Knee Ligament Injury Essay -- essays research papers

Knee Ligament Injury   Ã‚  Ã‚  Ã‚  Ã‚  Your knees are mobile joints that allow you to walk, climb, sit, and kneel. Ligaments stabilize your knee joints for these movements. When you injure a ligament, it may feel as though your knee won’t even hold you up. Fortunately, you and your healthcare team can work together to return you to an active lifestyles.   Ã‚  Ã‚  Ã‚  Ã‚  Two ligaments in the knees are most likely to be injured. The anterior cruciate ligament (ACL) is in the center of the knee. It is often injured by a twisting motion, such as pivoting wrong or falling awkwardly. This unfortunately is one of the ligaments that I tore. The other ligament, the medial collateral ligament (MCL) is on the inside of the knee. It is normally injured from a blow to the side of the knee. This is common in contact sports such as football and soccer. Injury to either ligament causes pain and weakens the knee joint. Without treatment, the patient may develop many other knee problems that can have lasting effects.   Ã‚  Ã‚  Ã‚  Ã‚  Proper care can make the knee joint stable again. It takes teamwork: you, your doctor, and your physical therapist all working together. Before the knee can be treated, an evaluation is needed. After treatment, the patient plays a large role in the recovery of the knee. An evaluation helps the doctor know how severe the particular injury is. It also points to your best treatment options. The sooner the knee is evaluated. The sooner the patient can be treated, and the better the chance of full recovery. Unfortunately I was unable to get my knee repaired right away. Dr. Freddie Fu informed me that my knee will return to 95% capacity of what it was at before the tear. He informed me that 90% of people never return to 100% utilization of the knee. Dr. Fu also told me that since I am young, active, and healthy this surgery does not present any long term problems with my knee.   Ã‚  Ã‚  Ã‚  Ã‚  A knee ligament injury can be treated in one of two ways: nonsurgically or surgically. Your treatment depends on how severe the individual’s injury is and how active this person hopes to be afterwards. Rehabilitation is a major part of your treatment whether or not you have surgery. I am scheduled to have surgery May 19, 2005 which means I am in for an intensive 6 month rehabilitation assignment after surgery i... ... actually re-injure the knee. A slight pull in the muscles is what is to be felt, but no pain.   Ã‚  Ã‚  Ã‚  Ã‚  Near the end of rehabilitation, different exercises may be started. Instead of working on certain muscles groups that directly affect the knee, practicing movements that occur natural is beneficial. This prepares the person to return to the chosen sport, work, or pastime. An example of a movement would be a football player running different pass patterns or figures 8’s. Using rubber tubing is exactly what Dr. Fu recommends doing. He explained how hopping sideways with the tube around the waist at slight tension can prepare the knee for sideways motions.   Ã‚  Ã‚  Ã‚  Ã‚  There is a beginning and an end to the formal rehabilitation processes. But, the patient must protect the knee and maintain strength for the rest of there lifetime. Wearing a brace is essential for high-risk involvements and movements, such as the twisting and turning motions common in sports. The physical therapist upon departure of their clinic will give advice and pamphlets on what should be done on a daily basis. Following these directions lead to a healthy, pain-free life.

The Evolution of Sales Models in the Indian Pharma Industry

The Evolution of Sales Models in the Indian Pharma Industry By AmArdeep Udeshi, engAgement mAnAger, ims ConsUlting groUp And mohit BAhri, ConsUltAnt, ims ConsUlting groUp Dear colleagues, We are proud to present to you the outcome of a unique initiative jointly undertaken by OPPI and IMS Consulting Group (IMSCG). As part of the OPPI Committee on Sales Force Excellence (SFE), a decision was taken last year to understand the prevailing practices and emerging trends with respect to Sale Forces, aimed at driving SFE across the Indian Pharma industry.As part of this study, OPPI and IMS Health undertook a survey amongst key senior management personnel, wherein information was captured related to sales force structures, the principle behind their set ups and the challenges faced therein. Fourteen companies responded to this survey. What is presented here is a brief glimpse of the findings of this survey, within the context of changing sales models in the Indian pharma industry. Supporting t his data are insights provided by IMS Consulting Group based on their expertise and knowledge of the industry and its changing dynamics along with inputs from other industry experts associated with OPPI.What this paper attempts to do is to showcase how sales models are being, and will continue to be, reinvented and redesigned across the Indian pharma market landscape in the years to come. We do hope you find this article and the subject as interesting as we found it to be while bringing this paper to you. Thank you, Tapan Ray Director General OPPI Ram Kalyana Country Principal, India IMS Consulting Group 2 the only ConstAnt is ChAnge itself The ever changing face of the Indian pharma industry and its ability to adapt innovatively has reinforced the fact that adaptation is the only way to survive.With every passing decade, a new commercial challenge has emerged; which in-turn has provided the industry with an opportunity to ride the waves to reach newer heights. An annual turnover of Rs 600 Bn with a CAGR in excess of 15% is a testimony to the fact that key players have emerged, winning over time. With time, newer and innovative commercial approaches have been adopted and implemented, thus demonstrating that the companies have adapted themselves to the fluidic nature of the Indian pharma market. As Fig. below indicates, following the announcement of a formal patent structure in 1995, Indian players started gearing up for the product patent regime. During this time, a transition from conservative sales models to ag- gressive and innovative sales models was observed. Companies geared up their R&D efforts to meet the product patent criteria, and undertook an aggressive expansion in early 2000s from a gradual ramp up of portfolio and sales force in late 90s. So aggressive was the portfolio expansion, that the average number of new brands launch increased from nearly 700/year in the late 1990s to >2,500/year between 2000 and 2005.At the same time, companies expanded their sales forces aggressively in attempts to reach out to the geographical corners of the country, including rural markets in the late 2000s. In a bid to increase revenue further, innovators engaged in co-promotion of their patented products and out-licensing. At the same time, with limited options to expand portfolio and near saturation in the top cities in India, companies started adopting newer commercial models and sales force structures (like task forces, therapy experts, Key Account Manager structure, Contracted Sales Operations, etc. to more efficiently target the market. Figure 1: Changing Sales Dynamics in the Indian Pharma Industry Announcement of patent regime massive restructuring and scale up product patent implemented shrinking pipeline and rise of pharmerging markets †¢ Companies start gearing up for expansion †¢ sf and portfolio ramp up †¢ Avg new products launched/yr 650-700 †¢ started investments in r&d †¢ rapid adoption of business unit structure †¢ expansion to extra-urban geographies †¢ emergence of newer sales model like taskforce, therapy experts †¢ Co-promotion/licensing agreements kicked in †¢ rise of organized retail vents likely to impact future sales models †¢health insurance †¢govt. adopting health security measures for certain