Probabilities and Liars Dice

Many games of chance can be analyzed using the mathematics of probability. In this article, we will examine various aspects of the game called Liar’s Dice. After describing this game, we will calculate probabilities related to it. A Brief Description of Liar’s Dice The game of Liar’s Dice is actually a family of games involving bluffing and deception. There are a number of variants of this game, and it goes by several different names such as Pirate’s Dice, Deception, and Dudo. A version of this game was featured in the movie Pirates of the Caribbean: Dead Man’s Chest. In the version of the game that we will examine, each player has a cup and a set of the same number of dice. The dice are standard, six-sided dice that are numbered from one to six. Everyone rolls their dice, keeping them covered by the cup. At the appropriate time, a player looks at his set of dice, keeping them hidden from everyone else.   The game is designed so that each player has perfect knowledge of his own set of dice, but has no knowledge about the other dice that have been rolled. After everyone has had an opportunity to look at their dice that were rolled, bidding commences. On each turn a player has two choices: make a higher bid or call the previous bid a lie. Bids can be made higher by bidding a higher dice value from one to six, or by bidding a greater number of the same dice value. For example, a bid of â€Å"Three twos† could be increased by stating â€Å"Four twos.† It could also be increased by saying â€Å"Three threes.† In general, neither the number of dice nor the values of the dice can decrease. Since most of the dice are hidden from view, it is important to know how to calculate some probabilities. By knowing this is it easier to see what bids are likely to be true, and what ones are likely to be lies. Expected Value The first consideration is to ask, â€Å"How many dice of the same kind would we expect?† For example, if we roll five dice, how many of these would we expect to be a two? The answer to this question uses the idea of expected value. The expected value of a random variable is the probability of a particular value, multiplied by this value. The probability that the first die is a two is 1/6. Since the dice are independent of one another, the probability that any of them is a two is 1/6. This means that the expected number of twos rolled is 1/6 1/6 1/6 1/6 1/6 5/6. Of course, there is nothing special about the result of two. Neither is there anything special about the number of dice that we considered. If we rolled n dice, then the expected number of any of the six possible outcomes is n/6. This number is good to know because it gives us a baseline to use when questioning bids made by others. For example, if we are playing liars dice with six dice, the expected value of any of the values 1 through 6 is 6/6 1.   This means that we should be skeptical if someone bids more than one of any value.   In the long run, we would average one of each of the possible values. Example of Rolling Exactly Suppose that we roll five dice and we want to find the probability of rolling two threes. The probability that a die is a three is 1/6. The probability that a die is not three is 5/6. Rolls of these dice are independent events, and so we multiply the probabilities together using the multiplication rule. The probability that the first two dice are threes and the other dice are not threes is given by the following product: (1/6) x (1/6) x (5/6) x (5/6) x (5/6) The first two dice being threes is is just one possibility. The dice that are threes could be any two of the five dice that we roll. We denote a die that is not a three by a *. The following are possible ways to have two threes out of five rolls: 3, 3, * , * ,*3, * , 3, * ,*3, * , * ,3 ,*3, * , * , *, 3*, 3, 3, * , **, 3, *, 3, **, 3, * , *, 3*, *, 3, 3, **, *, 3, *, 3*, *, *, 3, 3 We see that there are ten ways to roll exactly two threes out of five dice. We now multiply our probability above by the 10 ways that we can have this configuration of dice. The result is 10 x(1/6) x (1/6) x (5/6) x (5/6) x (5/6) 1250/7776. This is approximately 16%. General Case We now generalize the above example. We consider the probability of rolling n dice and obtaining exactly k that are of a certain value. Just as before, the probability of rolling the number that we want is 1/6. The probability of not rolling this number is given by the complement rule as 5/6. We want k of our dice to be the selected number. This means that n - k are a number other than the one we want. The probability of the first k dice being a certain number with the other dice, not this number is: (1/6)k(5/6)n - k It would be tedious, not to mention time-consuming, to list all possible ways to roll a particular configuration of dice. That is why it is better to use our counting principles. Through these strategies, we see that we are counting combinations. There are C(n, k) ways to roll k of a certain kind of dice out of n dice. This number is given by the formula n!