Five persons, A, B, C, D and E,establisha limited company jointly. Investment agreement ap

Five persons, A, B, C, D and E,establisha limited company jointly. Investment agreement appointed that A contribute ￥100,000cash, he has paid ￥60,000, and still ￥ 40,000unpaid. In a shareholders meeting, herequestedexempting the￥40,000 contribution obligation. Of the five shareholders,four agreed. C, who was against the shareholder’s decision,suedto the court, and claim confirming the shareholder resolution invalid. In this regard, which of the following statements is correct? A、 The resolution is invalid, and debt is not exempted. B、 The resolution is effective, and the debt has been exempted from A C、 The resolution is subject to the consent of all shareholders to be effective. D、 The resolution can be revoked, any shareholder other than A enjoyedtheright of revocation.

&8226;Which article (A, B, C, D or E) does each statement 1—8 refer to?

&8226;For each statement 1—8, mark one letter (A, B, C, D or E) on your Answer Sheet.

&8226;You will need to use some of these letters more than once.

A

All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship. Defining the legal framework of the alliance is only the beginning of the kind of comprehensive planning that is needed to ensure a workable relationship. Successful alliance planning goes beyond the partners' initial agreement on the choice of alliance vehicle (e. g. cross-licensing, technology development pact, joint venture, equity sharing).

B

Successful alliance planning not only includes the usual details of plant location, cost sharing, market share gains and other economic criteria, but also the approaches that facilitate creating new knowledge and other technological synergies. Senior management needs to communicate the alliance's shared goals with all key middle managers and technical staff to discuss ways to develop a win-win relationship. Senior management also needs to convey the message that close cooperation could unintentionally expose and leak the firm's core competencies in ways that could ultimately damage the firm's long-term competitiveness. These same managers and technical staff need to know at the planning stage which technologies, competencies or proprietary processes should be protected from excessive demands from the partner.

C

Managers often herald the consummation of an alliance agreement as the final outcome of intensive negotiations between the partners. For many types of strategic alliances (e. g. technology development pacts, joint ventures, consortia), however, the legal negotiations represent only the beginning of a long series of ongoing, continuous negotiations that actually take place once alliance operations commence. The finer details of the alliance's framework entail continuous negotiations with the partner. Even after both parties agree to the broad (and immediate) goals and objectives of the relationship, smooth accommodation of managers and practices from different partners is directly related to how well managers can negotiate the uncertainties and the complexities of day-to-day activities that cannot be pre-specified in a legal document.

D

Smooth implementation to facilitate learning requires all levels of management to work on developing "alliance protocols" that enable careful knowledge creation and sharing among the partners. In their simplest form, alliance protocols represent the communication channels by which the alliance’s managers and technical staffs share technologies, skills and managerial acumen. Jointly developing and agreeing to these protocols early on is important to maintaining a balanced relationship, whereby neither partner feels that their contributions or opportunities to learn from the other are neglected or undervalued. Protocols are instrumental in setting up the mental "parameters" that limit what partners can ask from one another in terms of what constitute proprietary vs. non-proprietary technologies or processes. Protocols provide an "invisible fence" that defines the boundaries between cooperation and competition.

E

Strategic alliances can help firms transform. their core businesses and activities by helping management secure access to new technologies, insights and skills that other firms may possess. Alliances enable firms to jointly develop new products and processes, the costs of which are often beyond the financial and human resources of any firm. Strategic alliances can also help firms divest themselves of non-core business units

A、A、 A company invests with its corporate goodwill, which is estimated to be worth 800,000 yuan.

B、B、 B company invests with its well-known brand and franchise right, which is estimated to be worth 600,000 yuan.

C、C、 Mr. Liu invests with his insurance policy which is insured for 200,000 yuan.

D、D、 Mr. Xie invests with his house with mortgage, and the house is estimated to be worth 400,000 yuan.

A、

B、R

C、R∪{ <c,a> }

D、

判断两点的相对位置

A、A比B距V面近

B、A比B距V面远

C、A比B距H面近

D、A比B距H面远

E、A比B距W面近

F、A比B距W面远

G、A在B之上

H、A在B之下

I、A在B之左

J、A在B之右

K、A在B之前

L、A在B之后

B．5

C．1

D．3

（）

A、解向量

B、通解

C、基础解系

D、A的行向量