sections of society †¢ gst regime †¢ Aggresive portfolio & sales force expansion, >2,500 new products launched/yr †¢ gradual adoption of business unit structure †¢ mnCs entering india and also launching global portfolio 1995-2000 Source: IMS intelligence 2000-2005 2005-2010 †¢ emergence of new stakeholders, sales channels †¢ likely adoption of newer sales model like channel management, KAm, Cso, etc 2010 and beyond Future 3 Companies who aggressively ramped-up were able to (See Fig. below) shows that these initiatives have maintain their bottom line, thus indicating that these proved to be fruitful and provided healthy bo ttom strategies paid off. A Top-level financial assessment lines. Figure 2: Profitability trends – Key companies MNCs 40% 35% 30% 25% 20% 15% 10% 5% 0% 2006 2007 2008 2009 2010 40% 35% 30% Indian Companies operating profit % 25% 20% 15% 10% 5% 0% -5% -10% 2006 2007 2008 2009 2010 novartis Astra merck Abbott pfizer Aventis ranbaxy glenmark drl sun pharma CiplA % operating profit = operating profit/ operating income source: www. money. rediff. comHowever, in an ever changing market environment, the drive up efficiencies, be it through streamlining operasustainability of these models in terms of profitability tions, adapting their sales model to market realties, or needs to be carefully considered. Hence, it’s imperative enhancing efficacy of initiatives. for the industry to look within for the opportunities to As an industry executive says, â€Å"We moved from a Sales and Marketing structure to a Business Unit structure to bring more accountability, manage evolving busi ness needs and use equity of organization for reaching to the middle of the accessible pyramid.We have also created a horizontal strategic excellence team across these BUs for process evaluation. † Another industry executive mentioned that adopting specialized field forces to promote super-specialty products, using a traditional field In a survey jointly undertaken by IMSCG and OPPI force to promote other less specialized products, and a CSO amongst leading companies related to sales practices (Contracted Sales Operations) model for rural geographies and models, it was observed that nearly 80% responded has worked well for them.Thus, the industry has seen an to having changed their sales model at least once in the adoption of multiple kinds of sales forces – an improvelast 5 years. Nearly 80% of the companies contacted ment over having a ‘traditional sales force only’ model. by IMS have already adopted multiple business unit models, with or without addition al specific task forces; While most of the companies have adopted this Business with the number of business units ranging from 2 to Unit structure, a few pushed further ahead by adopting newer innovative promotional models like patient activa10, depending on portfolio width. ion teams, therapy specialists, or creating patient awareness through mass media. CUrrent sAles models The sales force continues to be the biggest promotional investment for pharma players. Industry has evolved around making most use of this resource and has adopted innovative commercial models, from sales and marketing structure to business unit structure to specialized task forces, as per their needs – often proactively adapting existing sales models to market realities 4 As seen in Fig. below, while key determinants of the and target doctor specialty, a few companies have also sales force structure are therapy focus, portfolio width, aligned their models around geographies and profitability. Figure 3: therapy focus portfolio (number of brands) specialty focus nature of product (otC/hospital based) geography focus stage in lifecycle of the portfolio mix of different profibility brands realignment of brands due to merger/acquisition 0 2 4 5. 5 6 8 7. 2 6. 9 6. 9 6. 7 9. 2 8. 9 8. 7 10A few of the models seen in the pharma industry (see Fig. 4 below) are: †¢ therApy foCUs promotion: Generally seen where a portfolio is specialized, therapy focused, and scripts are driven through chosen few doctors; generally in chronic segment. †¢ ChAnnel mAnAgement: Mostly in OTC /OTX business; mature products with wider portfolio width. †¢ hospitAl tAsKforCe: Exclusively to manage hospital business. †¢ speCiAlty driven sAles model: Applicable in scenarios where portfolio is built around 2 or 3 specialties. tAsK forCe: Generally adopted for niche products in urban areas, such as fertility clinics or for new launches where the focus is on select top rung physicians only. †¢ o Ut-soUrCed sAles forCe: Generally used for expansion in extra-urban geographies or with companies for whom medico-marketing is secondary (such as OTC or Consumer Healthcare companies). Figure 4: Newer Sales Force Models adopted task-force institutional sales force Channel sales multiple BU sales force therapy focus specialty focus Acute vs chronic focus geography focus others Urban GeographyUrban + lower town classes therapy experts rural superspecialty focus/ niche hospital focus distributor sales force otC rural sales force (owned / outsourced) multispecialty broad portfolio Portfolio non-exhaustive indicative overview of indian pharma sales models 5 Different companies have adopted different strategies, but the key reason cited for adapting these changes remains the same: to provide better customer focus and targeting, enhance efficiencies, facilitate expansion to newer business areas (both therapies and geographies), and increase accountability of the resources.One of the execut ives surveyed said, â€Å"We created multiple structures to expand coverage to new markets and therapy areas in line with growth expectation, support new launches, and strengthen key markets & institutional sales. † For specialty products driven companies, task forces account for nearly 15% of the total sales force. Key determinants of adapting these models are therapy focus, width of product portfolio and target doctor specialties.Interestingly, responses of those companies having mature products tending to an OTX profile suggest that channel management has already made inroads into pharma sales, accounting for nearly 20% of sales forces, second only to traditional sales force. Geography also emerges as one of the key determinants of sales model adoption, which shows that companies are also looking at realigning their sales model around the varied need of various geographies. An industry executive contacted by OPPI-IMS said â€Å"A new BU was created in our company to tap t he opportunity in the lower town classes.The BU contribution to the overall business is close to 20%. † Another executive said, â€Å"Emerging and untapped business in the Class 3 or 4 towns and rural sector will impact the future selling model,† thus Figure 5: Key benefits and challenges with various sales structures acknowledging the seriousness around rural consumers. MNCs like Novartis, Sanofi-Aventis, Pfizer are actively expanding to Tier IV cities and below, creating profitable business models around rural geographies. Extra-urban geographies require different sales models in addition to a different strategy in terms of portfolio, distribution, pricing and promotion.It has also been observed that many companies have adopted a multi-pronged commercial model to target specific needs of the various customer sets. One of the industry executives said, â€Å"We adopted multiple strategies, like divisionalization in different therapy segment to bring better focus on fie ld implementation, creation of channel management to manage late life cycle brands, launch of an extra urban division to increase reach, and launch of super specialty division like Derma & Cardio. Previous studies from IMSCG suggest that this is not an isolated case, but is now a common practice followed by both Indian and MNC players. No one model fits all. As seen in Fig. 5 below, different models have their