/(k!(n - k)!) Putting everything together, we see that when we roll n dice, the probability that exactly k of them are a particular number is given by the formula: [n!/(k!(n - k)!)] (1/6)k(5/6)n - k There is another way to consider this type of problem. This involves the binomial distribution with probability of success given by p 1/6. The formula for exactly k of these dice being a certain number is known as the probability mass function for the binomial distribution. Probability of at Least Another situation that we should consider is the probability of rolling at least a certain number of a particular value. For example, when we roll five dice what is the probability of rolling at least three ones? We could roll three ones, four ones or five ones. To determine the probability we want to find, we add together three probabilities. Table of Probabilities Below we have a table of probabilities for obtaining exactly k of a certain value when we roll five dice. Number of Dice k Probability of Rolling Exactly k Dice of a Particular Number 0 0.401877572 1 0.401877572 2 0.160751029 3 0.032150206 4 0.003215021 5 0.000128601 Next, we consider the following table. It gives the probability of rolling at least a certain number of a value when we roll a total of five dice. We see that although it is very likely to roll at least one 2, it is not as likely to roll at least four 2s.   Number of Dice k Probability of Rolling at Least k Dice of a Particular Number 0 1 1 0.598122428 2 0.196244856 3 0.035493827 4 0.00334362 5 0.000128601

Business Model and Strategy Assessment - Free Essay Example

Sample details Pages: 7 Words: 2137 Downloads: 9 Date added: 2017/06/26 Category Business Essay Type Research paper Did you like this example? Business Model and Strategy Assessment Industry Environment Analysis Based on Porterà ¢Ã¢â€š ¬Ã¢â€ž ¢s Five Forces Model, the footwear industry has a high intensity of competitive rivalry. The reason is that in this market, there are a number of wholesalers and retailers, and many of which are well-known and occupy the major market share. In addition, due to the low entry barriers and the affordable capital investments, the force of threat from new entrants is high. Threat from substitutes is low, resulting from the fact that shoes are considered necessities. Customers are more sensitive to price, resulting in all companies reducing price in order to cater and attract consumers. Also, people are fond of chasing fashion and comparing a shoe with all substitutive shoes. Consequently, the bargaining power of buyers is high in this industry. All suppliers produce homogeneous products, leading to a low switching cost to purchasers; thus the bargaining power of suppliers is low. According to dynamic industry analysis, customers, products, and technolo gies dimensions are growing. The world population will increase about 43% to 10 billion in 2050 compared to 7 billion in 2013 (Exhibit 1). With the growth of world population, the demand of life necessities will increase, so the footwear industry will grow as well. At the same time, as a result of people standards of living becoming higher and higher, the shoe companies should improve the level of technology to meet the new needs of customers. Now, healthy lifestyle is a mainstream idea. However, a majority of incumbent firms pay attention to producing high quality and low cost products, rather than lifestyle products. Therefore, lifestyle brands have a greater competitive advantage to disrupt the current market, helping companies achieve success. In summary, although Porterà ¢Ã¢â€š ¬Ã¢â€ž ¢s Five Forces Model expresses the footwear industry as unattractive, based on dynamic industry analysis, the footwear industry consistently maintains a huge market that might attract a great deal of potential new entrants. Accordingly, both