【latex版】水贴

The next role in a data science project is the data scientist, who’s responsible for taking
all necessary steps to make the project succeed, including setting the project strategy
and keeping the client informed. They design the project steps, pick the data
sources, and pick the tools to be used. Since they pick the techniques that will be
tried, they have to be well informed about statistics and machine learning. They’re
also responsible for project planning and tracking, though they may do this with a
project management partner.
At a more technical level, the data scientist also looks at the data, performs statistical
tests and procedures, applies machine learning models, and evaluates results—the
science portion of data science.

The data architect is responsible for all of the data and its storage. Often this role is
filled by someone outside of the data science group, such as a database administrator
or architect. Data architects often manage data warehouses for many different projects,
and they may only be available for quick consultation.

Let’s look at the different stages shown in figure 1.1. As a real-world example, suppose
you’re working for a German bank.1 The bank feels that it’s losing too much
money to bad loans and wants to reduce its losses. This is where your data science
team comes in.

转个段子：
屠呦呦得奖时，主持人一读获奖者名字，当时全场都晕了：The winner is you，you too！主持人慌了，忙纠正说：“The winner is to you ，you”。全场哗然，都不知道到底是谁得奖了！主持人只好继续解释Her name in Chinese means kill and scream.全场再次哗然。上次莫言得奖是……shut up!

古时候打劫是这样的：“此山是我开， 此树是我栽。要想从此过， 留下买路财！” 这语言多么粗鲁野蛮！ 经过上千年的文明洗礼，到了现代社会，语言变得文明贴心： “前方500米收费站，请减速慢行，停车请领卡，请缴费，谢谢合作！ 祝您出行平安……” 多么的文明有礼貌啊！

真的么？

Abstract
Never before have network airlines been so exposed and vulnerable to low-cost carriers (LCCs). While LCCs had 26.3% of all world seats in 2013, Southeast Asia had 57.7% and South Asia 58.4% – and these figures will only increase. There are many consequences of LCCs on network airlines, including inadequately meeting the expectations of customers, so increasing dissatisfaction, and not offering sufficient value-for-money. Clearly, it is fundamentally important for Asian network airlines to respond appropriately to LCCs. This paper looks at the strategic capability of 22 of the top Asian network airlines in competing with LCCs, which is achieved by analysing questionnaire data from these airlines in terms of 37 competitive responses across six distinct response categories. It is crucial to note that this paper only concerns their capability in competing with LCCs, and it does not consider their overall strength. This paper also investigates how strategic capability varies by Asian sub-region and by airline performance, with performance examined in two respects: by perceived performance and actual performance. The results show that strategic capability varies widely, with Vietnam Airlines possessing the strongest strategic capability to compete with LCCs and SilkAir the weakest. Of others that compete heavily with LCCs, Malaysia Airlines and Garuda Indonesia have strong capabilities, while Philippine Airlines does not. However, all three need to more forcefully respond to LCCs. As a whole, network airlines within Southeast Asia have the greatest strategic capability, and Northeast Asia the weakest. There is a reasonably strong correlation between strategic capability and both actual and perceived performance, which suggests that those airlines with strong strategic capabilities should achieve strong overall performance.

Never before have network airlines been so exposed and vulnerable to low-cost carriers (LCCs).

While LCCs had 26.3% of all world seats in 2013, Southeast Asia had 57.7% and South Asia 58.4% – and these figures will only increase.

There are many consequences of LCCs on network airlines, including inadequately meeting the expectations of customers, so increasing dissatisfaction, and not offering sufficient value-for-money.