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  • Focus 05年,前天開車(有開冷氣)開山路突然車子催油頓頓的,引擎燈閃了幾下黃燈即滅,後來開高速公路也是,加速開到80~90會不正常的抖動 幾下(未連續不發停,就抖個五下吧),下高速公路我停紅燈連N檔也會抖?

    ,前天開車(有開冷氣)開山路突然車子催油頓頓的,引擎燈閃了幾下黃燈即滅,後來開高速公路也是,加速開到80~90會不正常的抖動 幾下(未連續不發停,就抖個五下吧),下高速公路我停紅燈連N檔也會抖個幾下 、停止、 又抖幾下,轉速表也會下又上的飄動我後來停下重發就好了!

    過一天開上路原本很正常,我一開冷氣,狀況又發生了,關掉冷氣後還是有小抖,但沒開冷氣明顯,,,

    請問強大的大大們 ,是考爾?節氣門,火星塞?還是冷氣壓縮機的問題ㄚ?煩阿,車剛過保固

    1 Answer維修5 years ago
  • 我想買focus 1.8 05 06年~20~25間的車

    最近想買focus 1.8四門的車

    預算在現金25內辦到好

    重點就是不想貸款繳利息

    我住東部~~車都賣比較貴點

    請問中北部哪間車行最物超所值

    看到網上一堆 hot sum save認證車的

    哪一間才是大盤商呀??

    或者有哪個大大有車要賣

    符合我預算內的可以傳個網址讓我看看車嗎??

    買車當然要多比較~~車況希望也要好

    但預算也是有限~所以才上來問看看

    謝謝各位

    4 Answers各式買賣7 years ago
  • 手機分享網路給筆電~安全金鑰是什麼

    我用s3手機分享網路給筆電

    想用筆電無線上網

    筆電有搜尋到我手機

    但叫我輸入安全金鑰密碼???

    重點是密碼的預設值是什麼????

    我要如何找起

    謝謝

    2 Answers其他:網際網路8 years ago
  • 論文問題~我想找文獻出處

    http://www.cameron.edu/uploads/images/6024/A_Surve...

    上面是這篇文獻的網址主題是A Survey of Capital Budgeting in Publicly Traded Utility Companies

    因為格式要求要有像這些東西,vol., no.,pp.6, Jun. 2005. 但是我在這篇找不到~

    請問隨能幫幫我

    1 Answer語言8 years ago
  • goole翻的英文請整理流利點~~(10點)

    Bottler consolidation made smaller concentrate producersincreasingly dependent on the Pepsi and Coke bottling networks for distributionof their products. In response, Cadbury Schweppes in 1998 bought and merged twolarge U.S. bottling companies to form its own bottler. In 2004, Coke had the most consolidatedsystem, with its top 10 bottlers producing 94.7% of domestic volume. Pepsi’sand Cadbury Schweppes’ top 10 bottlers produced 87.2% and 72.9% of the domestic volume of their respective franchisors.裝瓶者實變被製作的更小的集中生產商越來越依賴於百事可樂和焦炭裝瓶的網絡為他們的產品的發行。 合情合理Cadbury Schweppes在1998買了并且合併了二大美國。 形成它自己的裝瓶者的裝瓶的公司。 2004年,可口有鞏固的系統,用它的名列前茅10位裝瓶者導致94.7%國內容量。 百事可樂的和Cadbury Schweppes』名列前茅10位裝瓶者生產了87.2%和72.9%他們的各自享有特許權的人的國內容量。 Adapting to the timesStarting in the late1990s, the soft drink industry encountered new challenges that suggested a possiblelong-term shift in the marketplace. Although Americans still drank more CSD’s than any other beverage, U.S. sales volume grew at a rate of1% or less in the years 1998 to 2004. Total U.S. volume topped 10 billion casesin 2001, but had risen to only 10.2 billion cases in 2004. (A case wasequivalent to 24 eight-ounce containers, or 192 ounces.) That was in contrastto annual growth rates of 3% to 7% during the 1980s and early 1990s. Globally,too, demand remained flat. Worldwide volume in 2003 was 31.26 billion cases,which marked only a slight increase over the 1999 total of 31 billion cases.During that period , worldwide annual per-capita consumption declined from 125eight-ounce servings to 119 servings.適應開始在90年代末期的時代,軟性飲料的產業遇到了在市場中建議可能的長期轉移的新的挑戰。雖然美國人比其他飲料仍然喝了更多CSD,美國。 銷售量增長在率的1%或較少在歲月1998年到2004年。 總美國。 2001年容量名列前茅10十億個案件, 2004年,但上升了到仅10.2十億個案件。 (A案件是相當於24八盎司容器或者192盎司。)是與每年生長率3%到7%對比在80年代和90年代初期期間。 全球性地,同樣,需求依然是平。 2003年全世界容量是31.26十億個案件,指示仅輕微的增量在1999共計31十億個案件。 在那個期間,全世界年鑒人均消耗量從125八盎司服務下降了到119服務。