incumbent and new firms should find some à ¢Ã¢â€š ¬Ã‹Å"market holesà ¢Ã¢â€š ¬Ã¢â€ž ¢ to capture market share and enhance profits, such as designing novel shoes that are good for health. Don’t waste time! Our writers will create an original "Business Model and Strategy Assessment" essay for you Create order Business Model Maps or Canvases Brown Shoe has adopts an à ¢Ã¢â€š ¬Ã…“Unbundledà ¢Ã¢â€š ¬Ã‚  business model, which includes three fundamental types of businesses: customer relationship, product innovation, and infrastructure. These three entities should be separated to avoid conflicts. This company puts customers first, and it provides a broad-range of products, and operates a variety of e-commerce websites in order to improve customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ shopping experience. Moreover, Brown Shoe focuses on creating and innovating comfort and high quality shoes. Furthermore, it not only owns some factories in China, but it also has a network of global third-party manufacturers. Customer Segments, Customer Relationship, and Channels: All ages of people can buy products in real stores and the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s E-commerce website. The company uses both owned and partner channels. Value Propositions: This companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s mission is à ¢Ã¢â€š ¬Ã…“to inspire people to feel good and live bet terfeet firstà ¢Ã¢â€š ¬Ã‚  (Brown Shoe Company, 2012, P.10). Key Activities and Key Partners: This company designs, produces, and delivers footwear for all kinds of people. It has a number of retailer and wholesaler partners. A major portion of its infrastructure is acquired from third-parties. Cost Structure and Revenue Streams: Cost-driven. The objective of this company is generating profits with a wide- range of products. Vera Bradley has adopts the à ¢Ã¢â€š ¬Ã…“Long Tailà ¢Ã¢â€š ¬Ã‚  business model, which pays attention to niche markets. This business model requires a strong platform to innovate and create novelty products, in order to attract customers, leading to high demand and revenue. Customer Segments, Customer Relationship, and Channels: Vera Bradley aims at providing novelty and fashionable products for women. It uses a à ¢Ã¢â€š ¬Ã…“Dynamic Multi-Channel Distribution Modelà ¢Ã¢â€š ¬Ã‚  throughout its direct and indirect channels. Moreover, the real and online stores allow people to select and buy products easily. Value Propositions: This brand vision is à ¢Ã¢â€š ¬Ã…“accessible luxury that inspires a casual, fun, and family-oriented lifestyleà ¢Ã¢â€š ¬Ã‚  (Vera Bradley, 2013, P.6). Key Activities and Key Partners: This company designs, makes, and sells complementarily accessory products for women. It has a good relationship with third-party retailers and manufacturers. Cost Structure and Revenue Streams: Value-driven. The company would like to achieve high profit by premium price. Yue Yuen has adopts an à ¢Ã¢â€š ¬Ã…“Unbundledà ¢Ã¢â€š ¬Ã‚  business model as well. The Pou Sheng Company, its subsidiary, is a retailer in China, and is responsible for dealing with customer relationships. Its market research department collects information from customers to help brand partners innovate and improve products. Yue Yuen manufactures branded athletic and casual footwear. Customer Segments, Customer Relationship, and Channels: The main market segment of Yue Yuen is athletic and casual footwear; thus, sports enthusiasts are its core customers. The company mainly depends on direct retail stores to capture market share. Value Propositions: The products quality of the company has resulted in significant consumer trust. à ¢Ã¢â€š ¬Ã…“The Group complies to à ¢Ã¢â€š ¬Ã‹Å"put employees firstà ¢Ã¢â€š ¬Ã¢â€ž ¢ as a promised actionà ¢Ã¢â€š ¬Ã‚  (Yue Yuen Industrial (Holdings) Limited, 2012, P.188). Key Activities and Key Partners: The company makes and sells a broad range of international sport brands footwear. Brand name customers, joint venture companies, and suppliers are its key partners. Cost Structure and Revenue Streams: Cost-driven. This company wants to increase market share by providing a variety of sportswear, resulting in a high sales volume. Similarities and Differences: First, all these companies have same key activities, which include producing and selling footwear and accessories. Additio nally, their similar point of value proposition is putting customers and employees fist, but the difference