error report-report范文

发布时间：2018-03-18 所属栏目：crystal report

一 : report范文

Report on strategic analysis and position of the UK Cooperative

Group

Executive Summary

This report aims to make a strategic analysis of the UK Cooperative Group. Through the analysis of the external environment, the internal environment, the SWOT analysis and the strategic position, this paper makes some suggestions for the future development of this organization.

The report firstly gives the introduction of this paper?s purpose, then the operation environment this organization works in, the strength, the weakness, the opportunities and the treats it faces are done in the main body part. The strength of it mainly includes the largest geographic coverage, the strong bargaining power resulting from the CTRG and the good market image its value and faith bring. The weakness includes the weakness in the hypermarket and supermarket, the brand position is not so clear and the lack of the range of products. The opportunities include the quick development of the internet and the deceasing affording ability of the customers. The threats consist of the emerging of the online retailing and the penetration of the “big four” into the convenience sector. In the last part, the strategy position of this organization is suggested based on the previous analysis.

After the analysis, this paper thinks that in the austere economy condition of UK, the UK Cooperative Group can use its location advantage and its low cost advantage to compete in the market. At least, at this kind of condition, it can attract more price sensitive customers and build up its image. As this organization is in the retailing industry and it focuses on the convenience sector which is mainly the price sensitive customers? market and providing the satisfied products with the satisfied price fro the customers is their main target, so the price leading strategy is the right one for it.

Table of content

1.0 Introduction .............................................................................................................. 4

2.0 The strategic analysis of the UK Cooperative Group .............................................. 4

2.1 The external environment analysis ....................................................................... 5

2.1.1 Macro environment analysis: PEST model ................................................... 5

2.1.2 Industrial analysis: Porter?s five force model ................................................ 6

2.1.3 Competitor analysis: Strategic group analysis .............................................. 7

2.2 The internal analysis............................................................................................. 8

2.2.1 Resource audit ............................................................................................... 8

2.2.2 Value chain analysis ...................................................................................... 8

2.2.3 The identification of the core competence .................................................... 9

2.2.4 The identification of the important stakeholder ............................................ 9

2.3 SWOT analysis ................................................................................................... 10

2.4 The analysis of the three possible future strategy choices ................................. 10

3.0 Evaluations and Recommendations of the three strategies .................................... 11

3.1 The evaluations .................................................................................................. 11

3.2 The recommendations ........................................................................................ 12

4.0 The critical review of the models applied in this report ........................................ 12

5.0 Conclusion ............................................................................................................. 13

6.0 References .............................................................................................................. 14

(Words count: 2997)

1.0 Introduction

The UK Cooperative Group is one of the largest cooperative retails in the world. It trades in many areas including the food business, retailing, insurance, tourism and so on. After the world financial crisis, in the austere economy conditions, facing severe competition from different aspects, this organization should find its new direction or better strategy to develop well in the future. This paper aims to make a strategic analysis including the external environment analysis, the internal analysis, the SWOT analysis and the identification and the evaluation of the basic three competing strategies for the organization. After comparing the basic three competing strategies, this paper will combine the special circumstances with the environment analysis to propose a suitable strategy position for this organization. This paper mainly includes four parts. Firstly, it is the introduction part. Secondly, it is the main body of this paper. In this part, the detailed strategic analysis of this paper will be done which consists of five steps which are external environment analysis, internal analysis, SWOT analysis, strategy position and the evaluation of the strategies. Thirdly, the recommendations will be suggested. Finally, it comes to the conclusion.

2.0 The strategic analysis of the UK Cooperative Group

This part aims to do a complete strategic analysis of UK Cooperative Group. The external environment analysis consists of macro environment analysis using PEST model, industrial analysis using Porter?s five forces model and the competitor analysis using the strategic group analysis to identify the relevant competitors (Saplitsa, 2008). Then, the internal analysis of the organization mainly includes the value chain analysis to identify where and how the value is added within this organization. The SWOT analysis includes the strength, the weakness, the opportunities and the treats of the organization (Miller, 2007). Finally, the identification and the evaluation of the

basic competing strategies will be done.

2.1 The external environment analysis

2.1.1 Macro environment analysis: PEST model

The PEST model dive us an analysis framework about the macro environment of the organization. These factors generally consist of politics, economical factors, society culture factors, technology factors, environment factors and law factors (Peng et al, 2007).

The political factors refer to the impacts the state, the government and the local policies make on the organization (Peng & Nunes, 2007). The policies the government implements will probably make positive or negative impacts on the organizations. The UK government will make broadband available to every home by 2012 and to encourage the development significantly faster next generation (Grewal & Levy, 2009). Building of the foundation facility of internet is a technology support for the development of UK Cooperative Group and the customers. However, the wide use of internet will promote the online buying of the customers. Through this policy, the UK Cooperative Group can expand its retailing channels through online sale. In the negative aspect, the wide use of the internet among the customers will induce more online retailing competitors

The economical factors can make significant impacts on the organizations and can reflect the economic condition of the location and the operating environment which the organizations meet (Peng & Nunes, 2007). After the global economy crisis in 2008, the economy of UK is affected seriously. According to the data the UK National Statistics publishes, the inflation rate of UK has been increasing since 2007 and the increase of the average wage of the people is lower than the increase of the inflation rate. The inflation in December 2010 is 3.7% and now it is nearly 5%. Comparing with the data in 2007, the CPI in UK has grown 12%, but the wage level has an

increase of near 7.6%. The living level of the ordinary households in UK decreases. The shrink of the affording ability of customers affects their consuming, which is a bad news for the UK Cooperative Group. To attract more price-conscious customers, the UK Cooperative Group should pay more attention to these customers. However, the UK central bank thinks that the economy of UK will revive better nest year. In this kind of expectation, this organization can operate in a better condition in the nest year. The budget and the resource allocation in this organization should be planned seriously (The data source: the UK National Statistics).

The society and culture factors reflect people?s code of conduct, value, and psychology (Peng & Nunes, 2007). The impacts of the society and culture of UK makes on the UK Cooperative Group are mainly from three aspects. Firstly, the aged tendency of the population will create more price sensitive customers. Secondly, the culture diversity in UK makes the ethical food more popular. Thirdly, the customers? pursuit of the healthy life demands the companies providing more green and sustainable food. UK Cooperative Group should place importance on the new demands to maintain its own competitive advantage.

The rapid development of technology is the world success in the 21st century. The rapid development of the internet changes the life style of people. Online buying becomes a kind of fashion. With the popularity of the online retailing, the competing pressure of the retailers becomes more serious, including the UK Cooperative Group. The emerging of the online retailing is a new entrant which also brings heavier competing pressure.

