Behavior of Activities of Thymidine Metabolizing Enzymes in Human Article

Behavior of Activities of Thymidine Metabolizing Enzymes in Human Leukemia-Lymphoma Cells - Article Example The studies were conducted with cell cultures obtained from 13 human leukemia-lymphoma cell lines consisting of T- and B-cell lines as well as Non-T- and Non-B- cell lines. The various enzymes were assayed in extracts obtained from cells subjected to rapid freezing and thawing in liquid nitrogen. Activities of the catabolic enzymes were higher by several orders of magnitude compared to the synthetic enzymes in normal cells. However, in all leukemia-lymphoma cells examined, the thymidine degrading enzyme activities were decreased for example, by 5-42% in the case of dihydro thymine dehydrogenase (with the complete absence of DHT DH activity noted in chronic myelogenous leukemia K-562 cells) and up to 38% in the case of TP relative to normal cells. In contrast, the activities of the synthetic enzymes namely, thymidylate synthase and TK were increased significantly by up to 407 times and up to 79 times, respectively of the normal human lymphocytes. Thymidine is utilized by cells both for DNA synthesis and energy production through oxidation to CO2 and water. Therefore, the reduction in the activity of the thymidine degrading enzymes is also important since it would lead to the enhanced availability of the compound for DNA synthesis. Furthermore, the enhanced activities of the thymidine synthesizing enzymes would also contribute to DNA synthesis which is  essential for rapid cell growth and proliferation. A comparison of kinetic properties of the catabolic enzymes, DHT DH and TP in the normal lymphocytes showed that the specific activity of DHT DH was considerably less than that of phosphorylase thereby indicating that DHT DH is the rate-limiting enzyme and, therefore, a better enzyme to evaluate the capacity of human leukemia-lymphoma cells to degrade thymidine. Thymidine kinase (TK) converts thymidine, or deoxythymidine (dT) to the respective monophosphate.  

Bendix Policies Case Study Example | Topics and Well Written Essays - 250 words

Bendix Policies - Case Study Example Their reactions showed that they greatly feared the loss of their position and reputation. This is due to the fact that William Agee’s method of leadership, which is decentralizing powers and his own spontaneous style of meritocracy, is both in contrast and in conflict with board members and other managers’ style of corporate handling. It is ethically wrong for them to treat her rise to the ranks with much sour judgment. At the same time, it would have been to Mary Cunningham’s best interest to have shown some measure of respect toward the board members. Even though the board members were wrong from the start, she should have at least shown some degree of politeness. Also, prudence would have worked well for her advantage. If she was more discreet with regards to her closeness with William Agee, there would have been less scrutiny and suspicion coming from other managers. William Agee should have also put an effort to avoid such scrutiny by showing some professional distance between him and Mary Cunningham. That way, both would have less trouble with regards to the position placing issues and resistance from the board

Spain culture and traditions Research Paper Example | Topics and Well Written Essays - 250 words

Spain culture and traditions - Research Paper Example The bull is usually killed at the end of the occasion. This activity usually takes place between the months of April and October, and the Spaniards usually prepare for this event with excitement. There have been several occasions when this tradition has been banned by governments, but progressive ones allow its reinstitution. This is an indicator that the practice is ingrained in the Spanish culture and it is not easy to get rid of it (Whittaker 2008 p 67). Traditional songs and dance are also core components of Spanish culture. They vary from region to region, and the music is mainly focused on conveying particular messages to the listeners. For example in the 20th century, Spanish traditional music was largely used to spread propaganda regarding the totalitarian rule. These include Jota, Fandango, and Sardana amongst others (Moffitt 1999 p 43). The Spanish folk dance was a significant indicator of unity and identity. Annual festivals are held every year, providing an avenue for the Spaniards to demonstrate their culture. In such occasions, they demonstrate their cultural music and dances, fireworks, paintings amongst other traditional activities. The culture and traditions of the Spaniards is an important factor that gives them a sense of identity of the nation (Nash 2001 p 56). It generates personality and uniqueness amongst the Spain nationals. It also helps in building strong social institutions through establishing the nationâ₠¬â„¢s behavioral

