Announcing the Winner of the 2018 ServiceScape Short Story Award

Announcing the Winner of the 2018 ServiceScape Short Story Award ServiceScape is pleased to announce the winner of the 2018 Short Story Award: Connor Sassmannshausen. Connor is an American author based in Australia. She writes everything from drama to sci-fi and fantasy. Along with short stories and novels, she also writes screenplays and works on film sets.Connor Sassmannshausen is the winner of the 2018 ServiceScape Short Story Award.You can find her winning submission below. We hope you enjoy it as much as we did and we look forward to reading more of your short stories for our 2019 Short Story Award.Of Damsels and MobstersBy Connor SassmannshausenOrion sat at the bar in his favorite club, waiting for his girl to take the stage. Well, his was a bit of a stretch, or a lot of a stretch. Ruby was one of the many performers in The Grimm, the hottest jazz club on this side of town. And she had no idea he existed. Didnt stop him from dreaming, though.She wasnt like the other girls. She kept her sleeves long, but her skirt was just as short as the res t. And her voice was like an angel, and god, there she was. Her blood-red hair was all done up in finger waves, he thought they were called, with a headband that may as well have been a halo. Her dress sparkled in the stage lights, as she began to sing.He ordered another drink but quickly returned his gaze to his girl.As the night wore on, he drank a number of drinks, waiting for Ruby to finish her set. Finally, she stepped down from the stage and cut through the crowd to the bar. Orion threw back what remained of his whiskey and made his way over to her.He stopped beside her, as she took the drink the bartender gave her. He made himself lean against the bar, trying to be suave. His hand missed the bar, and he stumbled, catching both himself and her gaze. He could feel his cheeks flame with embarrassment, and she laughed at his expense.Well, now that Ive made a complete fool of myself, he said, straightening his jacket, I guess I cant do any worse.I bet you still could. Ruby smiled into her drink. But you have my attention, so, I guess thats what you were going for.He rubbed the back of his neck. Im Orion, and I…um…I really liked you singing.Most people who vie for my attention like my singing, or my voice, or my hair, or my eyes, or my legs.Your legs?You would be surprised what men say when theyve had too much to drink. Especially when they think they deserve my attention, or that my attention means Ill fall into bed with them. So, what do you want from me?Orion opened his mouth, but nothing came out. He willed words to flow.Well?I…um…I hadnt thought this far. Honestly didnt think youd give me the time of day.Her laugh rang in his ears, a more beautiful sound than hed ever heard. He expected her to walk away, but she slid onto the stool beside him, keeping her eyes on him. I guess you might be worth a bit of my time.He laughed, nervously, and he knew he sounded ridiculous. How was she going to take him seriously unless he pulled himself together? He f lagged down the bartender and ordered another whiskey. He drank half before turning back to Ruby and her amused smile.I have to say, youre a first for me. She finished off her own drink and set the glass aside. And the nerves are adorable.He bristled at her words. He wasnt adorable. What kind of man wanted a woman to think hes adorable? He should be strong, confident, sure of himself… but, hadnt she said others had been like that, and shed never given them a glance. He looked her over, realizing hed been standing there, silent for longer than he should have, and his cheeks burned once again. Ill just go. He turned away, only to stop when her hand grasped his arm.Arent you even going to ask a girl to dance? She picked up his whiskey, throwing it back. God, that was beautiful.She slid her hand down his arm to take his hand. The world seemed to fall away, as she led him onto the dance floor. He tried to steady his shaking hands as he pulled her against him. She either didnt notice or pitied him enough to keep quiet.A new song began, a much slower melody floating through the air. Ruby led more than he did, but he couldnt bring himself to care. The woman of his dreams danced in his arms when countless other fellas had tried and failed.Are you going to ask me on a date? Ruby asked him, lifting her gaze to meet his.Huh? was his intelligent response, and again, he felt his cheeks flush.She laughed, stepping closer. Alright, then, Ill take the lead, again. So, she had noticed. Take me out to dinner. Monday night Im free. Pick me up outside the club. Ill wear something nice.No sooner had he nodded, then she disappeared into the crowd.Well, that hadnt gone as planned.Orion walked through the streets early the next morning, off to visit his mama for Saturday breakfast. The memory of last night was clouded by the many drinks hed consumed, but he still remembered her.Ruby had spoken to him, to