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  1. 117.09
    -3.62 (-3.00%)
    收市時間:下午 1:00 EST2021年11月26日, 週五
    116.69 -0.40 (-0.34%)
    盤後:下午 4:59 EST2021年11月26日, 週五
    (USD)。(股價延遲20分鐘)。 · 市場已收市。
    • 昨收
      116.70 x 800
      117.10 x 900
    • 今日股價區間
      116.52 - 119.04
      96.20 - 142.20
    • 市值
      607.240 億
      本益比 (最近12個月)



  2. TSMC - Wikipedia › wiki › TSMC

    TSMC’s N7+ is the first commercially-available extreme-ultraviolet lithographic process in the semiconductor industry. It uses ultraviolet patterning and enables more acute circuits to be implemented on the silicon. N7+ offers a 15-20% higher ...

  3. Intel - Wikipedia › wiki › Intel

    Intel was founded in Mountain View, California, in 1968 by Gordon E. Moore (known for "Moore's law"), a chemist, and Robert Noyce, a physicist and co-inventor of the integrated circuit.Arthur Rock (investor and venture capitalist) ...

    • 110,600 (2020)
    • US$77.87 billion (2020)
  4. Best alternative to a negotiated agreement - Wikipedia › wiki › Best_alternative_to_a_negotiated
    • Batna Based Tactics
    • Batna and The Order of Negotiations
    • Overview
    • Types of Batna
    • History
    • See Also
    • External Links

    Because of the importance of the BATNA for the negotiation success, several tactics focus on weakening the opponent's BATNA. This may be achieved e.g. by striving for exclusive negotiations, delaying or accelerating the ongoing negotiations or limiting the negotiation partner to technical systems. If a negotiator is faced with such tactics it is his/her task to examine the possible consequences for their own BATNA and to prevent or counteract any deterioration of the own party's BATNA.

    The BATNA can also influence the order in which negotiations are taken up with potential contracting partners. Favorable is a sequential approach. Here one starts negotiations with the less favored partners and proceed negotiations with the preferred option afterwards. In this way there is the BATNA of a contract with the less favoured partner.

    The BATNA is often seen by negotiators not as a safety net, but rather as a point of leverage in negotiations. Although a negotiator's alternative options should, in theory, be straightforward to evaluate, the effort to understand which alternative represents a party's BATNA is often not invested. Options need to be actual and actionable to be of value,[third-party source needed] however, without the investment of time, options will frequently be included that fail on one of these criteria.[citation needed] Most managers overestimate their BATNA whilst simultaneously investing too little time into researching their real options.[third-party source needed] This can result in poor or faulty decision making and negotiating. Negotiators also need to be aware of the other negotiator's BATNA and to identify how it compares to what they are offering.[page needed] Some people may adopt aggressive, coercive, threatening and/or deceptive techniques. This is known as a hard negotiation style;...

    Walk-away BATNA
    Interactive BATNA
    Third-party BATNA

    BATNA was developed by negotiation researchers Roger Fisher and William Ury of the Harvard Program on Negotiation (PON), in their series of books on principled negotiation that started with Getting to YES, unwittingly duplicating the game theory concept of a disagreement point from bargaining problems pioneered by Nobel Laureate John Forbes Nash decades earlier. A Nash Equilibrium is reached among a group of players when no player can benefit from changing strategies if every other player sticks to their current strategy.For example, Amy and Phil are in Nash Equilibrium if Amy is making the best decision she can, taking into account Phil's decision, and Phil is making the best decision he can, taking into account Amy's decision. Likewise, a group of players are in Nash Equilibrium if each one is making the best decision that he or she can, taking into account the decisions of the others.

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