案例case复习
2013-JUNIPER典型CASE案例--CN2-电源模块告警
JUNIPER典型CASE案例--电源模块告警1. 问题描述电源是路由器至关重要的模块部分，尽管电源模块故障率很低，同时也具有冗余功能，但重视级别同样不能忽视。
当一块PEM出现硬件故障后，Juniper路由器仍然会继续稳定工作，这是因为电源模块的冗余使其在任何一块电源故障的情况下仍然可以继续稳定的运行。
使用show system alarms 可以查看当前是否电源告警。
----------------------------------------------------------------------------{master}wangyan@2-RE0> show chassis environment pemPEM 0 status:State OnlineTemperature OKDC Input: OKDC Output: OKLoad Less than 20 percentVoltage:48.0 V input 52565 mV48.0 V fan supply 48751 mV8.0 V bias 8473 mV5.0 V bias 4976 mVPEM 1 status:State PresentVoltage:PEM 2 status:State OnlineTemperature OKDC Input: OKDC Output: OKLoad Less than 20 percentVoltage:48.0 V input 53209 mV48.0 V fan supply 50320 mV8.0 V bias 8515 mV5.0 V bias 4984 mVPEM 3 status:State OnlineTemperature OKDC Input: OKDC Output: OKLoad Less than 40 percentVoltage:48.0 V input 53229 mV48.0 V fan supply 50793 mV8.0 V bias 8527 mV5.0 V bias 4996 mV----------------------------------------------------------------------------2. 分析过程此故障原因为电源模块出现硬件故障后，导致机框管理进程获取电源信息不正常.从而发出告警。
案例：7745信道占用失败率超过门限(昆明晋宁分公司CASE)(诺基亚 GSM)
案例：7745信道占用失败率超过门限（昆明晋宁分公司CASE）
一、故障CASE
本周昆明市晋宁县分公司上报基站故障CASE，站号：4778，站名：洗澡堂，故障现象：基站多块载频出现严重7745告警，已排查天馈系统，更换过载频和合路器，告警仍未消除。
二、故障分析
1、基站侧，检查硬件数据是否配置正确，主要检查RX和TX连线是否正确。
硬件数据配置正确
告警载频
2、基站为FLEXI EDGE站型，使用ECDA（空腔合路器），分析告警，发现出现告警的载频都为偶数载频，检查后台数据RX DIV功能设置（基站使用空腔合路器，若未开启分集接收功能，会导致偶数载频接收信号异常，出现严重7745告警）。
分集接收功能未开启
三、处理方法
1、闭锁故障小区，修改命令ZEQS:BTS=BTS号:L:FHO,20:;
2、开启分集接收功能，修改命令ZEQM:BTS=387:RDIV=Y:;
开启分集接收功能
3、解锁闭锁小区，修改命令ZEQS:BTS=BTS号:U:;。
社会企业的5个案例评析
社会企业的5个案例评析一、Introduction社会企业是指以社会目标为导向，运用商业模式经营，并将企业收益部分用于实现社会价值的企业形式。
本文将评析五个优秀的社会企业案例，以指导更多企业实现社会效益和商业价值的平衡。
二、CASE 1：Tom's ShoesTom's Shoes是美国一家知名的社会企业，其以销售休闲鞋为主要业务，但同时也有着很深的社会责任感。
Tom’s Shoes的创始人Blake Mycoskie发现，并不是所有人都能拥有像他一样舒适的鞋子。
于是，他创建了Tom’s Shoes，在每销售一双鞋子的同时，也会捐赠一双鞋子给非洲地区的儿童。
该企业所捐赠的鞋子数量已经超过了1,000万双。
Tom’s Shoes的成功体现了如何将商业价值与社会价值相结合，以创造更加有意义的企业发展。
三、CASE 2：Newman’s OwnNewman’s Own是由美国著名演员Paul Newman创建的社会企业，该企业主要经营的是食品类商品。
该企业一直以来都秉承着“做好的东西应该让世界变得更好”的信念，将企业收益的100%捐赠给慈善事业和社区组织。
自1982年成立以来，该企业已经捐出了超过1.3亿美元用于慈善事业。
Newman’s Own的商业模式可以为其他企业提供灵感，以实现社会责任和商业价值的双赢。
四、CASE 3：BioaquaBioaqua是中国一家以生态环保为宗旨的化妆品公司，该企业的产品所使用的原材料都是来自大自然的，且产品本身的使用也十分环保。
Bioaqua还积极参与社会公益活动，定期为当地环卫工人提供免费护理服务，帮助他们缓解工作压力，并提高其身体健康水平。
Bioaqua的例子告诉我们，环保和社会责任可以成为企业的利润来源和品牌形象优化渠道。
五、CASE 4：Warby ParkerWarby Parker是一家以销售眼镜为主要业务的美国社会企业，该企业将以商业为基础的管理理念与以人为本的社会价值观结合起来，旨在以互联网销售为特色，打破传统的眼镜销售渠道，并为消费者提供更加高质量的眼镜产品。
case语句用法
case语句用法Case语句是一种多分支语句，它包含一个主体和若干case子句。
case语句通常用于实现某种分类、路由的功能。
它的使用比if语句更具有使用效率和可维护性。
案例实施主体部分：Case语句的主体语句包括两个部分：case和endcase。
它的格式如下：[case expression]case value1: statement1;...endcase;其中，case语句的主体由两个关键字case和endcase组成。
前一个关键字case指明本案例的主题，一般情况下，表达式expression用于提供案例的主题，它可以是变量、常量或表达式（表达式里必须是变量）。
该子句被称为case子句，它由关键字case和一个或多个case值以及一条语句组成。
有多个case子句时，他们要排列在一行。
当expression的值等于某个case子句的值时，执行case子句中的statement1语句；default子句在没有case值与expression相匹配时，执行default子句中的statement_default语句；endcase关键字表示case语句的结束，也是case语句关键字的最后一个；实例：根据学生的分数来给出学生等级。
#include <stdio.h>int main(){int score;printf("请输入学生的成绩：");scanf(“%d”,&score);switch (score/10){// 根据score/10的值来匹配case子句case 10:printf("A"); break;case 9:printf("B"); break;case 8:printf("C"); break;case 7:printf("D"); break;default:printf("E"); break;}return 0;}输入：学生分数：82输出：C。
大学英语跨文化交际案例分析
大学英语跨文化交际案例分析Case2(P8)WhiteDress女王的白色长裙:Caseanalysis:TheIndianwomenmightthinktheweddingceremonyisafuneralifth eyseethewesternbrideinwhitegown.Thecasereflectsthesimilesandmetaphorsin thetext.案例分析:印度女人可能觉得婚礼是一个葬礼,如果他们看到西方的新娘的白色礼服。
这个案例反映了明喻和隐喻在文本。
Cultureislikeaniceberg:wecanidentifythecolorofthedresswornbywomenindiff erentcultures,butwedonotknowthevaluesunderneath.Cultureislikethewateraf ishswimsin:peopleweardressofdifferentcolorsfordifferentcontextbuttheyus uallytakeitforgrantedandneveraskwhy.文化是像冰山:我们可以辨认颜色衣服的妇女所穿不同的文化,但我们不知道下面的值。
文化是像水鱼游在:人们穿不同颜色的衣服为不同的上下文,但他们通常是理所当然的,从不问为什么。
Case4(P18)Coconut-skating椰子-溜冰:Caseanalysis:Thecasereflectsthecharacteristicsofculture.Wecantellfro mthecasethatcultureispervasiveandit’slearned.案例分析:这个事件反映了文化的特点。
