SELECTED ECOSYSTEM MARKETS AND THEIR POTENTIAL FOR GROWTH

Tìm thấy 10,000 tài liệu liên quan tới từ khóa "SELECTED ECOSYSTEM MARKETS AND THEIR POTENTIAL FOR GROWTH":

Isolation and assessment of antibiotic response pattern of heat resistant Staphylococcus aureus from milk

Isolation and assessment of antibiotic response pattern of heat resistant Staphylococcus aureus from milk

Staphylococcus aureus, is ranked as the third most important cause of food borne illnesses in the world. This organism is considered as a pathogen of great concern due to various factors like high frequency of acquisition of antibiotic resistance, ability to cause a diverse array of life threatening infections and capacity to adapt to different environmental conditions. In the current study Staphylococcus aureus cultures were isolated from milk heat treated at processes severer than pasteurization (720C for either two or three minutes) and were evaluated for their response pattern towards ten antibiotics. Five typical colonies were selected from Baird-Parker agar and confirmed as S. aureus through biochemical and molecular level tests.
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AN OVERVIEW OF NOUN CLAUSES

AN OVERVIEW OF NOUN CLAUSES

An overview of noun clausesA complex sentence consists of one independent clause and one or more dependent clauses.Note that an independent clause can stand by itself and make complete sense. A dependent clause, on the otherhand, cannot stand alone. It has to be attached to an independent clause.There are three kinds of subordinate clauses: noun clause, adjective clause and adverb clause.The noun clauseThe noun clause serves the same function as a noun. It can be the subject or the object of the verb. It can alsoact as the subject complement.Study the examples given below.That he will be selected for the job is certain.Here the noun clause ‘that he will be selected for the job’ acts as the subject of the verb ‘is’.He says that he may be selected.Here the noun clause ‘that he may be selected’ acts as the object of the verb ‘says’.The rumor is that their engagement has been called off.Here the noun clause ‘that their engagement has been called off’ acts as the complement of the subject ‘therumor’.The news that he had been arrested distressed his followers.Here the noun clause ‘that he had been arrested’ is in apposition to the noun ‘news’.A noun clause can also act as the object of a preposition.I am really impressed with what you have done.Here the noun clause ‘what you have done’ is the object of the preposition ‘with’.Stay on top of your writing! Download our grammar guide from www.englishgrammar.org to stay up-to-date.Powered by TCPDF (www.tcpdf.org)
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Applying mobile agents technology to intrusion detection and response

APPLYING MOBILE AGENTS TECHNOLOGY TO INTRUSION DETECTION AND RESPONSE

... Autonomous Agents For Intrusion Detection. 2 AAFID was the first architecture of using autonomous agents for intrusion detection The system is based on independent entities called autonomous agents. .. order to limit the possibilities of interaction between the agents themselves and a potential offensive piece of code It is obvious that applying mobile agent technology into intrusion detection. .. predictive rules for intrusion detection from system logs The agents themselves communicate directly only 27 to their related data gathering agents and mediators This will allow agents to fuse related
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DEVELOPMENT OF EXTENSION SERVICE UTILISATION INDEX

DEVELOPMENT OF EXTENSION SERVICE UTILISATION INDEX

was those provided by DAATTC were listeddifferent aspects under each of the serviceswere formulated. This was given to thoseworking in various extension units acomprising of twenty judges. They wererequested to rate each aspect on a three pointcontinuum according to their relevanceranging from ‘highly relevant’ (3), ‘relevant’(2) and ‘not relevant’ (1) with the respectivescores accorded. Frequency of respondentsagainst each aspect were multiplied withrespective scores, the total scores for eachaspect were worked out and the medium valueof each aspect was arrived at by dividing totalscore with number of respondents. Themedium value for each aspect was rounded offto the nearest integer. These values have beentaken as weights for different aspects. Thoseaspects whose medium values were finally oneand less than one were deleted. The aspectsunder each of the services whose values weremore than one were finally selected andenclosed in Table 1.Those aspects under each of the servicesincluded various items like informationcoverage, timeliness, suitability, accessibilityand perception towards past performance. Therespondents were asked to initial respond toeach of these aspects with relevant scores oftwo or one accorded. Then they were asked to
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Conceptualizing the foundations of a regional ecommerce strategy: Open networks or closed regimes? The case of CARICOM