2.1.2 Industrial analysis: Porter’s five force model

Porter?s five forces model provides an industrial environment analysis framework. In this model, there are five forces which push the organizations to develop and compete.

The five forces include the threat of the potential new entrants, the threat of substitutes, the bargaining power of the suppliers, the bargaining power of buyers and the extent of competitive rivalry (Porter, 1980).

In the UK food retailing, the UK Cooperative Group plays an important role which is the 5th largest food retailer in UK after the big four of Tesco, Sainsbury, Asda and Morrisons. The “big four” takes up the hypermarkets and the supermarkets, so in the hypermarkets and supermarkets, the UK Cooperative Group does not have many advantages. In the austere economy condition, the consumers? afford ability shrinks and the demand of the consumers decreases. In this occasion, the bargaining power of the buyer is stronger. The UK Cooperative Group participates in the CRTG which is a group of the retailers having similarities. Through the CRTG, the retailers can purchase lower price products from the suppliers. In this condition, the bargaining power of the suppliers is relatively low. With the rapid development of the internet and the popularity of the online buying, the threat from the potential new entrants (online retailers) is higher (Grewal & Levy, 2009). The online selling partly becomes a substitute of the existing selling channels of real outlets.

2.1.3 Competitor analysis: Strategic group analysis

The strategic group analysis aims to identify the direct competitors of the organization (Johnson et al, 2008). The strategic group is a kind of group in which the organizations have something in common about their competitive strategy, such as the location, the price of the products. This technique can help our organization to identify the similar and direct competitors and then we can find out the differences of the competitors （Lynch, 2006）. Through the strategic group analysis to find out the similarities and the differences among the companies in the group, the organizations can cooperate and create its own difference to maintain its competitive advantage. In the UK food retailing, the retailers are mainly divided into two groups. One is the

hypermarket and the supermarket and the other is the convenience sector and the symbol group. In the first group, the major members are the big four who takes up nearly 70% market share. In the second group, UK Cooperative Group is the one owning the largest market share of nearly 23% in 2010. The first group focuses on providing a wider range of products and the second group mainly takes advantage of their location condition to provide convenient buying condition for the customers (Helterlin & Ramalho, 2007）.

2.2 The internal analysis

2.2.1 Resource audit

The resource-base view thinks that a company has its core competitive ability from the resources it owns. The resource a company owns mainly includes the physical, human and organizational resources. The competitive resources can bring added value for the organization. In general, the competitive resource is sparse, specific and it can meet some specific needs (Hee, 2010). The special technology, knowledge, location advantage, brand and image are the main competitive resources which are the main source of the firm?s competitive advantage. The UK Cooperative Group has the largest geographical coverage in the convenience sector. It is a location advantage for it to have convenient access to customers. The value and the faith of this organization can help it build up good image among the customers. The location and the value position of this organization are the important resource for it.

2.2.2 Value chain analysis

Value Chain model defined company activities as two kinds including basic activity which consists of internal logistics, manufacturing, external logistics, marketing, sales and services, and supporting activities which consists of purchasing, technology development, human resource management and corporation facilities (Peppard & Rylander, 2006). These producing and operating activities make up of a dynamic

process which can creates value for companies (Reed, 2009). Porter thinks that every company should be good at a link or several links in the value chain and the advantages construct their main competitive advantages and capabilities. UK Cooperative Group as a group with a wide range of businesses firstly has an advantage of scale. In the angle of the basic activities, the UK Cooperative Group does well in its logistics. Its purchasing source is 100% from CRTG which is a cooperative group made up of several food retailers in UK. This group has stronger bargaining power to the supplier. Through this logistics purchasing channel, this organization can obtain the products in lower price. In the supporting activity, the technology development helps this organization to put out some activities to maintain the external relationship, for example, maintaining its relationship with its customers through the VIP card plan. In sales and services, it has the largest geography coverage and the value and the faith of this organization help build up a good image in the market.

2.2.3 The identification of the core competence

Through the resource analysis and the value chain analysis, this paper thinks that the core competences of this organization mainly from three aspects. Firstly, it has location advantage with the largest geography coverage to attract more customers of the convenience stores. Secondly, the supply chain which purchasing from the CTRG is its another core competence. Finally, the value and the faith of this organization help to build up brand advantage for it.

2.2.4 The identification of the important stakeholder

The UK Cooperative Group is an organization which consists of customers and it should tries to provide suitable services and products to the customers. In the case, the purchase ability of the customers which is affected by the financial crisis makes a

deep impact on the operation and the strategy choices of the organization. In summary,

the special characteristics of the convenience sector which the organization is

involved in and the self condition of the customers making important impacts on the

organization, so the most important stakeholder is its customers.

2.3 SWOT analysis

SWOT Analysis is an analysis tool to recognize the opportunities and threats from the

external environment and the strengths and weaknesses from the inner condition

(Bwlay et al, 2010). The SWOT analysis is a premise of the strategic decision of an

organization (Mengel et al, 2007). The SWOT analysis result is as the following

SWOT analysis matrix.

Table 1 the SWOT analysis matrix of the UK Cooperative Group

Source: the author organizes it based on the case of the UK Cooperative Group.

2.4 The analysis of the three possible future strategy choices

Strategy direction is about the competitive strategy of a company. Porter?s general

competitive strategy consists of price leading strategy, differentiation strategy and

focus strategy (Hee, 2010). When a company implements price leading strategy, it

report格式 report范文

should have low cost advantage through controlling its operating cost (Li, 2008). However, this strategy will probably ignore the varied needs of the consumers (Malighetti et al, 2009). If a company applies differentiation strategy, it pays more attention to the different kinds of needs and tries to meet the individual needs of their consumers. But this strategy will cost more (Elbanna, 2009). In terms of focus strategy, a company produces for a specific market. An organization can get its core competitive ability when implementing focus strategy, but it will be easy for them to be defeated by the new entrants and high-tech (Porter & Kramer, 2006). Porter thinks that companies should choose their strategy direction according to their competitive edge in the market.

3.0 Evaluations and Recommendations of the three strategies

3.1 The evaluations

After the previous analysis, this paper mainly gives the following recommendations for the UK Cooperative Group. Firstly, the sustainability, feasibility and the acceptability will be analyzed.

Sustainability: applying the low cost advantage and location advantage, it can attract more customers who are price sensitive in the austere economy condition. However, in the long run, it cannot maintain the competitive advantage of the firm. The focus strategy focuses on a small part of the market; it cannot help enlarge the scale of the firm. In terms of the differentiation strategy, it can create sustainable competitive advantage for the firm to attract more customers.