我们可以告诉从案件,文化是普遍的,这是学习。
Peoplemayinventdifferentwaysforthingsevenassimpleastheissueoffloormopin g.ThePhilippinewomanmusthavelearnedthiswayofmoppingfromherownculture.人们可能发明东西甚至不同的方式为这样简单的问题的地板闷闷不乐。
Coca-ColaCase可口可乐案例分析
Global Human Resource Management at Coca-Cola The Coca-Cola Company is one of the most successful multinational enterprises. With operations in close to 200 countries and nearly 80 percent of its operating income derived from businesses outside the United States, Coca-Cola is typically perceived as the quintessential global corporation. Coca-Cola, however, likes to think of itself as a “multi-local” company that just happens to be headquartered in Atlanta but could be headquartered anywhere and that presents the Coca-Cola brand with a “local face”in every country where it does business. The philosophy is best summarized by the phrase “think globally, act locally,”which captures the essence of Coca-Cola’s cross-border management mentality. Coca-Cola grants national businesses the freedom to conduct operations in a manner appropriate to the market. At the same time, the company tries to establish a common mind-set that all its employees share.Coca-Cola manages its global operations through 25 operating divisions that are organized under six regional groups; North America, the European Union, the Pacific Region, the East Europe/Middle East Group, Africa, and Latin America. The corporate human resource management function is charged with providing the glue that binds these various divisions and groups into the Coca-cola family. The corporate HRM function achieves this in two main ways; (1) by propagating a common human resources philosophy within the company, and (2) by developing a group of internationally minded midlevel executives for future senior management responsibility.The corporate HRM group sees its mission as one of developing and providing the underlying philosophy around which local businesses can develop their own human resource practices. For example, rather than have a standard salary policy for all its national operations, Coca-cola has a common salary philosophy—the total compensation package should be competitive with the best companies in the local market. Twice a year the corporate HRM group also conducts a two-week HRM orientation session for the human resource staff from each of its 25 operating divisions. These sessions give an overview of the company’s HRM philosophy and talk about how local businesses can translate that philosophy into human resource policies. Coca-Cola has found that information sharing is one of the great benefits of bringing HRM professions together. For example, tools that have been developed in Brazil to deal with a specific HRM problem might also be useful in Australia. The sessions provide a medium through which HRM professionals can communicate and learn from each other, which facilitates the rapid transfer of innovative and valuable HRM tools from region to region.As much as possible, Coca-Cola tries to staff its operations with local personnel. To quote one senior executive, “We strive to have a limited number of international people in the field because generally local people are better equipped to do business at their home locations.”However, expatriates are needed in the system for two main reasons. One is to fill a need for a specific set of skills that might not exist at a particular location. For example, when Coca-Cola started operations in EasternEurope, it had to bring in an expatriate from Chicago, who was of Polish descent, to fill the position of finance manager. The second reason for using an expatriate is to improve the employee’s own skill base. Coca-cola believes that because it is a global company, senior managers should have had international exposure.The corporate HRM group has about 500 high-level managers involved in its “global service program”. Coca-Cola characterizes these managers as people who have knowledge of their particular field, plus knowledge of the company, and