    1 Answer語言8 years ago
  • 隨可以幫我翻一下GOOLE的怪英文((十點))

    GOOLE翻好怪~整理一下~~~~~~~~~~謝

    Cola Wars Heat Upn 1980, Roberto Goizueta was named CEO of Coca-Cola, and DonKeough became its president. That year, Coke switched from using sugar to usinghigh-fructose corn syrup, a lower-priced alternative. Pepsi emulated that move three years later.Coke also intensified its marketing effort, more than doubling its advertisingspending between 1981 and 1984. In response, Pepsi doubled its advertisingexpenditures over the same period. Meanwhile, Goizueta sold off most of thenon-CSD businesses that he had inherited, including wine, coffee, tea, andindustrial water treatment, while retaining Minute Maid.可樂戰爭加熱n 1980年, Roberto Goizueta命名可口可樂的CEO,并且唐Keough成為了它的總統。 年,焦炭轉換從用糖到用高果糖玉米糖漿,一個較低價選擇。 看齊的百事可樂那移動三年後。 焦炭更比加倍它廣告的消費也增強了它的銷售,在1981年和1984年之間。 合情合理百事可樂加倍了廣告開支同一個期間。 同時, Goizueta廉價出售他繼承了,包括酒、咖啡、茶和工業水處理,當保留周詳傭人時的大多non-CSD企業。Diet Coke, introduced in 1982, was the first extension of the“Coke” brand name. Many Coke managers, deeming the “Mother Coke” brand sacred,had opposed the move. So had company lawyers, who worried about copyrightissues. Nonetheless, Diet Coke was a huge success. Praised as the “most successfulconsumer product launch of the Eighties,” it became within a few years not only the most popular diet softdrink in the United States , but also thenation’s third-largest-selling CSD.