Acceptability: in the austere economy condition, the price leading strategy can make a difference, however, in the long run, it will probably ignore the real needs of the customers. As the focus strategy can only coverage a small part of the market, it is not suitable for the development of the retailing companies. In terms of the differentiation strategy, though it has the disadvantage of higher cost, it can build up long-term

competing advantages, because it can meet the needs of the customers well.

Feasibility: according to the features of the retailing industry, the low cost and large market share is their target. To attract the price sensitive customers, the company should pay attention to its cost control. To meet the changing demand of the customers, the organization should make it different from other competitors to meet the customers? needs well.

3.2 The recommendations

According to Porter?s opinion and the specific characteristics of the UK Cooperative Group, this paper makes a suggestion to the UK Cooperative Group to implement a price leading strategy when the economy condition of UK is austere. Under the austere economy condition, with an quickly increasing inflation, the real buying standard of the ordinary people decreases, so more people become price sensitive group. At the same time, comparing with the “big four” which mainly compete in the hypermarket and the supermarket, the UK Cooperative Group can have low-cost advantages. In the other hand, it can apply its location advantages to attract more customers which are sensitive to the increasing gasoline price. Through implementing the leading price strategy in this period, the UK Cooperative Group can use its advantages better to compete well in the convenience sector. At the same time, the UK Cooperative Group places high importance on the convenience sector and this kind of market focus decides that it should implement price leading strategy.

4.0 The critical review of the models applied in this report

The models used in this paper can help identify the external environment and the internal environment of the organization; however, all of them have their own disadvantages. The PEST model only pays attention to the external environment and it

is lacks some micro-environment analysis. The industry analysis which uses five-force model can make up this disadvantage, however, the five-force model only considers five factors which probably affect the firm and it possibly ignores some other important factors. The internal analysis is based on the situations of the organization, so it can only consider the problems in the organization but not outside. The SWOT analysis is based on the external analysis and the internal analysis and it is a summary of the environment analysis to help identify the strength, the weakness, the opportunity and the threats, but it in some degree ignores the detailed core competences such as the resource advantages.

5.0 Conclusions

This report aims to make a strategy analysis of the UK Cooperative Group. Applying the PEST model to analyze the external operating environment, using the five force model to analyze the industrial environment and the value chain to analyze the internal environment, this paper wants to find out the competitive advantage from the environment analysis. Through the reorganization of the strength, the weakness, the opportunity and the treats of the UK Cooperative Group, this paper suggests that, under the austere economic condition, this organization can use its low cost advantage and location advantage to attract more price sensitive customers and builds up its image. As this organization is in the retailing industry and it focuses on the convenience sector which is mainly the price sensitive customers? market, so the price leading strategy is the right one for it. The limitation is that it is a case study, so the analysis cannot be used widely in the retailing industry. The further study will pay attention to the overall industry.

6.0 References

Bwlay, A. A. & Semakula, H. M. & Wambura, G. J. & Jan, L. (2010), ?SWOT Analysis and Challenges of Nile Basin Initiative:An Integrated Water Resource Management Perspective?, Chinese Journal of Population, Resources and Environment, 8(1), pp, 8-17.

Elbanna, S. (2009), ?Determinants of strategic planning effectiveness: extension of earlier work?, Journal of Strategy and Management, 2(2), pp: 175 – 187.

Grewal, D. & Levy, M. (2009), ?Emerging Issues in Retailing Research.? Journal of Retailing, 85(4), pp: 522-526.

Hee, W. D. (2010), ?A study of Korean shipbuilders' strategy for sustainable growth?, Available at DSPACE: http://dspace.mit.edu/handle/1721.1/59147 (Accessed: 22 December 2011)

Johnson, G, Scholes, K., and Whittington, R. (2008), Exploring Corporate strategy, 8th Ed, New York: Prentice Hall.

Li, Y. (2008), ?The strategies of online third-party payment based on market competition?, Available at IEEEXPLORE: http://ieeexplore.ieee.org/xpls/abs_all.jsp?arnumber=4683015&tag=1. (Accessed: 22 December, 2011)

Lynch, R. (2006), Corporate Strategy, 4th Ed, New York: Prentice Hall.

Malighetti, P. &Paleari, S. & Redondi, R. (2009), ?Pricing strategies of low-cost airlines: The Ryanair case study?, Journal of Air Transport Management, 15(4), pp, 195-203.

Mengel, M. & Sis, B. & Halloran, P.F. (2007), ?SWOT Analysis of Banff: Strengths, Weaknesses, Opportunities and Threats of the International Banff Consensus Process and Classification System for Renal Allograft Pathology?, American Journal of Transplantation, 7(10), pp, 2221-2226.

Miller, M.G. (2007), ?Environmental Metabolomics: A SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats)?, Journal of Proteome Res, 6(2), pp. 540-545.

Peng, G. C. A. & Nunes, M. B. (2007), ?Using PEST Analysis as a tool for Refining and Focusing Contexts for Information Systems Research’, Available at Google: http://www.61k.combooks?hl=zh-CN&lr=&id=VtYcSTUV0nQC&oi=fnd&pg=PA229&dq=P-E-S-T++Analysis&ots=bB8KGNuoRa&sig=_dx-Fbm2RWOJMPUjUpV6n6ZetzU#v=onepage&q=P-E-S-T%20%20Analysis&f=true

December, 2011)

Peppard, J. & Rylander, A. (2006), ?From Value Chain to Value Network: Insights for Mobile Operators?, European Management Journal, 24(2/3), pp, 128-141.

Porter, M. E. & Kramer, M. R (2006), ?Strategy & Society: The link between Competitive Advantage and Corporate Social Responsibility?, Harvard Business Review.

Porter, M.E. (1980) Competitive Strategy, New York: Free Press..

Reed, D. (2009), ?What do Corporations have to do with Fair Trade? Positive and Normative Analysis from a Value Chain Perspective?, Journal of Business Ethics, 86, pp, 3-26.