who can do two things in an international location— add value by the expertise they bring to each assignment and enhance their contribution to the company by having international experience. Of the 500 participants in the program, about 200 move each year. To ease the costs of transfer for these employees, Coca-Cola gives those in its global service program a U.S. based compensation package. They are paid according to U.S. benchmarks, as opposed to the benchmark prevailing in the country in which they are located. Thus, an Indian manager in this program who is working in Great Britain will be paid according to U.S. salary benchmarks—and not those prevailing in either India or Britain. An ultimate goal of this program is to build a cadre of internationally minded executives from which the future senior managers of Coca-Cola will be drawn.Sources: D.A. Amfuso, “HR Unites the World of Coca-Cola”, Personnel Journal, November 1994, pp. 112-20, and S. Foley, “Internationalizing the Cola Wars”, Harvard Business School Case #9-794-146.Case Discussion Questions1.What is Coca-Cola’s staffing policy for managerial position: ethnocentric,polycentric, or geocentric? Does this policy make sense?2.What is the strategic role of the HRM function at Coca-Cola? How doesHRM help Coca-Cola to become a more successful international business?3.Do you think it is appropriate to pay expatriates according to U.S. benchmarkrates, even when their home operation is not the United States? Whatpotential problems might such a policy cause? What are the benefits of thepolicy?。
Case in Point notes咨询案例笔记
The first four steps1. Summarize the Question2. Verify the Objectivesa) One objective is to raise profits. Are there any other objectives that I should know about?3. Asking clarifying questionsQuestions to ask to determine the case scenarioThe company Is it public or private? How big is it? Is it growing?The industry Where is the industry in its life cycle?Competition Internal: Who are the major players? What is our market share? External: substitutions, the economy, interest rates, unemployment rate, price-cutting by competitors, rising material costsThe product If it’s a new product, ask about both the advantages and the disadvantages. Is there a patent? Is it licensed?12 case scenariosStrategy scenarios1. Entering a new market2. Industry analysis3. Mergers and Acquisitions4. Developing a new product5. Pricing strategies6. Growth strategies7. Starting a new business8. Competitive responseOperations Scenarios9. Increasing sales10. Reducing costs11. Improving the bottom line12. Turnarounds4. Lay out your structure1. Summarize the Question2. Verify the Objectives, clarifyinga) Whyb) Objectivesc) Fit of overall strategy3. Lay out your structurea) State of current and future market●Size●Growth rate●Market life cycle: emerging/ mature/ decline●Customer segmentation●Role of technologyb) Market analysis●Major players, market share, strengths and weaknesses●Product differentiation●Price strategy●Available substitutions●Barriers to entry/ barriers to exit✓Capital requirements✓Access to distribution channels✓Proprietary technology✓Government policy/ regulations●Risks: market, regulation, technologyc) Entering●If yes, how?✓Start from scratch✓Acquisition cost benefit analysis of each✓Joint venture/strategic alliance●No1. Entering a New Market/ Market analysis●Major players, market share, strengths and weaknesses ●Product comparison✓Differentiation✓Price strategy✓Available substitutions●Barriers to entry/ barriers to exit2. Ok to enter? – Venture Capitalist point of view:•Management✓Evaluate the management team✓Their core competencies✓Experience working together✓Advisory board?•Market & Strategic Plans✓Barriers of entry✓Major players and market share✓Competitive response•Distribution Channels•Products✓Product and technology✓Competitive edge✓Weakness✓Technology proprietary•Customers✓Who✓How to reach them (internet?)✓How to retain them•Finance✓How is it funded?