Upward Mobility Essay Example | Topics and Well Written Essays - 250 words

Upward Mobility - Essay Example I am educated enough to do two jobs at a time. If I leave either of them, I would not be able to party and shop as much as I do now. This will affect my relationship with friends as I would not get to see them quite often. My friends have always been great source of financial and emotional support for me. I have based my analysis of the social class I belong to on the basis of my perceptions that have fundamentally been shaped by the media. People who work hard and party at the end of the day and have all the necessities of life are placed in the upper middle class society by the media. Media has played a very important role in shaping our class perceptions. â€Å"While textual studies focus on in-depth analysis of particular shows, other researchers have compiled demographic portraits across all television drama programming at a given point in time† (Butsch, 2011). Media influences and encourages the audience to move upwards in their respective social classes by possessing mo re

Love and Courtship in Federalist America Essay Example for Free

Love and Courtship in Federalist America Essay The courtships and marriages of Theodore Sedgwick and of his seven children span the American Revolution and the early republic, with Theodore first marrying in 1767/68, his children being born between 1775 and 1791, and all except Catharine marrying by their thirties. In some ways, Kensleas findings are unsurprising, as arranged marriages gave way to individual choice: Sedgwick arranged his eldest daughters marriages in 1797 and 1801, while his sons enjoyed love matches within a decade. But Kensleas focus on the family adds a new dimension: male influence in arranging young womens marriages apparently extended beyond fathers to brothers. Professing so much pride and pleasure in contemplating her worth, that I want the world to know what a sister I possess (45), Theodore II insisted Frances marry Ebenezer Watson, whom she did not love. When Watson turned out to be physically abusive, Francess brothers again played a significant role by using their influence on her husbands business as a way to control him and offering their homes as a refuge. Just as brothers influenced their sisters marriages, peers played a significant role in love matches: in both cases, courtship took place in a group context. Even when love superseded paternal choice, siblings made clear that marriage to someone was necessary: as Catharine Sedgwick asked her equivocating brother, What are you doing? Sucking your thumbs, and building castles while all the birds of the air are building their nests (110). Friends were equally important in shaping courtship. The wonderfully named Friendlies—a group of single and married Boston women in their twenties—not only provided the younger Sedgwicks with potential wives, but advised them on how to choose well. Kenslea demonstrates that marrying for love by no means simplified choice; instead, both men and women employed badinage as a way of ascertaining intent without committing themselves, and alliances shifted so quickly that the Sedgwick men seem to have courted all the Friendlies at once. Such dizzingly complex male/female relations (119)—replete with wit, romantic potential, and power plays—suggest parallels to the mixed groups Catharine Allgor discovered in the early republics political salons (103). At least during courtship, male/female spheres had remarkably porous boundaries, and Kenslea finds the beginnings of the domestication of virtue (169) in the early republic, as personal  happiness succeeded public good. As couples became engaged, they retreated from friends and family and developed relationships Kenslea finds similar to those Karen Lystra discovered among Victorians two decades later. In Harry Sedgwick and Jane Minots engagement of 1816-17, they quit badinage for candor, tested their relationship with a year long separation as Sedgwick established himself financially, and created new selves by employing letters as a form of physical contact and ritual celebration of their love (131). Like Lystra, Kenslea finds fluidity of gender roles (155), with Jane complimenting Harry, you are the nearest to a woman in your feelings of any man I know (144). The Sedgwick manuscripts, however, allow Kenslea to examine such courtships through siblings and parents eyes, rather than only from the couples perspective. If the Sedgwicks provide much evidence of family and friends roles in court- ship and the erosion of distinct gender roles, they also suggest the limits of change. The Sedgwicks occupied a narrow cut of society—Federalist, Unitarian, and upper class—but male privilege framed their lives.