him, had danced with him, had demanded a date when hed been too shocked to get the words out. God, he hoped it wasnt the drink messing with him.He saw a couple of men walking toward him, side by side, decked out in long coats and trilbies atop their heads. Normally, they wouldnt have caught his attention, but something about them set him on edge. He paused as they didnt shift to the side, but separated to allow him to move between them. He hurried his steps to pass between them, but hands like iron grasped his arms and pulled him down the alley. He stumbled over the garbage and uneven ground until his back hit brick.I dont know what you want, fellas, he said, straightening his jacket, but you got the wrong guy.One of the thugs pointed a finger in his face. Youre the one taking Ruby Blakesley out on Monday. How could they possibly know that? Then again, there had been dozens of people at The Grimm last night. Someone had to have overheard.And if I am? He tried to sound confident when really he was terrified. The Wolf requires your services.His blood ran cold. T he Wolf was the biggest, baddest mob boss in the city. No one who ever saw the man made it out alive, save those in his service. He was ruthless, bloodthirsty, and no one crossed him. His men were always around and appeared when they were needed, while he remained shrouded in mystery. Despite the horrible reputation, women and children were known to garner his good will, and abusers were likely to meet a poetic end.So, what had Ruby done to anger The Wolf?I just want to take a girl on a date, Orion told them. I dont want trouble.You stepped into trouble the moment you laid eyes on her. The gangster shoved a gun into his face, a Colt if his very limited view of the barrel was correct. You can take her on your little date, you take her to Grannys Diner on Fifth. After, you tell her to wait outside, while you take a leak. Well take it from there.What did a sweet girl like her do?The two gangsters laughed, and the second spoke for the first time. Sweet? How do you think a girl like her ends up singing at the hottest club in the city? Shes got debts she aint paid up. And she aint easy to find outside of being on that stage. Wed take her there, but the owners in good with the boss. Cant hurt his business. Sides, the news of a singer going missing will be all the buzz, which means more business.Well make this choice easy for you. The first gangster waved his gun in Orions face. You either hand her over and well let you live, or we kill you, then, get her anyway. Well give you a couple days to think it over. But if she aint outside Grannys on Monday, well have our answer.And they left him there. What was he going to do?He stayed in the alley for a few minutes, calming down, trying to figure out what to do. Best he could think of at the moment was getting to his mamas for breakfast, else she send half the neighborhood searching.Before he knew it, his feet had taken him along the well-traversed path to his childhood home, without realizing hed taken a single step. His m ama barreled out the front door, with a shrill cry of joy. He forced a smile onto his face, as she kissed his cheeks. It had only been a week since they last saw one another, yet she always acted like hed been gone for years.Mama tugged him inside forcing him into a chair in the sitting room with Gran and Poppy. Orion sighed, tipping his head back and closing his eyes. Gran chuckled, and Orion looked over at her.I know that look, she said.What look? Orion asked.Youve got a look of a man in love. She dazed him with a smile. Your Poppy had that same look with me. What sort of trouble is your girl in?Orions back stiffened. What makes you think shes in trouble?Poppy let out a sharp bark of laughter. No young man looks so troubled and in love if the gal aint in trouble, boy. Your gran, she was always in trouble, attracting the wrong sort of fellas. I got myself punched a few times standing up for her, but she was always the one I wanted. They shared a glance that held so much love and af fection, Orion looked away.Orion stood outside The Grimm Monday night, waiting on Ruby to make an appearance. When she stepped around the corner, he couldnt take his eyes off her. She was in a dress far different than any shed worn before. The pale yellow made her hair seem all the brighter as it framed her face. Gone were the jazz star, the sparkles, and the finger waves. Shed always seemed so worldly inside the club, but out here, dressed like that, she was the picture of innocence. Had he not already made his decision regarding The Wolf, she would have done it for him.She sent him a dazing smile, one he couldnt help but return, despite his nerves. Where are we headed? she asked, taking his arm.Its a surprise.Alright, lead on.They walked down the street, and she told him all about the area, most of which he already knew, but he humored her. He led her away from Grannys Diner, away from the danger, to a place called The Woods. Upon seeing