    1 Answer語言8 years ago
  • who誰可以幫我翻英文~翻好點((10點))

    While Coke struggled, Pepsi quietly flourished. In 2001, Steve Reinemund succeeded Roger Enrico as its CEO. At a broad level, both men pursued the same simple strategy, which Reinemund couched in this way: ”Grow the core and add some more.” Along with launching new CSDs, such as Sierra Mist (2000) and Mountain Dew Code Red(2001), pepsi expanded into other beverage categories-an effort capped by its $14 billion acquisition of Quaker Oats, maker of Gatorade, in 2000. Partly as a result, the company’s North American beverage volume grew by 3% in 2004, compared with virtually flat volumes for Coke. AS the world’s fourth-largest food and beverage company, meanwhile, Pepsi also benefited from having a more diversified portfolio of products.當焦炭奮鬥了時,百事可樂安靜地茂盛了。 2001年,史蒂夫Reinemund繼Roger恩裡科之後作為它的CEO。 在一個寬廣的水平,兩個人尋求了同一個簡單的戰略, Reinemund橫臥這樣: 」生長核心并且增加有些」。 與發射新的CSDs一起,例如山脈薄霧(2000)和山露水代碼紅色(2001),百事可樂被擴展入加蓋的其他飲料類別努力由它$14十億Quaker燕麥的承購,Gatorade製作商, 2000年。 結果部分,在2004年公司的北美洲飲料容量增長3%,比較實際上平的容量為焦炭。 作為世界的第四大食物和飲料公司,同時,百事可樂也受益於有產品一份被多樣化的股份單。 Financial returns for the two companies told a stark tale. Between 1996 and 2004, Coca-Cola logged an average annual growth in net income of 4.2%-a huge drop from the 18% average growth of the years 1990-1997. PepsiCo, by contrast, saw its net income rise by an average of 17.6% per year over the 1996-2004 period. In 2003, Pepsi recorded a return on invested capital of 29.3%, up from 9.5% in 1996, for the first time in decades, it surpassed Coke in that measure, From 1997 to 2004 , Pepsi shareholders enjoyed a return of 46%, while Coke shareholders suffered a return of -26%. (Coke shares, which reached a peak price of $ 89 in 1998, traded at half that amount in 2005.) .金融利潤為二家公司講一個純然的傳說。 在1996年和2004年之間,可口可樂在4.2%-a巨大的下落淨收入採伐了平均每年成長從歲月的18%平均成長1990-1997。PepsiCo,相反,由平均17.6%看了它的淨收入上升每年經過1996-2004期間。 2003年,記錄回歸的百事可樂在被投資的資本的29.3%,從9.5% 1996年起,第一次在數十年,它之內超過了焦炭措施,從1997年到2004年,百事可樂股東享受回歸46%,而焦炭股東遭受了回歸-26%。 (焦炭份額,在1998年到達一個高峰價格的$89, 2005年換了在一半那數額。)

    3 Answers語言8 years ago
  • who誰可以幫我翻英文~翻好點((10點))

    Coke also suffered from clumsy execution (or non-execution) of several initiatives. In 2001, it bailed out on a planned joint venture with Procter & Gamble. Around the same time , after two years of negotiation, it opted against buying the South Beach Beverage Co.(SoBe), only to watch Pepsi acquire that company. Similarly, in 2000 Coke allowed Pepsi to purchase Quaker Oats. Daft had agreed to buy Quaker for $15.75 billion , but several Coke directors halted the deal, arguing that the price was too high. Coke installed a new CEO, E. Neville Isdell, in April 2004. A -35 year Coke veteran, isdell focused early in his tenure on regaining the company’s lost luster as a high-performing soft drink maker. “We are not talking about radical change in strategy. WE are talking about a dramatic change in execution.” He said in November 2004. Yet, at around the same time ,he noted the need for Coke to take “corrective actions with a great urgency.” During his first year as CEO, he committed to spending an additional $400 million per year on marketing and innovation, and on addressing Coke’s “people deficit and skills deficit.”goole翻:焦炭也遭受了笨拙的施行(或未執行)幾主動性。 2001年,它在計劃的合資企業跳傘與Procter & Gamble。 在同一時間附近,在二年交涉以後,它選擇了反對買南海灘飲料Co. (SoBe),只有觀看百事可樂獲取那家公司。 同樣,在2000焦炭購買Quaker燕麥的允許的百事可樂。 Daft有同意買Quaker為$15.75十億,但幾位焦炭主任制止了成交,爭辯說,價格太高。 焦炭安裝了新的CEO, E。 Neville Isdell,在2004年4月。 -35年焦炭退伍軍人, isdell及早在他的佔有權聚焦了在收復公司的失去的色澤作為一個高執行的軟性飲料的製作商。 「我們在戰略不談論根本變動。 我們在施行談論劇烈的變動」。 他在2004年11月說。 然而,在同一時間前後,他注意了需要對於焦炭採取「懲治行為以偉大的緊急」。 在他的期間第一年作為CEO,他決定花費另外$400百萬每年在行銷和創新上和在演講上焦炭的「人缺乏和技能缺乏。

