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重庆西南医院韩式三点双眼皮多少钱重庆市第一人民医院开双眼皮多少钱重庆医科大学附属儿童医院有哪些医生 New research from child advocacy group Common Sense Media has found that children#39;s use of tablets, smartphones and other portable gadgets with screens has exploded over the last two years, just as doctors warn too much screen time could be bad for kids. 儿童倡导组织Common Sense Media的最新调查发现,尽管医生警告太久盯着屏幕可能对儿童不利,儿童对平板电脑、智能手机等带屏便携设备的使用率在过去两年仍呈现爆炸式增长。 The group#39;s biannual survey of American parents found an 89% increase in the number of zero to eight year olds who have used mobile devices - growing from 38% in 2011 to 72% in 2013. Even among kids under the age of two, some 38% have used a mobile device for media, compared to 10% two years ago. 该组织对美国父母进行的一年两次的调查显示,0-8岁儿童中使用移动设备的人数比例从2011年的38%升至2013年的72%,增长89%。即便在两岁以下幼儿中,也有38%左右的儿童使用过移动媒体设备,而两年前这一比例只有10%。 Moreover, the amount of time all kids spend with the devices each day has tripled, from 5 minutes to 15 minutes. 除此之外,所有儿童每天使用移动设备的时间也增加了两倍,从5分钟增至15分钟。 At the same time, the American Academy of Pediatrics on Monday reiterated cautions about children#39;s exposure to screens, including mobile devices and TVs. The group said that parents should limit #39;total entertainment screen time to less than one to two hours per day, and #39;discourage screen media exposure#39; generally to kids under the age of two. 与此同时,美国儿科学会(American Academy of Pediatrics)周一再次对儿童使用移动设备和电视机等带屏设备发出警告。该学会称,父母应该将每天孩子的屏幕时间限制在1-2个小时以下,并建议不要让两岁以下儿童接触带屏媒体。 (The Journal reported on the AAP#39;s Monday proposals for families, including a no-device rule during meals and after bedtime.) (据《华尔街日报》(The Wall Street Journal)报道,美国儿科学会周一向父母们提出建议,包括不许孩子在吃饭和上床睡觉后使用移动设备。) The introduction of tablet computers has particularly changed the equation for many families, and the survey found five-fold increase in the number who have access to them. Jim Steyer, Common Sense Media#39;s founder, said the devices are increasingly replacing TVs, storybooks, and even babysitters. 平板电脑的出现已经改变了许多家庭的育儿方式,调查显示,能够接触到平板电脑的儿童数量已经增长了四倍。Common Sense Media创始人吉姆#12539;施泰尔(Jim Steyer)说,此类设备的出现已开始愈加取代电视、故事书甚至保姆的工作。 #39;One-year-olds are now walking up to TV screens and swiping them because they think they are tablets,#39; he said. #39;They are becoming a part of childhood in ways that were almost inconceivable before.#39; 他说,有些1岁的孩子已经开始走到电视前用手滑动屏幕,以为那是平板电脑。如今,平板电脑已经以昔日难以想像的方式成?孩子们童年的一部分。 What do kids do on mobile devices? Mostly play games (63% of them), use apps (50%) and watch s (47%), the survey found. 那么孩子们都用移动设备做些什么呢?据调查,主要是玩游戏(63%),用应用软件(50%)和看视频(47%)。 Steyer says his organization recommends that parents set limits, though he appreciates that no screen time before age two isn#39;t practical for all families. #39;No question about it, the best brain development happens when you speak with kids and play blocks with them and cuddle - all the experiences where there is no intermediation by technology#39; he said. 施泰尔称,他所在的组织建议父母们限制设备的使用,但他同时也承认,让所有家庭中的两岁以下幼儿远离屏幕是不现实的。他说,毫无疑问,促进大脑发育的最佳方法是与孩子交谈、玩积木,给他们拥抱,这些都是无法靠科学技术来帮忙的。 And when there are devices involved, he said parents should also try to turn screen time into learning time. #39;You have to make wise choices about the content,#39; he said. 他讲道,当孩子使用移动设备时,父母们也应试着让他们从屏幕上多学些知识,内容的选择一定要睿智。 /201311/263740Few words raise more consternation than ‘this time is different.’ Yet in the world of enterprise tech today, times are different — and they are likely to stay that way for a while.很少有哪句话比“这次不一样”更让人紧张。在如今的企业科技领域,时代的确是不同了,而且这样一个时代很可能会驻留一阵子。It’s not everyday that 0-plus billion companies split themselves in two. Recall late last month, eBay’s decided to spin off its fast-growing payments division, PayPal; last week, Hewlett-Packard HP -5.89% moved to separate its PC and printer divisions off from its enterprise hardware and service groups. And most recently, Symantec’s potential split into security and data storage.不是每天都上演资产超千亿美元的大企业的分拆大戏。但就在上个月,eBay公司决定剥离其快速增长的付部门PayPal;就在上周,惠普公司(Hewlett-Packard)决定将PC和打印机部门与企业硬件和务部门分拆。最新消息是,赛门铁克(Symantec)很可能会分拆为两家分别从事安全与数据存储业务的公司。On the other end, we just witnessed the largest acquisition in the history of cloud computing — where one of the largest software companies in the world, SAP SAP -0.77% , is buying Concur, a provider of on-demand travel and expense management software-as-a-service, for .3 billion.另一方面,我们刚刚见了云计算历史上最大的一笔收购交易:全球最大的软件公司之一SAP,正在收购企业报销管理务商,软件即务类公司Concur。Beyond the question of what these tech companies are worth, it’s important to ask what’s going on here? The developments can only be described as an “inversion” caused by a new shift in cloud computing. And I say inversion because the pattern we see today is almost the reverse of developments evident in the past.我们暂且不去讨论这些公司价值多少钱,目前亟需搞清楚一个问题:究竟发生了什么?这些新动向只能用云计算的新转变所引发的“逆变”来解释。我之所以用“逆变”这个词,是因为今天我们所见到的模式,与过去的发展轨迹几乎截然相反。The last time technology dominated the news cycle was in 1999-2000, during which we saw something interesting happen in the years leading up to the collapse of the tech bubble — we witnessed the simultaneous rise of not just new tech companies, but established ones too. While the number of companies going public eclipsed 300, the dominant players, such as Akamai AKAM -1.77% , BEA, Cisco CSCO -1.76% , EMC EMC -1.57% , Exodus, Level 3 LVLT -2.31% , Oracle ORCL 0.34% , Sun, etc. were able to sell both the technology infrastructure picks and shovels to both new and existing companies within the Fortune 500 (many of whom were busy preparing for what turned out to be the over-hyped Y2Kopalypse).上一次科技话题主宰媒体圈,还是1999年到2000年的事情。在科技泡沫破裂前的那几年,我们看到了一些有趣的现象: 科技新贵强势崛起崛起,但老牌科技公司的表现也相当不错。当时扎堆上市的新科技公司超过了300家。另一方面,一些市场主宰者,比如阿卡迈(Akamai)、BEA、思科(Cisco)、EMC、Exodus、Level 3、甲骨文(Oracle)和Sun,也能够把自家的技术架构工具卖给新兴和老牌《财富》500强企业(其中很多公司当年都在忙着应战被过度炒作的“千年虫”问题)。A rising tide was indeed floating all boats back then: As big established companies provided fundamental technological infrastructure to new tech firms, the businesses of existing firms grew rapidly. Cisco, for example, grew its revenue at rates of 50% to 60%, topping 0 billion in market cap; it was widely expected to become the first trillion market cap company.所谓水涨船高。随着老牌软件公司积极向新型科技公司提供基本技术架构,这些企业也在迅速壮大。比如,思科公司的营收以50%至60%的速度增长,市值一度高达5000亿美元。很多人认为它有可能成为史上第一家市值超万亿美元的公司。As evident today, that didn’t happen: Cisco’s market cap stands nearly 80% below its peak level. Meanwhile, the other large established companies that benefited greatly in the 1999 to 2000 run-up are either out of business (e.g., Exodus) or have been acquired (e.g., Sun, BEA, and Peoplesoft — all by Oracle). And if they’re still standalone companies (such as Akamai, Cisco, EMC, Oracle, Microsoft, IBM, HP), then they’re showing very slow, if any, organic growth in their core computing businesses.