CONCEPTUALIZING THE FOUNDATIONS OF A REGIONAL ECOMMERCE STRATEGY: OPEN NETWORKS OR CLOSED REGIMES? THE CASE OF CARICOM

Although there has been much to boast about in advanced countries regarding ecommerce as a viable business strategy, many doubt its application to developing countries. Several papers examine individual case studies from advanced developing countries but few have presented a systemic focus on the ecosystem of an ecommerce sector, and even fewer on small island developing states (SIDS) such as the Caribbean, and those often lack a comprehensive awareness of the sector, andor are dated. The central aim of this conceptual paper therefore is to address this lacuna by discussing the importance of understanding the broader political, social, cognitive, and economic issues and their implications and applications inherent in the development of an ecommerce sector. From this, the main objective will be to conceptualize an ecommerce strategy for their development. To realize this main aim, the article leverages a historical comparative perspective that critically examines causal analysis, experiences, and iterative processes gleaned over time from a structured analytical comparison of several national and regional case studies to conceptualize the factors and conditions under which ecommerce may contribute to, and can be adopted for development. As its main objective, the paper then presents a policy framework of recommendations guided by mutually
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ACCOUNTING INFORMATION SYSTEMS BASIC CONCEPTS AND CURRENT ISSUES 3RD EDITION HURT TEST BANK

ACCOUNTING INFORMATION SYSTEMS BASIC CONCEPTS AND CURRENT ISSUES 3RD EDITION HURT TEST BANK

65. Management wants to retain the ability to produce separate financial statements for each company,as well as a combined set of financial statements for the two companies together. Use the principlesof hierarchical coding to assign new account numbers to the ten accounts listed above in a way thatwill achieve management’s objectives. Explain how the account numbers illustrate the principles ofhierarchical coding and how they help achieve management’s objectives.WDN Corporation recently purchased JZN Corporation; the two companies are now trying to merge theirseparate charts of accounts into a single chart of accounts. Selected block-coded accounts from the twoseparate accounting information systems appear below:02 Key1.The process of identifying, measuring and communicating economic information to permit informedjudgments and decisions by users of the information is called:A. AccountingB. BookkeepingC. Making journal entriesD. Preparing financial statementsBLOOM: KnowledgeDifficulty: EasyHurt - Chapter 02 #1LO 12.Which of the following phrases most closely relates to bookkeeping?A. Identifying and measuring economic informationB. Communicating economic informationC. Permitting informed judgments by users
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Evaluation of zinnia (Zinnia elegans L.) genotypes under West Garo Hills district, Meghalaya, India

Evaluation of zinnia (Zinnia elegans L.) genotypes under West Garo Hills district, Meghalaya, India

Evaluation of Zinnia (Zinnia elegans L.) genotypes under West Garo Hills District, Meghalaya was carried out at the experimental farm Department of Horticulture, NEHU, Chandmari, Tura Campus, during 2016-2017 to identify the suitable variety for successful cultivation and flower production under prevailing agro-climatic conditions. Eleven varieties namely, Zinnia Royal Purple, Zinnia Double Mixed, Zinnia Illuminated Deep Rose, Zinnia Dreamland Takii, F1 Tall Zinnia Red, Zinnia Orange King, Zinnia Double Orange, F1Elegans Zinnia Pink, Zinnia Dahlia Flowered, Zinnia Polar Bear White and Zinnia Cherry Queen were selected for their evaluation.
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Socio-economic impact of retail super markets on peri-urban vegetable growers