Saplitsa, I. (2008), ?Business Analysis and Valuation of Vodafone Group? Available at (Accessed: 22

二 : Report

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使用空闲
数据总线位宽 32-bit
长度长

[ 系统插槽 / PCI1 ]

系统插槽:
插槽名称

PCI1
类型 PCI
使用空闲
数据总线位宽 32-bit
长度长

[ 系统插槽 / PCI2 ]

系统插槽:
插槽名称 PCI2
类型 PCI
使用空闲
数据总线位宽 32-bit
长度长

[ 系统插槽 / PCI3 ]

系统插槽:
插槽名称 PCI3
类型 PCI
使用使用中
数据总线位宽 32-bit
长度长

[ 系统插槽 / PCI4 ]

系统插槽:
插槽名称 PCI4
类型 PCI
使用空闲
数据总线位宽 32-bit
长度长

[ 系统插槽 / PCI5 ]

系统插槽:
插槽名称 PCI5
类型 PCI-E x1
使用使用中
数据总线位宽 32-bit
长度长

[ 系统插槽 / PCI6 ]

系统插槽:
插槽名称 PCI6
类型 PCI-E x1
使用使用中
数据总线位宽 32-bit
长度长

[ 端口 / PRIMARY IDE ]

端口:
内部访问标识 PRIMARY IDE
内部连接类型 On-Board IDE
外部连接类型无

[ 端口 / SECONDARY IDE ]

端口:
内部访问标识 SECONDARY IDE
内部连接类型 On-Board IDE
外部连接类型无

[ 端口 / FDD ]

端口:
端口类型 8251 FIFO Compatible
内部访问标识 FDD
内部连接类型 On-Boar

d Floppy
外部连接类型无

[ 端口 / COM1 ]

端口:
端口类型 Serial Port 16450 Compatible
内部访问标识 COM1
内部连接类型 9 Pin Dual Inline (pin 10 cut)
外部连接类型 DB-9 pin male

[ 端口 / COM2 ]

端口:
端口类型 Serial Port 16450 Compatible
内部访问标识 COM2
内部连接类型 9 Pin Dual Inline (pin 10 cut)
外部连接类型 DB-9 pin male

[ 端口 / LPT1 ]

端口:
端口类型 Parallel Port ECP/EPP
内部访问标识 LPT1
内部连接类型 DB-25 pin female
外部连接类型 DB-25 pin female

[ 端口 / Keyboard ]

端口:
端口类型 Keyboard Port
内部访问标识键盘
内部连接类型 PS/2
外部连接类型 PS/2

[ 端口 / PS/2 Mouse ]

端口:
端口类型 Mouse Port
内部访问标识 PS/2 Mouse
内部连接类型 PS/2
外部连接类型 PS/2

[ 端口 / USB0 ]

端口:
端口类型 USB
内部连接类型无
外部访问标识 USB0

--------[ 超频 ]--------------------------------------------------------------------------------------------------------

中央处理器(CPU):
处理器名称 AMD Sempron 3400+
核心类型 Manila (Orleans-256)
制程步进 DH-F2
Engineering Sample 否
名称 AMD Sempron(tm) Processor 3400+
修订版本 00050FF2h

中央处理器速度:
CPU 核心频率 1808.3 MHz (原始频率: 1800 MHz)
CPU 倍频 9x
CPU 外频(FSB) 200.9 MHz (原始频率: 200 MHz)
超传输(HyperTransport)频率

803.7 MHz
内存总线频率 301.4 MHz
DRAM:FSB CPU/6

CPU 高速缓存:
L1 代码缓存 64 KB (Parity)
L1 数据缓存 64 KB (ECC)
L2 缓存 256 KB (On-Die, ECC, Full-Speed)

主板:
主板 ID 03/23/2007-NF-CK804-6A61F00EC-00
主板名称 Jiehe JHN44X002/003

芯片组:
主板芯片组 nVIDIA nForce4, AMD Hammer
内存计时 5-5-5-15 (CL-RCD-RP-RAS)
Command Rate (CR) 2T
DIMM1: A-Data 1 GB DDR2-667 DDR2 SDRAM (5-5-5-15 @ 333 MHz) (4-4-4-12 @ 266 MHz) (3-3-3-9 @ 200 MHz)

BIOS:
系统 BIOS 日期 03/23/07
视频 BIOS 日期 02/11/06
Award BIOS 类型 Phoenix - Award WorkstationBIOS v6.00PG
Award BIOS 信息 JHN44X002/003 BIOS Ver:1.2B (2007-03-23)
DMI BIOS 版本 6.00 PG

图形处理器(GPU):
显示卡 nVIDIA GeForce 7300 GS (p280)
GPU 代码名称 G72GS (PCI Express 1.0 x16 10DE / 01DF, Rev A3)
GPU 核心频率 450 MHz (原始频率: 450 MHz)
内存频率 202 MHz (原始频率: 200 MHz)

--------[ 电源管理 ]----------------------------------------------------------------------------------------------------

电源管理:
当前电源交流电源
电池状态无电池
电池寿命未知
剩余寿命未知

--------[ 便携式计算机 ]------------------------------------------------------------------------------------------------

Centrino (Carmel) 兼容平台:
中央处理器(CPU): Intel Pentium M (Banias/Dothan) 否 (AMD Sempron)
芯片组: Intel i855GM/PM 否 (nVIDIA nForce4, AMD Hammer)
WLAN: Intel PRO/Wireless 否
系统: 兼容 Centrino 否

Centrino (Sonoma) 兼容平台:
中央处理器(CPU): Intel Pentium M (Dothan) 否 (AMD Sempron)
芯片组: Intel i915GM/PM 否 (nVIDIA nForce4, AMD Hammer)
WLAN: Intel PRO/Wireless

否
系统: 兼容 Centrino 否

Centrino (Napa) 兼容平台:
中央处理器(CPU): Intel Core (Yonah) / Core 2 (Merom)否 (AMD Sempron)
芯片组: Intel i945GM/PM 否 (nVIDIA nForce4, AMD Hammer)
WLAN: Intel PRO/Wireless 3945 否
系统: 兼容 Centrino 否

Centrino (Santa Rosa) 兼容平台:
中央处理器(CPU): Intel Core 2 (Merom/Penryn) 否 (AMD Sempron)
芯片组: Intel GM965/PM965 否 (nVIDIA nForce4, AMD Hammer)
WLAN: Intel Wireless WiFi Link 4965 否
系统: 兼容 Centrino 否

Centrino (Montevina) 兼容平台:
中央处理器(CPU): Intel Core 2 (Penryn) 否 (AMD Sempron)
芯片组: Intel GM45/GM47/GS45/PM45 否 (nVIDIA nForce4, AMD Hammer)
WLAN: Intel WiFi Link 5000 Series 否
系统: 兼容 Centrino 否

--------[ 传感器 ]------------------------------------------------------------------------------------------------------

传感器:
传感器类型 Winbond W83627HF (ISA 290h)
GPU 传感器类型 Driver (NV-DRV)
机箱入侵检测是

温度:
中央处理器(CPU) 36 °C (97 °F)
Aux 26 °C (79 °F)
图形处理器(GPU) 56 °C (133 °F)
Hitachi HDS728080PLA380 37 °C (99 °F)

冷却风扇:
中央处理器(CPU) 3013 RPM

电压:
CPU 核心 1.26 V
+3.3 V 3.39 V
+5 V 5.16 V
+12 V 12.65 V
-12 V -12.28 V
待机 +5V 5.09 V
VBAT 电池 3.06 V
Debug Info F FF FF 38
Debug Info T 208 36 254
Debug Info V 4F FF D4 C0 D0 20 D1 (01)
Debug Info I 21 5241

