单选题To get drugs from the pharmacy, you need a(n)______ .AinscriptionBrecipeCprescriptionDremedy
单选题
To get drugs from the pharmacy, you need a(n)______ .
A
inscription
B
recipe
C
prescription
D
remedy
参考解析
解析：
相关考题：
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We're bringing health care to"where people live and work."So declared Larry Merlo,CEO of CVS Health,an American retail-pharmacy giant,announcing a$69 billion deal to buy Aetna,a heatth insurer.One rationale for the deal-assuming the regulators wave it through-is for the merged firm to develop personalised health care that people can easily get access to.There is another,more defensive,impetus behind the deal-the prospect of Amazon going into prescription medicine.The American pharmaceutical market is an alluring one for the online giant.It is large,worth$450 billion in 2016.And it is widely regarded as inefficient,leaving customers without good information about products they are buying.Compared with books,toys and other bulky items,the drugs market would appear to be a nirvana for Amazon.Prescription medicines weigh almost nothing,take up little space and can cost hundreds or thousands of dollars per pill.But three barriers block the road to this idyll.First,the sale and distribution of drugs is heavily regulated.Amazon would not be able to dump prescription drugs into the same fulfilment channels as its other products.It must acquire pharmaceutical licences for any state where it wishes to operate.Amazon would also need approval from the Food and Drug Administration at a federal level.Operating in a controlled industry would be a departure for a free-wheeling tech firm.Second,most drugs are paid for by insurers,not by consumers.The pharmacy-benefits managers（PBMs）,a sort of middlemen that buy drugs for insurers and companies,perform the complex task of matching purchases with patients'insurers,so that drugs are paid for.That is a source of the sort of opacity that Amazon would seek to remove.But the rcommerce firm would still need to handle issues of payment in the background,without keeping asking consumers for insurance details.Third,although drugs do come in small packages,their shipping and handling often require special attention.Many drugs must be kept cold throughout the supply chain.Others are dangerous,and must be kept in locked cages.Yet these drugs are often also the most expensive.If Amazon cherry-picks drugs that fit well into its existing network,it will miss out on a large slice of the market.Customers could find it confusing to be able to get some prescriptions through Amazon's store but not others.Amazon could find itself a partner,however.In July the boss of Express Scripts,a PBM,said it could use Amazon as an"efficient provider in networks".Or Amazon could buy what it needs.It might buy Rite Aid,a big pharmacy chain,giving it licences,a"cold-chain"infrastructure and Rite Aid's small PBM in one swoop.A prospect like that goes a long way to explaining the marriage of CVS and Aetna.What is a PBM responsible for?A.It maiches drug purchases with patients.B.It seeks to remove the opacity about drugs.C.It explains the insurance details to consumers.D.It handles the issues concerning drugs payment
We're bringing health care to"where people live and work."So declared Larry Merlo,CEO of CVS Health,an American retail-pharmacy giant,announcing a$69 billion deal to buy Aetna,a heatth insurer.One rationale for the deal-assuming the regulators wave it through-is for the merged firm to develop personalised health care that people can easily get access to.There is another,more defensive,impetus behind the deal-the prospect of Amazon going into prescription medicine.The American pharmaceutical market is an alluring one for the online giant.It is large,worth$450 billion in 2016.And it is widely regarded as inefficient,leaving customers without good information about products they are buying.Compared with books,toys and other bulky items,the drugs market would appear to be a nirvana for Amazon.Prescription medicines weigh almost nothing,take up little space and can cost hundreds or thousands of dollars per pill.But three barriers block the road to this idyll.First,the sale and distribution of drugs is heavily regulated.Amazon would not be able to dump prescription drugs into the same fulfilment channels as its other products.It must acquire pharmaceutical licences for any state where it wishes to operate.Amazon would also need approval from the Food and Drug Administration at a federal level.Operating in a controlled industry would be a departure for a free-wheeling tech firm.Second,most drugs are paid for by insurers,not by consumers.The pharmacy-benefits managers（PBMs）,a sort of middlemen that buy drugs for insurers and companies,perform the complex task of matching purchases with patients'insurers,so that drugs are paid for.That is a source of the sort of opacity that Amazon would seek to remove.But the rcommerce firm would still need to handle issues of payment in the background,without keeping asking consumers for insurance details.Third,although drugs do come in small packages,their shipping and handling often require special attention.Many drugs must be kept cold throughout the supply chain.Others are dangerous,and must be kept in locked cages.Yet these drugs are often also the most expensive.If Amazon cherry-picks drugs that fit well into its existing network,it will miss out on a large slice of the market.Customers could find it confusing to be able to get some prescriptions through Amazon's store but not others.Amazon could find itself a partner,however.In July the boss of Express Scripts,a PBM,said it could use Amazon as an"efficient provider in networks".Or Amazon could buy what it needs.It might buy Rite Aid,a big pharmacy chain,giving it licences,a"cold-chain"infrastructure and Rite Aid's small PBM in one swoop.A prospect like that goes a long way to explaining the marriage of CVS and Aetna.Which of the following would be the best title for the text?A.The Personalized Health Care:A Dream of Retail-Pharmacy GiantsB.The American Pharmaceutical Market:A Goldmine for Online GiantsC.The Prospect of Amazon's Entry:A Spur to a Massive Deal in Health CareD.The Marriage of CVS and Aetna:A Tough and Long Road to Go
They could give you a nationally____qualification and the experience you need to get the job.A.recognizedB.viewedC.regardedD.realized
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.1. FIND YOUR MOST PRODUCTIVE TIMEFace it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.2. CREATE PHYSICAL BARRIERSNobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”The word “wanes” in paragraph 2 is closest in meaning to:A.increaseB.peakC.diminishD.disappear
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.1. FIND YOUR MOST PRODUCTIVE TIMEFace it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.2. CREATE PHYSICAL BARRIERSNobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”What can be inferred from paragraph 3?A.You have to be readily available in the office.B.People cannot work in a vacuum.C.People in the office love helping others.D.Sometimes we have to decline colleagues’ requests.
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.1. FIND YOUR MOST PRODUCTIVE TIMEFace it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.2. CREATE PHYSICAL BARRIERSNobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”According to paragraph 2, which of the following the “chunk of time” the author is talking about?A.When you are most focusedB.When there is no distractionsC.Late at nightD.Bright and early in the morning
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.1. FIND YOUR MOST PRODUCTIVE TIMEFace it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.2. CREATE PHYSICAL BARRIERSNobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”What is the article mainly about?A.How to manage your time wellB.How to overcome different challenges in the officeC.How to win competitions and get promotionsD.How to prevent distractions and focus on big issues
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多选题You are designing an n-tier Java EE application. You have already decided that some of your JSPs willneed to get data from a Customer entity bean. You are trying to decide whether to use a Customer stubobject or a Transfer Object. Which two statements are true？（）AThe stub will increase network traffic.BThe Transfer Object will decrease data staleness.CThe stub will increase the logic necessary in the JSPs.DIn both cases， the JSPs can use EL expressions to get data.EOnly the Transfer Object will need to use a Business Delegate.
填空题What is the benefit if you get cash from CashPlus?You can enjoy a ____.