✓Best allocation of funds✓Can we support the debt?Developing a New ProductThe product●Special proprietary of the product●Financing?●Patented?●Substitutions?●Advantages and disadvantages●Place in product line●Cannibalizing existing products?●Replacing an existing product?Market strategy●Expanding customer base and increase sales?●Competitive response?●New market? Barriers to entry/exit●Major players and market shareCustomers●Who●How to reach●How to retainFinancing●Funding of project●Funds allocation●Interests rates and future economy influenceCompetitive ResponseCompetitive Analysis•Competitor’s new products•What’s changed?•Have they picked up market share?Response•Acquire the competitor•Merge with the competitor•Copy the competitor•Hire the competitor’s top managementIncrease our profile with a marketing and public campaignIndustry AnalysisCurrent market●Life cycle (emerging/ maturity/ decline)●Performance in the past 1, 2, 5, 10 years (growing or declining)●Company position within the market●Major players and market share●Industry changes (new players, technology, regulations)●Drivers (brand, size, technology)Suppliers●How many?●Product availability●What’s going on in their marketFuture●Are players entering or leaving the market?●Mergers and acquisitions●Barriers to entry and exitMergers and AcquisitionsObjectives, why buy?●Market access✓Boost brand✓Increase market share●Diversify holdings●Pre-empt competition●Taxes●Synergies✓Cost savings – reduction of fixed and variable costs✓Cultural integration✓Distribution channel expansionAcquisition costs●Fair price?●Can we afford it? How to pay for it?●Reintegration costs●What if the economy sours?Due diligence●What shape is the economy in?●How secure are markets and their customers?●Industry overall/technology risks●Competitive response●Legal issuesExit strategy●Hold for how long●Break it up and sell of its partsProduct Ananlysis●Special proprietary●Position in the industry life cycle●Market size●R&D costPricing strategies●Competitive analysis✓Competitors’ prices✓Competitors’ prices compared to ours✓Substitutions✓Consumer buying habits●Cost-based pricing✓Cost of goods sold – what does it cost to make?✓What’s our breakeven point?✓How much profit margin can we add?●Price-based costing✓What are customers willing to pay for the product?✓What's it worth to them compared to other things?✓Supply and demandGrowth StrategiesAnalyze the industry and price●Is the industry growing?●How are we growing relative to the industry●Are our prices in line with our competitors?●What have our competitors done in marketingand product development?●Which segments of our business have thehighest future potential?●Do we have funding to support higher growth?Growth Strategies●Increase distribution channels●Increase product line●Invest in Major marketing campaign ●Diversify products and services●Acquire competitorsMarket Analysis●Growth relative to market share●Changes in market share●Customer needs●Price in line with competitors?●Competitors move in marketing and product developmentWays to increase sales●Increase volume. (Get more buyers, increase distribution channels, intensify marketing.)●Increase amount of each sale. (Get each buyer to spend more)●Increase prices●Create seasonal balance.Reducing CostsBreakdown of costs●Internal costs✓Increased support systems✓Union wages (labor costs)✓Suppliers✓Materials✓Economies of scale (fixed and variable costs)●External costs✓Economy✓Interest rates✓Government regulations✓Transportation/ shipping strikesStep 2: If any cost seems out of line, investigate why.Step 3: Benchmark the competitors.Step 4: Determine whether there are any labor-saving technologies that would help reduce costs.Increasing Bottom Lines: ProfitsAnalyze the Revenues•What are the revenue streams?•What percentage of the total revenue does each stream represent?•Does anything seem unusual in the balance of percentages?•Have the percentages changed lately? If so, why?Examine Costs•ID major costs (variable and fixed costs)•Major shifts in costs? (e.g. labor or raw material costs)•Any out of line costs?