    1 Answer語言8 years ago
  • 誰可以幫我整理goole的翻英文((10點))

    Under the brief, rocky tenure of CEO Douglas Ivester(1997-1999), Coke lost a high-profile race-discrimination suit, underwent financial shocks caused by currency crises in Asia and Russia, and conducted the largest recall in its history after a contamination scare in Belgium. In the latter episode, there was no evidence of actual contamination, nonetheless, it was a public relations disaster. Troubles continued under the next CEO, Douglas Daft(1999-2004). Layoffs of 7000 employees from 2001 to 2004 cut Coke’s work force by 20%--damaging morale and seriously weakening its executive ranks, many observers believed. A contamination scare in India in 2003 hindered Coke’s(as well as Pepsi’s) push into a promising market, and a similar crisis in 2004 led the company to abort plans to roll out its dasani water brand in Europe. A series of legal problems burdened the company as well. In 2003, Coke agreed to pay Burger King $21 million following the revelation that it had rigged a marketing test involving the restaurant chain. That same year, the U.S. Justice Department and the Securities Exchange Commission (SEC) launched wide-ranging investigations of various Coke accounting practices, focusing on allegations of “channel stuffing.” Under this practice, Coke pressured bottlers to buy excess concentrate in order to meet earning targets. Coke in 2005 settled with the SEC on charges involving the Japanese market, but a shareholder suit alleging such practices in Europe, North America, and elsewhere remained in the courts.在摘要之下, CEO道格拉斯Ivester (1997-1999),焦炭岩石佔有權在它的歷史上在比利時之後輸掉了一項惹人註目的種族歧視訴訟,接受了貨幣危機造成的財政震動在亞洲和俄國,并且舉辦了最大的回憶,在汙穢恐慌。 在後者情節,沒有實際汙穢的證據,但是,它是一個公共關係災害。 麻煩繼續了在下位CEO,道格拉斯之下Daft (1999-2004)。 7000名雇員臨時解雇從2001年到2004削減了焦炭的力量20%--殘損的士氣和嚴肅減弱它的執行委員排列,許多觀察員被相信。 汙穢恐慌在印度在2003被妨害的焦炭的(並且百事可樂的)推擠到一個有為的市場裡和一次相似的危機在2004在歐洲帶領公司放棄計劃展開它的dasani水品牌。 一系列的法律問題負擔了公司。 2003年,焦炭同意支付Burger King跟隨揭示的$21百萬它裝配了介入聯鎖飯店的營銷測試。 同年,美國。 司法部和證券交易委員會(SEC)展開了各種各樣的焦炭會計實踐的廣泛調查,集中於「渠道充塞的指控」。 .....

    3 Answers語言8 years ago
  • who誰可以幫我翻英文((10點))

    翻一下~~~~~~~

    Coke’s bottler acquisitions had increased its long-term debt to approximately $1 billion. In 1986, the company created an independent bottling subsidiary, Coca-Cola Enterprises (CCE), selling 51% of its shares to the public and retaining the rest. The minority equity position enabled Coke to separate its financial statements from those of CCE. As Coke’s first “anchor bottler,” CCE consolidated small territories into larger regions, renegotiated contracts with suppliers and retailers, merged redundant distribution and purchasing arrangements, and cut its work force by 20%. CCE also invested in building 50-million-case production lines that involved high levels of automation. Coke continued to acquire independent franchised bottlers and sell them to CCE. “We became an investment banking firm specializing in bottler deals,” said Don Keough. In 1997 alone, Coke put together more than $7 billion in such deals. By 2004, CCE was Coke’s largest bottler. It handled about 80% of Coke’s North American bottle and can volume, and logged annual sales of more than $18 billion. Some industry observers questioned Coke’s accounting practice with respect to CCE, since Coke retained substantial managerial influence in the putatively independent anchor bottler.焦炭的裝瓶者承購增加了它的長期負債到大約$1十億。1986年,公司創造了一個獨立裝瓶的輔助者,賣51%它的份額對公眾和保留休息的可口可樂企業(CCE)。 .....In the late 1980s, Pepsi acquired MEI Bottling for $591 million, Grand Metropolitan’s bottling operations for $705 million, and General Cinema’s bottling operations for $1.8 billion. After operating the bottlers for a decade, Pepsi shifted course and adopted Coke’s anchor bottler model. In April1999, the Pepsi Bottling Group (PBG) went public, with Pepsi retaining a 35% equity stake in it. By 2004, PBG produced 57% of PepsiCo’s beverages in North America and about 40% worldwide, while the total number of Pepsi bottlers had fallen from more than 400 in the mid-1980s to 102.