share of benefits and challenges; innovative sales structures increase customer focus, but with additional investment. Hence, one needs to study financial feasibility of a adopting a new commercial model. While a few companies have started to reassess their selling model, many players still rely on traditional promotional channels, where doctor coverage, call frequency, and working ays still define the KPIs for the sales force. Benefits Account management Channel management hospital management task force structure Cso †¢ high Customer focus †¢ Customer management â⠂¬ ¢ Wider reach and frecuency †¢ helpful in managing large portfolio †¢ high focus on potential hospitals †¢ high productivity for speciality business †¢ high impact and productivity †¢ service to focus customers †¢ geographically better reach †¢ flexibility in operation & reduces managerial cost Challenges high investment †¢ delay in payments †¢ lower margins †¢ resource constraint for the wider reach †¢ price war †¢ formulary listing for new products †¢ scattered geography †¢ Cost of operation †¢ Compliance and quality of operations †¢ tough to coordinate and align Cso to parent company 6 A closer look at current models show that these models, though they would have provided an edge to the players, have largely focused around single stakeholder, primarily doctors. A study by IMSCG shows that decision making power of other stakeholders, including patients, hospitals, payers, and insurance companies, ha s Figure 6: een on a steady rise in recent years. Rising influence of new stakeholders in deciding treatment pathway will force the market players to look at newer touch points with new stakeholders and hence the promotional channels. KPIs for the sales team need to evolve to include these new key stakeholders. International Scenario Media Promotion Influential Influential Indian Scenario Doctors Media Promotion Doctors Patient Groups Payors Consumers Distribution channels Distribution channels Existing Consumers Insurance Patient Groups New Weak Existing NewMoreover, there are fundamental differences in stakeholder evolution between Western and Indian markets, which to an extent explains the difference between commercial models in the West and in India. While doctors are still the center of healthcare in India, the West has seen an emergence of consumers, payers, private insurance and patient groups as strong stakeholders in healthcare management. With Westernization of the Indian healthcare market, newer stakeholders are likely to gain more importance, and thus will be the need for newer ways and means of targeting them.Leading MNCs like Sanofi-Aventis, Roche, Lilly, MSD, and GSK have already started engaging newer stakeholders (patients) to maintain their leadership in the market. Awareness campaigns, as adopted by MSD for Gardasil or by GSK for its vaccine portfolio or by Sanofi-Aventis for its top end brands have helped route the patients to their products. Weak 7 emerging trends in the heAlthCAre system OPPI-IMSCG has identified six key trends in healthcare which are likely to influence the way pharma companies adopt their sales models in the next decade.These trends will see emergence of new stakeholders and promotional channels, that no company may afford to ignore, impacting future commercial models. These key trends are: 1. pAtients inCreAsingly BeComing strong stAKeholders: Increasing education, awareness, and income have prompted patients to active ly seek a healthy life-style. Patients have emerged as stronger stakeholders in the overall treatment chain, commanding what they want, at the price they want, where they want and by whom. Demand for preventive treatment, rather than curative, is increasingly becoming prominent amongst patients.Vaccination is a case in study, where companies like GSK and MSD have targeted primarily the end-user to ramp up patient acquisition. Increasing use of health check-up packages, awareness creation through media promotion, and government initiatives in rural healthcare will only lead to further strengthening of patients as key stakeholders in the healthcare system. †¢ Engages patients by providing services at their home for products like Arava and Actonel †¢ engages patients by providing services †¢ Program is called as SPARSH Typical is called as spArsh †¢Ã¢â‚¬ ¢program services include †¢ Counseling †¢ Diagnostic tests t their home for products like Arava †¢ Typical services include and Actonel †¢ Counseling †¢ Delivery of starter kits †¢typical Insurance †¢ Medicalservices include †¢ Exercising equipments †¢ Counseling †¢ Physiotherapy sessions †¢ delivery starter kits †¢ Diagnostic Tests †¢ medical insurance †¢ Personalized visit †¢ exercising equipments †¢ Emergency help †¢typical services include call center †¢ Query handling via †¢ Counseling †¢ diagnostic tests †¢ Patient doesn’t has to pay anything †¢ Query handling via call center extra †¢ patient doesn't has to pay anything extra Doctors are reported about the status of the †¢ diagnostic tests patients †¢ personalized visit †¢ physiotherapy sessions †¢ doesn’t has to †¢ Patient emergency help pay anything extra †¢ doctors are reported about the status of the patients †¢ patient doesn't has to pay anything extra MNCs have been act ively engaging customers by providing disease management services to retail patients taking their products. Counseling, physiotherapy sessions, and diagnostic tests are all services being provided to patients. Patient reach programs will require different set ups and servicing teams with specific skill sets.A leading MNC vaccine player reaches out to their patients through an SMS reminder service. An industry executive mentioned use of call centers for chronic disease management as a possibility. Thus, implementation of patient engagement programs will require adoption of different sales and service models, and hence newer capabilities by market players 2. emergenCe of neW heAlthCAre delivery ChAnnels The hospital segment is strongly emerging in the Indian healthcare sector. Private and corporate hospitals have grown at a 15-20% on YOY basis, and the trend is expected to continue for the next 5 years as well.Penetration in Tier II cities and medical tourism will further boost growth of corporate hospitals. The upcoming increase in number of corporate hospitals will result in a structure where players will not only require a hospital sales force, but also the key account managers to handle relationships with wider set of stakeholders like purchase managers, administrative staff, and nursing staff. Most of the companies surveyed by IMS either already have a hospital division, or are planning to have one in next 2-3 years. 8 3.UptAKe of generiCs By government hospitAl seCtor Mandated prescribing of generics by government hospitals is expected to strongly impact the sales of branded drugs in the long run. Mandated generics prescription in the West has already led to emergence of new sales model aimed at generics promotion. Though IMSCG does not see this trend impacting India much in next 5 years, over next decade or so it will be interesting to see what new commercial models pharma players adopt. Pharma companies may also need to engage aggressively with governmen t bodies like pricing authorities, or approval committees. . groWing otC seCtor Use of media in driving brand promotion and reaching out to masses has opened up a new avenue for Pharma players to grow beyond traditional channels. Revital, Gelusil, Liv 52, Volini, No Marks, Crocin are the classic case studies, where pharma players expanded their reach through newer promotional channels like media promotion or in-store branding. Because OTC implies reaching out to patients and consumers without doctor intervention, it necessitates focusing attention on pharmacies directly, developing new distribution models, pricing and consumer targeting.Healthcare FMCG companies like GSKCH, Nestle and Britannia have a dedicated medical detailing field force meeting doctors and nutritionists to promote their brand too. Emergence of OTC is further expected to catch-up in next 5-10 years, with many more companies eyeing to acquire a broader patient base through multi-channel marketing. Hence, pharmacos need to adopt a different model for targeting customers 5. orgAnized retAil phArmACy ChAins Increasing spread of organized pharmacy chains like Apollo, Guardian and 98. 