Socio-economic impact of retail super markets on peri-urban vegetable growers

The present study was aimed at assessing the socio-economic impact of organized retail farmers. A sample size of 100 retail farmers and 100 non-retail farmers was selected. A binary logit model was used to analyze the impact of organized retail marketing. The results revealed that in comparison to non-retail farmers, retail farmers were more likely to bring changes in increased cropping intensity, leased in land for cultivation, improved education of their children, repay their old loans and increase savings.The study also observed that organised retail marketing is more effective compared to traditional one.
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ENGLISH 1.3 ĐH THƯƠNG MẠI

ENGLISH 1.3 ĐH THƯƠNG MẠI

How can you get money for your company operations Well, started operations means that you must have the capital to do it. This is a basic requirement for you to realize your intentions. In recent years, the number of business loans increased compared to the previous period. Aentevery important reason, which is more economic openness among countries in the region and around the world have created favorable conditions for newly established companies engaged in economic networks commerce. But perhaps anyone also find that raising capital to fund business operations is always problematic. Many people abandon their dreams also enriched by it. Currently, to get funding for your business can be managed in ways different. Basic way they can mobilize personal property, relatives, acquaintances. But according to current trends, the majority of loans from banks or insurance companies, or possibly via the Internet to attract investment ... Every individual can find a suitable method for their loans to start the business and to use that money for maximum efficiency with the highest profits, you can succeed. This discussion of our group will give more details of a loan for those who started to build a career, help people have a clearer view of the matter. Here are 6 ways to get startup money to launch your new business. . The first part is Personal Savings Personal Savings A lot of people dream about owning their own business. Ive seen potential businesses close their doors even before theyve opened. Why? One of the problems is their failure to secure any type of business financing. Personal savings are probably the number one financing source that most businesses take when starting a new business. These are the most important sources of finance for a startup. Getting money for starting a business is one of the thorniest parts of starting a business. The first key is to save money so that you can put your own personal savings into the business. Nobody is going to want to invest in your business if you do not invest in your business yourself. Lenders cannot help poor people. But they can certainly help rich people that dont have any money yet. It is difficult enough to get a loan with a business startup and next to impossible if you dont invest in your own business. Lenders want a track record and you may have none. Live frugally and save money so you can show potential lenders that you are committed to your business
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ENTREPRENEURSHIP CORPORATE ENTREPRENEURSHIP AND VENTURING

ENTREPRENEURSHIP CORPORATE ENTREPRENEURSHIP AND VENTURING

which of the on-going initiatives should become past of the core business.Senior inaiiageineiit plays an iinpostaiit role in creating anenvironment suppoi-ting entrepreneurial initiatives. However, there appearsto be a difference between objective measures of suppost and the supposttliat is perceived by potential iiitrapreneurs (Homsby, ICuratko and Zahra,2002; Mair, this volume). Mair shows that within a single firm, with asimilar culture and administrative systems, there are large differences in thesupport perceived by various managers. Although social cognitive theory hasbeen used to explain this state of affairs, recent theoretical developmentsindicate that explanations for differences in the extent to which people act aseiitrepreiieurs go beyond the iiotioii of persoiial traits (Shook, Priein andMcGee, 2003). In a iiumber of studies (Shook et al., 2003; Boyd andVozikis, 1994; Mair, this volume) the self-efficacy beliefs of potentialentrepreneurs represent a good predictor of actual entrepreneurial behavior.Mair examines the plieiiomeiion that witliiii the same organizatioiial context,some managers act as entrepreneurs and others do not. On the basis of dataon 149 managers in a large European financial services company shedemolistrates tliat tlie managers' perceived capability to perfosm specifictasks or in other words their self-efficacy beliefs, explains a substantial pastof the differences in actual entrepreneurial behavior. The perceptions ofsupport played an importaiit role in the developmeiit of self-efficacy beliefs.Tlie coiicepts of perceived support and self-efficacy are of interestbecause they provide a connection between the micro and macroperspectives on entrepreneurial initiatives. The macro perspective focuses onthe firm as the orgaiiizatioiial context. Tlie orgaiiizatioiial form and cultuseare central to understanding the entrepreneurial initiatives in those firms. Themicro view takes the individual as the primary unit of analysis and tries toexplain eiitrepreneurial behavior within orgaiiizatioiis on the basis ofpersonal traits. Although the origjlial personal traits approach was notsuccessful in explaining variations in entrepreneurial initiatives (Gai-tner,
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TOWARD BETTER INFRASTRUCTURE