    1 Answer語言8 years ago
  • 誰可以幫我翻英文((10點))

    Bottler Consolidation and Spin-OffRelations between Coke and its franchised bottlers had been strained since the contract renegotiation of 1978. Coke struggled to persuade bottlers to cooperate in marketing and promotion programs, to upgrade plant and equipment, and to support new product launches. The cola wars had particularly weakened small, independent bottlers. Pressures to spend more on advertising , product and packaging proliferation, widespread retail price discounting—together, these factors resulted in higher capital requirements and lower profit margins. Many family-owned bottlers no longer had the resources needed to remain competitive.裝瓶者實變和副產品聯繫在焦炭和它特權的裝瓶者之間從1978的合同重新談判年被勞損了。 焦炭在行銷奮鬥說服裝瓶者合作,并且促進節目,升級工廠設備和支持新產品發射。 可樂戰爭特別減弱了小,獨立裝瓶者。 壓力在做廣告上花費更多,產品和包裝的擴散,普遍零售價打折一起,這些因素導致更高的資本需要量和更低的利潤率。 許多家庭擁有的裝瓶者不再有必要的資源保持競爭。 At a July 1980 dinner with Coke’s 15 largest domestic bottlers, Goizueta announced a plan to refranchise bottling operations. Coke began buying up poorly managed bottlers, infusing them with capital, and quickly reselling them to better-performing bottlers. Refranchising allowed Coke’s larger bottlers to expand outside their traditionally exclusive geographic territories. When two of its largest bottling companies came up for sale in 1985, Coke moved swiftly to buy them for $2.4 billion, preempting outside bidders. Together with other recently purchased bottlers, these acquisitions placed one-third of Coke’s volume in company-owned operations. Meanwhile, Coke began to replace its 1978 franchise agreement with what became the 1987 Master Bottler Contract.在1980年7月晚餐用焦炭的15位最大的國內裝瓶者,Goizueta宣佈了計劃到refranchise裝瓶的操作。 焦炭開始買不足被處理的裝瓶者,灌輸他們資本和迅速轉售他們到好執行的裝瓶者。 Refranchising允許焦炭的更大的裝瓶者在他們的傳統上專屬地理疆土之外擴展。 1985年當二它的最大的裝瓶的公司為銷售過來,焦炭快速地移動買他們為$2.4十億,先佔有外部投標者。 與其他最近被購買的裝瓶者一起,這些承購在由公司擁有的操作安置了焦炭的容量的三分之一。 同時,焦炭開始用什麼替換它的1978特權協定成為了1987主要裝瓶者合同。