4, will make pharma players think about managing the growing power of newer distribution channels.According to industry estimates, organized retail pharmacy chains already account for nearly 5% of pharma sales in India, and their share is increasing year on year. These chains cannot be ignored any longer. Over a period of time, the role of organized players may evolve from mere distribution of drugs to managing patients’ health. Pharma companies may need to think about how to engage with these chains to deliver more and more services to their patients. With increasing share of sales, the demand for further discounting by these chains is not far away.Not only will these pharmacies demand price discounting, they will impact the way the supply chain is currently structured. With media promotion driving the custo mer pull, merchandising will take a bigger role in overall sales promotion at these pharmacies. Thus, the association between pharmacos and these chains needs to grow in a manner that both parties benefit from the inter-play. 6. rise of heAlth insUrAnCe Increasing penetration of health insurance will increase power of insurance companies to decide inclusion or exclusion of drugs in re-imbursement list.It is expected that the total population covered under health insurance will increase from 2. 3% in 2007 to 20% by 2015. The possibile emergence of a drug re-imbursement list by Indian insurance companies cannot be ruled out, which may eventually lead to dictating the business terms by insurance companies to pharma players. †¢Companies like ICICI Lombard are now eyeing to launch disease specific insurance covering cost of medications as well. One such policy, called Diabetes Care, is already in the market. 9Including insurance companies as a key stakeholder in ers,† while an other mentioned â€Å"Sales force will have to Pharma commercial model products will increasingly manage end customer connect besides marketing brands become crucial. to doctors†. Another executive feels patients will gain more importance in future, saying, â€Å"Most companies will Each of the above trends will impact the pharma sales have focused approach and work towards better customer model in their own way, paving the way for new com- service leading to patient benefit. OPPI-IMSCG feels mercial models in the pharmaceutical industry. Industry that as the momentum of evolution of these trends gather also seems to acknowledge these trends as one industry pace, so will the evolution of pharma commercial models executive stated, â€Å"Sales structures will evolve to manage in the next decade. With these changes, the industry has new channels like corporate hospitals or modern format witnessed an emergence of the concept of SFE – Sales retail. Government policies, pa yers and healthcare pro- Force Excellence. iders will influence the sales models of pharma play- are seriously looking to have a dedicated team for rural markets. Each of these models clearly points towards targeted approach to new stakeholders, though it’s too early to predict the nuances of each of the models. The role of existing resources will also evolve from †¢Ismycurrentsalesmodelsustainableinthefuture? mere touch points with customers to engaging final †¢Ismycurrentsalesmodeloptimalforfuturemarket consumers and managing the health of the patients. cenario? One industry executive points out, â€Å"Pharma sales †¢HowshouldIevolveandadapttothesechanges? structure will slowly move towards a more scientific dialogue between the sales force and the doctor. This Answers are not easy to come by, but a few compa- would require highly trained MRs with good ability nies will lead the way. According to the OPPI-IMSCG to engage doctors more effectively. † stu dy, key players in the industry believe that adaptation of current sales model will be a must for survival.This question will be even more pertinent going forWith the emergence of innovative sales models like ward; especially keeping in mind how difficult it is getkey account management, hospital task force, channel ting to find good talent in the market and how to make management, therapy specialist, and media promotion, existing talent more effective and productive through it is clear where sales models are heading. Companies skill-set enhancement. AdApting neW CommerCiAl models Emerging trends in healthcare delivery will force the pharma players to re-think about their go-to-market strategy.Some key questions to ask are: Figure 7: yesterday sales representative roles fairly standardized reach and frequency paradigm share of voice sf main promotional channel molecular targeting individual incentives technology used by innovators sfe function infrequent empirical decision making to day/tomorrow different roles: (KAm, relationships rep, sample dropper and power rep) relationship paradigm share of relationship mC2 = multi-client/multi-channel Atomistic targeting team incentives effective use of technology sfe function contributing to roi evidence-based decision making 0 The OPPI-IMSCG study predicts the gradual shift of the traditional approach of meeting the customer, to future approach of relationship building and engaging with customers. Much will change. â€Å"Managing the patients together† is perceived to be the key to success. Delinking the role of sales force from stockist management will help sales teams to focus exclusively on customers. Engaging multiple stakeholders through multi-channel promotion and touch-points will be the crucial.Segmenting the customers, from current Potential-Support Model to more evolved models like Behavioral Segmentation will provide the cutting edge to the players. e-detailing, e-seminars, e-doctor meetings, and onli ne awareness campaigns will drive the patient flow to the healthcare system. Thus, KPIs for the sales forces may evolve as well. ing in-depth analytics so as to lead to scientific decision making; from coordinating sales force activities to managing ROI through informed decision making with an end objective of improving efficiencies of existing systems.As one executive said, â€Å"There will be a concerted focus on SFE. Analytics will take over an important role in deciding sales force size and predicting sales forecast. † Measures of success will shift from PRPM model to carry-over models, thus, each incremental sales rep being added to sales force will have its own justification. With eroding product differentiation the sales and marketing capabilities will be the key differentiator. The Indian pharma industry will need to develop sales force competency and elements of SFE will take the driving seat.The reward systems will incorporate balance of sales achievement Industry e xperts also predict that evolving and harvesting with equal emphasis in effort parameters. newer touch points with patients will be a key to success. Study of patient flows in healthcare is likely to gain Considering that the largest resource allocation in comimportance. Not only will patient flow study impact the panies takes place on sales teams, it becomes important sales model, it will also impact the portfolio choice for the that SFE as a function be evaluated ore seriously. In players. An industry executive pointed out,â€Å"Key Account order to institutionalize the discipline of SFE, companies Management will have increasing importance for MNCs