SWOT and PESTEL analysis of StratSim

SWOT and PESTEL analysis of StratSim The StratSim is a growing and wide spread industry around the global among automobile sellers. Notwithstanding the economic and energy instabilities that led to decreased vehicle demand, sales revenues slowly grew as Gross Domestic Products (GDP) increased from period 1- 4, and remained constant in period 5, and inflation rate decreased from 2.5% in period 1 to 1.0% during period 3. However, in some circumstances, sales were increased and/or decreased as firms started making decisions. The 7 competitors were; firm A, B, C, D, E, F and G. Seven vehicle classes include Minivan (M), Family (F), Sports (S), Luxury (L), Utility (U) Economy (E), and Truck (T). Attributes considered were; performance, styling, quality, interior and safety. Furthermore, advertisement plays a significant role especially when firms are striving to create brand image, awareness as well as interests to target customers. Dealerships contributed in generating revenues through sales of a range of vehicles which in turn enabled the firm to increase its market share while maximising shareholders wealth. Firm B has had 3 vehicle classes, namely; Boss -Truck, Boffo Family and Buzzy Economy. 2.0 Strategic Analysis Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through the use of resources and competence aiming to fulfil shareholder expectations (Johnson et al, 2006, p 9). Figure 1, processes by which strategy is described and executed Source:http://www.12manage.com/description-deliberate-strategy.html. In a competitive business environment such as StratSim, analysing firms strategies is vital in order to enhance firm performance and customer satisfaction. 2.1 Strategic Intent Firm Bs mission was to become the leader in automobile industry worldwide by offering highly innovative vehicles to diverse customer segments aiming at consistently satisfying their dynamic needs. 2.2 Basic Strategy Firm B strategy was to provide high quality vehicles at premium price while trying to differentiate its vehicles from incumbents to avoid encouraging price war. By doing so, firm B was the leader twice in economy (Buzzy) car in period 2 and 5. To meet diverse customer tastes and preferences, the firm made minor upgrades to its vehicles during decision making periods, e.g. technology, promotion, advertising, etc. 2.3 External Analysis Scanning the macro-environment is vital since there are several factors that hinder firms performance and growth. In order for managers to come up with effective and suitable strategies that will enable the firm exploit overt and hidden opportunities while overcoming threats, those factors need to be thoroughly tackled before decisions are made. The external analyses considered were; The Michael Porters five forces. PESTEL analysis. Opportunities and Threats (OT) from SWOT analysis, And Critical Success Factors (CSF). 2.3.1 PESTEL PESTEL framework is a useful tool that is applied by organisations to analyse the complexity of macro-environment variables. It also provides a picture on how these key factors may influence firms success or failure of its particular strategies in future in order that managers can find ways of overcoming them. PESTEL refers to; political, economic, social, technology, environment and legal. Figure 2, PESTEL Framework Source: (Johnson et al, 2006. p 68) The Organisation Political Taxation policy Government stability Social welfare policies Foreign trade regulations Legal Health and safety Competition law Product safety Employment law Economic factors Business cycle Inflation Interest rates Unemployment GNP trends Money supply Disposable income Environmental Environmental protection laws Waste disposal Energy consumption Sociocultural factors Population Demographic Socio mobility Consumerism Income Distribution Lifestyle changes Level of Education Attitudes to work and leisure Technological Government spending on research Speed of technology transfer New discoveries/developments Government and industry focus on technological effort Rates of obsolescence Political/Legal Since 1960, laws and government regulations have affected the automobile industry (Highfill et al, November, 2004). Political changes may favour or hinder the firms production because anti-pollution laws and taxes can be imposed, and hence firm B should continuously pay special attention to any rules, codes and regulations that dwell on carbon-dioxide emissions. Economic During simulation, firm B had experienced unstable economic growth. Its variables like inflation, interest rates, gas prices, and material costs were fluctuated. These have affected the firms profitability. Social Due to increased health awareness, people tend to change their lifestyles, while turning to low carbon emission vehicles. Also income distribution and demographic changes both affect vehicle production either positively or negatively. Technology Advanced technology has provided both opportunities and threats to the automobile industry. Those who employ it effectively, it enables them to enhance firms efficiency in producing vehicles that appeal to customers whilst lowering costs. So far, internet and firm websites as part of technology have been used by many buyers as a reference tool before making their purchase decisions. Environmental Environmentalists stress on minimising carbon-dioxide emissions, noise as well as air pollution, in order to keep the environment clean. This move no doubt affects vehicle production as well as firm profitability. 