TOWARD BETTER INFRASTRUCTURE

This report was produced at the request of the Government of Ghana (GOG) under the leadership of the Project Finance and Analysis (PFA) Unit of the Public Investment Department (PID) of the Ministry of Finance and Economic Planning (MOFEP) and with support from the World Bank and Public Private Infrastructure Advisory Facility (PPIAF). The laĴ er is a multidonor technical assistance facility aimed at helping developing countries improve the quality of their infrastructure through private sector involvement. The authoring team of Riham Shendy, Zachary Kaplan, and Peter Mousley would like to thank the MOFEP and the PFA Unit for their collaboration and guidance on this study. We would also off er our deep thanks to the Federal Government of Nigeria (FGN), specifi cally the Infrastructure Concession Regulatory Commission (ICRC), and the governments of Kenya, Senegal, Côte d’ Ivoire, and Cameroon. Input for this report for the Francophone countries was made possible by the background report completed by Axelcium Consultants and for the Anglophone countries from Benjamin Darche and Thomas Cochran. We extend our thanks to our colleagues at PPIAF who provided the resources for this study. World Bank staff who have also provided guidance and feedback include Clemente Del Valle, Sophie Sirtaine, Jordan Schwarĵ , Subrahmanya Pulle Srinivas, Sri Kumar Tadimalla, Clive Harris, Jeff ery Demon, Iain Menzies, and Dante Reyes. Vivien Foster and Cecelia M. BriceñoGarmendia were instrumental for their work on the Africa Infrastructure Country Diagnostics (AICD) Report and for providing generous advice on the infrastructure data. We also thank private sector entities for their input at various stages of drafting this report: Ecobank in Ghana, Stanbic Bank in Nigeria, and Macquarie Group in South Africa, the laĴ er during the PPP forum in the 2010 Spring Meeting. Additional thanks to Robert Holzman for his valuable input on the potential role of pensions in infrastructure fi nancing and to Varsha Marathe and Tatiana Nenova for their guidance, respectively, on the India and Bangladeshi fi nancial intermediary loan arrangements for PPP fi nancing
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THE PORTABLE MBA IN STRATEGY

