关于dot ELISA，下面哪项叙述是错误的

A:NC膜吸附微量抗原完全，灵敏度高 B:试剂用量较ELISA减少数倍 C:适合社区诊所或家庭使用 D:底物经酶催化后形成可溶的有色物使 NC着色 E:反应的亲和力高

The dot-com collapse may have been a disaster for Wall Street, but here in Silicon Valley, it was a blessing. It was the welcome end to an abnormal condition that very nearly destroyed the area in an overabundance of success. You see, the secret to the Valley’s astounding multiple-decade boom is failure. Failure is what fuels and renews this place. Failure is the foundation for innovation.
The valley’s business ecology depends on failure the same way the tree-covered hills around us depend on fire—it wipes out the old growth and creates space for new life. The valley has always been in danger of drowning in the unwelcome waste products of success—too many people, too expensive houses, too much traffic, too little office space and too much money chasing too few startups. Failure is the safety valve, the destructive renewing force that frees up people, ideas and capital and recombines them, creating new revolutions.
Consider how the Internet revolution came to be. After half a decade of start-up struggles, for example, hundreds of millions of Hollywood dollars were going up in smoke. It all seemed like a terrible waste, but no one noticed that the collapse left one very important byproduct, a community of laid-off C++ programmers who were now expert in multimedia design, and out on the street looking for the next big thing.
These media geeks were the pioneer of the dot-com revolution. They were the Web’s business pioneers, applying their newfound media sensibilities to create one little company after another. Most of these start-ups failed, but even in failure they advanced the new medium of cyberspace. A few geeks, like Silicon Graphics founder Jim Clark, succeeded and utterly changed our lives. In 1994 Clark was unemployed after leaving the company be founded, doggedly trying to develop a new interactive-TV concept. He approached Marc Andreessen, the co-developer of Mosaic, the first widely used Internet browser, in hope of persuading Andreessen to help him de-sign his new system. Instead, Andreessen opened Clark’s eyes to the Web’s potential. Clark promptly tossed his TV plans in the trash, and the two co-founded Netscape, the cornerstone of the consumer-Web revolution.
Like the interactive-TV refugees and generations of innovators before them, the dot-comers are already hatching new companies. Many are revisiting good ideas executed badly in the ’90s, while others are striking out into entirely new spaces. This happy chaos is certain to mature into a new order likely to upset an establishment, as it delivers life changing wonders to the rest of us. But this is just the start, for revolutions give birth to revolutions. So let’s hope for more of Silicon Valley’s successful failures.
The author writes of the experiences of Jim Clark to demonstrate

A:the hardships a web pioneer must go through. B:the trouble in which Clark was caught. C:the role failures positively play in revolutions. D:the cooperation among dot-comers.

Text 3
The dot-com collapse may have been a disaster for Wall Street, but here in Silicon Valley, it was a blessing. It was the welcome end to an abnormal condition that very nearly destroyed the area in an overabundance of success. You see, the secret to the Valley’s astounding multiple-decade boom is failure. Failure is what fuels and renews this place. Fail are is the foundation for innovation.
The valley’s business ecology depends on failure the same way the tree-covered hills around us depend on fire——it wipes out the old growth and creates space for new life. The valley has always been in danger of drowning in the unwelcome waste products of success—— too many people, too expensive houses, too much traffic, too little office space and too much money chasing too few startups. Failure is the safety valve, the destructive renewing force that frees up people, ideas and capital and recombines them, creating new revolutions.
Consider how the Internet revolution came to be. After half a decade of start-up struggles, for example, hundreds of millions of Hollywood dollars were going up in smoke. It all seemed like a terrible waste, but no one noticed that the collapse left one very important byproduct, a community of laid-off C-H- programmers who were now expert in multimedia design, and out on the street looking for the next big thing.
These media geeks were the pioneer of the dot-com revolution. They were the Web’s business pioneers, applying their newfound media sensibilities to create one little company after another. Most of these start-ups failed, but even in failure they advanced the new medium of cyberspace. A few geeks, like Silicon Graphics founder Jim Clark, succeeded and utterly changed our lives. In 1994 Clark was unemployed after leaving the company be founded, doggedly trying to develop a new interactive-TV concept. He approached Marc Andreessen, the co-developer of Mosaic, the first widely used Internet browser, in hope of persuading Andreessen to help him design his new system. Instead, Andreessen opened Clark’s eyes to the Web’s potential. Clark promptly tossed his TV plans in the trash, and the two co-founded Netscape, the cornerstone of the consumer Web revolution.
Like the interactive-TV refugees and generations of innovators before them, the dot comers are already hatching new companies. Many are revisiting good ideas executed badly in the ’ 90s, while others are striking out into entirely new spaces. This happy chaos is certain to mature into a new order likely to upset an establishment, as it delivers life-changing wonders to the rest of us. But this is just the start, for revolutions give birth to revolutions. So let’s hope for more of Silicon Valley’s successful failures.