2.3.2 Critical Success Factors (CSF) Johnson et al (2009) defined CSF as those product features that are particularly valued by a group of customers and, therefore, where the organisation must excel to outperform competition. CSF comprises; threshold features and differentiators. Source: Johnson et al (2009) CRITICAL SUCCESS FACTORS (CSF) THRESHOLD FEATURES DIFFERENTIATORS Threshold features These are features that the customer values mostly, and is not likely to buy a product or service that lacks one of them. Firm B, threshold features were; quality, performance, safety and size for all of its three vehicles; family-Boffo, economy-Buzzy and truck-Boss. Differentiators These are customised/added qualities which some customers may or may not consider before purchasing a service or products. Firm B regarded price, styling and interior as differentiators to its vehicles. Differentiators gave difficult moments when trying to distinguish what was preferred most, as many vehicles were similar to competitors after modifications had been made. Innovations are necessary for firms to meet CSF features and outwit their competitors through customer satisfaction. 2.3.3 Porters Five Forces Model The model was developed by Michael Porter in 1980 (Johnson et al, 2006). Since then, the model is applied by firms as a tool to analyse the profit potential while determining the intensity of competition (threats) of an industry, and finally coming up with the right strategies that will support in exploiting opportunities, neutralise threats and hence grow. Figure 3 Porters Five Competitive Forces Model SUPPLIER POWER Switching costs of firms in the industry Presence of substitute inputs Threat of forward integration Supplier concentration Importance of volume to supplier Impact of inputs on cost or differentiation Differentiation of inputs Cost relative to total purchase in industry BARRIERS TO ENTRY Government Policy Capital requirements Access to distribution Economies of scale Switching costs Proprietary learning curve Access to inputs Expected retaliation Brand identity Absolute cost advantages Proprietary products BUYER POWER Price sensitivity Threat of backward integration Substitutes available Bargaining leverage Buyer concentration vs industry Buyer information Buyer volume Buyers incentives Brand identity Product differentiation www.scribd.com DEGREE OF RIVALRY Brand identity Exit barriers Switching costs Product differences Industry growth Fixed cost/ value added Diversity of rivals Industry concentration Corporate stakes Intermittent overcapacity RIVALRY THREAT OF SUBSTITUTES Buyer inclination to substitute Switching costs Price-performance trade-off of substitutes Threat of New Entrants The threat of new entrants in automobile industry is low, since barriers to enter are very high, such as high start-up capital required. Moreover, adequate experience curve, distribution access, economies of scale, strong research and development (RD) and even brand and customer loyalty all of which the incumbents have. It therefore becomes difficult for new entrants to manage compared to incumbents. Bargaining Power of Suppliers Suppliers power in automobile industry is low, since producing a car/vehicle requires a range of inputs (parts) from diverse suppliers. If some inputs are not available in one source, they will be sought from another supplier due to low switching costs. Threat of Substitutes Substitute threats in this industry are likely to be moderate and depend much on customer geographical location. Other customers prefer walking, taking train or riding on a bike. But in Dar es Salaam city for example, people prefer public transport, motorcycles (BAJAJ, known as rickshaw in India) as alternative means to automobile due to increased congestion. Bargaining Power of Buyers In this industry, buyers power is a bit high. Low switching costs from one firm to another seeking for substitutes since most of the customers are price sensitive. For the case of the simulation game we played, most of the products were undifferentiated, so, buyers can easily shift to an alternative producer as well as products when seeking satisfaction. Competitive Rivalry The intensity of competition in automobile industry is high due to lack of strong differentiation strategy and innovation among incumbents, especially in the case of the three vehicle classes, i.e. family, economy and truck, because most of the firms use similar strategies like price; this reduces market growth as well as profitability. 