正如你今天所见,这一幕并未发生。目前思科的市值只有全盛时期的20%。与此同时,其他在1999年到2000年大赚特赚的老牌软件公司要么退市(如Exodus),要么被收购(如Sun、BEA和Peoplesoft——这三家正好都被甲骨文收购)。如果他们目前还是独立存在的公司(如阿卡迈、思科、EMC、甲骨文、微软、IBM和惠普等),其核心计算业务的内生增长也是非常缓慢的,甚或没有任何增长。While all this is going on, what’s particularly interesting is that the number of companies being formed and amount of dollars invested in new enterprise technologies is growing significantly. Why the disconnect? How can enterprise tech be both out of favor and wildly in favor?与此同时,特别令人感兴趣的是,现在无论是新成立公司的数量,还是新型企业科技所吸引的投资额,都呈现出显著的增长。为什么会产生这种“脱节”现象?企业科技为什么一方面遇冷,一方面又倍受青睐?The obvious answer is that there’s a classic technology platform shift happening, driven by the move toward cloud-based computing. But perhaps less obvious is where, and how, this platform shift is happening. And what does it tell us about what may be coming next?最明显的是,经典的技术平台正在发生变革,它正朝着云计算平台方向转型。但另一个不太明显的问题是,这种平台变革正在什么地方,以什么方式发生?它是否预示着下一步将会发生什么事情?The first elements of the cloud-computing shift took place at the applications level: New companies were created to deliver existing application functionality via a cloud-based, software-as-a-service (SaaS) model. Think of examples like Salesforce.com CRM -2.81% for customer relationship management, or Workday for human resources.向云计算平台的转型首先发生在应用层面上。近年来,一批新建立的公司开始通过基于云技术的“软件即务”模式向用户交付现有应用功能,比如客户关系管理应用Salesforce.com和人力资源应用Workday。The second elements of the cloud-computing shift are being seen at more infrastructural levels of the technology stack: databases, networking technologies, storage technologies, and so on. Think of examples like Nicira (acquired by VMware for .25 billion) in software-defined networking; Servicenow (a recent IPO) in systems management; or Arista Networks (another recent IPO) in networking equipment.向云计算平台转型的第二波发生在基础架构层面,如数据库、网络技术和存储技术等等。比如Nicira(已被VMware以12.5亿美元收购)的软件定义网络;Servicenow(最近刚刚上市)的系统管理技术;Arista Network(另一家最近刚刚上市的公司)的网络设备等等。But here’s the thing: Unlike in the 1999 to 2000 era, where established tech companies were the natural beneficiaries of venture capital investment into new companies (and turned out to be the survivors after all the dust settled), this time the established firms are potential casualties of a cloud-computing platform shift.与1999年至2000年那个时代不同的是,在那股风投资本进入新公司的热潮中,老牌科技公司是自然而然的受益者,也是尘埃落定后的幸存者。然而这一次,在向云计算平台的转型中,老牌科技公司很可能成为受害者。To be fair, established technology platforms haven’t entirely disappeared. As we’ve seen in past platform shifts, enterprises have big investments in existing applications that rely on this infrastructure — so obsoleting them overnight is never an option.必须承认,传统的技术平台并没有完全消失。我们在过去几次平台转型中也曾发现,企业对依赖于这种技术架构的现有应用做了大量投资,所以要想一夜之间让它们退出历史舞台是不可能的。But as new applications take advantage of modern technologies, the existing technologies go largely into “maintenance” mode. That means that new revenue from licenses at legacy businesses starts growing more slowly and declines over time, while the annual maintenance and support streams from existing customers becomes the primary source of revenue. For example, IBM IBM -1.30% has reported nine straight quarters of declining top-line growth in its core business. And we are seeing early signs of this for most other established tech companies: Strong cash flows are being generated by the maintenance revenue streams, but new license revenue growth from the legacy businesses is slowing substantially.