2012年甲公司给客户A的信用条件是"5/10，2/20，5/60"。2013年，甲公司根据市场销售情况及该客户的资信情况，决定将信用条件改为"6/10，3/20，n/30"。

如果甲公司与客户A签订了一份总额1000万元的合同，甲客户如果在10天内付款，则A客户所支付的货款与去年同种情况比将减少( )万元。

A:10 B:30 C:50 D:100

患者女，36岁，妊娠39周，G3P1。出现宫缩1d，持续约30s，每隔10min左右1次。产妇认为已临产，于是来院就诊。

该产妇的孕产史记录中的G3P1是指她原来有过

A:3次妊娠史 B:2次妊娠史 C:1次妊娠史 D:3次分娩史 E:2次分娩史 F:1次分娩史

某男性患者，21岁。3个月前的一次考试中突然发生原因不明的恐惧害怕，心慌，心率达每分钟100次以上，为时10分钟后即消失。以后又发作10余次，时间地点均无规律可循，亦无发作预兆。发作时头脑清楚，客观环境并无相应可怕的事物或情景。不发作时，生活、学习均正常。

根据CCMD-3，该疾病的病程标准为

A:一个月内至少1次惊恐发作 B:半年内至少3次惊恐发作 C:一个月内至少3次惊恐发作 D:半年内至少1次惊恐发作 E:一周内至少1次惊恐发作

某男性患者，22岁。因发热、伴淋巴结无痛进行性肿大2个月入院。既往无输血史。入院后确诊为非霍奇金淋巴瘤。给予化疗和放疗治疗后，病情明显好转。3个月后又复发、高热、伴消化道出血。淋巴结、肝、脾大。化验全血细胞减少，周围血见到幼稚淋巴细胞，骨穿确诊为淋巴瘤合并淋巴肉瘤白血病。立即给予化疗，因血小板10×10/L，连续输注血小板2次，出血症状未见改善，血小板数量不增，考虑患者血小板输注无效。

如果患者血容量约5升。患者输血前血小板10×10/L，输后1小时血小板20×10/L，20小时后血小板15×10/L。患者输入血小板总数是3×10。患者的血小板恢复率(R)是

A:输后1hR≈10%，输后20hR，≈5% B:输后1hR≈17%，输后20hR≈8% C:输后1hR≈20%，输后20hR≈10% D:输后1hR≈25%，输后20hR≈15% E:输后1hR≈30%，输后20hR≈20%

某女性患者，大学生，24岁，因"怕热、多汗、心悸、多尿、消瘦2个月"入院。血常规提示：RBC4．8×10／L，Hb145g／L，查体：体型消瘦，皮肤潮湿，双眼稍突，甲状腺2度肿大，心率110次／分，心尖部可闻及3／6级收缩期杂音，双手平举震颤(+)，胫前无水肿。

如果该患者使用甲巯咪唑10mg／d，2个月后复查FT、FT恢复正常，TSH仍低但较前稍好转，进一步治疗为

A:停用甲巯咪唑，改用I B:停用甲巯咪唑，择期行甲状腺切除手术 C:加用甲状腺激素治疗 D:永久停药 E:减小甲巯咪唑剂量，嘱患者1个月后复查FT、FT、TSH，进一步调整用药 F:暂停使用甲巯咪唑，改用丙硫氧嘧啶

Across the Deserts

　　The SaharaDesertis the largest desert in the world. It stretches across Africa fromSenegaltoEgypt. TheSaharaDesertis an unfriendly environment. During the day it"s very hot, and at night it’s sometimes very cold. It is also difficult to find water in theSahara.

　　In 2006, Kevin Lin, Ray Zahab, and Charlie Engle decided to do something very difficult. They made the decision to run across the Sahara Desert 4,300 miles (6,920km). It seemed impossible to do, but they wanted to try. The three men liked to test themselves, and this would be a very big test.

　　On the morning of November 2, Kevin, Ray, and Charlie started their trip across theSahara. Every morning they began running at 5:00. At11 a.m. they stopped and rested until 5 p.m. Then they ran again until 9:30 in the evening. Each day they ran about 40 miles (64 km). Every day it was the same thing. They got up and ran. They listened to music on their iPods, and they ran and ran.

　　Kevin, Ray, and Charlie needed to eat a lot of food during their trip. Most people need about 2,000 calories of food each day. Kevin, Ray, and Charlie needed between 6,000 and 9,000 calories every day. That"s a lot of food! They also needed to drink a lot of water.

　　The three men had some problems on their trip, and many times they wanted to quit and go home. It was often very hot (140°F/60°C) during the day, and the heat made them sick. Their legs and feet hurt. Sometimes it was very windy, and they couldn"t see. One time they got lost. But they didn"t quit. After 111 days, Kevin, Ray; and Charlie successfully finished their trip across theSaharaDesert. They hugged each other and put their hands in the water of theRed Sea. Then they ran to a hotel to take a long shower.

　　词汇：

　　Stretch / strɛtʃ / v. 延伸，伸展

　　Calorie / "kælərɪ / n. 卡(路里)，小卡，大卡

　　Quit / kwɪt / v. 停止，放

　　注释：

Each day the men ran for approximately eight hours.