2.3.4 SWOT- Opportunities and Threats Opportunities: Advanced technology Firms can use it more efficiently in enhancing product features that can appeal to the eyes of customers. Also use e-commerce to advertise and sell globally. Bargaining power of suppliers. Low supplier power is an advantage to automobile firms since they can set input prices, and hence be able to enjoy cost advantages while offering good quality products that will satisfy customers. European Union (EU) Automobile manufacturers can use the EU to sell their products. Diversification Diversification can be done to widen the market to other untapped segments like high income earners or go internationally and also locate the firms near raw materials sources where they can enjoy location economies. Differentiation strategy In order to sustain customers, after satisfaction has been met, differentiation strategy can be used as a weapon in delivering a range of added values that surpass those of competitors, since most of the firms use similar strategies. Threats: Bargaining power of buyers Strong bargaining power of buyers associated with low switching costs to alternative products, force suppliers to face an increased competition in order to provide the best that will satisfy their customers. Increased gas prices Gas being one of the operating energy, increased price will affect firms production as well as profitability e.g. in simulation that we played, period 1 $/gal was 3.15 rise to 3.50 in period 5. New laws New rules and regulations on carbon-dioxide emissions in environmental protection hinder production of cars that use petrol engines. World economic recession Recession discourages consumption of luxury goods, and streamlines production while people turn to public transports. High competition Initially, all firms in the StratSim industry were in similar position e.g. financially and other resources; however, this proved difficult when making decisions on how to create demand in order to enhance market shares as well as profits. Each firm was competing. Inflation Inflation started to increase in period 4 from 2.0% to 2.5%, this rise affected consumer prices. Fuel price instability. Rapid change in technology This poses a threat to vehicle production since other substitutes to vehicles may be produced. 2.4 Internal Analysis 2.4.1 Resources and Capabilities These are those which will create a strategic fit in order for the firm to survive and prosper even in a competitive business environment. Lucino Noto, (2007, p 125) Analyzing resources and capabilities: The interface between strategy and the firm THE FIRM Resources and Capabilities Goals and Values Structure and System STRATEGY THE INDUSTRY ENVIRONMENT Customers Competitors suppliers The firm-Strategy Interface The Environment-Strategy Interface Resources Organisation resources are divided into two categories (Johnson et al (2009); Tangible Resources These are firms physical assets. Firm B tangible resources were; Three vehicle classes, each of these represents a unique configuration while targeting different customer segments like value seekers, families, singles, high income and enterprisers (the StratSim Case, 2010). Financial resources, at period 0, each firm were given sales amounted to $ 15.5 billions (the StratSim case, 2010). Manpower, firm B had 4 competent human resources who made diverse valuable decisions and hence became twice the leader of economy car (Buzzy). Intangible Resources. These are non-physical resources such as; information, reputation and knowledge i.e. intellectual capital. (Johnson et al, 2008). Firm B holds a number of unique competences over its rivals. Firm B capabilities were; Quality. Safety. Performance. Style. Interior. 2.4.2 V.R.I.O Are criteria that are used to assess the sustainability of an organisations resources and capability that will enable the firm to achieve durable competitive advantage. V.R.I.O stands for Value, Rarity, Inimitability and Organisation. (Johnson et al, 2008). Value As the game started, firm B had enough resources and capabilities i.e. unique brand name that facilitated it in formulating and implementing different strategies to meet customer needs. But due to increased market demand, demand exceeded production throughout the periods as the firm lacked efficiency. Rareness At the beginning, all firms had a similar starting point which led them to have a low degree of rarity. This positioning by StratSim, made firm B to create more appealing strategies like vehicle enhancements and improvements in terms of its attributes which allowed it to come up with things which turned out to be less common among the firms. Inimitability During simulation game, product imitation was very high since previous results and almost all modifications and other statistics were openly published for other firms to see. This means that competitors could possibly copy other firms techniques. Organisation In StratSim industry, there were 7 firms producing identical vehicles, because they used similar strategies that lacked differentiation. Due to these, it therefore became easy for customers to switch from one firm to another if satisfactions were not yet met. 2.4.3 SWOT- SW SW is a tool that is used in identifying or analysing firms internal strengths and weaknesses and enables it to use the available strengths to minimise or turned those weaknesses to strengths. SW means Strengths and weaknesses. Strengths: Unique brand name Best Motor Works. Unique product names like Buzzy, Boffo, and Boss. Twice leader of Buzzy-Economy car, period 2 and 5. Reliable dealerships. Innovation, almost every decision period, firm B upgraded its vehicle attributes to meet emerging customer needs. Weaknesses: Weak financial position. Unstable growth of market shares. Limited product lines, this means that firm B did not exploit the available opportunities of unsatisfied and potential new customers to launch any new vehicle that would satisfy their needs. 