但是随着运用现代技术的新型应用不断出现,现有技术在很大程度上进入了“维护”模式。这意味着传统软件的销售收入将增长得越来越慢,最终会逐渐衰退,而维护与持现有客户所产生的收益将成为其主要收入来源。比如,IBM公司的核心业务增长率连续9个季度下滑,其它大多数老牌科技公司也显现出了这种状况的早期征兆:大量现金流来自维护收入,而传统业务的销售收入显著减缓。So who will remain standing in the aftermath of the current shift? Acquisition activity is one great indicator. That’s where news that SAP decided to acquire Concur, coupled with its previous acquisition of SuccessFactors (which was founded byAndreessen Horowitz partner Lars Dalgaard), signals that the company is leading the charge in evolving to the cloud-computing paradigm. Their acquisition strategy to date illustrates that SAP is committed to being a leading player in cloud applications in the same way as it created a massive enterprise applications franchise by riding the previous client-server platform shift.那么在这波转型彻度完成后,谁将会继续屹立不倒呢?收购行为可以被视为一个很好的指标。比如SAP决定收购Concur,再加上此前它已经收购了SuccessFactors(该公司由安德里森o霍洛维茨基金合伙人拉尔斯o达尔加德创办),说明这家公司正在全力向云计算领域进军。SAP的收购战略说明它致力于成为云应用领域的领军者,正如上一次在向用户—务器平台转型过程中,它在企业应用领域大获成功一样。SAP is not standing idly by. Why? Because the financial consequences of being on the wrong side of technology platform shifts can be monumental.SAP并没有坐以待毙。为什么?因为在科技平台的转型中,“站错队”的经济后果可能极为严重。Take a look at the market cap of the 10 largest enterprise incumbents (of which SAP is a member): There’s more than .3 trillion of market cap in this group. But if you look at the 2012 to 2014 class of enterprise IPOs, we’ve created only about billion in new market cap (and one company, Workday WDAY -1.08% , is around 25% of that amount). Add in enterprise Mamp;A by the top incumbents in that same timeframe (before the .3 billion SAP-Concur acquisition) and we’ve seen only billion in acquisitions. And most of those acquisitions were not really of modern cloud-based technologies. There’s much more to come.我们不妨看一下目前十家最大的企业科技巨头的市值(SAP也是其中之一):它们的总市值超过1.3万亿美元。但如果再看看2012年到2014年的IPO数据,你就会发现,这些IPO只创造了600亿美元的市值(Workday一家公司就贡献了其中的25%)。如果把同一时期十巨头的并购行为也计算在内(在SAP以83亿美元收购Concur之前),我们发现收购总额只有300亿美元。其中大多数收购标的并不是真正意义上的云技术。So despite all the excitement about the number of new enterprise technology IPOs of late, we haven’t seen the final salvo in the battle. Not even close. As the above numbers illustrated, there’s more than 10 times the amount of legacy market cap outstanding compared with the amount of new market cap created through IPOs or acquisitions to date.所以说,尽管最近企业科技领域的一连串IPO让很多人兴奋不已,但现在还没有到云技术向传统平台发起“总攻”的时候,甚至差得还远。正如前文数字所说,传统技术占据的市值与最近的IPO和并购所创造的市值相比,相差何止十倍。That means we’re going to see the acquisition ‘arms race’ escalate, and number of new enterprise IPOs continue to grow. And not only will we see the legacy players engage in more acquisitions, but we will likely see acquisitions from some of the larger new incumbents — like Saleforce.com and Workday — as they seek to stay ahead of the curve.这意味着,我们将会看到收购领域的“军备竞赛”持续升级,同时,加入IPO大军的企业科技公司也会越来越多。不仅传统科技公司会进行更多的收购行为,一些新兴科技巨头很可能也要大举收购,以保持竞争优势,比如Saleforce.com和Workday。Acquisitions alone don’t tell the entire story, though. Perhaps even more interesting is the corporate splits and spinoffs I mentioned earlier. The legacy enterprise players are now reconfiguring themselves into more focused, slimmer, and presumably more agile players so they can better compete in the brave new world. (To further complicate things, making targeted acquisitions of new technology companies will most certainly be part of the legacy players’ post-split strategy, too).