A:its waste products of success. B:its abundance in constructive failures. C:its solid foundation for innovations. D:its laid-off dot-com programmers.

The dot-com collapse may have been a disaster for Wall Street, but here in Silicon Valley, it was a blessing. It was the welcome end to an abnormal condition that very nearly destroyed the area in an overabundance of success. You see, the secret to the Valley’s astounding multiple-decade boom is failure. Failure is what fuels and renews this place. Failure is the foundation for innovation.
The valley’s business ecology depends on failure the same way the tree-covered hills around us depend on fire—it wipes out the old growth and creates space for new life. The valley has always been in danger of drowning in the unwelcome waste products of success—too many people, too expensive houses, too much traffic, too little office space and too much money chasing too few startups. Failure is the safety valve, the destructive renewing force that frees up people, ideas and capital and recombines them, creating new revolutions.
Consider how the Internet revolution came to be. After half a decade of start-up struggles, for example, hundreds of millions of Hollywood dollars were going up in smoke. It all seemed like a terrible waste, but no one noticed that the collapse left one very important byproduct, a community of laid-off C++ programmers who were now expert in multimedia design, and out on the street looking for the next big thing.
These media geeks were the pioneer of the dot-com revolution. They were the Web’s business pioneers, applying their newfound media sensibilities to create one little company after another. Most of these start-ups failed, but even in failure they advanced the new medium of cyberspace. A few geeks, like Silicon Graphics founder Jim Clark, succeeded and utterly changed our lives. In 1994 Clark was unemployed after leaving the company be founded, doggedly trying to develop a new interactive-TV concept. He approached Marc Andreessen, the co-developer of Mosaic, the first widely used Internet browser, in hope of persuading Andreessen to help him de-sign his new system. Instead, Andreessen opened Clark’s eyes to the Web’s potential. Clark promptly tossed his TV plans in the trash, and the two co-founded Netscape, the cornerstone of the consumer-Web revolution.
Like the interactive-TV refugees and generations of innovators before them, the dot-comers are already hatching new companies. Many are revisiting good ideas executed badly in the ’90s, while others are striking out into entirely new spaces. This happy chaos is certain to mature into a new order likely to upset an establishment, as it delivers life changing wonders to the rest of us. But this is just the start, for revolutions give birth to revolutions. So let’s hope for more of Silicon Valley’s successful failures.
The most favorable business ecology in Silicon Valley is characterized by

A:its waste products of success. B:its abundance in constructive failures. C:its solid foundation for innovations. D:its laid-off dot-com programmers.

The dot-com collapse may have been a disaster for Wall Street, but here in Silicon Valley, it was a blessing. It was the welcome end to an abnormal condition that very nearly destroyed the area in an overabundance of success. You see, the secret to the Valley’s astounding multiple-decade boom is failure. Failure is what fuels and renews this place. Failure is the foundation for innovation.
The valley’s business ecology depends on failure the same way the tree-covered hills around us depend on fire--it wipes out the old growth and creates space for new life. The valley has always been in danger of drowning in the unwelcome waste products of success--too many people, too expensive houses, too much traffic, too little office space and too much money chasing too few startups. Failure is the safety valve, the destructive renewing force that frees up people, ideas and capital and recombines them, creating new revolutions.
Consider how the Internet revolution came to be. After half a decade of start-up struggles, for example, hundreds of millions of Hollywood dollars were going up in smoke. It all seemed like a terrible waste, but no one noticed that the collapse left one very important byproduct, a community of laid-off C++ programmers who were now expert in multimedia design, and out on the street looking for the next big thing.
These media geeks were the pioneer of the dot-com revolution. They were the Web’s business pioneers, applying their newfound media sensibilities to create one little company after another. Most of these start-ups failed, but even in failure they advanced the new medium of cyberspace. A few geeks, like Silicon Graphics founder Jim Clark, succeeded and utterly changed our lives. In 1994 Clark was unemployed after leaving the company be founded, doggedly trying to develop a new interactive-TV concept. He approached Marc Andreessen, the co-developer of Mosaic, the first widely used Internet browser, in hope of persuading Andreessen to help him de-sign his new system. Instead, Andreessen opened Clark’s eyes to the Web’s potential. Clark promptly tossed his TV plans in the trash, and the two co-founded Netscape, the cornerstone of the consumer-Web revolution.
Like the interactive-TV refugees and generations of innovators before them, the dot comers are already hatching new companies. Many are revisiting good ideas executed badly in the’ 90s, while others are striking out into entirely new spaces. This happy chaos is certain to mature into a new order likely to upset an establishment, as it delivers life-changing wonders to the rest of us. But this is just the start, for revolutions give birth to revolutions. So let’s hope for more of Silicon Valley’s successful failures.
The most favorable business ecology in Silicon Valley is characterized by

