The following list one by one.
8060 +8060X30% +8060X15% +1000=12678
与此同时，远在彭城的项梁也长叹一声，手中拿着的正是尹旭紧急从九江送来的书信。
众人刚松了一口，不幸的消息再次传来，只见陈平快步而来，匆忙道：大事不好了，绍兴侯在长街遇刺，身受重伤，生死未卜。
黎章终于插上一句话：这下那些朝臣没话说了吧？朱县令摇头道：怎会没话说？不知有多少人就此事弹劾赵侍郎。
他要的就是这样的效果。
地藏王传奇
I still remember that the central idea of this text is to tell you that you can become a useful person through diligence, and that as long as you can study a skill for a long time, you will be able to master it and use it freely.
康熙二十年，江湖上流传起了一句话：得到九龙杯的人能得到天下。
而且心学最美好的地方在于，它对统治者是无害的，其祖师爷正是一位千古名臣王守仁。
室生犀星名作<兄妹>第10次映像化，TBS殿堂级制片人石井福子时隔46年再度合作山田洋次，企画新版<兄妹>。山田洋次担任剧本，大泉洋&宫崎葵共演。6月25日TBS放送。
一个杂志人气排行榜老是垫底的连载漫画家、一个美女助手、一个崇拜作者的可爱天然呆粉丝，再加上拥有格斗技的责任编辑，同聚在一间工作室中，这样让漫画家爱徒勇气，要如何在一个宛如后宫的漫画工作室，创造出属于“男人的浪漫”的神级之作呢？
高中生车恩尚是个打工狂人，她与单亲妈妈相依为命，过着黯淡的日子，是个不折不扣的“贫穷继承者”。金叹是韩国首屈一指大企业帝国集团的继承人，长相帅气，身世显赫，生来便拥有一切，然而他是个私生子，被同父异母的哥哥视为眼中钉，“流放”到美国留学。为了找姐姐，恩尚独自来到美国，发现姐姐风光的生活全是谎言，在梦想崩溃之时，恩尚意外遇到了金叹。经历了哭笑不得的事件后，金叹把无家可归的恩尚带回家。随即金叹的未婚妻闯上门来，自此，灰姑娘与王子公主们结下一段孽缘。命运的齿轮持续转动，恩尚和金叹的相遇没有终止在美国。回到韩国后，恩尚转学到富家子弟云集的帝国高中，高智商坏公子崔英道，财阀大小姐李宝娜，这些令人羡慕的18岁继承者们逐一登场。
In addition, producer Tang Lin revealed that the second season of "Charming China City" will be made into an international program. From guest judges to audience to the design of the Charming Ceremony, international people will be invited to participate in the program so that they can spread Chinese stories to the world through their own experiences and feelings.
飞虎队员阿坚在警方的安排下，成功打入黑社会内部，做起了卧底，黑社会老大肥叔始终怀疑阿坚的身份，屡屡找各个机会来试探阿坚，但阿坚都化险为夷，香港黑社会四大家族火拼九龙湾，一场混战中，阿坚救了肥叔一命，从此，肥叔相信了阿坚。 肥叔计划抢劫金铺失败，肥叔把气发在上次追杀他的黑社会四大家族之一的匡仔身上，准备报复匡仔。为了避免更大规模的流血事件发生，阿坚又将消息传回警局，但还是晚了一步，肥叔的儿子偶遇阿娇，他不知是阿坚的妹妹，阿娇被其强暴，并拍下录像，阿坚不顾队长的劝阻，杀了肥叔的儿子，但不幸暴露了身份。 肥叔抓不到阿坚，一怒之下，杀了阿坚的全家，阿坚终于现身，设计绑架肥叔，阿坚这一行动引来了警方和肥 叔的马仔，黑白两道在九龙湾相遇...
想是我外公外婆和赵三爷爷三奶奶咽不下这口气，去胡家找他们长辈理论去了。
28. Since this year, the Company has always emphasized the execution. At the same time, it has also conducted various education and training on how to strengthen the execution, and has also improved the execution through performance appraisal. These measures have also played a role in improving the execution to a certain extent, but the overall feeling effect is not obviously effective. Our company's execution does not have practical supervision and follow-up measures in the middle of the execution, and many problems are easy to end up in anticlimactic situations. For example, what is determined at each middle-level regular meeting is transmitted to the middle-level. So, how is it implemented in the middle after the meeting? Do you need supervision and follow-up? How? Will supervision become a mere formality? How to feedback after the problem is implemented? Is the feedback true? Such issues need to be considered.