不过,收购并不等于全部。更有意思的是前文提到的企业分拆与剥离。传统企业科技公司现在正想方设法地使自己变得更专注,更苗条,进而成为更灵活的竞争者,以便更好地在这个全新的世界中竞争致胜。(对新型科技公司进行定向收购,几乎肯定是这些传统科技公司在分拆后会采取的策略。)Either way, the signal is clear: There’s a platform shift happening. This time, the legacy players won’t survive by relying on their old lines of businesses. And as previous startups are becoming the new legacy players, some of the older incumbents are trying to reconfigure themselves into startup-like businesses. Another inversion of sorts.不管怎样,信号都是明显的:目前平台转型正在发生。这一次,传统科技公司恐怕难以依赖老旧的业务吃老本。上一批初创公司即将变成新的“传统”公司,同时一些“守成者”则试图瘦身成类似初创公司那样的企业。这又是另一种逆变。Acquire or split. No one seems to be going at this organically, from within. Something that’s been forgotten is that Concur started out as a conventional on-premise software company before making the difficult and sometimes costly shift to being a SaaS company. As its CEO noted over five years ago:不管是收购还是分拆,似乎没有人愿意自发地从内部变革自己。人们大概忘了:Concur一开始也是一家传统软件公司,后来它做了个艰难的决定,付出了高昂的代价,才转型成一家软件即务类公司。该公司CEO五年前曾表示:“I don’t believe large companies can make the conversion. Forget their genetic code. How many will take the pain? Companies won’t reinvent themselves… Cash flow will get crushed. You have to layoff. The transition is really hard and it’s very sudden. If you’re north of 0M it’s hard. Over B it’s impossible.”“我不相信大公司能实现这种转型。且不说什么‘基因密码’,有多少家公司愿意承受这种痛苦?企业都不想重塑自己……现金流会被摧毁,而且你需要裁员。转型的过程是非常艰难的,而且非常突然。如果你的市值是1亿美元以上,转型会非常艰难;如果超过10亿美元,那就是不可能的事情。”There, at least, not much has changed.至少从这个角度来看,目前还没有多大改变。 /201410/336508南岸区妇女儿童医院网站

重庆妇幼保健院隆胸多少钱The deadly crash of Virgin Galactic’s SpaceShipTwo in California may be raising concerns in the ed States over the safety of space tourism, but so far it does not seem to have dampened the enthusiasm of would-be astronauts in China.上周五维珍(Virgin Galactic)太空船二号(SpaceShipTwo)在加利福尼亚坠毁。这次致死事故或许正在美国各地引发人们对太空旅游的安全担忧。然而在中国,对于那些未来的宇航员来说,这似乎迄今为止还没有打消他们的热情。“Even if my body doesn’t work, my mind will always be determined to go into space,” said Sheng Tianxing, a 41-year-old tea trader from the southeastern province of Zhejiang. In June, he put down 0,000 to reserve a seat on a rocket that promises to carry him into space for about six minutes in 2016.“就算我的身体吃不消了,我的大脑一定还是想上太空的,”41岁来自中国东南省份浙江的茶商盛天行说。今年6月,盛天行花10万美元为自己定下了一个座,将在2016年搭乘太空飞船,在100公里以上的太空停留约6分钟。“I haven’t thought about the money issue at all. Anything can go wrong. If you worry about this, you’ll just have too many things to worry about,” said Mr. Sheng, who had just returned from a holiday in France.“我还根本没有考虑钱的问题。如果你担心这个,那你就担心不完了,”刚刚从法国度假回国的盛天行说。Dexo Travel, a Beijing-based sales agent that sells space trips operated by XCOR Aerospace, Virgin Galactic’s only competitor in offering civilian suborbital space journeys, said that none of its clients had called to cancel a space flight since the crash last Friday, which killed one pilot and seriously injured another.为XCOR Aerospace公司代理中国地区太空游票务的探索旅行公司称,上周五坠毁事故发生,导致一死一重伤,至今还没有一位客户打电话要求退票。XCOR Aerospace和维珍是目前世界上仅有的两家提供亚轨道平民太空游的公司。Wang Luye, a travel agent at Dexo, said the company was continuing to receive inquiries about flights “as if nothing happened.”探索旅行公司的代理王陆叶说,公司还是每天会接到电话咨询太空游,“就好像什么事都没发生过”。