THE PORTABLE MBA IN STRATEGY

Strategic Management: Todays Most Important Business Challenge Liam Fahey Babson College and Cranfield School of Management Strategic management is the name given to the most important, difficult, and encompassing challenge that confronts any private or public organization: how to lay the foundation for tomorrows success while competing to win in todays marketplace. Winning today is never enough; unless the seeds of tomorrows success are planted and cultivated, the organization will not have a future. This challenge is difficult because, as we shall see throughout this book, the choices involved in exploiting the present and building for the future confront managers with complex tradeoffs. Managers must resolve conflicting demands from stakeholders; perennial tensions among different groups and levels within the organization must be fairly addressed. It is encompassing because it embraces all the decisions that any organization makes. The conflict between the demands of the present and the requirements of the future lies at the heart of strategic management for at least three reasons: 1. The environment in which tomorrows success will be earned is likely to be quite different from the environment that confronts the organization today. Products change as competitors introduce new variations, sometimes radically shifting the nature of the offering made to customers. New models of laptop computers that are smaller, lighter, and more powerful have changed many customers perceptions of what constitutes a The author would like to especially thank Robert M. Randall for his many comments on this chapter, and H. Kurt Christensen, Jeffrey Ellis, Samuel Felton, V. K. Narayanan, G. Richard Patten, and Daniel Simpson for their comments on an earlier draft of this chapter. page_3 Page 4 personal computer. New competitors enter longestablished markets with new concepts of how to serve and satisfy customers. For example, Saturn, at the low end of the automobile market, and Lexus, at the high end, have dramatically altered the dynamics of competition within their product categories. 1 Increasingly, the emergence of substitute products causes highly disruptive industry change. Customers tastes sometimes change in unexpected ways. Technological developments often alter not only the function of products but every facet of how business is conducted: procurement, logistics, manufacturing, marketing, sales, and service. Political, regulatory, social, and economic change often give rise, directly or indirectly, to shifts in industry or competitive conditions.2 To succeed in the new environment of tomorrow, the organization itself must undergo significant and sometimes radical change. Organizations as large, as diverse, and as historically successful as IBM, General Motors, Sears, Honda, Sony, Philips, and Rolls Royce have learned this painful lesson in the late 1980s and early 1990s. Old ways of thinking have had to be challenged and reconceived: longheld assumptions and beliefs ultimately have become incongruent with the changed environment. New operating processes or ways of doing things must be learned. Organizational structures, systems, and decision processes inherited from outmoded eras need to be redesigned. Adapting to (and, in many cases, driving) change in and around the marketplace during a time of significant internal change places an extremely heavy burden on the leaders of any organization. Yet, that is precisely the dual task that confronts strategic managers. They must: Exploit the present while sowing the seeds for a new and very different future and, simultaneously, Build bridges between change in the environment and change within their organizations.3 Change is the central concern and focus of strategic management: change in the environment, change inside the organization, and change in how the organization links strategy and the organization. Change means that organizations can never become satisfied with their accomplishments. Unless an organization changes its products over time, it falls behind competitors. Unless the organization changes its own understanding of the environment, it cannot keep abreast of, much less get ahead of, changes in customers, the industry, technology, and governmental policies. The importance and pervasiveness of change is evident in the strategic management principles noted in Table 11. From environmental change springs opportunities. Without change or the potential to affect change, organizations would neither confront nor be able to create opportunities.4 Without a managed flow of new opportunities, organizations cannot grow and prosper; they are destined to decline and die. Unfortunately, change is also the source of threats to the organizations current and page_4 Page 5 Table 11 Some strategic management (SM) principles. Strategic Management Involves the management of marketplace strategy, of the organization, and of the relationship between them. Has as a core assignment; management of the interface between the organization and its environment. Involves anticipating, adapting to, and creating change both in the environment and within the organization. Is driven by the relentless pursuit of opportunities. Recognizes that opportunities may arise in the external environment or they may be generated within the organization; in either case, they are realized in the marketplace. Necessitates risk taking; the organization commits to pursuing opportunities before they have fully materialized (in the environment). Is as much about inventing or creating the organizations competitive future as it is about adapting to some understanding of that future. Sees the marketplace purpose of an organization as residing outside its (legal) boundaries; it must find, serve, and satisfy customers as a prelude to other returns such as profits. Is the task of the whole organization; it cannot be delegated to any group within the organization. Necessitates the integration of the longdistance and shortdistance horizons; the future influences current decisions; current decisions are intended to lead toward some future state or goal. potential strategies. Thus, organizations must commit themselves to grappling with changeunderstanding it and transforming it into opportunity. Leveraging andor shaping change in the environment is, as we shall see in the next section, central to designing and executing strategy. Although organizations cannot control their environment, 5 they are not helpless in the face of persistent and sometimes unpredictable environmental change. By practicing strategic management, managers can lead more effectively. They can effect change in their strategies: they can introduce new products, enhance their existing products, withdraw from particular markets, compete more smartly against their competitors, and offer better value to customers. Managers can also reconfigure their organization: They can get more output out of existing resources, hone existing capabilities or competencies and develop new ones, and energize the organization through their leadership. As we shall see throughout this chapter, managing more effectively and reconfiguring organizations go handinhand. To cope with change successfully, strategic management must address three interrelated tasks (see Figure 11): 1. Managing strategy in the marketplace: designing, executing, and refining strategies that win in a changing marketplace.
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2D optical trapping potential for the confinement of heteronuclear molecules 1