•Benchmark costs against competitorsVolume•Expand into new areas•Increase sales force•Increase marketing•Reduce prices•Improve customer serviceTurnaroundsStrategy•Gather information✓Company✓Why is it failing? Products, management, economy?✓Industry✓Competitors facing the same problems?✓Do we have access to capital?✓Public or privately-held?•Review services, products, and finances•Secure sufficient financing•Review talent and temperament of all staff, get rid of the deadwood •Determine short-term and long term goals•Devise a business plan•Visit clients, suppliers, and distributors, and reassure them•Prioritize goals and get some small successes ASAP to build confidenceMichael Porter’s Five ForcesMcKinsey 7-S FrameworkVocabularyCustomer segmentationCustomer Segmentation is the subdivision of a market into discrete customer groups that share similar characteristics. Companies that identify underserved segments can then outperform the competition by developing uniquely appealing products and services. Customer Segmentation is most effective when a company tailors offerings to segments that are the most profitable and serves them with distinct competitive advantages. This prioritization can help companies develop marketing campaigns and pricing strategies to extract maximum value from both high- and low-profit customers. A company can use Customer Segmentation as the principal basis for allocating resources to product development, marketing, service and delivery programs.Customer Segmentation requires managers to:●Divide the market into meaningful and measurable segments according to customers' needs, their pastbehaviors or their demographic profiles●Determine the profit potential of each segment by analyzing the revenue and cost impacts of servingeach segment●Target segments according to their profit potential and the company's ability to serve them in aproprietary way●Invest resources to tailor product, service, marketing and distribution programs to match the needs ofeach target segment●Measure performance of each segment and adjust the segmentation approach over time as marketconditions change decision making throughout the organizationCompanies use Customer Segmentation to:●Prioritize new product development efforts●Develop customized marketing programs●Choose specific product features●Establish appropriate service options●Design an optimal distribution strategy●Determine appropriate product pricingIndustry lifecycleMarket entry barriersBarriers to entry into markets for firms include:•Advertising-Incumbent firms can seek to make it difficult for new competitors by spending heavily on advertising that new firms would find more difficult to afford. This is known as the market power theory of advertising.[5] Here, established firms' use of advertising creates a consumer perceived difference in its brand from other brands to a degree that consumers see its brand as a slightly different product.[5] Since the brand is seen as a slightly different product, products from existing or potential competitors cannot be perfectly substituted in place of the established firm's brand.[5] This makes it hard for new competitors to gain consumer acceptance.[5]•Capital - need the capital to start up such as equipment, building, and raw materials•Control of resources- If a single firm has control of a resource essential for a certain industry, then other firms are unable to compete in the industry.•Cost advantages independent of scale -Proprietary technology, know-how, favorable access to raw materials, favorable geographic locations, learning curve cost advantages.•Customer loyalty- Large incumbent firms may have existing customers loyal to established products. The presence of established strong brands within a market can be a barrier to entry in this case.•Distributor agreements - Exclusive agreements with key distributors or retailers can make it difficult for other manufacturers to enter the industry.