(Virgin Galactic is barred by ed States regulations from selling tickets to citizens of China and 21 other countries because its spacecraft are powered by rocket engines manufactured in the ed States, using technology considered to have potential military applications.)(根据美国相关法规,维珍不得向包括中国在内的22个国家的公民售票。原因是维珍的太空飞船使用了在美国生产的火箭发动机,而这种发动机使用的技术可能用于军事。)XCOR has sold 34 tickets for commercially operated space flights in China since it began offering them in the country late last year. That represents about one-tenth of all the bookings the company has received since it started taking orders in 2011. XCOR’s first flight carrying space tourists is expected to take off in late 2015.自从去年底开始在中国售票,XCOR的商业太空游已售出了34张票。对于从2011年开始售票的XCOR公司来说,这大概占了它预定总量的十分之一。按照计划,XCOR第一艘搭载游客的太空飞船将于2015年年底起飞。Zhang Yong, chief executive of Dexo Travel, has predicted that China, with its growing wealth, is set to become the largest market for space tourism.探索旅行公司的总裁张勇预计,随着财富的增加,中国在未来将成为全球最大的太空游市场。Zhang Xiaoyu, a 29-year-old entrepreneur in Beijing who has booked a space flight for next year, said he compared the trips offered by Virgin Galactic and XCOR before he signed the contract, and was confident of the safety of the vehicle that will carry him aloft.北京29岁的创业者张潇雨已经预定了明年飞太空的船票,他说他在签订合同之前就比较过维珍的太空游和XCOR的太空游,他相信飞船的安全性。“They use different technologies,” said Mr. Zhang, whose dream is to see Earth from space by the time he is 30.“两家公司用的技术完全不同,”张潇雨说。他的梦想是能在30岁的时候从太空回望地球。XCOR’s chief executive, Jeff Greason, said in a statement Monday that XCOR’s Lynx is “a very different vehicle” from the SpaceShipTwo that crashed. He promised, though, that XCOR would continue to test and retest the vehicle and its systems.XCOR首席执行官杰夫·格里森(Jeff Greason)在周一的一份声明中表示,XCOR的“山猫(Lynx)”号太空飞船与坠毁的太空船二号是“非常不同的飞船”。但他承诺,XCOR将继续对飞船及其系统进行测试、再测试。In comments on social media, some Chinese reacted to the Virgin Galactic crash as an occasion to complain about the company’s exclusion of Chinese citizens from space flights and to praise China’s own accomplishments.在社交媒体上,一些中国人在谈及维珍飞船的坠毁时,借机抱怨这家公司拒绝为中国公民提供太空游,同时赞美中国在航天领域的成就。A commenter using the name Hanhaihuangsha wrote on the microblog site Sina Weibo: “The company allows anyone who pays to board its spaceship, except for Chinese.”在新浪微上,一位名叫“瀚海黄沙”的用户写道,“这间公司前不久宣布,除中国人以外,全世界人民都可以买票上太空玩。”Wangkang16 wrote: “China has the most reliable space technology, which is achieved by a huge amount of money.”王康16写道,“中国太空技术全球最可靠,可能真是钱烧出来的。”Meanwhile, some Chinese are intent on developing a homegrown space program for civilian use, including tourism.与此同时,一些中国人开始一心研发本土的民用太空项目,包括太空旅游。“No matter how China is progressing in space, I have always had a personal interest in it,” said Hu Zhenyu, 21, a recent graduate of South China University of Technology in Guangzhou.“不管国家在航天领域发展如何,我自己一直都是很感兴趣,”今年毕业于广州华南理工大学的胡振宇说。Earlier this year, Mr. Hu registered China’s first private rocket company, Link Space. His immediate plan is to develop rockets for scientific research, and he hopes to launch an unmanned rocket within a year. In the long term, he said, he hopes to have the technology to carry tourists into space.今年年初,胡振宇注册成立了中国第一家航天系统产品研发制造的私营公司翎客航天。他近期的目标是开发用于科研的火箭,计划能在一年内发射无人火箭。他表示,从长远来说希望能开发出送游客遨游太空的技术。Fu Song, a professor at the School of Aerospace Engineering at Tsinghua University in Beijing, said that recent successes in China’s government space program had kindled interest in the wider possibilities of space travel.清华大学航天航空学院教授符松表示,中国政府近年来在航天领域屡屡成功,引发了人们对飞太空的更大信心和兴趣。“When Armstrong walked on the moon, it was a first for mankind,” Mr. Fu said. “Now everyone knows you can go to space. It’s just a question of whether you want to go.”“阿姆斯特朗登月是人类的第一次,”符松说,“现在大家都知道你可以飞太空,只是愿不愿意去的问题。” /201411/341759重庆市星宸美容医院网上挂号 重庆激光去腋毛多少钱