will need to build capabilities for an enterprise-wide SFE with pipeline of patented products and strategic partner- setup which will be actively engaged in enabling investing initiative will also impact sales models. † ments into innovative and hybrid sales models or demand generation models.To do this successfully and build a Within the last 5 to 6 years, companies have also created better business case for the same, companies will need a dedicated SFE function, with the purpose of improv- to closely examine how investments are channelized into ing the productivity of the sales forces. The role of SFE is each of the various initiatives – balancing financial rigour expected to evolve strongly over the next 5 years, involv- with overall implementability. Figure 8: Smaller field forces: removal of mirrored field forces Right sizing: each rep seeing 30-40 doctors more oftenAccount based selling: managing groups of prescribers based on % effort and not reach & frequency Key Account Mgt: relationship rep can call in specialized personnel as needed Prescriber Knowledge opportunity – Accessibility – responsiveness the sales model of Today Organizational Models therapy focused – team based – outsourcing specialist – Key Account mgt. new bonus and compensation models patie nt flow – local guidelines/Bodies influence to diagnose & prescribe the sales model of The Future Portfolio Treatment Pathways & InfluenceMNCs are expected to lead the change and that trend of micro-targeting has already begun. Companies like MSD, Sanofi-Aventis, and Roche have shown that value, and not cost, drives the healthcare choice. Januvia, (though much lesser than international price) is priced much higher and entered recently in the market, has already clocked sales of >Rs 100 crs. Thus, its well said by a pharma executive: â€Å"The way of marketing differentiated products, depending on their life cycle stage, will be of utmost importance.Newer ways of promotion too will have to be considered. † 11 Conclusion Declining effectiveness of current sales models will only lead to emergence of newer approaches in pharma selling. Though the approaches will vary vastly from company to company, the trend has already started. Pharmaceutical players should seriously star t evaluating their options and envisage how their sales models should evolve in the next 10 years to maintain their competitive edge. Where doesthefuturelie? IsKAMthesolution,orisittheCSO that will emerge?Willchannelmanagementgainmost importance? Towhatextentshouldmarketcoveragebe increased? How would one need to balance this with costeffectiveness? Theanswerswillemergeonlywiththe time, but with market maturing, patients actively seeking healthcare, and newer stakeholders emerging, another round of adaptation in pharma sales model is inevitable. No single business model may suffice in future. The future will belong to hybrid business models, with different structures co-existing together.We would like to acknowledge the contributions of the following OPPI – SFE Committee Members : Mr. Rajan Tejuja, Chairman, OPPI SFE Committee and President & Executive Director, Johnson & Johnson Ltd. Mr. Vinay Gokhale,Vice Chairman, OPPI SFE Committee and Sales Training & Development Manager , Abbott India Ltd. Mr. Sekar Sabapathy, Member, OPPI SFE Committee and Senior Director – Cardiology & Hospital BU, Aventis Pharma Ltd. (Group Sanofi Aventis). Mr. Biplab Chatterjee, Member, OPPI SFE Committee and Vice President – Sales, Solvay Pharma India Ltd.Mr. Partha Ghosh, Member, OPPI SFE Committee and Director, Commercial, Pfizer Ltd. Mr. Vivek Padgaonkar, Director, OPPI. ABoUt ims ConsUlting groUp: inflUenCing the fUtUre of gloBAl heAlth IMS Consulting Group (IMSCG) is the pre-eminent global life sciences consultancy. Distinguished by our sector and client focus, international reach, world-class methodologies and unrivaled talent, we provide clients with Powerful Insights that inform Smarter Decisions. Within IMSCG, we have a bold vision – To Influence the Future of Global Health!Who We Are: †¢500+specialistbest-in-classconsultants †¢AdvisingLifeScienceleadersoncriticalbusinessissueswithsingularfocus †¢Cadreofhealth/pharma-relatedbackgrou ndsandadvanceddegrees Where We Are: †¢Combiningglobalreachwithlocalmarketstrength †¢KeyhubsinLondon,NewYork,ShanghaiandTokyo †¢Localexpertsonthegroundinpharmergingmarkets-China,Brazil, India, Russia, Turkey, and more hoW We mAKe the differenCe: †¢Maximizingproduct&portfoliovalueineveryphaseofthe pharma lifecycle †¢Deeptherapy-areaandindustryexpertise †¢Passionforlifesciencesandcommitmenttoclients ms ConsUlting groUp IMS HEALTH INFORMATION & CONSULTING SERVICES INDIA PVT. LTD. ICC Chambers, 4th Floor, Saki-Vihar Road, Powai, Mumbai – 400 072 India www. imsconsultinggroup. com 12

Basic Functions of Os - Free Essay Example

Sample details Pages: 4 Words: 1199 Downloads: 3 Date added: 2017/09/13 Category Advertising Essay Did you like this example? Thus the basic functions of an OS are – 1. Process Management – Managing the programs that are running. 2. Memory Management – Managing and rationing the memory between processes and data. 3. Storage Management – Managing the permanent Storage of data on disks or other media 4. I/O Management – Managing the input and output 5. Device / Resource Management – Managing devices and resources and allowing the users to share the resources 6. Security and Protection – Securing the system against possible unauthorized access to data or any other entity. Protecting the parts of the system against damage. 7. Booting the System and getting it ready to work. 8. Data communications – Providing interface to connect to other computers or allowing others to connect Definition: An operating system is a collection of software that coordinates the working of the different components of the system and gets the user’s job done. The operating system provides the user with all the basic things necessary to do his job. What does an os do An Operating System exploits the hardware resources of one or more processors to provide a set of services to system users. * An Operating System also manages secondary memory and input/output devices on behalf of its users. Process Control Block: A data structure by which the system identifies a process. It contains * Identifier: A unique integer associated with a process * State : A currently executing process is in running state * Priority : Priority level relative to other processes * Program cou nter : Address of the next instruction of the program to be executed. Memory pointers: pointers to the program code and data associated with the process, and any shared memory blocks * Context data: Data in the registers in the processor during process execution. * I/O status information: outstanding I/O requests, I/O devices allocated to the process, a list of files is use by the process, etc. * Accounting information: amount of processor time, etc. Directry structure of unix: The FreeBSD directory hierarchy is fundamental to obtaining an overall understanding of the system. The most important concept to grasp is that of the root directory, â€Å"/†. Don’t waste time! Our writers will create an original "Basic Functions of Os" essay for you Create order This directory is the first one mounted at boot time and it contains the base system necessary to prepare the operating system for multi-user operation. The root directory also contains mount points for other file systems that are mounted during the transition to multi-user operation. A mount point is a directory where additional file systems can be grafted onto a parent file system (usually the root file system). This is further described in  Section 3. 