--------[ 中央处理器(CPU) ]---------------------------------------------------------------------------------------------

中央处理器(CPU):
处理器名称 AMD Sempron, 1800 MHz (9 x 200) 3400+
核心类型 Manila (Orleans

-256)
制程步进 DH-F2
指令集 x86, x86-64, MMX, 3DNow!, SSE, SSE2, SSE3
原始频率 1800 MHz
最低/最高倍频 4x / 9x
Engineering Sample 否
L1 代码缓存 64 KB (Parity)
L1 数据缓存 64 KB (ECC)
L2 缓存 256 KB (On-Die, ECC, Full-Speed)

CPU 物理信息:
封装类型 940 Pin uOPGA
封装大小 4.00 cm x 4.00 cm
晶体管数量 81.1 百万
工艺技术 9Mi, 90 nm, CMOS, Cu, DSL SOI
核心尺寸 103 mm2
核心电压 1.100 - 1.300 V
I/O 接口电压 1.2 V + 2.5 V

中央处理器制造商:
公司名称 Advanced Micro Devices, Inc.
产品信息

CPU 使用率:
#1 CPU 0 %

--------[ CPUID ]-------------------------------------------------------------------------------------------------------

CPUID:
制造商 AuthenticAMD
名称 AMD Sempron(tm) Processor 3400+
修订版本 00050FF2h
扩展修订版本 00050FF2h
AMD 产品 ID 0D13h (Sempron 3400+)
平台 ID D5h (Socket AM2)
HTT/CMP 单元 0 / 1

指令集:
64位 x86 扩展 (AMD64, Intel64) 支持
AMD 3DNow! 支持
AMD 3DNow! Professional 支持
AMD 3DNowPrefetch 不支持
AMD Enhanced 3DNow! 支持
AMD Extended MMX 支持
AMD MisAligned SSE 不支持
AMD SSE4A 不支持
AMD SSE5 不支持
Cyrix Extended MMX 不支持
IA-64 不支持
IA MMX

支持
IA SSE 支持
IA SSE 2 支持
IA SSE 3 支持
IA Supplemental SSE 3 不支持
IA SSE 4.1 不支持
IA SSE 4.2 不支持
IA AVX 不支持
IA FMA 不支持
IA AES Extensions 不支持
VIA Alternate Instruction Set 不支持
CLFLUSH 指令支持
CMPXCHG8B 指令支持
CMPXCHG16B 指令支持
Conditional Move 指令支持
LZCNT 指令不支持
MONITOR / MWAIT 指令不支持
MOVBE 指令不支持
PCLMULQDQ 指令不支持
POPCNT 指令不支持
RDTSCP 指令支持
SYSCALL / SYSRET 指令支持
SYSENTER / SYSEXIT 指令支持
VIA FEMMS 指令不支持

安全特征:
Advanced Cryptography Engine (ACE) 不支持
Advanced Cryptography Engine 2 (ACE2) 不支持
数据执行保护(DEP) (DEP, NX, EDB) 支持
硬件随机数生成器 (RNG) 不支持
PadLock Hash Engine (PHE) 不支持
PadLock Montgomery Multiplier (PMM) 不支持
处理器序列号 (PSN) 不支持

电源管理特征:
Automatic Clock Control 不支持
Digital Thermometer 支持
Dynamic FSB Frequency Switching 不支持
Enhanced Halt State (C1E) 不支持
Enhanced SpeedStep Technology (EIST, ESS) 不支持
Frequency ID Control 支持
Hardware P-State Control 不支持
LongRun 不支持
LongRun Table Interface 不支持
PowerSaver 1.0 不支持
PowerSaver 2.0 不支持
PowerSaver 3.0 不支持
Processor Duty Cycle Control 不支持
Software Thermal Control

支持
温度检测二极管支持
Thermal Monitor 1 不支持
Thermal Monitor 2 不支持
Thermal Monitoring 支持
Thermal Trip 支持
Voltage ID Control 支持

CPUID 特征:
1 GB Page Size 不支持
36-bit Page Size Extension 支持
Address Region Registers (ARR) 不支持
CPL Qualified Debug Store 不支持
Debug Trace Store 不支持
Debugging Extension 支持
Direct Cache Access 不支持
Dynamic Acceleration Technology (IDA) 不支持
Fast Save & Restore 支持
Hyper-Threading Technology (HTT) 不支持
Invariant Time Stamp Counter 不支持
L1 Context ID 不支持
Local APIC On Chip 支持
Machine Check Architecture (MCA) 支持
Machine Check Exception (MCE) 支持
Memory Configuration Registers (MCR) 不支持
Memory Type Range Registers (MTRR) 支持
Model Specific Registers (MSR) 支持
Nested Paging 不支持
Page Attribute Table (PAT) 支持
Page Global Extension 支持
Page Size Extension (PSE) 支持
Pending Break Event 不支持
Physical Address Extension (PAE) 支持
Safer Mode Extensions (SMX) 不支持
Secure Virtual Machine Extensions (Pacifica) 不支持
Self-Snoop 不支持
Time Stamp Counter (TSC) 支持
Turbo Boost 不支持
Virtual Machine Extensions (Vanderpool) 不支持
Virtual Mode Extension 支持
x2APIC 不支持
XSAVE / XRSTOR Extended States 不支持

CPUID Registers (CPU #1):
CPUID 00000000 00000001-68747541-444D4163-69746E65
CPUID 00000001 00050FF2-00000800-00002001-078BFBFF
CPUID 80000000 80000018-68747541-444D4163-69746E65
CPUID 80000001 00050FF2-00000D13-00000019-EBD3FBFF

CPUID 80000002 20444D41-706D6553-286E6F72-20296D74
CPUID 80000003 636F7250-6F737365-34332072-002B3030
CPUID 80000004 00000000-00000000-00000000-00000000
CPUID 80000005 FF08FF08-FF20FF20-40020140-40020140
CPUID 80000006 00000000-42004200-01008140-00000000
CPUID 80000007 00000000-00000000-00000000-0000003F
CPUID 80000008 00003028-00000000-00000000-00000000
CPUID 80000009 00000000-00000000-00000000-00000000
CPUID 8000000A 00000000-00000000-00000000-00000000
CPUID 8000000B 00000000-00000000-00000000-00000000
CPUID 8000000C 00000000-00000000-00000000-00000000
CPUID 8000000D 00000000-00000000-00000000-00000000
CPUID 8000000E 00000000-00000000-00000000-00000000
CPUID 8000000F 00000000-00000000-00000000-00000000
CPUID 80000010 00000000-00000000-00000000-00000000
CPUID 80000011 00000000-00000000-00000000-00000000
CPUID 80000012 00000000-00000000-00000000-00000000
CPUID 80000013 00000000-00000000-00000000-00000000
CPUID 80000014 00000000-00000000-00000000-00000000
CPUID 80000015 00000000-00000000-00000000-00000000
CPUID 80000016 00000000-00000000-00000000-00000000
CPUID 80000017 00000000-00000000-00000000-00000000
CPUID 80000018 00000000-00000000-00000000-00000000