    1 Answer語言8 years ago
  • 誰可以幫我翻英文((10點))

    先用goole~但翻的很不好~隨可以幫我整理

    New CSD brands proliferated in the 1980s. Coke introduced 11 new products, including Caffeine-Free Coke (1983) and Cherry Coke (1985). Pepsi introduced 13 products, including Lemon-Lime Slice(1984) and Caffeine-Free Pepsi-Cola (1987). The number of packaging types and sizes also increased dramatically , and the battle for shelf space in supermarkets and other stores became fierce. By the late1980s, Coke and Pepsi each offered more than 10 major brands and 17 or more container types. The struggle for market share intensified, and retail price discounting became the norm. Consumers grew accustomed to such discounts.在80年代激增的新的CSD品牌。 焦炭介紹了11個新產品,包括Caffeine-Free焦炭(1983)和櫻桃焦炭(1985)。 百事可樂介紹了13個產品,包括檸檬石灰Slice (1984)和Caffeine-Free百事可樂(1987)。 為架子空間和大小的巨大也增加的和爭鬥數量包裝的類型在超級市場和其他商店變得劇烈。 由80年代末,焦炭和百事可樂其中每一提供了超過10主要品牌和17個或者更多容器類型。 奮鬥為被增強的市場份額和零售價打折成為了準則。消費者增長習慣到這樣折扣。 Throughout the 1980s, the growth of Coke and Pepsi put a squeeze on smaller concentrate producers. As their shelf space declined, small brands were shuffled from one owner to another. Over a five-year span, Dr Pepper was sold (all or in part) several times, Canada Dry twice, Sunkist once, and A&W Brands once. Philip Morris acquired Seven-Up in 1978 for a big premium, racked up huge losses in the early 1980s, and then left the CSD business in 1985. In the 1990s, through a series of strategic acquisitions, Cadbury Schweppes emerged as the third-largest concentrate producer—the main (albeit distant) competitor of the two CSD giants. It bought the Dr Pepper/Seven-Up Companies in 1995, and continued to add such well-known brands as Orangina (2001) and Nantucket Nectars (2002) to its portfolio.在整個80年代,焦炭成長和百事可樂在更小的集中生產商投入了擠壓。 當他們的架子空間下降了,小品牌從一個所有者被拖曳了到另一個。 在一個五年間距, Pepper博士兩次被賣了(所有或一部分)多次、加拿大乾燥, Sunkist一次和A&W品牌一次。 1978年Philip Morris獲取了Seven-Up為大保險費,在80年代, 1985年然後折磨了巨大的損失左CSD事務。在90年代,通過一系列的戰略承購, Cadbury Schweppes湧現了作為二個CSD巨人的第三大集中生產商這主要(雖然遙遠)競爭者。 1995年它買了博士Pepper或Seven-Up公司,并且繼續增加這樣知名的品牌像Orangina (2001)和Nantucket花蜜(2002)到它的股份單

    1 Answer語言8 years ago
  • 幫我翻譯英文((10點))

    我有用goole先翻了~~但很亂~隨可以幫我整理~~非常謝謝

    Diet Coke, introduced in 1982, was the first extension of the“Coke” brand name. Many Coke managers, deeming the “Mother Coke” brand sacred,had opposed the move. So had company lawyers, who worried about copyrightissues. Nonetheless, Diet Coke was a huge success. Praised as the “most successfulconsumer product launch of the Eighties,” it became within a few years not only the most popular diet softdrink in the United States , but also thenation’s third-largest-selling CSD.節食焦炭, 1982年介紹,是「焦炭」品牌的第一個引伸。 許多煉焦經理,視為「母親焦炭」品牌神聖,反對移動。 如此有公司律師,擔心版權問題。 但是,飲食焦炭是巨大的成功。 稱讚作為80的「多數成功的消費品發射」,它在幾歲月不僅最普遍的飲食軟飲料,而且國家的三大銷售的CSD之內在美國成為了。 In April 1985, Cokeannounced that it had changed the 99-year-old Coca-Cola formula.Explaining this radical break with tradition, Goizueta cited a sharpdepreciation in the value of the Coca-Cola trade mark. “The product and thebrand,” he said, “had a declining share in a shrinking segment of the market. ”Onthe day of Coke’s announcement, Pepsi declared a holiday for its employees, claimingthat the new Coke mimicked Pepsi in taste. The reformulation prompted an outcryfrom Coke’s most loyal customers, and bottlers joined the clamor. Three monthslater, the company brought back the original formula under the name Coca-ColaClassic, while retaining the new formula as its flagship brand under the nameNew Coke. Six months later, Coke announced that it would henceforthtreat Coca-Cola Classic (the original formula) as its flagship brand.在1985年4月,焦炭宣佈它改變了99年老可口可樂慣例。 解釋這個根本斷裂以傳統, Goizueta援引鋒利的貶值按可口可樂商標的價值。 「產品和品牌」,他說, 「有一個下降的份額在市場的收縮的段。 」在焦炭的公告的那天,百事可樂宣稱一個假日為它的雇員,聲稱新的焦炭在口味仿造了百事可樂。 再形成提示了一聲喊叫從焦炭的最忠誠的顧客,并且裝瓶者加入了喧鬧。 三個月以後,公司以可口可樂經典之作名義把原始的慣例帶回,當保留新的慣例作為它的旗艦商標以新的焦炭名義時。 六個月以後,焦炭宣佈它從此將對待可口可樂經典之作(原始的慣例)作為它的旗艦商標。

    2 Answers語言8 years ago
  • 爸媽離婚~爺爺過世~可喪假??

    我目前在監獄擔任約聘人員~~爸媽離婚了~

    我是跟媽媽~

    但爸爸ㄉ爸爸~爺爺過世了

    我將可以請喪假ㄇ(六天??薪資照給??)????