5. Standard mount points include  /usr,  /var,  /tmp,  /mnt, and  /cdrom. These directories are usually referenced to entries in the file  /etc/fstab. etc/fstab  is a table of various file systems and mount points for reference by the system. Most of the file systems in  /etc/fstab  are mounted automatically at boot time from the script  rc(8)unless they contain the  noauto  option. Details can be found in  Section 3. 6. 1. A complete description of the file system hierarchy is available in  hier(7). For now, a brief overview of the most common directories will suffice. Directory| Description| /| Root directory of the file system. | /bin/| User utilities fundamental to both single-user and multi-user environments. /boot/| Programs and configuration files used during operating system bootstrap. | /boot/defaults/| Default bootstrapping configuration files; see  loader. conf(5). | /dev/| Device nodes; see  intro(4). | /etc/| System configuration files and scripts. | /etc/defaults/| Default system configuration files; see  rc(8). | /etc/mail/| Configuration files for mail transport agents such as  sendmail(8). | /etc/namedb/| named  configuration files; see  named(8). | /etc/periodic/| Scripts that are run daily, weekly, and monthly, via  cron(8); see  periodic(8). | /etc/ppp/| ppp  configuration files; ee  ppp(8). | /mnt/| Empty directory commonly used by system administrators as a temporary mount point. | /proc/| Process file system; see  procfs(5),  mount_pro cfs(8). | /rescue/| Statically linked programs for emergency recovery; see  rescue(8). | /root/| Home directory for the  root  account. | /sbin/| System programs and administration utilities fundamental to both single-user and multi-user environments. | /tmp/| Temporary files. The contents of  /tmp  are usually NOT preserved across a system reboot. A memory-based file system is often mounted at/tmp. This can be automated using the tmpmfs-related variables of  rc. conf(5)  (or with an entry in  /etc/fstab; see  mdmfs(8)). | /usr/| The majority of user utilities and applications. | /usr/bin/| Common utilities, programming tools, and applications. | /usr/include/| Standard C include files. | /usr/lib/| Archive libraries. | /usr/libdata/| Miscellaneous utility data files. | /usr/libexec/| System daemons system utilities (executed by other programs). | /usr/local/| Local executables, libraries, etc. Also used as the default destination for the FreeBSD ports framework. Within  /usr/local, the general layout sketched out by  hier(7)  for  /usr  should be used. Exceptions are the man directory, which is directly under  /usr/local  rather than under  /usr/local/share, and the ports documentation is in  share/doc/port. | /usr/obj/| Architecture-specific target tree produced by building the  /usr/src  tree. | /usr/ports/| The FreeBSD Ports Collection (optional). | /usr/sbin/| System daemons system utilities (executed by users). | /usr/share/| Architecture-independent files. | /usr/src/| BSD and/or local source files. | usr/X11R6/| X11R6 distribution executables, libraries, etc (optional). | /var/| Multi-purpose log, temporary, transient, and spool files. A memory-based file system is sometimes mounted at  /var. This can be automated using the varmfs-related variables of  rc. conf(5)  (or with an entry in  /etc/fstab; see  mdmfs(8)). | /var/log/| Miscellaneous system log files. | /var/mail/| User mailbox files. | /var/spo ol/| Miscellaneous printer and mail system spooling directories. | /var/tmp/| Temporary files. The files are usually preserved across a system reboot, unless  /var  is a memory-based file system. /var/yp/| NIS maps. | Functions of an OS: The operating system on your computer has many functions. While you may not be aware of what many of them are or actually do, the operating system helps you navigate your computer more easily and allows you to manage programs and functions with the computer system itself. One function of your operating system is process management. Every program running on a computer – whether it is in the background or the foreground – is a process. Generally, only one process per CPU can run at one time. However, multiple processes can run through multi-tasking which entails switching processes very quickly. The operating system makes this type of multi-tasking possible. A second function of the operating system is memory management. Computer memory is arranged in a hierarchical manner with the fastest registers first followed by the CPU cache, random access memory, and then disk storage. The operating systems memory manager coordinates the use of these various types of memory by tracking which one is available, which is to be allocated or de-allocated and how to move data between them. This activity, usually referred to as virtual memory management, increases the amount of memory available for each process by making the disk storage seem like main memory. Security is an issue that is very important to all computer users. The security function of your operating system is also very important to the programmers. The system will often use an allow/disallow protocol when other systems are trying to access resources on your computer. Still others will require the use of a user name and password to keep your system secure.

The Underdogs Essay - 837 Words

HIST 342 The Underdogs Second Examination (Part I) Mariano Azuelas The Underdogs tells the story of a dauntless Indian farmer who almost unintentionally rises to a generalship in Pancho Villas rebel army during the Mexican Revolution of 1910. Though the events that occur throughout the book are not actual events that took place during the revolution, Azuela is able to paint a very realistic picture of the revolution and leaves a bitter taste in the mouth of the reader as one witnesses the failure of the rebels. This novel is a great teaching tool that reveals truths of the revolution that would not have been given justice through the traditional historical scholarship. Through fictional characters, Azuelas The Underdogs†¦show more content†¦He stares pensively over the precipice and says: Look at the stone, how it keeps going (p. 158). Other character is the novel represent those who were faithful follower of these great leaders. These characters include: Manteca, Quail, Pancracio, Meco, Serapio, Antonio, and Venacio. These are all characters who fought and died along side Demetrio and showed faith in their commander in chief. Azuela shows the readers how some followers lost sight of what they were fighting for as the revolution drug on. Furthermore, he also shows how some of the rebels could be ruthless and would subject innocent citizens to mistreatment, as the reader clearly sees through Blondie when he shoots bear bottles off the head of a waiter. The reader is also forced to question the goals of some of the followers as they seem to still where ever they go. Luis Cervantes was a character who portrayed those people who were well educated about the revolution and knew exactly what they were fighting for. Because he was so knowledgeable, he could be looked at as Demetrios right hand, as many leaders had trustworthy people they turned to in the wake of the revolution. However, he abandons Demetrio and his men towards the end of the book. This makes the reader wonder if he was tired and gave up on the cause, as many followers of the revolution did, or if he foresaw the defeat of Demetrio and got out while he could. Both ofShow MoreRelatedAnalysis Of The Play Topdog / Underdog 1009 Words   |  5 PagesTopdog/ Underdog Analysis In the play Topdog/Underdog, Suzan-Lori Parks tells the audiences a story between to African American brothers. Both of the brothers who are living a hard life of poverty. So both brothers are doing what needs to be done to make ends meet. This plays shows how two brothers struggle for success and respect as the â€Å"topdog†. This play goes to show how jealously can lead to horrible outcomes in the long run. 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The Effect Of Screen Time On Children And Their...