MSR Registers:
MSR 0000001B 0000-0000-FEE0-0900
MSR C0010015 0000-0000-0200-0001
MSR C0010042 310A-120C-0A0A-020A
MSR C0010055 0000-0000-0000-0000

--------[ 主板 ]--------------------------------------------------------------------------------------------------------

主板:
主板 ID 03/23/2007-NF-CK804-6A61F00EC-00
主板名称 Jiehe JHN44X002/003

前端总线特性:
总线类型 AMD Hammer
外部频率 200 MHz
有效频率

200 MHz
超传输(HyperTransport)频率 800 MHz

内存总线特性:
总线类型 DDR2 SDRAM
总线位宽 64 位
DRAM:FSB CPU/6
外部频率 301 MHz (DDR)
有效频率 603 MHz
带宽 4822 MB/秒

--------[ 内存 ]--------------------------------------------------------------------------------------------------------

物理内存:
总数 1023 MB
已用 306 MB
可用 716 MB
使用 30 %

交换区:
总数 2460 MB
已用 267 MB
可用 2193 MB
使用 11 %

虚拟内存:
总数 3484 MB
已用 574 MB
可用 2910 MB
使用 16 %

页面文件:
页面文件 D:\pagefile.sys
初始值/最大值 1536 MB / 1536 MB
当前大小 1536 MB
当前使用/峰值使用 54 MB / 55 MB
使用 4 %

Physical Address Extension (PAE):
操作系统支持是
处理器支持是
启用是

--------[ SPD ]---------------------------------------------------------------------------------------------------------

[ DIMM1: A-Data (1 GB DDR2-667 DDR2 SDRAM) ]

内存模块:
模块名称 A-Data
序列号无
模块容量 1 GB (2 ranks, 4 banks)
模块类型 Unbuffered DIMM
存取方式 DDR2 SDRAM
内存速度 DDR2-667 (333 MHz)
模块位宽 64 bit
模块电压 SSTL 1.8
错误检测方式无
刷

新周期简化 (7.8 us)

内存计时:
@ 333 MHz 5-5-5-15 (CL-RCD-RP-RAS) / 20-35-3-5-3-3 (RC-RFC-RRD-WR-WTR-RTP)
@ 266 MHz 4-4-4-12 (CL-RCD-RP-RAS) / 16-28-2-4-2-2 (RC-RFC-RRD-WR-WTR-RTP)
@ 200 MHz 3-3-3-9 (CL-RCD-RP-RAS) / 12-21-2-3-2-2 (RC-RFC-RRD-WR-WTR-RTP)

内存模块特征:
Analysis Probe 未提供
FET Switch External 已禁用
Weak Driver 支持

内存模块制造商:
公司名称 A-DATA Technology Co., Ltd.
产品信息 http://www.61k.comtw/adata_en/drammodule.php

--------[ 芯片组 ]------------------------------------------------------------------------------------------------------

[ 北桥: AMD Hammer DDR2 IMC ]

北桥:
北桥 AMD Hammer DDR2 IMC
支持内存类型 DDR2-400 SDRAM, DDR2-533 SDRAM, DDR2-667 SDRAM, DDR2-800 SDRAM
修订 00

内存控制器:
类型 Dual Channel (128 位)
启用模式 Single Channel (64 位)

内存计时:
CAS Latency (CL) 5T
RAS To CAS Delay (tRCD) 5T
RAS Precharge (tRP) 5T
RAS Active Time (tRAS) 15T
Row Cycle Time (tRC) 21T
Command Rate (CR) 2T
RAS To RAS Delay (tRRD) 3T
Write Recovery Time (tWR) 5T
Write To Read Delay (tWTR) 3T
Read To Precharge Delay (tRTP) 4T
Four Activate Window Delay (tFAW) 13T
Refresh Period (tREF) 3.9 us
DRAM Drive Strength 1.0x
DRAM Data Drive Strength 1.0x
Clock Drive Strength 1.0x
CKE Drive Strength 1.5x
Max Async Latency 4 ns
Idle Cycle Limit 16
Dynamic Idle Cycle Counter 已启用
Read/Write Queue Bypass 8

错误修正:
ECC 不支持
ChipKill ECC 不支持
RAID

不支持
DRAM Scrub Rate 已禁用
L1 Data Cache Scrub Rate 已禁用
L2 Cache Scrub Rate 已禁用

内存插槽:
DRAM #1 插槽 1 GB (DDR2-667 DDR2 SDRAM)

芯片组制造商:
公司名称 Advanced Micro Devices, Inc.
产品信息
下载驱动程序
BIOS 升级 http://www.61k.combiosagent/index.cfm?refererid=40
更新驱动程序 http://driveragent.com?ref=59

[ 南桥: nVIDIA nForce4 (CK8-04) ]

南桥:
南桥 nVIDIA nForce4 (CK8-04)
修订 F3
工艺技术 0.13 um
nVIDIA SLI 不支持
nVIDIA Hybrid SLI 不支持

AC'97 音频控制器:
音频控制器类型 nVIDIA CK8-04
编解码器名称 Realtek ALC655
编解码器 ID 414C4760h
S/PDIF 输出不支持

PCI Express 控制器:
PCI-E 1.0 x16 port #0 使用中 @ x16 (nVIDIA GeForce 7300 GS (p280) Video Adapter)
PCI-E 1.0 x1 port #1 空闲
PCI-E 1.0 x1 port #2 空闲
PCI-E 1.0 x2 port #3 空闲

时钟发生器:
CPU 外频(FSB) 200.9 MHz
HyperTransport 803.7 MHz
PCI 33.3 MHz
PCI Express 100.0 MHz
MAC PHY 125.0 MHz
SATA PHY 99.8 MHz
Audio/Modem Codec 24.6 MHz
USB2 控制器 48.0 MHz
PIT / ACPI Timer 14.3 MHz

芯片组制造商:
公司名称 NVIDIA Corporation
产品信息
下载驱动程序 http://www.61k.comontent/drivers/drivers.asp
BIOS 升级

http://www.61k.combiosagent/index.cfm?refererid=40
更新驱动程序 http://driveragent.com?ref=59