2D OPTICAL TRAPPING POTENTIAL FOR THE CONFINEMENT OF HETERONUCLEAR MOLECULES 1

... ease of modifying the potential landscape In fact, the optical potential is formed by the interaction between a laser and the cold gas, and the potential can be tuned by adjusting the shape of the. .. and the optical trap [Ashkin et al., 19 86] The optical trap is normally used at the later stage of the experiment due to its ability to trap the atoms regardless of their magnetic state and the. .. uniform potential along the other two as our trap geometry While the periodic lattice is a relatively well-known setup, the creation of a uniform potential is a lot more involved To form a uniform

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INTERNATIONAL BUSINESS 7E CZINKOTA MOFFETT CH17

INTERNATIONAL BUSINESS 7E CZINKOTA MOFFETT CH17

Risks are higher for internationalinvestments than domestic investments.The risk arises from the differentcountries, their laws, regulations,potential for interference with the normaloperations of the investment project, andcurrencies.Foreign governments have the ability topass new laws, increasing risk for a parentcompany.Another risk issue is that the viewpoint orperspective of the parent and the projectmay no longer be the same.13International Cash FlowManagementCash management is the financing of shortterm or current assets.Operating cash flows arise from theeveryday business activities of the firmsuch as paying for materials or resources orreceiving payments for items sold.Financing cash flows arise from the fundingactivities of the firm. The servicing ofexisting funding resources, interest onexisting debt, and dividend payments toshareholders constitute frequent cashflows.
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The Economic Growth of Korea after 1990: Identifying Contributing Factors from Demand and Supply Sides

THE ECONOMIC GROWTH OF KOREA AFTER 1990: IDENTIFYING CONTRIBUTING FACTORS FROM DEMAND AND SUPPLY SIDES

This study is purposed to identify major factors that explains the growth path of the Korean economy in the past decades and evaluate their relative contributions. To that end, we present four economic models: Two of them contrast the recent changes in the determination of foreign exchange rate as well as the monetary policy rule Korean economy underwent right after the East Asian Currency Crisis in 1998, while the others are Blanchard and Quah (1989)’s original 2variable model and its 3variable extension. Converted properly into the corresponding SVAR systems with longrun restrictions, their estimation results confirm that the decreased rate of economic growth of Korea since 2000 seems attributable to the decrease in Korea’s potential growth rate.
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Institutional Investment in Infrastructure in Developing Countries

INSTITUTIONAL INVESTMENT IN INFRASTRUCTURE IN DEVELOPING COUNTRIES

The link between infrastructure and economic growth is widely acknowledged—as is the infrastructure gap, which can act as a break on growth in emerging markets and developing economies (EMDEs). Since the global economic and financial crisis, the challenges of raising financing for infrastructure projects in EMDEs are also well known. The challenges come from stretched government finances and restrictions on global bank lending. Hence much attention has been focused on the potential for institutional investors as a growing potential source of financing. This paper argues that infrastructure projects can potentially deliver longterm returns, but
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REVAMPING INCENTIVES: TRADE POLICIES