    3 Answers禮儀9 years ago
  • 我要去欣興pcb~蘆竹二廠~

    PCB有哪些部門?

    哪個課最硬,哪個又最閒呢???以前待過內層~不好玩!要忙進貨還要烤!

    電鍍也支援過~(有人可以在那打電動-.-)

    我大學畢業~

    目前起薪大約??日、夜?

    3 Answers其他:工作與就業10 years ago
  • 人民幣13000換台幣

    賣出 / 買進

    國泰世華商業銀行 4.8340 4.5860

    玉山銀行 4.764 4.552

    合作金庫銀行 4.7679 4.5229

    台新銀行 4.7607 4.5207

    台灣銀行 4.75200 4.52000

    第一商業銀行 4.75800 4.51800

    台灣土地銀行 4.74800 4.51800

    上海商業儲蓄銀行 4.7680 4.5080

    中國信託銀行 4.7490 4.4940

    降是去國泰最划算嗎?

    國泰要手續費嗎?多少錢的手續費?要水單嗎??

    我沒水單~~

    我也知台銀不用手續費和水單

    反正我只想知道現在去哪換最划算~~

    謝謝

    4 Answers個人理財10 years ago
  • 松山-小三通~廈門~在廈門買來回至成都的票

    我打算九月中後

    坐小三通(套票)到廈門

    在廈門待幾天後又要到成都

    我想知道怎樣最省錢(坐火車免了)

    廈門到成都的來回機票在當地買會比較好嗎?

    我降..

    松山→小三通到廈門(小三通來回票)→廈門→成都(廈門至成都來回票)

    .......回程一樣倒著走..

    大約多少錢呢~我知套票在6400左右~那廈門到成都來回呢?

    降比起來~我直航去台北到成都(來回)會比較便宜嗎???因為廈門只是去看朋友~可去可不去

    5 Answers中國1 decade ago
  • 辦護照和台胞證(花蓮)

    花蓮~哪裡有在辦台胞證和護照

    我知花蓮市中山路有可以辦護照的

    但有代辦台胞證嗎??還是只有旅行社有

    台胞證花蓮要去哪辦呢

    是辦完護照下來才能辦台胞證嗎??

    降我是先去外交部領事事務局辦護照~再去辦台胞證

    還是直接去旅行社辦兩種~

    哪樣比較划得來呀

    謝謝

    3 Answers中國1 decade ago
  • 大專生企業實習方案年終獎金問題...

    方案1-1大專生企業實習方案年終獎金

    我知是1.5個月

    我十月開始算起的話為22000*1.5/12*3=8250

    我想知道的是

    因為是一年的約

    那我約到期會領到其它的部分嗎?

    例如其餘9個月的年終還是什麼獎金???

    還是什麼都沒有.........

    如果什麼都沒有很多人領完年終就不幹了叭

    3 Answers法律與法務1 decade ago
  • 飯店櫃檯vsB&Q特力屋

    最近應徵了旅館櫃檯和特力屋

    旅館月休六天(輪早中夜)、特力屋月休8天(輪早晚班)

    時間都差不多八~九小時

    待遇旅館較差一點

    但感覺較輕鬆的樣子也較體面

    不知該如何選擇

    請問飯店櫃檯工作會很煩嗎?

    特力屋是營業員的部分會很操嗎?

    有人有實際經驗可說明嗎?

    因為我想邊工作邊考公職...

    (我想聽聽實際經驗)

    2 Answers其他:工作與就業1 decade ago