--------[ BIOS ]--------------------------------------------------------------------------------------------------------

BIOS:
BIOS 类型 Award
BIOS 版本 JHN44X002/003 BIOS Ver:1.2B (2007-03-23)
Award BIOS 类型 Phoenix - Award WorkstationBIOS v6.00PG
Award BIOS 信息 JHN44X002/003 BIOS Ver:1.2B (2007-03-23)
系统 BIOS 日期 03/23/07
视频 BIOS 日期 02/11/06

BIOS 制造商:
公司名称 Phoenix Technologies Ltd.
产品信息
BIOS 升级 http://www.61k.combiosagent/index.cfm?refererid=40

--------[ ACPI ]--------------------------------------------------------------------------------------------------------

[ APIC: Multiple APIC Description Table ]

ACPI 表属性:
ACPI 签名 APIC
表描述 Multiple APIC Description Table
内存地址 3FFF96C0h
表长 124 字节
OEM ID Nvidia
OEM Table ID AWRDACPI
OEM Revision 42302E31h
Creator ID AWRD
Creator Revision 00000000h
Local APIC Address FEE00000h

[ DSDT: Differentiated System Description Table ]

ACPI 表属性:
ACPI 签名 DSDT
表描述 Differentiated System Description Table
内存地址 3FFF3180h
表长 25800 字节
OEM ID NVIDIA
OEM Table ID AWRDACPI
OEM Revision 00001000h
Creator ID MSFT
Creator Revision 0100000Eh

[ FACP: Fixed ACPI Description Table ]

ACPI 表属性:
ACPI 签名 FACP
表描述 Fixed ACPI Description Table
内存地址

3FFF30C0h
表长 116 字节
OEM ID Nvidia
OEM Table ID AWRDACPI
OEM Revision 42302E31h
Creator ID AWRD
Creator Revision 00000000h
SMI Command Port 0000142Eh
PM Timer 00001008h

[ FACS: Firmware ACPI Control Structure ]

ACPI 表属性:
ACPI 签名 FACS
表描述 Firmware ACPI Control Structure
内存地址 3FFF0000h
表长 64 字节

[ HPET: IA-PC High Precision Event Timer Table ]

ACPI 表属性:
ACPI 签名 HPET
表描述 IA-PC High Precision Event Timer Table
内存地址 3FFF98C0h
表长 56 字节
OEM ID Nvidia
OEM Table ID AWRDACPI
OEM Revision 42302E31h
Creator ID AWRD
Creator Revision 00000098h

[ MCFG: Memory Mapped Configuration Space Base Address Description Table ]

ACPI 表属性:
ACPI 签名 MCFG
表描述 Memory Mapped Configuration Space Base Address Description Table
内存地址 3FFF9940h
表长 60 字节
OEM ID Nvidia
OEM Table ID AWRDACPI
OEM Revision 42302E31h
Creator ID AWRD
Creator Revision 00000000h

[ RSD PTR: Root System Description Pointer ]

ACPI 表属性:
ACPI 签名 RSD PTR
表描述 Root System Description Pointer
内存地址 000F7E20h
表长 36 字节
OEM ID Nvidia

[ RSDT: Root System Description Table ]

ACPI 表属性:
ACPI 签名 RSDT
表描述

Root System Description Table
内存地址 3FFF3040h
表长 56 字节
OEM ID Nvidia
OEM Table ID AWRDACPI
OEM Revision 42302E31h
Creator ID AWRD
Creator Revision 00000000h

[ SSDT: Secondary System Description Table ]

ACPI 表属性:
ACPI 签名 SSDT
表描述 Secondary System Description Table
内存地址 3FFF9780h
表长 211 字节
OEM ID PTLTD
OEM Table ID POWERNOW
OEM Revision 00000001h
Creator ID LTP
Creator Revision 00000001h

--------[ Windows 视频 ]------------------------------------------------------------------------------------------------

[ NVIDIA GeForce 7300 GS ]

显示卡:
设备描述 NVIDIA GeForce 7300 GS
显示卡字串 GeForce 7300 GS
BIOS 字串 Version 5.72.22.31.22
芯片类型 GeForce 7300 GS
DAC 类型 Integrated RAMDAC
显存大小 256 MB

已安装驱动程序:
nv4_disp 6.14.10.9147 - nVIDIA ForceWare 91.47

显示卡制造商:
公司名称 NVIDIA Corporation
产品信息
下载驱动程序 http://www.61k.comontent/drivers/drivers.asp
更新驱动程序 http://driveragent.com?ref=59

--------[ PCI/AGP 视频 ]------------------------------------------------------------------------------------------------

nVIDIA GeForce 7300 GS 显示卡
nVIDIA GeForce 7300 GS 3D 加速器

--------[ 图形处理器(GPU) ]---------------------------------------------------------------------------------------------

[ PCI Express 1.0 x16: nVIDIA GeForce 7300 GS (p280) ]

图形处理器(GPU):
显示卡 nVIDIA

GeForce 7300 GS (p280)
BIOS 版本 5.72.22.31.22
GPU 代码名称 G72GS
PCI 设备 10DE-01DF / 10DE-034C (Rev A3)
晶体管数量 112 百万
工艺技术 90 nm
核心尺寸 77 mm2
总线类型 PCI Express 1.0 x16 @ x16
显存大小 64 MB
GPU 核心频率 450 MHz (原始频率: 450 MHz)
RAMDAC 频率 400 MHz
像素流水线 2
材质单元/流水线 1
顶点着色引擎 2 (v3.0)
像素着色引擎 2 (v3.0)
DirectX 硬件支持 DirectX v9.0c
像素填充率 900 兆像素/秒
纹理填充率 900 兆纹理/秒

内存总线特性:
总线类型 DDR2
总线位宽 32 位
外部频率 202 MHz (DDR) (原始频率: 200 MHz)
有效频率 405 MHz
带宽 1620 MB/秒

nVIDIA ForceWare Clocks:
Standard 2D 图形处理器(GPU): 450 MHz, 内存: 400 MHz
Low-Power 3D 图形处理器(GPU): 450 MHz, 内存: 400 MHz
Performance 3D 图形处理器(GPU): 450 MHz, 内存: 400 MHz

图形处理器制造商:
公司名称 NVIDIA Corporation
产品信息
下载驱动程序 http://www.61k.comontent/drivers/drivers.asp
更新驱动程序 http://driveragent.com?ref=59

nVIDIA GPU Registers:
nv-000000 046F00A3
nv-0010F0 00007FFF
nv-001218 00000000
nv-001540 7FFF0501
nv-0015B0 80001F18
nv-0015B4 200018E6
nv-0015F4 00000000
nv-0015F8