it, her face lit up with a smile. Ive alway s wanted to come here.He opened the front door for her, letting her step inside first.Dinner went well, in Orions opinion. Ruby never stopped smiling, and he didnt make a complete fool of himself. They walked down the street, taking in the bustling evening. Even on a Monday, the jazz bars were abuzz with patrons, and music floated through the air.Ruby stopped on the sidewalk, taking his hands as she smiled up at him. I had fun, tonight. Would you want to do this again?He was about to answer when gunfire erupted. A car drove by, with two gunmen firing out the open windows. At them. Orion all but threw Ruby down behind a parked car, covering her as best he could.Once everything was once again quiet, he peeked out, seeing no sign of the gangsters. He pulled Ruby to her feet, ignoring her terrified babble, as he dragged her through the streets. They made it to his apartment, which would get any number of rumors spread about them, but he didnt care so much as wanting her safe.He pushed h er gently into a chair, wracking his brain to recall what to do for someone in shock. He wrapped her in a blanket, before telling her he was going to the kitchen, but it fell on deaf ears. He dug through his cabinets, hoping for some tea, but he knew he never bought any, and hed run out of coffee the other day. Hot water would have to do.He returned with a cup of hot water for Ruby, forcing it into her hands. I need you to drink this.After a few sips of water, she blinked up at him. What was that?Why is The Wolf after you?She gulped another mouthful of hot water. I dont know. Her gaze followed the mug.The two thugs that approached me seemed to think you owe him something. When she didnt answer, he continued. For getting you the job at The Grimm. Again, no answer. And they seemed pretty intent on having you, or killing you.Her wide eyes lifted to his. How do you know that?They tried to get me to hand you over tonight.She set the mug on the table and put her head in her hands. When my father died, they told me I inherited his debt. And in order to pay it off, they got me the job at The Grimm. I never gave them anything. You know the stories, The Wolf never harms women and children. I thought Id be alright, theyd just let it go.What kind of debt?I dont know. I never asked.Orion stood, extending his hand. Let me get you something to change into. He dug through his drawers, pulling out the most comfortable sleepwear he owned. Ill let you get changed. He turned to leave but stopped when she took his wrist.She stepped toward him, kissing him hard. Hed dreamt of this more times than was decent, but he pushed her back gently. This isnt a good idea.She pulled away, a look of hurt on her face. Do you want me now?He smiled, tugging her closer again. Im still here, arent I? I just dont think its smart to kiss you when youre not thinking straight. Youre in shock. I dont want to take advantage of that. He kissed her forehead. Get some sleep. Ill be on the couch if you need a nything.The next morning Orion woke to a crash in the kitchen. He hurried in to find Ruby picking up a pan lid from the floor. When she saw him, she jumped.I didnt mean to startle you, he said.She laughed. I didnt wake you, did I? I was trying to make breakfast before you got up.He looked her over. She was still dressed for bed, but her hair looked as flawless as ever. Her giggle brought him out of his thoughts.You should do something with your hair.He felt his face burn, and he hurried to the bathroom. Sure enough, one side was sticking out at all angles. He hurriedly tamed it and went through his morning routine.When he made his way back into the kitchen, Ruby had scrambled eggs, fried potatoes and toast waiting for him. He sat down across from her.So, what are we going to do about last night?Which part, the kiss or being shot at by The Wolfs men?Both, really.She reached over and took his hand. Thank you for stopping. Not many men would have. But I hope a second date is coming, de spite all this.His heart leaped. Id like that. But there were more pressing matters.As for The Wolf? She picked up her fork, starting on breakfast.I dont know. He followed her lead, starting on the food she prepared. You could go to the police.She gave a humorless laugh. Everyone knows half the citys police are in The Wolfs pocket. Ill either have to deal with The Wolf or get out of town.Orion stepped into Rubys apartment, looking around for any sign of intruders. She pushed past him. I need to change and pack.He sat on the couch, as she busied herself in her room. When she came out again, she was dressed in strange fashion, but not a hair out of place. She wore a black pantsuit, with a red belt around her waist and a white jacket. She sat her bag on the floor and tore through the kitchen, looking for something. She tugged out a ragged-looking book, with a smile. As she turned back to her bag, she knocked a glass off the counter, and it shattered on the floor.Orion stood