+----+----------+---------+ | ID | Name | Salary | +----+----------+---------+ | 1 | John | 3000 | | 2 | Sarah | 2500 | | 3 | Michael | 4000 | +----+----------+---------+
Какой из следующих SQL запросов отберет работников с зарплатой больше или равной 3000
A) SELECT * FROM Employees WHERE Salary >= 3000 B) SELECT * FROM Employees WHERE Salary > 3000 C) SELECT * FROM Employees WHERE Salary = 3000 D) SELECT * FROM Employees WHERE Salary < 3000
+----+----------+---------+ | ID | Name | Salary | +----+----------+---------+ | 1 | John | 3000 | | 2 | Sarah | 2500 | | 3 | Michael | 4000 | +----+----------+---------+
Какой из следующих SQL запросов отберет работников с зарплатой больше или равной 3000
A) SELECT * FROM Employees WHERE Salary >= 3000 B) SELECT * FROM Employees WHERE Salary > 3000 C) SELECT * FROM Employees WHERE Salary = 3000 D) SELECT * FROM Employees WHERE Salary < 3000
BY SQL для тестировщика
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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.