This paper explores the research findings on how screen time can effect children and their personalities and cognitive development. I have found four credible articles on these subjects from online sources and scholarly publications. These articles discuss the results of different studies about children’s exposure to television and online content and how they have negative effects on the developing child’s brain in terms of cognitive development and personality traits. Keywords: screen time, personality, cognitive development Personality and Cognitive Effects of Screen Time in Children There have been a multitude of studies in recent years on the subject of screen time and the effects it can have on children of all ages. Previously, the American Academy of Pediatrics (AAP) recommended that children from 0-2 years of age not be exposed to any screen time at all (American Academy of Pediatrics, [AAP], 2016). This included television, video games, smart phones, tablets, movies and computers. The AAP has recently changed its recommendation, though, stating that â€Å"Some media can have educational value for children starting at around 18 months of age, but it s critically important that this be high-quality programming, such as the content offered by Sesame Workshop and PBS.† (AAP, 2016). The recommendation for children ages 2-5 is still the same, at one hour of high quality programming a day, and for children age 6 and older, to use consistent limits on the time spentShow MoreRelatedHow Screen Time Can Effect Children And Their Personalities And Cognitive Development Essay1200 Words   |  5 Pageson how screen time can effect children and their personalities and cognitive development. I have found four credible articles on these subjects from online sources and scholarly publications. 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Apple’s Financial Analysis Part 2 Free Essays

APPLE’S FINANCIAL ANALYSIS FOR THE YEAR ENDED September 27, 2008 Income Statement: a) Apple Inc uses multi-step income statement format. It organizes its operating section by using functional expense classification. b)There are no unusual items presented in Apple’s income statement. We will write a custom essay sample on Apple’s Financial Analysis Part 2 or any similar topic only for you Order Now Also the company did not discontinue any of its operations, neither had any changes in accounting principles. The net income for 2008, 2007, and 200 is $4,834, $3,496, and $1,989 respectively. The net income has increased continually in past three years. Net income increased 38. 3% in 2008. Apple’s net income growth for 2007 was 75. 7%. The income statement doesn’t need restating. I also believe that Apple is not managing their earnings. The company’s revenue and earnings per share are undervalued and Apple’s financials appear radically weaker than they actually are. It is because in April, 2007 they made a bad decision when announced that Apple will be using what is commonly referred to as the â€Å"subscription method of accounting† for sales of the iPhone where the sales revenue from the iPhone is deferred and recognized over a 24-month period instead of at the point of sale. When disregarding the deferred revenue mechanism of subscription accounting, Apple actually earned $7. 48 in EPS on $38. 041 billion in revenue. That compares to the $5. 36 in EPS on $32. 479 billion in revenue that Apple reported on a GAAP-basis. During 2008, the Company adopted the Financial Accounting Standards Board’s (â€Å"FASB†) Financial Interpretation No. (â€Å"FIN†) 48, Accounting for Uncertainty in Income Taxes—an interpretation of FASB Statement No. 109. FIN 48 changes the accounting for uncertainty in income taxes by creating a new framework for how companies should recognize, measure, present, and disclose uncertain tax positions in their financial statements. 09/27/08Restated 09/27/09 Net Sales32,47932,479 Cost Of Goods21,33421,334 Gross Profit11,14511,145 Selling Adminstrative Depr. Amort Expenses4,8704,870 Income After Depreciation Amortization6,2756,275 Non-Operating Income620620 Pretax Income6,8956,895 Income Taxes2,0612,061 Investment Gains/Losses00 Other Income/Charges00 Income From Cont. Operations4,8344,834 Extras Discontinued Operations00 Net Income4,8344,834 2) Apple Inc recognizes revenue from sales when persuasive evidence of an arrangement exists, delivery has occurred, the sales price is fixed or determinable, and collection is probable. Revenue from service and support contracts is deferred and recognized ratably over the service coverage periods. Revenue is deferred for the fair value of the specified upgrade rights when offered. i. A/R turnover=Net Sales/Average A/R(net) A/R turnover2007=24,066/1637=14. 70 times A/R turnover2008=32,479/2422=13. 41 times ii. Allowance % A/R=Allowance/ Gross A/R Allowance % A/R2007=47/24,066=0. 0195 Allowance % A/R2008=47/32,479=0. 001445 iii. Average collection period= 365/ A/R turnover (or 365*A/R/Net Sales) Average collection period2007=365/14. 70=24. 82 (every 25 days) Average collection period2008=365/13. 41=27. 22 (every 22 days) The total sales revenues increased consistently for the past years. Net sales increased 43. 86% in 2008 compared with 2007 ($24,006 and $ 32,479 respectively), A/R have increased too by 47. 95% in 2007 compared to 20056 ($1637and $2,422 respectively). The company does not have looser credit policy, since it does not have credit accounts whatsoever. Apple has an ncreasing accounts receivable turnover which is a positive sign – showing the company is successfully executing its credit policies and quickly turning its accounts receivables into cash. The ratios calculated above cannot be taken into account because they do not represent the actual A/R for the company for entire year. 3)Inventory Costing: a)The company uses FIFO in costing its inventory. I believe that the company uses this method, because even though tax expense are higher, since the Cost of Goods Sold decrease by using the lower cost items, the net effect on the net income still result it net increase. The earnings per share also increase, as well as inventory in the balance sheet. If the cost of the inventories exceeds their market value, provisions are made currently for the difference between the cost and the market value. The Company’s inventories consist primarily of finished goods for all periods presented. If they use LIFO the net income would have been higher, it can benefit from tax savings and improve its cash flow. On other hand average cost achieves a net income somewhere in the middle. b)Looking at the vertical analysis of the Income Statement cost of goods sold has decreased to 0. 34% (from 66. 3 % in 2007to 65. 69% in 2008), and net sales increased by $8475. At the same time, looking at the horizontal analysis, while in 2008 COGS increased by nearly 39. 97% compared to 2007, sales increased only by 43. 86%, and in 2007 while GOGS increased by 15. 56%, sales increased by 24. 29%. This, in my opinion indicates inventory stock (50 items), and fast moving inventor y (7days). i. Inventory Turnover=(COGS)/(Ave. Inventory) Inventory Turnover2007= 15,852/(270+346)/2=51. 047? 51 items Inventory Turnover2008= 21,334/(509+346)/2=49. 904? 50 items ii. Gross Profit Percentage=Gross Profit/Net Sales Gross Profit Percentage2007=8,154/24,006=0. 3397? 33. 97% Gross Profit Percentage2008=11,145/32,479=. 3431? 34. 31% iii. Average Days in Inventory=365/Inventory Turnover Average Days in Inventory2007=365/51=7. 16 days Average Days in Inventory2008=365/50=7. 3 days c) Apple is doing extremely well in terms of inventory turnover, which is one of the lowest in the industry only 7days . While a sizable inventory can be important to coping with sudden surges in demand, excessive inventory is wasteful and can exacerbate financial problems if a new product is introduced before old inventory is cleared. Inventory is increased from 346 million in 2007 to 509 million in 2008. Because the sales are increased too, therefore it is an indication of heavy business activities, rather than the problem with sale of existing products. Gross profit margin is flat for year 2007 and 2008 at 34%. 4)Property, plant and equipment: a)Apple Inc uses the straight-line method of depreciation based upon the asset’s estimated useful life. b)Asset Turnover=Net Sales/Ave total assets Asset Turnover2007=24,006/[(25,347+17,205)/2)]=1. 1283 Asset Turnover2008=32,479/[(39,572+25,347)/2]=1. 