重庆大坪医院减肥手术多少钱4G hype: Time for a reality check By Stephanie N. Mehta Wireless carriers tout a new wave of wireless technology but it will be years before most consumers benefit — and before carriers make money. Verizon Wireless, a joint venture of Verizon (VZ) and Vodafone (VOD), last week announced it had completed data "calls" using its flavor of so-called 4G technology, a new generation of radio upgrades that promises to improve the throughput and capacity of wireless phone networks. Rival Sprint Nextel (S) immediately responded with a flurry of news releases touting its 4G network, which uses a competing technical standard. In proclaiming its ability to deliver peak downlink speeds of 10 Mbps, one release gushed: "At these speeds, Sprint 4G breathes new life into wireless Internet." Um, wasn't that what 3G was supposed to do? Okay, that was a little harsh. But some analysts say the wireless carriers and their suppliers are hyping 4G technologies way before the services –and devices–are y for prime time. Indeed, many carriers globally still are building out their third-generation networks, and are only now starting to see returns on their investments, which included substantial payments for additional spectrum licenses. 3G all over again? "Yay, Verizon made a test call on LTE," deadpans Jane Zweig, CEO of the Shosteck Group, a telecommunications consulting firm. LTE stands for Long Term Evolution, and it is the technology Verizon and many other incumbent phone operators are using to transition to yet another generation of broadband networks. Zweig, whose firm has predicted that global wireless giant Vodafone won't make a return on its 3G investment (including spectrum) until 2013, sees 4G as a replay of 3G: a long, painful slog that will take many years to get up and running–and many more after that to produce financial gains for the carriers. "Let's replay 3G," she says. "Where are the devices? What is it that people are going to do? How much is the build out going cost? What's the resturn on investment. Is this a vendor dream or a carrier's nightmare?" The carriers' 3G experience in the U.S. and abroad certainly offer clues as to how long it will take for 4G to become pervasive (and useful) to consumers. When carriers started rolling out 3G systems in the early part of the decade–Japan's NTT DoCoMo (DCM) in 2001 became the first operator of a 3G network; Verizon followed two years later as the first major carrier in the U.S. to offer 3G–there was a lot of excitement (ample press releases, white papers and briefings by breathless executives) but not a lot for consumers to do with the network. Some road warriors procured wireless data cards to hook their laptops up to the new network, but the first wave of 3G phones didn't offer much of a multimedia experience. If you build it… A few executives at U.S. wireless operators admitted at the time that 3G mainly allowed them to handle high volumes of voice calls at peak times. Not exactly what the