe-conduct.[Conclusion of the Court] In the present case, Peru had not demanded the departure of the refugee and was therefore not bound to deliver a safe-conduct.*[Peru’s Counter-claim]In a counter-claim, Peru had asked the Court to declare that asylum had been granted to Haya de la Torre in violation of the Havana Convention, first, because Haya de la Torre was accused, not of a political offence but of a common crime and, secondly, because the urgency which was required under the Havana Convention in order to justify asylum was absent in that case.[Court’s Analysis]Having observed that Peru had at no time asked for the surrender of the refugee, the Court examined the first point. In this connection, the Court noted that the only charge against the refugee was that of military rebellion, which was not a common crime. Consequently, the Court rejected the counter-claim of Peru on that point, declaring it to be ill-founded.On the question of urgency, the Court, having observed that the essential justification of asylum lay in the imminence or persistence of a danger to the person of the refugee, analysed the facts of the case. Three months had elapsed between the military rebellion and the grant of asylum. There was no question of protecting Haya de la Torre for humanitarian considerations against the violent and uncontrolled action of irresponsible elements of the population, the danger which confronted Haya de la Torre was that of having to face legal proceedings. The Havana Convention was not intended to protect a citizen who had plotted against the institutions of his country from regular legal proceedings. It was not sufficient to be accused of a political offence in order to be entitled to receive asylum; asylum could only intervene against the action of justice in cases where arbitrary action was substituted for the rule of law. It had not been proved that the situation in Peru at the time implied the subordination of justice to the executive or the abolition of judicial guarantees. Besides, the Havana Convention was unable to establish a legal system which would guarantee to persons accused of political offences the privilege of evading their national jurisdiction. Such a conception would come into conflict with one of the oldest traditions of Latin America, that of non-intervention. For if the Havana Convention had wished to ensure generalprotection to all persons prosecuted for political crimes in the course of revolutionary events, for the sole reason that it should be presumed that such events interfere with the administration of justice, this would lead to foreign interference of a particularly offensive nature in the domestic affairs of States.Whilst declaring that at the time at which asylum was granted, on January 3rd, 1949, there was no case of urgency within the meaning of the Havana Convention, the Judgment declared that this in no way constituted a criticism of the Colombian Ambassador. His appreciation of the case was not a relevant factor to the question of the validity of the asylum: only the objective reality of the facts was of importance.[Conclusion of the Court] The Court therefore came to the conclusion that the grant of asylum was not in conformity with Article 2, paragraph 2, of the Havana Convention.*[Ruling of the Court]The two submissions of Colombia were rejected, the first by fourteen votes to two (Judge Azevedo and M. Caicedo, Judge ad hoc), the second by fifteen votes to one (Judge Caicedo). As for the counter-claim of the Government of Peru, it was rejected by fifteen votes to one in so far as it was founded on a violation of the Article of the Havana Convention providing that asylum shall not be granted to persons accused of common crimes. But on the second point, the counter-claim was allowed by ten votes to six. (Judges Alvarez, Zoricic, Badawi Pasha, Read and Azevedo and M. Caicedo, Judge ad hoc.)[Dissenting Opinions]The dissenting opinions of Judges Alvarez, Badawi Pasha, Read, Azevedo, and M. Caicedo, Judge ad hoc, were appended to the Judgment. In respect of the second point of the counter-claim, Judge Zoricic subscribed to the opinion of Judge Read.。

c语言中case的意思和用法

C语言是一种非常常用的编程语言，而在C语言中，case是一个非常重要的关键字。

本文将对C语言中case的意思和用法进行详细解释。

一、case的意思在C语言中，case是用来进行多分支选择的关键字。

通常，case会和switch语句一起使用，用来根据表达式的值选择不同的执行路径。

在switch语句中，case可以有多个，每个case后面跟着一个常量表达式。

当switch后面的表达式的值与某个case后面的常量表达式相等时，程序会跳转到该case后面的语句执行，直到遇到break语句或者switch语句结束为止。

二、case的用法1. 基本语法switch (表达式){case 值1:语句序列1;break;case 值2:语句序列2;break;...default:语句序列n;}2. 多分支选择在C语言中，case的主要作用是进行多分支选择。

通过将不同值对应的处理逻辑放在不同的case中，可以根据表达式的值执行不同的代码块，从而实现多分支选择的功能。

3. 注意事项在使用case时，需要注意以下几点：（1）case后面的值必须是常量表达式，而且必须是整型或字符型的常量表达式。

（2）在switch语句中，case的值不能重复，即每个case后面的常量表达式必须是唯一的。

（3）在case的语句序列中，通常需要使用break语句来跳出switch 语句，以防止后续的case语句被执行。

如果不加break语句，程序会继续执行下一个case中的语句。

4. default除了使用case来匹配具体的值外，还可以使用default来处理switch 表达式的值和任何case都不匹配的情况。

在default后面可以跟任意的语句序列，用来处理默认情况。

5. 实例下面是一个使用switch和case的简单示例：#include <stdio.h>int m本人n(){int num = 2;switch (num){case 1:printf("num是1");break;case 2:printf("num是2");break;case 3:printf("num是3");break;default:printf("num是其他值");}return 0;}在这个示例中，根据num的值不同，程序会执行不同的printf语句，从而实现了多分支选择的功能。

(完整word版)跨文化案例选集1

Case 1I’ve Not Considered Marriage YetJohn， 28 years old， an Australian studing Chinese in Beijing， met Li Hua at a dance party。

Li Hua, 22, took an instant liking to John the first time they met， as time went on ,they saw more and more of each other. After six months or so, Li Hua suggeste that John meet her parents. Since this was the first time John had visited a Chinese family, he became quite nervous the moment he was introduced to Li Hua’s parents，elder sister and siser—in—law. Soon after serving him some Chinese tea and fruit, Li Hua’s mother began questiong John about his background， his family and relatives，as well as his economic status。

John did his best to answer all of the questions，sometimes in broken Chinese。

A few minutes later，Li Hua’s father turned towards John, and asked a very direct question。