is that Brown Shoe and Yue Yuen are interested in providing high-quality products to customers, and Vera Bradley is effective at creating stylish and premium commodities for customers. What is more, these three companies have totally different customer segments. Brown Shoe targets all age groups; Vera Bradley aims at women, and Yue Yuen keeps a watchful eye on sports fans. Furthermore, in the aspect of channel, both Brown Shoe and Vera Bradley sell goods in real and online store through direct and indirect distribution channels. Yue Yuen mainly uses direct retail store to sell shoes. Finally, Brown Shoe and Yue Yuen are cost-driven and want to improve profits via a broad-range of products. On the contrary, Vera Bradley is value-driven through innovating premium products to achieve high profits. Corporate Strategy Brown Shoe utilizes multi-corporate strategies. First, it promotes organic growth through the opening of new facilities. In the next fiscal year, the company expects to open approximately 55 new stores in the US. Then, a global footprint strategy drives the company to open 26 stores in China and plans to open five new retail stores in 2013. In addition, Brown Shoe wants to collaborate with Hongguo International Holdings Limited, a joint venture partner, to add about 22 stores in 2013 (Brown Shoe Company, 2012, P.11-12). Furthermore, this company makes use of the acquisition of related companies to achieve a horizontal diversification structure in order to increase its market share. In 2010, Brown Shoe Company acquired the remaining 50 percent interest of Edelman Shoe Company, which is a leading fashionable footwear designer. In 2011, the company acquired a leading athletic footwear designer and manufacturerAmerican Sporting Goods Corporation. However, it sold AND 1 in 2011 and A via and Nevadors in 2013, in order to pay down debt. Vera Bradley mainly expands its retail sale in the United States by opening new stores. The company plans to open roughly 20 new stores annually during each of the next five fiscal years (Vera Bradley, 2013, P.10). To grab global market share, Vera Bradley sells products through 15 department store locations and an E-commerce website in Japan (Vera Bradley, 2013, P.6). Moreover, this company made a strategic alliance with Von Maur in 2012. Beginning on July 10, customers could buy Vera Bradleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s products through Von Maur, a company that provides excellent customer service and creates a more pleasant shopping environment, so this cooperation helped it expand multi-distribution channels. In addition, the company founded the Vera Bradley Foundation for BreastCancer in 1998, and contributed about $1 million to support breast cancer research (Vera Bradley, 2013, P.36). Although philanthropy is different from its primary business, this unrelated service can improve its reputation with an added benefit of increasing sale volumes. Yue Yuen is the worldà ¢Ã¢â€š ¬Ã¢â€ž ¢s largest manufacturer of branded athletic and casual footwear, so its services are all over the word, such as Asia, USA, Europe, Canada, and so on. Moreover, considering retailing activities, the company focuses on China, and has 3,659 directly-operated stores and 2,276 sub distributors (Yue Yuen Industrial (Holdings) Limited, 2012, P.13). In 2003, with the purpose of expanding related horizontal diversification product lines, Yue Yuen acquired Pro Kingtex, a manufacturer and retailer of sportswear, and formed a joint venture with Hua Jian Industrial Holdings Company Limited, a designer and manufacturer of ladiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ shoes. Furthermore, the acquisition of Zhanxin and Pengda sportswear retailers allowed the company to strengthen and consolidate the retail distribution channels in China. What is more, Yue Yuen pays attention to engaging in vertical integration by acquiring some supply chain services companies, for example, Luen Thai and LINE. à ¢Ã¢â€š ¬Ã…“The vertical integration and horizontal diversification business model enhances the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s visibility into customer demand and synchronizes its supply chains to help it control costs to achieve higher marginsà ¢Ã¢â€š ¬Ã‚  (Jia Chu, Paper 1). Competitive Strategy Brown Shoe involves three key market segments to service all walks of life: Family, Healthy Living and Contemporary Fashion brands. These