US President Barack Obama visited the Badaling section of the Great Wall in Beijing on Nov. 18th, 2009. The Great Wall was the second sightseeing program for Obama during his visit to China.

    Built originally as the biggest defense work in ancient China, the Great Wall today has become one of the must-see places for visiting foreign leaders to the country in the past sixty years.

    “ I'm inspired by the majesty(雄伟壮观) of the Great Wall and grateful for the warmth of the Chinese people,” Obama said after his half-hour tour.

    “It's magical,” Obama said when walking along the Great Wall, “it reminds you of the sweep of history and our time here on earth is not that long. We better make the best of it.”

    “I brought back the admiration(钦佩) for the Chinese civilization(文明), I bring here the greetings of American people.” Obama said when climbing a watchtower to enjoy a distant view at the Badaling section of the Great Wall.

    Obama is the fifth US president to visit the Great Wall. Richard Nixon visited the Great Wall in 1972, Ronald Reagan in 1984 and Bill Clinton in 1998, In 2002, former US President George W. Bush and his wife Laura toured the same sections Obama did.

    In business, there's a speed difference: It's the difference between how important a firm's leaders say speed is to their competitive strategy and how fast the company actually moves. The difference is important regardless of industry and company size. Companies fearful of losing their competitive advantage spend much time and money looking for ways to pick up the speed.

In our study of 343 businesses, the companies that chose to go, go, go to try to gain an edge ended up with lower sales and operating incomes than those that paused at key moments to make sure they were on the right track. What's more, the firms that “slowed down to speed up” improved their top and bottom lines, averaging 40% higher sales and 52% higher operating incomes over a three-year period.

    How did they disobey the laws of business physics, taking more time than competitors yet performing better? They thought differently about what “slower” and “faster” mean. Firms sometimes fail to understand the difference between operational speed (moving quickly) and strategic speed (reducing the time it takes to deliver value). Simply increasing the speed of production, for example, may be one way to try to reduce the speed difference. But that often leads to reduced value over time, in the form of lower-quality products and services.

    In our study, higher-companies with strategic speed always made changes when necessary. They became more open to ideas and discussion. They encouraged new ways of thinking. And they allowed time to look back and learn. By contrast, performance suffered at firms that moved fast all the time, paid too much attention to improving efficiency, stuck to tested methods, didn't develop team spirit among their employees, and had little time thinking about changes.

    Strategic speed serves as a kind of leadership. Teams that regularly take time to get things right, rather than plough ahead full bore, are more successful in meeting their business goals. That kind of strategy must come from the top.

The Grand Canyon(大峡谷)Helicopter Tour

    You'll discover the natural beauty of the Grand Canyon as your helicopter flies to the west edge，passing over Lake Las Vegas，Lake Mead and the Hoover Dam．During the flight，you can listen to a recorded introduction to the Grand Canyon and its surroundings via headphones．At noon，you'll land for an unforgettable champagne picnic，3，200 feet below the edge．While you share a bottle of champagne，your pilot and guide will be happy to answer any questions you may have．Your flight ends with a low-level pass over the famous Las Vegas Strip．On landing，a comfortable car is waiting to bring you back to your hotel．

    Each helicopter carries a maximum of 6 people including your pilot．For a roomier experience，upgrade your flight to an EC-130 helicopter which provides larger leg room and can accommodate more weight per seat．See Additional Info for details on weight restrictions．

Pricing Information

    Services included：45-minute(approx)flight each way，hotel pickup and drop-off by   limousine，lunch．

    Our price is constantly updated．Click to check pricing & availability on your preferred  travel date．

    Additional Information

    The maximum weight per passenger to ride in an A-Star helicopter is 2751bs．If passengers weigh in between 2751bs and 3001bs，you will be required to upgrade to the    EC-130．

    Pickup is available from selected Las Vegas hotels．You must contact the local travel    agency to fix your pickup time．

    All flight times are approximate and might be influenced by weather conditions．

    Traveler Review

    This is an absolute must do．The view of the Grand Canyon at his height was absolutely amazing! Our pilot was funny，knowledgeable and a great guide．All the staff from booking to check-in and helicopter departure were fantastic．I would recommend this tour to everyone．

    Robots make me nervous—especially the ones which seem to think for themselves. I was embarrassed to admit this till I heard that Bill Gates, the founder of Microsoft, felt the same way.