futuristic data network was intended for. Along came Apple's (AAPL) iPhone: More than five years after 3G launched in the U.S. consumers finally had a device that showed them the power of mobile broadband networks. (Ironically the first iPhone ran on ATamp;Ts (T) less robust EDGE network, sometimes referred to as a 2.5G network.) Other 3G devices started hitting stores, and today there's a real consumer case for 3G: almost a decade after carriers pledged billions of dollars to acquire wireless spectrum and build out networks. And, still, as Zweig and other analysts point out, 3G coverage in the U.S. remains spotty and service problems persist. Will 4G help? Many operators (and the vendors that hope to sell them expensive new gear) are aly touting 4G as the solution to issues of data overload they are now facing as consumers spend a growing amount of time downloading applications and doing heavy-duty computing on their mobile devices. But as with 3G, fully formed 4G systems–the networks, the devices, the applications–are years away. Telecom executives like to e the 1989 movie Field of Dreams: "If you build it, they will come." They'll come, alright, just not any time soon. /200908/81942 3D Food Printer3D食物打印机Feel like eating a hamburger? Or would you rather have a pizza? No problem, the 3D food printer will create anything you want, literally at the click of a button.你想要吃个汉堡包?还是想来份匹萨饼?都没问题,只需按下按钮,3D食物打印机就可以做出任何你想要的美味。Scientists at Cornell University in New York are developing a commercially viable 3D food printer, which uses raw food ;inks; that are fed into the printer and once you load the recipe and press the button, voila!纽约康奈尔大学的科学家们正研发一款可商用的3D食物打印机,它以食物原料作;墨水;。待原料放人打印机内,用户只要输入食谱,按下按钮,瞧,如此简单,大功告成!An electronic blueprint states exactly what materials go where and are drawn up using traditional engineering computer-aided design (CAD) software.科学家拟定的;电子图纸;详细说明了食物原料的调配方法,该图纸是用传统工程学中的计算机辅助设计(CAD)软件绘制而成的。;FabApps would allow you to tweak your food#39;s taste, texture and other properties. Maybe you really love biscuits, but want them extra flaky. You would change the slider and the recipe and the instructions would adjust accordingly,; the Daily Mail ed Dr. Jeffrey lan Lipton as saying.英国《每日邮报》援引杰弗里·伊恩·利普顿的话说使用FahApps食物打印机,你可以调整食物的味道、口感和其他特性。或许你很爱吃饼干,但又希望它们更薄,这时你可以拖动控制饼干厚度的滑块,调整食谱,打印食物的指令也就随之更改了。;So anything that can be loaded into syringes-liquid cheese,chocolate and cake batter-can be printed out! So far, they have had some success creating cookies, cake and ;designer domes; made of turkey meat.因此,任何可以被装入灌注器的食物——比如液体奶醋、巧克力和煎饼——都可以被打印出来。迄今为止,科学家已成功;打印;咄出了饼干、蛋糕以及火鸡肉制作的;特制肉塔;Homaro Cantu, chef at Chicago#39;s Moto, has ;printed sushi using an ink jet printer;.芝加哥Moto餐厅的大厨荷马洛.坎图已经;用食物打印机做出了寿司;。;You can imagine a 3D printer making homemade apple pie without the need for farming the apples, fertilising, transporting, refrigerating, packaging, fabricating, cooking, serving and the need for all of the materials in these processes like cars, trucks, pans, coolers, etc., said Cantu.坎图说你可以设想一下,使用3D食物打印机自制苹果派,而无须种苹果、施肥、运输、冷藏、加工、烹饪、上菜,而且不必使用相应的这些生产过程中会用到的汽车、卡车、平底锅、冷藏器等工具。;;3D printing will do for food what e-mail and instant messaging did for communication.;;3D食物打印机可以方便地制作食物,就如同电邮和即时通讯工具可以使人们快捷地交流沟通一样。; /201410/334009重庆市星辰价位表重庆一院是什么等级

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