3.0 Decisions 3.1 Technology Firm B upgraded its technology capabilities during decision periods considering dynamic business environment and customer tastes and preferences, while special attention was given to economy (Buzzy) and family (Boffo) cars. Investment in technology facilitated firm B in enhancing its production capacity as well as vehicle attributes that appealed to target customers and hence satisfying their emerging needs (see appendix 2.1) 3.2 Marketing Firm Bs marketing mix was to create leverage with customers and build strong brand loyalty which would enable customers purchase our products even in intense competition as in StratSim industry. Firm Bs unique selling price USP was quality. Quality being the key in our vehicle while charging premium price that enabled Buzzy (economy) car to become the leader in period 2 and 5. Despite this success, it was hard for firm B to survive in just a success of one car brand and become the market leader. Though the marketing mix was thoroughly applied by adding or reducing the number of dealers in each area, increasing dealer discounts and product promotions to attract customers, firm Bs market share was increased and decreased during decisions due to overspending and other factors. (For more marketing and distribution details for period 5, see appendix 2.2 2.3) 3.3 Finance During simulation, firm Bs financial performance was somehow weak despite a slight increase in sales ($). Net income was negative during period 2 and 5 results. It was discovered that one of the problems could possibly have been overspending, however, unit market share increased and total debts continued to decrease (Firm B financial and performance summary period 5, see appendix 3.0). 3.4 Production Throughout all the decision periods, production was increased as well as vehicle attributes to meet customer demand. Though Boss (truck) and Buzzy (economy) vehicles were upgraded in period 4, there were some shortages with regard to Boss vehicle model; this means that if the firm was given a chance to continue making decisions, it could probably increase production to meet the demand (see appendix 4.0). 4.0 Conclusion Firm Bs mission was to become the leader in automobile industry worldwide by offering highly innovative vehicles to diverse customer segments aiming at consistently satisfying their dynamic needs. Unfortunately, firm B did not meet its expectations. Though it became the leader twice in Buzzy (economy) car, this means that its strategies fit in the economy car brand market, having had success in one vehicle does not guarantee survival, and this is why firm Bs income and market share fluctuated. The firm was not yet pretty sure of what contributed to the unstable financial performance, though the firm speculated that overspending was one of the major problems. 4.1 What I Have Learned I learned that, in practical business, taking risks is only way to achieve success. In StratSim industry, for each time period, market research had identified some potential new customers whose needs were not yet satisfied by current vehicle (the StratSim case, 2010). But firm B overlooked this market potential to timely take advantage of launching new vehicle models in order to exploit these opportunities and hence increase its turnover and profit margins. 5.0 Reference and Bibliography: Johnson G, Scholes K, and Whittington R, (2006), Exploring Corporate Strategy, 7th Edition, Prentice Hall. Johnson G, Scholes K, and Whittington R, (2009), Exploring Corporate Strategy, Prentice Hall. Highfill D, Baki M, Copus S, Green M, Smith J and Whineland M, (November, 2004). Automotive Industry Analysis-GM, DaimlerChrysler, Toyota, Ford, Honda, overview of industry analysis, available at http://www.academicmind.com/unpublishedpapers/business/management/2004-11-000aaa-automotive-industry-analysis.html. Accessed on 19/11/1010. The StratSim Case (2010), Automobile industry. Lucino Noto, (2007), Analysing resources and capabilities: the interface between strategy and the firm, available at. http://www.blackwellpublishing.com/grant/files/CSAC05.pdf . Figure , Porters Five Forces Available at www.scribd.com/doc/16998313/Diagram-of-Porters. Accessed on 20/11/2010. 6.0 APPENDIXES: 1. DECISION SUMMARY FIRM B, FOR PERIOD 5 Product Development Dev Ctr Project Class Status Size HP Int Sty Saf Qua Curr Exp 1 Buzzy Economy upgr: launch Now 10 120 2 2 2 2 $275 2 Boss Truck upgr: launch Now 70 200 3 3 2 2 $275 3 (unused) Total (mill.) $551 Consumer Marketing Budget (mill.) Regional Corp. Adv. $48 Direct Mail $6 Public Relations $12 Total $66 Direct Mail Targets: Value Seekers(1), Families(2), High Income(4), Enterprisers(5) Product Marketing Vehicle Platform MSRP Dealer Disc. Adv. (mill.) Adv. Theme Promo. (mill.) Boffo No Change $20,400 15.0% $34 Safety $29 Boss Upgraded $20,499 13.0% $28 Perform $15 Buzzy Upgraded $11,550 12.0% $33 Quality $20 Total $95 $64 Plant Capacity Current Capacity (000s) 1,350 Capacity Change (000s) 0 Vehicle Production Vehicle Previous Sales (000s) Current Inventory (000s) Scheduled Production (000s) Flexible Production Retooling Costs (mill.) Boffo 646 25 671 X $0 Boss 200 *13 213 X $80 Buzzy 298 *109 345 X $123 Total 1,144 147 1,229 $203 *Vehicle being upgraded: this inventory will be written off. Be sure to produce enough to match forecast. Dealerships North South East West Total Dealer Inc./Dec. 10 9 11 12 42 Training and Support (mill.) $34 Financing Amount ($ mill.) Bonds Issued $0 Stock Issued $0 Dividends Paid $100 StratSim Ind:ind1 Firm:b Period 4 2. RESULTS FOR PERIOD 5 2.1 Technology Capabilities Period 5 Firm Ratings (1=low capability) Dev. Centers Interior Styling Safety Quality Max. Feasible 5 11 12 11 12 Firm A 3 4 6 4 7 Firm B 3 4 6 5 7 Firm C 2 4 7 6 6 Firm D 2 4 6 5 6 Firm E 2 6 8 6 8 Firm F 2 4 6 4 6 Firm G 3 5 8 7 9 Tech Dim Considerations Interior flexibility of cargo space Styling general curb appeal, styling, handling, finish Safety structural design, braking system, safety features Quality overall reliability, durability, consistency of products StratSim Ind:ind1 Firm:b Period 5 2.2 Marketing Detail Period 5 Consumer Budget (mill.) Company Owned /Fleet Budget (mill.) Regional Corp. Adv. $48 Direct Sales Force $0 Direct Mail $6 Direct Mail $0 Public Relations $12 Total $66 Total $0 Vehicle Val Mkt Share MSRP Dealer Disc. Avg Sell Price Adv. (mill.) Adv. Theme Promo. (mill.) Days Inv. Buzzy 2.4% $11,550 12.0% $10,572 $33 Quality $20 18 Boffo 9.4% $20,400 15.0% $18,749 $34 Safety $29 0 Boss 3.2% $20,499 13.0% $19,859 $28 Perform $15 0 Total $95 $64 StratSim Ind:ind1 Firm:b Period 5 2.3 Distribution Detail Period 5 North South East West Total Full Coverage 200 250 150 200 800 Established Dealers 137 137 133 133 540 Coverage 69% 55% 89% 67% 68% Planned Openings 10 9 11 12 42 Support/Dealer (000s) $150.6 $150.6 $153.2 $153.2 $151.9 Units/Dealer 2,187 2,284 2,389 2,756 2,401 Sales/Dealer (mill.) $36.9 $38.9 $40.2 $46.3 $40.5 Service/Dealer (mill.) $1.4 $1.5 $1.6 $1.7 $1.5 Gross/Dealer (mill.) $3.3 $3.6 $3.6 $4.1 $3.7 Dealer Rating 59 60 60 61 60 StratSim Ind:ind1 Firm:b Period 5 2.4 Product Contribution Period 5 Firm B Product Contribution Vehicle Units (000s) Dealer Sales (mill.) Direct Sales (mill.) COGS (mill.) Gross Margin (mill.) Adv Promo (mills.) After Mkting (mill.) Boffo 734 $12721 $0 $9797 $2924 $63 $2861 Boss 234 $4179 $0

Benefits of childcare robots

Benefits of childcare robots In todays ever-changing world, the rampant use of various technology and robots have become an indispensable part of our daily lives. Since the Industrial Revolution, robots have been used in manufacturing and automotive industries. With the rapid advancement in technology, the use of robots is increasing at an exponential rate. From the graph above, it is evident that the world robot population has increased by almost 2 folds from 4.49million in 2006 to 8.37million in 2010. Domestic service, educational and leisure robots have contributed to the large increase in the use of robots in the 21st century. International Federation of Robotics (IFR) has forecasted a USD$17 billion in sales for the robot market worldwide by 2013. (http://www.ifr.org/) Hence, with the multi-faceted use of robots currently existing in our daily lives, one can expect robots specialising in childcare to be a part of reality in the near future. Children have always been fascinated by robots. This is reflected in the increasing number of students taking part in robotics competitions. Moreover, when a bomb disposal robot was deployed in a village of Iraq, it caught the attention of the village children who surrounded it with great interest. Studies have also shown that the interaction between robots and children have yielded positive effects. As a result, robots have also been used as tools for educational purposes. Advantages With the current population trend moving from single-income to dual-income families, there is an increasing need for parents to provide the necessary childcare services for their children while they are both busy at work. This trend coupled with the evolving use of robots has sparked the research on childcare robots as a means to resolving the issue of juggling with raising a child concurrently with providing for the family. The potential of childcare robots is immense and has thus generated a lot of hype. Not only can it have a huge impact on society but it also has the potential to bring about radical changes in our everyday lives. The concept of childcare robots has existed for decades. Proto-types of childcare robots are already available in the world today due to technological advancements which have minimised the cost of building and assembling a robot. Currently, there are 14 companies in Japan and Korea that have developed childcare robots. The PaPeRo is an example of a childcare robot which has been developed by NEC, a leading Japanese electronics company who is a pioneer in the development of childcare robots. It has been designed to live and interact with people through its autonomous and communication functions. One of its primary functions is to protect a child and prevent him from harms way. This can be done through mobile monitoring whereby the robot has cameras installed in its eyes which allow working parents to monitor their childs movement at home through their laptops while they are at work. The parent will have full control of the robot and can navigate it around the house to ensure that his or her child is under constant supervision even if he or she is not physically there. The PaPeRo can also be programmed to look out for potential hazardous situations and consequently prevent the child at home from becoming a victim of it. Its autonomous function and obstacle avoidance capability thereby allow working parents to focus on their work due to its nature of independent mobility. Disadvantages Although childcare robots may solve the woes of modern working parents, one cannot help but ask how credible is the robot in ensuring the safety of the child