quickly. Il l clean it up. You finish packing.He found a hand broom, sweeping the shards of glass into the dustpan. He was about to stand when the sound of a gun being cocked right behind him froze him in place.Get up slowly. The voice belonged to a man.Orion stood, keeping his hands out to the side. When he turned around, he found four gangsters in the apartment. One had an arm around Rubys stomach, pinning her arms, while he covered her mouth with his other hand, keeping her quiet.Were gonna go for a little ride, said the man with the gun pointed at Orion. No funny business, or well shoot you.Orion did as he was told and was loaded into the back seat of a car, trapped between his captors, while Ruby was taken to another car. It was a long ride, but he knew the streets. They doubled back a couple times, likely to confuse them. Why, he didnt know. Everyone knew where to find The Wolf. Soon enough, they pulled through the gate of The Wolfs manor, with its sprawling yard and gardens. His escorts ordered him from the car, and they hustled him inside, where Ruby was shoved into his arms.They were led through the giant house, and, in any other situation, Orion would have marveled at it. But his attention was locked on the woman he held against his side. They stepped into a study of sorts, with a desk of dark wood and an extravagant chair. The doors slammed shut, leaving them with a number of guards.The door opened again, and another man entered. Well, well, Miss Blakesley, its wonderful that you decided to accept our invitation.Orion tightened his grip on the woman beside him. It wasnt so much an invitation as a kidnapping.The man, The Wolf, settled his gaze on him. Yes, the enamored suitor, who dont know whats good for him. You shoulda just handed her over to us, and you coulda gone on with your life. What will your mama think when you disappear? Or your precious Gran and Poppy?Orion bristled. Leave them out of this.The Wolf shook his head. They aint a part of this, but you a re. Ill give you one last chance, kid. You can leave, now. I got no quarrel with you. You walk away and leave little Ruby to pay her debt to us.Orion tugged Ruby farther behind him. The Wolf pulled out a gun and pointed it at his head. Orion gulped, taking a shaky breath. The Wolf pulled the trigger, and the gun clicked on an empty chamber. The Wolf grinned and put the gun down on the desk. He poured two glasses of what looked to be whiskey before he turned back to them.He took a sip out of one. I think he passed.Ruby stepped around Orion, taking the glass The Wolf held out. Better than I expected. She rounded the desk, straightening the papers. She glanced up at Orions look of confusion. She shrugged off the jacket, to reveal her whole arms to him for the first time. Over her left shoulder and upper arm lay a tattoo of a wolf. She sat in the chair, leaning back. Men like women with a pretty face. I needed someone who would stay when whats beneath isnt so pretty.Orion finally found his voice. So, everything was fake? It was all a show? A test?And you passed beautifully. Blood-red lips pulled back into a smile with a flash of teeth, so different from the flirty ones hed become accustomed to at The Grimm. The smile of The Wolf. So, about that second date?

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.

Medical Billing free essay sample

Week Seven Checkpoint By Melanie Goodwin-Deloach Briefly explain causes and solutions for three of the most common billing and coding errors. What effect does the Medicare National Correct Coding Initiative have on the billing and coding process? Explain your answers. Some of the most common errors in billing and coding can actually be very easily fixed. They generally come down to not using proper modifiers and this can often result in a service not being covered. If the modifier states a service for a male rather than a female than the payment will be not be paid. This can be fixed by making sure one understands and uses proper modifiers. One error has to do with upcoding which results in a higher reimbursement. This can be done either purposely or not. If done on purpose, this is fraud. If not then it is a case of not following proper procedures with determining the right code and modifiers. We will write a custom essay sample on Medical Billing or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This can be fixed by double checking the coding and billing paperwork before submitting for payment. Billing without proper signatures on file, is one problem that can be fixed when registering during check in process. This is a simple fix b ut is necessary in order to receive remimbursement. Some easy ways to fix billing errors is to make sure there is the right staff which has been properly educated and not handling too much claims is responsible for billing. This can be done with the right amount of staff and a system of double checking. This creates a work environment which is productive for both employee and a well run business.