markets segments provide a broad offering of products at a variety of price points through Omni-Channel distributions to accomplish a differentiation strategy. Moreover, the company highly invests in advertising so as to boost brand recognition and create brand differentiation. In 2012, the investment of advertising and marketing support was about $21.5 million (Brown Shoe Company, 2012). Furthermore, Brown Shoe built a customer loyalty program, which is its members can earn points toward savings certificates for qualifying purchases at its Famous Footwear stores. This program improves the possibility that customers will choose to purchase goods in Brown Shoe instead of other companies the first time. The data indicated that approximately 66% of net sales in the Famous Footwear stores were made from the reward members in 2012 (Brown Shoe Compa ny, 2012). Unfortunately, the differentiation strategy generated a high variable cost that leads to a low operating margin for this company (Exhibit 23). The companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s product lines are too diverse to manage. Based on its 2012 annual report, the wholesale operationà ¢Ã¢â€š ¬Ã¢â€ž ¢s net sales accounted for about 50% of the net sales generated from retail segments. Additionally, the healthy living market should be intensely attended, because it fills current customer preferences. Therefore, narrowing the scope of business may improve the companys profitability, such as giving up part of the wholesale businesses. Vera Bradley carries out a niche strategy by providing stylish complementary products for women to make their life distinctive and cheerful. Moreover, Vera Bradley advocated a visual merchandising strategy, which is using homey decorations to create stores that have a friendly feeling of home. This distinctive customer shopping experience encourages cu stomers to visit again and purchase more (Jia Chu, Paper 1). Furthermore, this company positions its brand as a lifestyle brand emphasizing high quality, vibrant styling, and functional design, all of which highly match the contemporary consumer ideal. At the same time, Vera Bradley releases new patterned products and funny advertisings frequently in order to keep the brand fresh. By doing this, it promotes customers to purchase over and over again. In addition, Vera Bradley has both international and domestic manufacturing factories. This strategy helps the company save costs substantially. à ¢Ã¢â€š ¬Ã…“Meanwhile, domestic factories help Vera Bradley adapt to the fluctuations in the market demand and consumer preferences quickly. Also, combining in-house manufacturing and outsourcing makes its suppliersà ¢Ã¢â€š ¬Ã¢â€ž ¢ power lowerà ¢Ã¢â€š ¬Ã‚  (Jia Chu, Paper 1). As a result, a lower cost brings a higher operating margin (Exhibit 3). Yue Yuen exploits a cost leaders hip strategy by putting forward à ¢Ã¢â€š ¬Ã…“a proactive supply chain model, which shifts the company from an essentially domestic manufacturing plant to a global sourcing platformà ¢Ã¢â€š ¬Ã‚  (Jia Chu, Paper 1). Integrating and acquisition supply chain departments allow it to successfully increase à ¢Ã¢â€š ¬Ã…“flexibility and accuracy of inventory management. In fiscal year 2013, inventories accounted for only 18% of total assetsà ¢Ã¢â€š ¬Ã‚ , so this reduce a great deal of cost (Jia Chu, Paper 1). Moreover, à ¢Ã¢â€š ¬Ã…“from helping brand name customers design, produce, and sell products, Yue Yuen has the market power to manipulate selling and general administrative expensesà ¢Ã¢â€š ¬Ã‚  (Jia Chu, Paper 1). Also, the company has minimal advertising costs. Furthermore, this low cost structure allows the company to help its brand name customers offer all kinds of products at a relatively low price, in order to increase sale volumes. As a result, the company will m aintain the leadership role in the market, because of the cost-efficient business model. Conclusion Brown Shoe Company should adjust its differentiation strategy so as to gain the competitive advantage and improve profit its margin. Vera Bradley achieves success in the niche market by focusing on providing complementary products to accessorize a womanà ¢Ã¢â€š ¬Ã¢â€ž ¢s life. Yue Yuen benefits from its vertical integration business model that contributes to a low-cost and high-profitability performance. 1

Investigation in Microtubule Dynamic Instability Free Essays