A:Right B:Wrong C:mentioned

With a series of well-timed deals, private-equity firms are giving traditional mediamanagers cause to be envious, The Warner Music transaction, in which Edgar Bronfman junior and three private-equity firms paid Time Warner $ 2.6 billion for the unit in 2003, is already judged a financial triumph for the buyers. Their success is likely to draw still more private-equity into the industry. And the investments are likely to get bigger: individual privateequity funds are growing—a $10 billion fund is likely this year—so even the biggest media firms could come within range, especially ff private-equity investors club together,
Some private-equity firms have long put money in media assets, but mostly reliable, relatively obscure businesses with stable cash flows. Now, some of them are placing big strategic bets on the more volatile bits, such as music and movies. And they are currently far more confident than the media old guard that the advertising cycle is about to turn sharply upwards.
One reason why private-equity is making its presence felt in media is that it has a lot of money to invest. Other industries are feeling its weight too. But private-equity’s buying spree (狂购乱买) reveals a lot about the media business in particular. Media conglomerates (联合公司) lack the confidence to make big acquisitions, after the last wave of deals went wrong. Executives at Time Warner, for instance, which disastrously merged with AOL in 2000, wanted to buy MGM, a movie studio, but the board (it is said) were too nervous. Instead, private-equity firms combined with Sony, a consumer-electronics giant, to buy MGM late last year.
Private-equity’s interest also reflects the fact that revenue growth in media businesses such as broadcast TV and radio is now hard to come by. The average annual growth rate for 12 categories of established American media businesses in 1998-2003, excluding the internet, was just 3.4% , says Veronis Suhler Stevenson, an investment bank. Private-equity puts a higher value on low-growth, high cashflow assets than the public stockmarket, says Jonathan Nelson, founder of Providence Equity Partners, a media-focused private-equity firm. What private-equity men now bring to the media business, they like to think, is financial discipline plus an enthusiastic attitude towards new technology. Old-style media managers, claim the newcomers, are still in denial about how technology is transforming their industry.
Traditional media managers grudgingly agree that, so far, private-equity investors are doing very nicely indeed from their entertainment deals. The buyers of Warner Music have already got back most of their $ 2.6 billion from the farm by cutting costs, issuing debt and making special payouts to shareholders. This year, its investors are expected to launch an initial public offering, which could bring them hundreds of millions more.
The case of the executives at Time Warner was cited to show that

A:it was a big disaster for them to have merged with AOL in 2000. B:the board of Time Warner was not qualified to lead the company. C:MGM would give its buyer a sharper competitive edge. D:leading media companies were "once bitten, twice shy".

With a series of well-timed deals, private-equity firms are giving traditional media- managers cause to be envious. The Warner Music transaction, in which Edgar Bronfman junior and three private-equity firms paid Time Warner $ 2.6 billion for the unit in 2003, is already judged a financial triumph for the buyers. Their success is likely to draw still more private-equity into the industry. And the investments are likely to get bigger: individual private-equity funds are growing--a $10 billion fund is likely this year--so even the biggest media firms could come within range, especially if private-equity investors club together.
Some private-equity firms have long put money in media assets, but mostly reliable, relatively obscure businesses with stable cash flows. Now, some of them are placing big strategic bets on the more volatile bits, such as music and movies. And they are currently far more confident than the media old guard that the advertising cycle is about to turn sharply upwards.
One reason why private-equity is making its presence felt in media is that it has a lot of money to invest. Other industries are feeling its weight too. But private-equity’s buying spree (狂购乱买) reveals a lot about the media business in particular. Media conglomerates( 联合公司) lack the confidence to make big acquisitions, after the last wave of deals went wrong. Executives at Time Warner, for instance, which disastrously merged with AOL in 2000, wanted to buy MGM, a movie studio, but the board (it is said) were too nervous. Instead, private- equity firms combined with Sony, a consumer-electronics giant, to buy MGM late last year.
Private-equity’s interest also reflects the fact that revenue growth in media businesses such as broadcast TV and radio is now hard to come by. The average annual growth rate for 12 categories of established American media businesses in 1998-2003, excluding the internet, was just 3.4% , says Veronis Suhler Stevenson, an investment bank. Private-equity puts a higher value on low-growth, high cashflow assets than the public stockmarket, says Jonathan Nelson, founder of Providence Equity Partners, a media-focused private-equity firm.
What private-equity men now bring to the media business, they like to think, is financial discipline plus an enthusiastic attitude towards new technology. Old-style media managers, claim the newcomers, are still in denial about how technology is transforming their industry.
Traditional media managers grudgingly agree that, so far, private-equity investors are doing very nicely indeed from their entertainment deals. The buyers of Warner Music have already got back most of their $ 2.6 billion from the firm by cutting costs, issuing debt and making special payouts to shareholders. This year, its investors are expected to launch an initial public offering, which could bring them hundreds of millions more.
The case of the executives at Time Warner was cited to show that

A:it was a big disaster for them to have merged with AOL in 2000. B:the board of Time Warner was not qualified to lead the company. C:MGM would give its buyer a sharper competitive edge. D:leading media companies were "once bitten, twice shy".

Text 4

A:it was a big disaster for them to have merged with AOL in 2000. B:the board of Time Warner was not qualified to lead the company. C:MGM would give its buyer a sharper competitive edge. D:leading media companies were "once bitten, twice shy".