Literacy Assessment Assessment Summary Chart

Literacy Assessment Assessment Summary Chart Outline Assessment Summary Chart Appropriateness of assessment tools for reporting progress, diagnosing reading skills, or providing outcome data The effectiveness of usage in groups or individually Assessment Summary Chart Assessment Tools Progress Diagnostic Outcome Individual or Group Assessment Additional Explanation of Use IRI X X I IRI are used with individual students to assess the progress and diagnose the development of definite reading skills Retelling X X I/G Retelling is used with individuals as the oral variant of the assessment and within a group as a written variant Running Record X X I Running records are used with individual students to assess the progress and diagnose the development of definite reading skills Observations X I/G The usage in a group or with an individual depends on a purpose Fluency Assessment X X I The assessment is recommended for progress monitoring of the students’ fluency and as a general outcome assessment for indiv iduals Phonics Test X X I Are effective for assessing and diagnosing individuals Reading Logs X I/G The usage in a group or with an individual depends on a purpose Phonemic Awareness Assessment X X I Are effective for assessing and diagnosing individuals Rubric X G Are based on standards and criteria Portfolio X X I/G The category depends on the type of portfolio Appropriateness of assessment tools for reporting progress, diagnosing reading skills, or providing outcome data Informal reading inventories (IRI) and running records are effective to monitor the students’ progress in reading, paying attention to the specifics of word-recognition (Gunning, 2010, p. 77). IRI and running records help determine the changes in reading with references to the number and character of miscues made by students.Advertising We will write a custom essay sample on Literacy Assessment: Assessment Summary Chart specifically for you for only $16.05 $11/page Lea rn More That is why, the results of IRI and running records are important to focus on the students’ progress while reading. These assessment tools can be also used by the teacher to diagnose the level of the skills’ development to implement strategies which can help students overcome difficulties in reading and achieve higher results. Retelling is effective when it helps determine the students’ progress in comprehension and in grasping the main idea of the text. The progress is marked with references to the number and character of details which are reproduced by students while retelling. Retelling is also effective to diagnose the development of the students’ skills, orienting to their further improvement basing on the diagnostic results. The level of the students’ understanding phonics and of the phonemic awareness is constantly changing that is why phonics tests and phonemic awareness assessments are necessary to monitor the general stude nts’ progress and for the additional diagnosis of the individual students’ abilities to distinguish sounds or work with phonemes to receive the ability to develop and improve definite skills. Observations are used as progress monitoring tools to watch the changes in the students’ development of literacy skills, and they provide the general picture of the students’ skills, interests, typical miscues, behaviors, techniques, strengths, and weaknesses. Reading logs are effective tools for the students’ self-evaluation. The regular character of completing the assessment provides the teacher with opportunities to monitor the students’ progress in reading more difficult books, changes in reading interests and reactions, and involvement with reading. Portfolio is the specific assessment tool which can be used both for monitoring the progress and assessing the outcomes, depending on the type of the portfolio. For instance, the process portfolios are effective to monitor the progress with references to the levels of the materials used and competency in completing the portfolio which can change during the definite period. The evaluation portfolios are necessary to assess the students’ results with references to the definite standardized samples used, and these portfolios are used as outcome assessment tools.Advertising Looking for essay on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Fluency assessment is important to monitor the students’ progress in pace of reading or reading more letters and words (indicators of proficiency). Thus, it is used as the progress assessment tool. Fluency assessment is also standardized and based on benchmarks, and it uses fixed criteria to assess outcomes. From this perspective, it is a general outcome assessment (Gunning, 2010, p. 77). Rubrics also belong to the outcome category because they focus on â€Å"what is expe cted from students in order for them to meet a certain level of performance† (Gunning, 2010, p. 86). Rubrics are necessary to assess the students’ results and compare them with definite standards adopted within certain institutions or states. Thus, rubrics provide evaluative criteria and information about students’ outcomes. The effectiveness of usage in groups or individually IRI, running records, phonics tests, and phonemic awareness assessment can be used to assess only individuals because the teacher should focus on reading or sound recognition presenting by one student at a time to take notes, to fix possible miscues, to concentrate on the individual skills which need to be developed or improved. Fluency assessment is also effective when it is realized individually to pay attention to the students’ definite competencies to make conclusions about the level of performance. Rubrics can be used in a group of students to assess and compare their performanc e in relation to the definite criteria and standards presented in the rubric. Retelling as the assessment tool should be used with individual students when retelling is oral, and retelling can be used within the group of students when it is the written assessment. Observations can be both individual and group, depending on the task of the assessment determined by the teacher before starting the observation of an individual or a group of students (Paratore McCormack, 2007). The usage of reading logs in a group or with an individual depends on a purpose to receive the information about an individual’s progress and interests or the group’s progress in reading at a time. Portfolios are effective as the tools to assess the individual progress of a student, but they can be also used to assess the work basing on the group when portfolio conferences are conducted. References Gunning, T. (2010). Creating literacy instruction for all students. Boston, MA: Allyn and Bacon/Pearso n Education.Advertising We will write a custom essay sample on Literacy Assessment: Assessment Summary Chart specifically for you for only $16.05 $11/page Learn More Paratore, J., McCormack, R. (2007). Classroom literacy assessment: Making sense of what students know and do. USA: Guilford Press.