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■ 这次Pro手柄新增了耳机接口,不仅可以使用带麦克风的耳机进行语音交流,在不想打扰周围人的时候,也变得更加方便。

■ Pro手柄的背键
这次在Pro手柄的握把背面,新增了GL键和GR键这两个可自定义的功能键,玩家可以根据自己的喜好,将任意按键功能映射到它们上面。而且,这种按键映射可以按游戏、按用户分别保存,比如你可以将常用的按键映射到这里,或者把一些需要同时按下、但位置不方便的按键挪过来,轻松实现个性化定制。比如说,你可以把截图按钮设置为GL键,这样就可以在不挪开左摇杆手指的情况下轻松截图。



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■ 这次Pro手柄新增了耳机接口,不仅可以使用带麦克风的耳机进行语音交流,在不想打扰周围人的时候,也变得更加方便。

■ Pro手柄的背键
这次在Pro手柄的握把背面,新增了GL键和GR键这两个可自定义的功能键,玩家可以根据自己的喜好,将任意按键功能映射到它们上面。而且,这种按键映射可以按游戏、按用户分别保存,比如你可以将常用的按键映射到这里,或者把一些需要同时按下、但位置不方便的按键挪过来,轻松实现个性化定制。比如说,你可以把截图按钮设置为GL键,这样就可以在不挪开左摇杆手指的情况下轻松截图。

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That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.

Tata Power whose core business is to generate, transmit and distribute electricity has made no money to investors in the last one decade. That is a big blunder considering it is one of the largest power generation companies in the country. One of the reasons is the company's huge debt levels which stood at ₹43,559 crore at the end of March 2021 compared to the company’s market capitalisation of ₹44,447 crore.

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