•Economy of scale-The increase in efficiency of production as the number of goods being produced increases. Cost advantages can sometimes be quickly reversed by advances in technology. For example, the development of personal computers has allowed small companies to make use of database and communications technology which was once extremely expensive and only available to large corporations.•Government regulations - A rule of order having the force of law, prescribed by a superior or competent authority, relating to the actions of those under the authority's control. Requirements for licenses and permits may raise the investment needed to enter a market, creating an effective barrier to entry.•Inelastic demand- One strategy to penetrate a market is to sell at a lower price than the incumbents. This is ineffective with price-insensitive consumers.•Intellectual property- Potential entrant requires access to equally efficient production technology as the combatant monopolist in order to freely enter a market. Patents give a firm the legal right to stop other firms producing a product for a given period of time, and so restrict entry into a market. Patents are intended to encourage invention and technological progress by guaranteeing proceeds as an incentive.Similarly, trademarks and servicemarks may represent a kind of entry barrier for a particular product or service if the market is dominated by one or a few well-known names.•Investment- That is especially in industries with economies of scale and/or natural monopolies.•Network effect- When a good or service has a value that depends on the number of existing customers, then competing players may have difficulties in entering a market where an established company has already captured a significant user base.•Predatory pricing- The practice of a dominant firm selling at a loss to make competition more difficult for new firms that cannot suffer such losses, as a large dominant firm with large lines of credit or cash reserves can. It is illegal in most places; however, it is difficult to prove. See antitrust. In the context of international trade, such practices are often called dumping.•Restrictive practices, such as air transport agreements that make it difficult for new airlines to obtain landing slots at some airports.•Research and development-Some products, such as microprocessors, require a large upfront investment in technology which will deter potential entrants.•Supplier agreements - Exclusive agreements with key links in the supply chain can make it difficult for other manufacturers to enter an industry.•Sunk costs- Sunk costs cannot be recovered if a firm decides to leave a market. Sunk costs therefore increase the risk and deter entry.•Switching barriers- At times, it may be difficult or expensive for customers to switch providers•Tariffs- Taxes on imports prevent foreign firms from entering into domestic markets.•Vertical integration- A firm's coverage of more than one level of production, while pursuing practices which favor its own operations at each level, is often cited as an entry barrier as it requires competitors producing it at different steps to enter the market at once.Zoning-Government allows certain economic activity in specified land areas but excludes others, allowing monopoly over the land needed.Market exit barriersThe factors that may form a barrier to exit include:•High investment in non-transferable fixed assets. This is particularly common for manufacturing companies that invest heavily in capital equipment which is specific to one task.•High redundancy costs. If a company has a large number of employees, employees with high salaries, or contracts with employees which stipulate high redundancy payments, then the firm may face significant cost if it wishes to leave the market.•Other closure costs. Contract contingencies with suppliers or buyers and any penalty costs incurred from cutting short tenancy agreements.Potential upturn. Firms may be influenced by the potential of an upturn in their market that may reverse their current financial situation.