Title: Investigation in microtubule dynamic instability Introduction Microtubules are important for maintaining cell structure, intracellular transport, formation of mitotic spindle, as well as other cellular processes. Investigation of dynamics of microtubule assembly and disassembly allow us to understand the malfunction of mitotic spindle formation or other cellular processes. This experiment is divided into two parts; we are going to find out the critical parameters for achieving greatest average length of microtubules in part one and achieving the greatest number of microtubules in part two. We will write a custom essay sample on Investigation in Microtubule Dynamic Instability or any similar topic only for you Order Now Principle In this experiment, we used a simulation programme to explore how various factors change the way microtubules grow out from centrosome, and the shrink back. Growth rate, shrink rate, catastrophe rate, rescue rate, release rate, minus end end depolymerization rate, nucleation rate and nucleation site are the factors we can adjust to see how them affects the average length and number of microtubules. The simulation time acceleration is set to 5x real time. Each time a parameter is varied and others are controlled factors. The record is taken when the simulation has reached steady state and graphs are plotted. Results Part1 – How to achieving greatest average length of microtubules Fixed parameter| Shrink rate| Catastrope| Rescue Release| MED| Nuc rate| Nuc sites| Variable Growth rate| 0. 263| 0. 042| 0. 064 0. 024| 0. 8| 0. 02| 180| Result| 1| 2| 3| 4| 5| Mean| 0. 14| 32. 9| 21. 12| 23. 93| 23. 95| 27. 54| 25. 888| 0. 16| 33. 19| 36. 82| 32. 5| 28. 83| 30. 15| 32. 298| 0. 18| 29. 79| 39. 11| 41. 19| 40. 8| 31. 54| 36. 486| 0. 2| 40. 77| 41. 19| 45. 94| 38. 28| 47. 66| 42. 768| 0. 22| 38. 6| 47. 49| 48. 53| 48. 55| 47. 96| 46. 238| 0. 24| 42. 25| 45. 31| 45. 25| 46. 81| 40. 95| 44. 114| Table1 Figure1 Fixed parameter| Growth rate| Shrink rate| Catastrop/ Release| MED| Nuc rate| Nuc cites| Variable Rescue| 0. 12| 0. 263| 0. 042 0. 024| 0. 8| 0. 02| 180| Result| 1| 2| 3| 4| 5| mean| 0. 084| 23. 76| 22. 77| 26. 56| 30. 78| 25. 12| 25. 798| 0. 104| 18. 88| 19. 07| 17. 82| 20. 08| 17. 55| 18. 68| 0. 124| 19. 96| 16. 69| 17. 37| 19. 37| 22. 38| 19. 154| 0. 144| 21. 34| 19. 53| 20. 54| 21. 44| 21. 95| 20. 96| 0. 164| 20. 65| 18. 76| 21. 76| 16. 33| 19. 73| 19. 446| Table2 Figure 2 Discussion Each free tubulin dimer contains one tightly bound GTP molecule that is hydrolyzed to GDP after the subunit is added to a growing microtubules. When polymerization is proceeding rapidly, tubulin molecules add to the end of the microtubule faster that the GTP they carry is hydrolyzed, and the microtubule growth. [1] Varied the growth rate and kept other factors constant, the average length of microtubules should always increase. However, the average length of microtubules rises as growth rate increase from 0. 14 to 0. 22Â µm/sec and stop increasing at 0. 2Â µm/sec. It tends to level off rather than increase at 0. 22Â µm/sec. It means the growth rate is no longer the limiting factor. Some factors other than growth rate, may be the rescue rate, limited the increase of the average length. Rescue rate is the rate at which a shrinking microtubule switches to growing state. We assume the greatest rescue rate, the more the microtubules undergo polymerization. So that the proportion of growing microtubules would increase and the average length rise. Instead of increase, the average length of microtubules drops from 0. 084 to 0. 104Â µm/sec. Increase the rescue rate may trigger the mechanism that lowers the average length of microtubules. It remains at around 20Â µm from 0. 104 to 0. 164Â µm/sec means that that there is no correlation between rescue rate and the average length beyond a point among 0. 084 and 0. 104Â µm/sec. Part2 – How to achieve the greatest number of microtubules Fixed parameter| Growth rate| Catastrop| Rescue Release| MED| Nuc rate| Shrink rate| Variable #nuc site| 0. 12| 0. 042| 0. 064 0. 024| 0. 8| 0. 02| 0. 263| Result| 1| 2| 3| 4| 5| mean| 180| 47| 65| 42| 57| 68| 55. 8| 200| 70| 77| 66| 53| 68| 66. | 220| 71| 73| 86| 70| 68| 73. 6| 240| 82| 88| 85| 81| 84| 84| 260| 90| 93| 80| 81| 84| 85. 6| 280| 87| 107| 100| 97| 91| 96. 4| 300| 90| 101| 110| 92| 96| 97. 8| Figure3 Fixed parameter| Growth rate| Shrink rate| Catastrop| Rescue Release| MED| Nuc cites| Variable nuc rate| 0. 12| 0. 263| 0. 042| 0. 064 0. 024| 0. 