A:its waste products of success. B:its abundance in constructive failures. C:its solid foundation for innovations. D:its laid-off dot-com programmers.

Passage Five
It used to take Redwood City, California police hours to locate gunfire. Now, they have a new tool that helps them find the gunfire quickly. This new tool is called the ShotSpotter. The police began using the ShotSpotter in 1995. They wanted to cut down on gunfire in their city.
One ShotSpotter covers a square mile. Eight microphones are put on the roofs of buildings. These microphones pick up gunfire noise. It only takes seven seconds to report the gunfire to the police. Then a red dot on the police map shows where the action is.
The ShotSpotter really works well. It locates the gunfire within 20 to 40 feet plus or minus. Redwood City police are very happy with the ShotSpotter. They think it might have helped catch the D.C. sniper.
ShotSpotters cost a lot of money. One of them sells for $200,000. Despite the cost, ShotSpotters can be a big help in fighting crime.

A:the address of the criminal B:Redwood City C:the capital of California D:the location of the gunfire

It used to take Redwood City, California police hours to locate gunfire. Now, they have a new tool that helps them find the gunfire quickly. This new tool is called the ShotSpotter. The police began using the ShotSpotter in 1995. They wanted to cut down on gunfire in their city.
One ShotSpotter covers a square mile. Eight microphones are put on the roofs of buildings. These microphones pick up gunfire noise. It only takes seven seconds to report the gunfire to the police. Then a red dot on the police map shows where the action is.
The ShotSpotter really works well. It locates the gunfire within 20 to 40 feet plus or minus. Redwood City police are very happy with the ShotSpotter. They think it might have helped catch the D.C. sniper.
ShotSpotters cost a lot of money. One of them sells for $200,000. Despite the cost, ShotSpotters can be a big help in fighting crime.
The red dot on the police map shows ______ .

A:the address of the criminal B:Redwood City C:the capital of California D:the location of the gunfire

It used to take Redwood City, California police hours to locate gunfire. Now, they have a new tool that helps them find the gunfire quickly. This new tool is called the ShotSpotter. The police began using the ShotSpotter in 1995. They wanted to cut down on gunfire in their city.
One ShotSpotter covers a square mile. Eight microphones are put on the roofs of buildings. These microphones pick up gunfire noise. It only takes seven seconds to report the gunfire to the police. Then a red dot on the police map shows where the action is.
The ShotSpotter really works well. It locates the gunfire within 20 to 40 feet plus or minus. Redwood City police are very happy with the ShotSpotter. They think it might have helped catch the D.C. sniper.
ShotSpotters cost a lot of money. One of them sells for $200,000. Despite the cost, ShotSpotters can be a big help in fighting crime.

A:the address of the criminal B:Redwood City C:the capital of California D:the location of the gunfire

The red dot on the police map shows ______.

A:the address of the criminal B:Redwood City C:the capital of California D:the location of the gunfire

The first generation of dot-corns burned through cash rapidly because they had to spend a lot of money building and running their businesses—marketing and advertising to get the word out, not to mention software, consultants, and programmers to run online systems and" analyze theresults. Thanks to Web 2.0, many of these costs have plummeted. Many of the basics are nowessentially free, which means a business built on the infrastructure laid down by the first two generations of Web companies can gain scale on a shoestring budget, all while giving away its products and services for free. Call it Web 2.5.
The first generation dot-coms spent a huge sum of money

A:marketing and advertising their products. B:training their employees. C:hiring consults and programmers. D:analyzing the data transmitted onto the we