●High barrier to entry and high exit barrier (for example, telecommunications, energy)●High barrier to entry and low exit barrier (for example, consulting, education)●Low barrier to entry and high exit barrier (for example, hotels, ironworks)●Low barrier to entry and low exit barrier (for example, retail, electronic commerce)●Markets with high entry barriers have few players and thus high profit margins.●Markets with low entry barriers have lots of players and thus low profit margins.●Markets with high exit barriers are unstable and not self-regulated, so the profit margins fluctuate verymuch over time.●Markets with a low exit barrier are stable and self-regulated, so the profit margins do not fluctuate muchover time.●The higher the barriers to entry and exit, the more prone a market tends to be a natural monopoly. Thereverse is also true. The lower the barriers, the more likely the market will become perfect competition.Cost-based pricingPrice-based costingEconomies of scale: In microeconomics, economies of scale are the cost advantages that enterprises obtain due to size, with cost per unit of output generally decreasing with increasing scale as fixed costs are spread out over more units of output. Often operational efficiency is also greater with increasing scale, leading to lower variable cost as well.。
case when 简单案例
case when 简单案例案例1：根据订单金额计算折扣假设有一个电商平台，根据用户的订单金额给予不同的折扣优惠。
根据订单金额的不同，可以使用case when语句来计算折扣金额。
假设折扣规则如下：- 订单金额小于100元，不给予折扣；- 订单金额在100元（含）到200元之间，给予5%的折扣；- 订单金额在200元（含）到500元之间，给予10%的折扣；- 订单金额大于500元，给予15%的折扣。
使用case when语句实现这个功能可以这样写：```selectorder_id,order_amount,when order_amount < 100 then 0when order_amount <= 200 then order_amount * 0.05when order_amount <= 500 then order_amount * 0.1else order_amount * 0.15end as discount_amountfrom orders;```这个查询会返回订单的折扣金额，可以根据折扣金额来计算实际支付金额。
案例2：根据用户年龄分类假设有一个用户表，其中有一列记录了用户的年龄。
我们可以使用case when语句根据用户年龄将用户分为不同的年龄段。
假设年龄段的划分如下：- 小于18岁的用户为未成年；- 18岁（含）到30岁之间的用户为青年；- 31岁（含）到40岁之间的用户为中年；- 大于40岁的用户为老年。
使用case when语句实现这个功能可以这样写：```selectuser_id,user_name,age,casewhen age < 18 then '未成年'when age <= 30 then '青年'when age <= 40 then '中年'else '老年'end as age_groupfrom users;```这个查询会返回用户的年龄段，可以根据年龄段进行进一步的数据分析和统计。
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pany A made an offer a farm product to Company B stating:“Packing in sound bags”. Within the validity, Company B replied “Refer to your telex first accepted, packing in new bags ”. On receiving the reply, Company A began to purchase the goods for export. Days later, as market price of the commodity was falling , Company B wrote to Company A “No contract is entered between us, as you failed to confirm our changing of the packing requirement.”Company A argued that Company B’s acceptance was effective and the contract was established then. Questions:（1）What is your opinion ? Give the reasons to support your opinion.（2）How to prevent such dispute?2.Mr. Smith, an American businessman, sold a batch of IBM computers to a Hong Kong importer, Mr. Cher. The sales contract was concluded in the United States of America on the terms of CIF Hong Kong. During execution of this contract, disputes arose between the seller and the buyer on the form and interpretation of the contract.Questions:In such a case, did the law of the U.S.A. or the law of Hong Kong apply to the disputes? Why ?3.A Chinese import and export company concluded a Sales Contract with a Holland firm on August 5 , 2000, selling a batch of certain commodity. The contract was based on CIF Rotterdam at USD 2 500 per metric ton. The Chinese company delivered the goods in compliance with the contract and obtained a clean-on\board Bill of Lading . During transportation, however, 100 metric tons of the goods got lost because of rough sea . Upon arrival of the goods ,the price of the contracted goods went down quickly. The buyer refused to take delivery of the goods and effect payment and claimed damages from the seller.Question:How would you deal with