REVAMPING INCENTIVES: TRADE POLICIES

Government policies affect relative prices in the economy and thereby transmit profit incentives to private investors. Economywide policies convey incentives to investors that affect whether to invest based on perceptions of risk, and in Zimbabwe, economywide incentives have tended to discourage overall investment to the detriment of export growth and diversification (see chapter 1). Trade and industrial policies transmit price incentives to invest in favored economic activities, even though they come at the expense of other activities, because consumers, other producers, or taxpayers have to pay for the cost of protection or subsidies. In Zimbabwe, trade policy such as tariffs and other border barriers appear to be motivated by a concern to protect local industry, encourage infant industries, stimulate exporting and regional integration, and favor economic activities that have broad social impacts or have the potential to become competitive.1
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VOCABULARY 6 MONEY AND SHOPPING – PRACTICE TEST NO 2

VOCABULARY 6 MONEY AND SHOPPING – PRACTICE TEST NO 2

10. Read this to find description of goods. ______________Exercise 14. Use the word given in brackets to complete the passage.SupermarketsNowadays, a great (1. vary) ______________of different food is available from large supermarkets.There are rarely any (2. short) ______________of fresh food, and there is far less (3. likely)______________of our having to rely on (4. freeze) ______________products. Does this mean thatsupermarkets have become the most (5. success) ______________shops of all time? Certainly they seem tohave made some kinds of food less (6. expense) ______________and most people enjoy shopping in them.There has been a (7. reduce) ______________in the number of (8.complain) ______________made againstsupermarkets in recent years. The assistants are no longer (9. polite) ______________, but smile and try tobe helpful. Above all, supermarkets have shown a (10. wiling) ______________to listen to their customers,and to adapt to customer’s needs.Exercise 15. Choose the best answer to complete the following passage.Street marketsMost people enjoy looking for (1.)______in street markets. It can be very enjoyable walking aroundthe (2.) ______, among the crowds of (3.) ______, and trying to spend as (4.) ______as possible. Of courseit depends (5.) ______the market. In fruit and (6.) ______markets, there is usually a wide variety of (7.)______produce, but it may not be cheap. There may be goods at (8.) ______prices at the end of the day,however. Clothes markets can be a problem, as it is difficult to (9.) ______on new clothes in the open (10.)______! My favorite are antique markets, where although there is not much (11.) ______of finding valuableobjects which are also cheap, you can enjoy yourself looking at all the things for (12.) ______. Whateverkind of market you look (13.) ______, and whether you buy things or not, you usually (14.) ______upfeeling completely worn (15.) ______. Still, it is an interesting way of shopping.1. A. cheapB. saleC. inexpensiveD. bargains2. A. tablesB. stallsC. boxes
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Microeconomics 10th ed MICHAEL PARKIN pearson education

Microeconomics 10th ed MICHAEL PARKIN pearson education

CHAPTER 1 What Is Economics? 1 CHAPTER 2 The Economic Problem 29 PART TWO HOW MARKETS WORK 55 CHAPTER 3 Demand and Supply 55 CHAPTER 4 Elasticity 83 CHAPTER 5 Efficiency and Equity 105 CHAPTER 6 Government Actions in Markets 127 CHAPTER 7 Global Markets in Action 151 PART THREE HOUSEHOLDS’ CHOICES 179 CHAPTER 8 Utility and Demand 179 CHAPTER 9 Possibilities, Preferences, and Choices 203 PART FOUR FIRMS AND MARKETS 227 CHAPTER 10 Organizing Production 227 CHAPTER 11 Output and Costs 251 CHAPTER 12 Perfect Competition 273 CHAPTER 13 Monopoly 299 CHAPTER 14 Monopolistic Competition 323 CHAPTER 15 Oligopoly 341 PART FIVE MARKET FAILURE AND GOVERNMENT 371 CHAPTER 16 Public Choices and Public Goods 371 CHAPTER 17 Economics of the Environment 393 PART SIX FACTOR MARKETS, INEQUALITY, AND UNCERTAINTY 417 CHAPTER 18 Markets for Factors of Production 417 CHAPTER 19 Economic Inequality 441 CHAPTER 20 Uncertainty and Information 465
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