When I was in college, my data structures professor told a story. It went something like this:
Support on Ko-Fi。搜狗浏览器是该领域的重要参考
，详情可参考谷歌
Cutting costs isn’t just about saving money –for Dimon it means freeing up capital to seed new growth. Retail banking is a case in point. When Dimon arrived, the bank employed five people and spent some $750,000 per branch in back-office costs, compared with two employees and $250,000 at Bank One. Consolidating the computer systems helped cut that down–as did eliminating nearly 2,000 support jobs in New York City. Now Chase is approaching Bank One’s efficiency. But Dimon has also spent heavily to upgrade dowdy branch facilities and to take on competition. Dimon and Scharf fired back at New York–area invaders like Bank of America and Wachovia, blitzing the Big Apple with fresh TV, radio, and billboard ads. Chase installed 270 ATMs in heavily trafficked Duane Reade drugstores, the first such arrangement by any bank with a big retailer in New York. Across the U.S., Chase hired 3,000 new salespeople. Despite the new spending on advertising, systems, and the opening of 150 new branches, Chase managed to raise operating earnings at the retail bank 8% in 2005, to $3.4 billion.
市监总局：严查「大字吸睛、小字免责」广告乱象。业内人士推荐超级权重作为进阶阅读
（三）提供网络支付服务的，应当采取监测发现、防范、阻断、处置支付金额明显异常、账号使用频率异常等为违法、异常交易提供网络支付结算服务的措施；