8| 180| Result| 1| 2| 3| 4| 5| mean| 0. 02| 62| 57| 49| 54| 50| 54. 4| 0. 04| 95| 107| 85| 80| 86| 90. 6| 0. 06| 103| 110| 107| 113| 114| 109. 4| 0. 08| 120| 99| 112| 113| 115| 111. 8| 0. 1| 124| 134| 126| 116| 113| 122. 6| 0. 12| 120| 131| 130| 119| 136| 127. | 0. 14| 136| 128| 127| 130| 136| 131. 4| Table4 Figure4 Discussion Centrosomes contain ring-shaped structures formed from ? -tubulin, and each ? -tubulin ring serves as the starting point, the nucleation site, for the growth of one microtubule. The nucleation site acts as a preexisting microtubule structure for -tubulin dimers assembly. [1] We assume the more the nucleation site, the more the microtubules present. According to table3, the number of microtubules is always increasing with the number of nucleation site. There is no sign of level off or decline of the curve. It always is the limiting factor of the number of microtubules. The nucleation rate is the rate at which new microtubules are nucleated at the centrosome. The number of microtubules should be raised if the nucleation rate increase since new microtubules generated. Indeed, the number of microtubules is raised as the nucleation rate increased. From 0. 02 to 0. 06Â µm/sec, the increase of microtubules is sharp and starts to slow down afterward. The trend shows that the curve would level off at certain level eventually. It means there are some factors other than nucleation rate control the number of microtubules. The number of nucleation site may be the limiting factor as all nucleation sites are occupied by the microtubules, so that no new microtubules generated. Limitations In actual cell, the number of tubulin dimer is limited. This factor is not shown in this simulation programme. The temperature and the pH may affect the configuration and polymerization of the microtubules. There are some microtubules not attached to the centrosome, but present in cilia and flagella. It is not clearly stated by the simulation programme whether these microtubules is counted. Conclusions Besides the growth rate, there are other limiting factors controlling the average length of microtubules. We cannot achieve the greast average length of microtubules by consider growth rate is the only factor. We found that we should keep the rescue rate at 0. 084Â µm/sec or below. Also, more information about the rescue rate below 0. 084Â µm/sec should be obtained. Both nucleation site and nucleation rate are the factors controlling the number of microtubules. But the nucleation site is more critical than the nucleation site. The above show the nucleation rate is restricted by other factors but the nucleation sites does not. We should examine another set of data by varying the nucleation rate with more nucleation site. If the plateau of new obtain curve is above the original curve, nucleation site is limiting factor of the number of microtubules. Similar experiment should be established with different combination of parameters in order to obtain the best curve. In short, there is not enough information for us to draw conclusion for how to achieve the greatest average length and greatest number of microtubules unless we obtain more data. Reference 1. Alberts et al,. (2010) Essential Cell Biology, 3rd Garland Science, p. 579-580 How to cite Investigation in Microtubule Dynamic Instability, Papers

City Super free essay sample

Please write down your Full Name, Group Number and Student ID Number on the first page of your Answer Sheet. Those who fail to comply will be subjected to a penalty of 5 marks deduction of your Assignment. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments. Today there is a trend toward targeting multiple segments. Very often, companies begin their marketing with one targeted segment, and then expand into other segments. This often boosts a company’s competitive advantage and knowledge of the customer base. One of the most promising developments in multivariable segmentation is â€Å"geodemographic† segmentation. 3. 1. 2Requirements for Effective Segmentation To be useful, market segments must be: 1)Measurable: The size, purchasing power, and profiles of the segments can be measured. 2)Accessible: The market segments can be effectively reached and served. 3)Substantial: The market segments are large or profitable enough to serve. 4)Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs. 5)Actionable: Effective programs can be designed for attracting and serving the segments.