7FFFFFFF
nv-0015FC 00000000
nv-001600 7FFFFFFF
nv-001850 00000001
nv-004000 C0010000
nv-004004 14061402
nv-004020 E0411000
nv-004024 011F1E01
nv-00C040 3403C003
nv-100000 00000000
nv-100200 53003E02
nv-10020C 04000000
nv-100474 00000012
nv-100914 00000000
nv-101000 2376FE8B

[ nVIDIA SLI ]

nVIDIA SLI:
双显卡(SLI)状态不支持

--------[ 显示器 ]------------------------------------------------------------------------------------------------------

[ 即插即用监视器 [NoDB] ]

显示器:
显示器名称即插即用监视器 [NoDB]
显示器 ID GEN7631
型号 FP557
制造日期第12周 / 2003
序列号 1312203
最大可用屏幕 30 cm x 23 cm (14.9")
图像宽高比例 4:3
垂直扫描频率 32 - 63 kHz
水平扫描频率 56 - 75 Hz
Maximum Pixel Clock 80 MHz
伽马值 2.20
支持电源管理模式(DPMS) Standby, Suspend, Active-Off

--------[ 桌面 ]--------------------------------------------------------------------------------------------------------

桌面属性:
设备技术光栅显示
分辨率 1024 x 768
颜色深度 32 位
颜色平面 1
字体分辨率 96 dpi
像素宽/高 36 / 36
像素对角线 51
垂直刷新率 60 Hz
桌面背景 C:\WINDOWS\web\wallpaper\Bliss.bmp

视觉效果:
滑动打开组合框

已启用
阴影效果已启用
平面菜单效果已启用
平滑屏幕字体边缘已启用
ClearType 已禁用
拖动时显示窗口内容已启用
渐变窗口标题栏颜色已启用
隐藏菜单快捷键已禁用
即时追踪鼠标位置已启用
消隐过长的图标名称已启用
平滑滚动列表框已启用
菜单动画效果已启用
菜单渐隐效果已启用
在最大化和最小化时动画窗口已启用
在鼠标指针下显示阴影已启用
淡入淡出效果已启用
声音提示已禁用
滑动显示工具提示已启用
淡入淡出显示工具提示已启用
Windows Aero 不支持
使用 Windsows Plus! 扩展样式已禁用

--------[ 多显示器 ]----------------------------------------------------------------------------------------------------

\\.\DISPLAY1 是 (0,0) (1024,768)

--------[ 视频模式 ]----------------------------------------------------------------------------------------------------

320 x 200 8 位 60 Hz
320 x 200 8 位 70 Hz
320 x 200 8 位 72 Hz
320 x 200 8 位 75 Hz
320 x 200 16 位 60 Hz
320 x 200 16 位 70 Hz
320 x 200 16 位 72 Hz
320 x 200 16 位 75 Hz
320 x 200 32 位 60 Hz
320 x 200 32 位 70 Hz
320 x 200 32 位 72 Hz
320 x 200 32 位 75 Hz
320 x 240 8 位 60 Hz
320 x 240 8 位 70 Hz
320 x 240 8 位 72 Hz
320 x 240 8 位 75 Hz
320 x 240 16 位 60 Hz
320 x 240 16 位 70 Hz
320 x 240 16 位 72 Hz
320 x 240 16 位 75 Hz
320 x 240 32 位 60 Hz
320 x 240 32 位 70 Hz
320 x 240 32 位 72 Hz
320 x 240 32 位 75 Hz
400 x 300 8 位 60 Hz
400 x 300 8 位 70 Hz
400 x 300 8 位 72 Hz
400 x 300 8 位 75 Hz
400 x 300 16 位 60 Hz
400 x 300 16 位 70 Hz
400 x 300

16 位 72 Hz
400 x 300 16 位 75 Hz
400 x 300 32 位 60 Hz
400 x 300 32 位 70 Hz
400 x 300 32 位 72 Hz
400 x 300 32 位 75 Hz
480 x 360 8 位 60 Hz
480 x 360 8 位 70 Hz
480 x 360 8 位 72 Hz
480 x 360 8 位 75 Hz
480 x 360 16 位 60 Hz
480 x 360 16 位 70 Hz
480 x 360 16 位 72 Hz
480 x 360 16 位 75 Hz
480 x 360 32 位 60 Hz
480 x 360 32 位 70 Hz
480 x 360 32 位 72 Hz
480 x 360 32 位 75 Hz
512 x 384 8 位 60 Hz
512 x 384 8 位 70 Hz
512 x 384 8 位 72 Hz
512 x 384 8 位 75 Hz
512 x 384 16 位 60 Hz
512 x 384 16 位 70 Hz
512 x 384 16 位 72 Hz
512 x 384 16 位 75 Hz
512 x 384 32 位 60 Hz
512 x 384 32 位 70 Hz
512 x 384 32 位 72 Hz
512 x 384 32 位 75 Hz
640 x 350 8 位 70 Hz
640 x 350 16 位 70 Hz
640 x 350 32 位 70 Hz
640 x 400 8 位 60 Hz
640 x 400 8 位 70 Hz
640 x 400 8 位 72 Hz
640 x 400 8 位 75 Hz
640 x 400 16 位 60 Hz
640 x 400 16 位 70 Hz
640 x 400 16 位 72 Hz
640 x 400 16 位 75 Hz
640 x 400 32 位 60 Hz
640 x 400 32 位 70 Hz
640 x 400 32 位 72 Hz
640 x 400 32 位 75 Hz
640 x 480 4 位默认值
640 x 480 8 位 60 Hz
640 x 480 8 位 70 Hz
640 x 480 8 位 72 Hz
640 x 480 8 位 75 Hz
640 x 480 16 位 60 Hz
640 x 480 16 位 70 Hz
640 x 480 16 位 72 Hz
640 x 480 16 位 75 Hz
640 x 480 32 位 60 Hz
640 x 480 32 位 70 Hz
640 x 480 32 位 72 Hz
640 x 480 32 位 75 Hz
720 x 480 8 位 60 Hz
720 x 480 16 位 60 Hz
720 x 480 32 位 60 Hz
720 x 576 8 位 60 Hz
720 x 576 16 位 60 Hz
720 x 576 32 位 60 Hz
800 x 600 4 位默认值
800 x 600 8 位 56 Hz
800 x 600 8 位 60 Hz
800 x 600 8 位 70 Hz
800 x 600 8 位 72 Hz
800 x 600 8 位 75 Hz
800 x 600 16 位 56 Hz
800 x 600 16 位 60 Hz
800 x 600 16 位 70 Hz
800 x 600 16 位 72 Hz
800 x 600 16 位 75 Hz
800 x 600 32 位 56 Hz
800 x 600 32 位 60 Hz
800 x

三 : report范文

Report on strategic analysis and position of the UK Cooperative

Group

report格式 report范文