this case?4.A Chinese trading company A concluded a transaction in steel with a Hong Kong company B on the basis of FOB China Port. Company B immediately resold the steel to Company H in Libya on the terms of CFR Liberia .The L/C from B required the price terms to be FOB China Port and the goods to be directly delivered to Liberia . The L/C also required “Freight Prepaid” to be indicated on Bill of Lading.Question:Why did Company B perform so ? What should we do about it ?5.An export company was prepared to export a batch of tea sets on FOB terms. The buyer asked the company to book the ship on behalf of it , but the charges would be borne by the buyer .As the export company could not book the suitable ship in the stipulated time and the buyer did not agree to replace the transaction conditions ,the delivery was delayed . The buyer wanted to withdraw the contract based on the above reason.Question:IS buyer’s request reasonable?6.One of our companies imported a number of sheets according to CIF terms. When the goods arrived at our side, some damp sheets in transit were found. The seller presented the whole set of the documents agreed upon according to the contract and requested our company to make full payment.Can our company refuse to make the payment for the sheets because of the dampness or make claims ?7.One China Foods Co.,Ltd. Exports a batch of cider. The name of the goods is written as “APPLE WINE “ on the coming letter of credit by the foreign importing company. In order to be identical with the L/C , in all the documents the Chinese company also give the name of the goods as “APPLE WINE “. Unexpectedly, when the goods arrive at the port of importing company, they have been detained by the importing country customs and fined, because on both inner and outer package of this batch of wine, the name of the goods is “ CIDER” instead of “APPLE WINE “.As a result, the foreign company asked the Chinese company to compensation for the loss of the fines.Question:Does the Chinese company have any responsibility ?8.A Chinese export company exported some boxes of apple to Japan, according to the contract two parties concluded, the apple should be Grade Two. But when the seller made the shipment , they found some of the apple were corrupt because of damp weather , so in order to deliver the goods in time, the seller arrange goods immediately and sent the apple(Grade One ) instead, and the Chinese company still marked “Price be still fixed on Grade Two”.Question:Do you think whether the exporter fulfill the duty of the contract ? Why ?9.In 2010, a certain export company of China sent a group of businessmen to the United States for purchase of equipment. In New York both parties reached an oral agreement on such items as specifications, unit price, and quantity. Upon leaving, the group indicated to the other party that, when they got back to Beijing, they would draw a contract, which would become effective after being signed by both parties. After going back to Beijing, the group found that the clients withdrew their import of the equipment, and thus the contract was not signed and the L/C was not opened, either. The US side urged the Chinese side to perform the contract; otherwise they would lodge a claim with the Chinese side in the US.Question:How did the Chinese export company deal with this case in your opinion? Why ?10.A company purchased four kinds of steel plate: 420M/T, and the type is 6 inch, 8 inch ,10 inch and 12 inch. The quantity is 100 M/T each size, and the contract marked that: “5% more or less for each size, at seller’s option” . When the seller delivered the goods , the quantity is : 6 inch-70M/T; 8 inch-80 M/T; 10 inch-60 M/T; 12inch-210M/T. And the total quantity is 420M/T. When the exporter submits the full set of document, the importer refuses to receive the goods owing to quantity problems.Question:Do you think the importer’s action is reasonable ? List you reasons.1．某货轮在航行途中因电线走火，舱内发生火灾，经灌水灭火后统计损失，被火烧毁货物价值5000美元，因灌水救火被水浸坏货物损失6000美元。