Gates said in an interview with the social networking and news website Reddit: "I am in the camp that is concerned about super intelligence. First the machines will do a lot of jobs for us and not be super intelligent．That should be positive if we manage well. A few decades after that, though, the intelligence is strong enough to be a concern."

    Well, maybe I don't have to worry about my computer and kitchen equipment yet. After I use them I can always pull the plug. But in the future, machines might find a way to prevent us from switching them off. There's a terrible thought!

    Maybe the problem with computers too clever for us is not that they are evil like some we've seen in sci-fi movies. What could put us in danger is that they might be too efficient. That's what philosopher Nick Bostrom from Oxford University believes. He says that machines are indifferent to humans and in pursuit of their own goals，the destruction of people might be just additional damage. Bostrom gives us an example: A machine which might have its only goal to produce as many paperclips as possible might look at human bodies as extra material for paperclips and go after you. Because it is, well, a machine, it would not take pity on you.

    It's a good thing that American writer Isaac Asimov thought about how far robots can go and left us his three rules of robotics. They state that a robot may not hurt a human being or allow the human being to come to harm.

I'm glad my machines at home are "dumb". All my cleaner wants to take over is the carpet in my living room. Let's hope they don't create an appliance which wants to take over the world!

    Forests are always losers at the Olympics, and that's unlikely to change anytime soon.

    For the winter games in PyeongChang, South Korea, virgin forest was destroyed on Mount Gariwang to accommodate ski runs. For the 2022 Winter Olympics in Beijing, a ski run is set to wipe out part of the Songshan National Nature Reserve. And let's not forget the 240 acres of Atlantic Forest that were leveled for the 2016 games in Rio de Janeiro to make way for a golf course.

    For the upcoming Tokyo games, environmental and human rights advocates have been raising alarms about the use of tropical (热带的) wood to build the New National stadium. Activists have fought against such environmental destruction. The damage is often permanent, threatens endangered plants and animals and in some cases, causes conflicts with native people. But frequently the country's organizing committee, and the International Olympic Committee (IOC) have found ways to make it reasonable — despite a paragraph in the Olympic Charter (宪章) that states that the IOC's role is to "encourage and support a responsible concern for environmental issues".

    "As it stands now, the IOC has little authority over a city's local organizing committee, which finally plans the event, " Chappelet, professor of public management at the University of Lausanne, told Earther. "Even if the IOC is dissatisfied with the way host cities have prepared for the games, they have no built-in systems to watch them so that they strictly follow the Olympic Charter." The only thing they can do if they're not happy is to withdraw (= take back) the right to organize the game. "But the IOC could include more enforcement (执行) systems into the contract they make with the host city," he added. That contract must be signed and obeyed by everyone and those who break it must be fined.

    Boykoff, the author of several books on the Olympics, suggested a similar solution. "The IOC could insist that host cities take their ecological (生态的) promises into account first, but instead they look the other way, time and time again," he said.

    Most advertising in ancient times was word-of-mouth, that is, people liked something and told others about it. But even then, people advertised by putting inscriptions (题字) on walls, for example to display political slogans and to offer household goods for sale. Also, in Rome and Greece, in ancient times, it was common for people to use papyrus, a kind of paper, to advertise things they had lost or found. The tradition of wall or rock painting as a way of advertising goods is even more ancient.

    Painting developed in the 15th and 16th centuries, and this increased the forms of advertising. Handbills — small printed notices and advertisements — became common. Then, by the 17th century, advertisements started appearing in weekly newspapers in England. In the 19th century mail order catalogues appeared, promoting all kinds of goods.

    Finally, advertisements in the 1960s became more creative and more interesting. Also, they began to draw attention to the 'unique selling points', the USPs of products. These are the qualities that make a product different from competitors' products.

    These days, advertisers have come up with new ways of promoting their products. For example, product placement is now common. This is advertising in TV programmes or films by having a character, preferably played by a famous actor, use a particular product. For example, Tom Cruise's character in the movie, Minority Report, had a computer with the Nokia logo (商标) on it, and his watch was clearly made by Bulgari.

    TV commercials are a very effective medium for advertisers, though these are very expensive. If an organization wants to have a 30-second TV advert during the annual Superbowl game in the United States, they have to pay about $2.5 million.

    Perhaps the most interesting development is the use of famous personalities to endorse (代言) a product. The basketball player, Michael Jordan, endorsed Nike products and wore them while playing.

    Getting well-known personalities to endorse a product can be very expensive, but endorsements certainly increase a product's sales, especially if the personality has a positive image in the eyes of the public.