at home? Who should be responsible in the case whereby the child still gets hurt under the care of the robot? Childcare robots may have dire consequences on the child if they are not employed with caution. Previously, parents had to juggle between their family and work. As the concept of childcare robot surfaced, it liberated parents as the primary caregivers from choosing between their work commitments and looking after their child. This would result in less time spent together and the mutual bonding between parent and child will be lost in the process. The primary upbringing of a child thence no longer rests upon the shoulders of the parents but in the hands of a childcare robot instead. From a societal perspective, a parents primary responsibility is to provide for their offspring and protect them from harms way. Parents should also impart the necessary knowledge and skills to survive in their later years during the developmental stages of their children in their adolescence. Parents may thus be shirking their primary responsibilities by passing on their role as caregivers to childcare robots. Instead of breastfeeding, which is natural and healthy for a child and also aids in psychological bonding, a robot is created to breastfeed with powdered milk. This is physically not healthy for a baby and would be a worrying trend to society. The role of caregivers is no longer clearly defined between humans and robots. One can only wonder what kind of psychological impact this may potentially have on a child when he is brought up by an autonomous robot made of steel instead of his own warm-blooded biological parents. As robots become increasingly popular and available, should we devise international ethics guidelines for their use? -Manfred Werner The issue of formalised guidelines also arises with the extensive use of childcare robots in the future. To protect a child from negligence and abuse, there will be a need for governmental and international bodies to regulate and lay down ethical guidelines ensuring the fair and just use of childcare robots. By regulating its use, it could reiterate the fact that parents are still the primary caregivers of their child and childcare robots should only be a tool to assist them and not replace them. One should not hold the robots totally liable to the care of ones child. Children playing with robots Studies have shown that leaving a child with minimal human contact would retard the mental and intellectual development of the child. (http://www.education.umd.edu/EDHD/faculty/Fox/publications/94.pdf) Although the child may develop an emotional attachment to the robot, his cognitive development may be impaired as he may be spending most of his childhood with a childcare robot. Furthermore, the bonding between a child and robot may mislead the child into thinking that such a relationship is real and identical to that with human beings. The impairing of his cognitive abilities coupled with the inability to distinguish between human and robotic relationships may thus lead the child to face problems interacting with other children. Consequently, the child may alienate himself from the rest of society in response to the ostracising he potentially faces from his peers. Ultimately, robots are machines that face the usual technical problems of malfunctioning and may become obsolete over time. The child may outgrow the robot as his needs change at such a rapid rate. The childcare robot may only be programmed to handle toddlers and infants instead of school going children and hence it may become inadequate in looking after a child as they grow older. A child raised by machines may be detrimental to society and contribute to the degradation of healthy human relationships in the generations to come. Nonetheless, it is undeniable that childcare robots are largely beneficial to enhancing childcare. Even without the existence of robots, there are still cases of child abuse and negligence by parents who have shirked their responsibility in caring for their child. In such cases, a robot may actually do an even better job in ensuring that the child is well taken care of. As research on childcare robots intensifies, the robot can be programmed to perform more sophisticated tasks, inter alia, expressing emotions and reacting differently to a wide vocabulary of words and range of feelings. However, in spite of the hype and benefits of childcare robots, I personally feel that it would be of best interest to society that they should only be used as a tool to assist in childcare and not replace the quintessential role of parents. Conclusion In conclusion, although the potential and benefits of childcare robots are limitless in the future, it is critical for us human beings to take a step back and ponder over the underlying ethical and legal issues that arise from their use. There should be a concerted effort by governments and a regulatory body to create a set of common and concrete guidelines to regulate the use of childcare robots. However, I feel that these are but mere infant steps to a realm of human co-existing with artificial intelligence. I care about our young people, and I wish them great success, because they are our Hope for the Futureà ¢Ã¢â€š ¬Ã‚ ¦ Dave Barry Youths are the key to our future. It is imperative then that children ought to be moulded in the footsteps of a human being than that of a cold piece of metal work.