0006 c)PPE has increased in the last year by $632 million. The company has purchased PPE in 2007 in the amount of $735 million and $1,091 million in 2008. In 2008 Apple declared a loss on disposition of property, plant, and equipment for $22 million, which has increased by $10 million since 2007(12million) 5) Liabilities a)Apple’s liabilities are composed by short-term debt, Accounts Payable, Accrued Expenses, Long-term debt, non-current liabilities. The major current and non-current liabilities accounts for the years of 2007 and 2008 are shown in the table below: September 27, 2008 September 29, 2007_ Current liabilities: Accounts payable $5,520 $4,970 Accrued expenses 8,572 4,310 Total current liabilities 14,092 9,280 Non-current liabilities 4,450 1,535 Total liabilities 18,542 10,815 b)Ratios: i. Debt Ratio=Total Liabilities/Total Assets Debt Ratio2008=18,542/39,572=0. 468564 or 46. 86% ii. Debt to Equity=Total Liabilities/Stockholders Equity Debt to Equity2008=18,542/21,030=. 8817 iii. Times interest earned=Income before income taxes and interest expense/Interest Expense Times interest earned2008=6,275/ 0 c)Ratios for Microsoft’s for year ended 06/30/2008 i. Debt Ratio2008=36,507/72,793=0. 015 or 50. 15% ii. Debt to Equity2008=36,507/ 36,286=1. 0061 iii Times interest earned2006=22,492/0 These ratios are derived from Dillard’s financial statements that can be found on http://www. sec. gov/Archives/edgar/data/789019/000119312508162768/d10k. htm. Looking at Apple’s and Microsoft’s debt ratios, I can say that Microsoft’s debt ratio is 3. 29% higher, or it has 3. 29% more debt compared to its total assets. I think that 50. 15% indicates that Apple’s can be categorized a company of moderate risk level. Comparing Apple’s debt to equity ratio of . 8817% to Microsoft’s ratio of 1. 61%, I can tell that Apple’s are doing well, since it uses $. 88 derived from liability in addition to every $1 of equity in its business, taking advantage of the lower cost of debt for financing projects to relatively more expensive equity financing. Microsoft’s ration is only 0. 1793% lower, which indicates a normal debt ratio for Apple Inc. Comparing Apple’s ratio results to Microsoft’s, gives me the confidence to say that Apple’s liabilities fall into the industry’s average. 6)Stock price a)Yahoo Finance chart PRICE DateOpenHighLowCloseAvg VolAdj Close* Sep-08172. 40173. 50120. 68128. 439,370,800128. 24 Aug-08159. 90180. 45152. 91169. 5323,273,800169. 53 Jul-08164. 23180. 91146. 53158. 9533,096,200158. 95 J un-08188. 60189. 95164. 15167. 4434,281,100167. 44 May-08174. 96192. 24172. 00188. 7532,650,300188. 75 Apr-08146. 30180. 00143. 61173. 9538,841,700173. 95 Mar-08124. 44145. 74118. 00143. 5042,313,100143. 50 Feb-08136. 24136. 59115. 44125. 0246,645,400125. 02 Jan-08199. 27200. 26126. 14135. 3662,108,100135. 36 Dec-07181. 86202. 96176. 99198. 0831,771,400198. 08 Nov-07188. 60192. 68150. 63182. 2246,553,700182. 22 Oct-07154. 63190. 12152. 93189. 9537,438,400189. 95 Sep-07153. 44154. 60152. 75153. 4743,935,800153. 47 b)In my opinion there is a strong positive correlation between the two charts. There are several noticeable changes of Apple’s stock price over the last year. In October,2007 Apple’s stocks increases to $189. 95 from $153. 47in Sept. The increase was due people’ interest to get their hands on Mac OS X Leopard, the newest version of Apple’s operating system. After that since markets in general, and tech stocks in particular, were hit hard by poor earnings reports posted by Intel, Apple’s stock price dropped in first weeks of November. In the begging of January 2007 the stock dropped to $126. 14 after Jobs announced iphone sales to date of 4 million, and ATT said that only 3. 9 million were activated, which means 100,000 iphones still in their Christmas wrapping or more likely unlocked. The company’s stock decline in the first quarter was due to an antitrust suit which has been filed against Apple accusing the company of illegally maintaining a monopoly in the digital music market by failing to support Microsoft’s Windows Media Audio format. In May Stock reached $188. 55 because Apple reported its second quarter earnings, and its revenues of $7. 05 billion and a net profit of $1. 05 billion for the quarter. In second quarter Apple had slightly decreases and increases in stock value. On July 22, 2008 Apple reported its third quarter earnings results. The company earned $7. 46 billion during the quarter, a 37% increase from the same quarter 2007. Last month of the third quarter the company had a down tu rn to $ 120. 68 per stock. 7) Final Review I believe that the company has strong results in the industry that it operates. Compared to its direct competition, Apple Inc is doing well. I also believe that Apple Inc is trying to grow, and became a leader in consumer electronics market. Based on my analysis, I agree with the company’s strategy of increasing investment in Research and Development. Specifically, I suggest the sometime down the line after provider contracts are over and equipment and technology costs have gone down Apple should enter the wireless cellular provider arena. This would allow Apple to recoup all profits instead of sharing/splitting profits with the providers. Customer’s buy the hardware/phone at cost rather than the current model of wireless provider subsidized phones at the expense of expensive plans. They should offer a quality engineered, eco-friendly, workplace computer that is economically practical for corporations and large organizations. However due to Apple’s unique designing nitch and brand loyalty we feel they have the ability to capture a portion of the bottom market that has always wished to own an Apple without diluting its luxury products image. Apple Inc would do a lot better if it was not in the declining economic environment as of now. Increasing questions about Jobs’ health and lack of transparency into a succession plan are decreasing the company’s stability. Contrary of Wall Street’s expectations Apple reports earnings of $1. 61 billion ($1. 78 per share), which was up 2 cents a share from the year earlier period. Revenue also increased from $9. 6 billion to $10. 17 billion. With stock price of $102 â€Å"Apple Inc. shares have catapulted back atop the century mark today after brokerage firm FTN Equity upgraded the stock from â€Å"neutral† to â€Å"buy. â€Å"We now believe investors are more prepared for the Chief Executive taking a smaller role and we have not seen the multiple compression we expected,† wrote analyst Bill Fearnley, Jr. † I believe that by looking at the past performance of Apple, one can derive a future prognosis of Apple’s performance, bound to the industry development. I believe that an investor may want to buy Apple’s shares, since i t looks like it is a strong company, and take advantage of the current low stock prices. I also would recommend to an investor not to invest all of his money in Apple, because of the uncertainty of the market. How to cite Apple’s Financial Analysis Part 2, Papers

The concept of love at first sight in Shakespeares comedies Essay Example For Students

The concept of love at first sight in Shakespeares comedies Essay Lysander admits his change of heart to Helena when he awakens: Content with Heria? No, I do repent The tedious minutes Ive with her have spent Not Hermia, but Helena I love; Who will not change a raven for a dove? The will of man is by his reason swayd: And reason says you are the worthier maid. (MND, II. II) Even Titania can not control herself under the power of the potion. The love potion is an element of magic and therefore not realistic; however, in MND it represents the unpredictable and ever changing nature of love. The character Orsino in Twelfth Night is also struck by the seemingly uncontrollable emotions he feels towards Olivia at the onset of the play: O when mine eyes did see Olivia first That instant was I turnd into a hart / And my desires like fell and cruel hounds / Eer since pursue me (Twelfth Night, I. I). A true romantic, Orsino gives himself up completely to the idea of love, forfeiting all control over his emotions for the sake of finding happiness through love. Readers may not take Orsino seriously because of his overly dramatic emotions, which is similar to how readers my feel about Orlando in As You Like It. In fact many characters possess this certain quality which points to the fact that these comedies are not strictly love stories, but instead light anecdotes filled with silly characters. Another overly dramatic devise that Shakespeare uses is the idea of being lovesick and even comparing falling in love with catching a fatal disease. When Olivia from Twelfth Night first meets Cesario, she immediately falls in love with him, and suddenly gets over her brothers death: Even so quickly may one catch the plague? / Methinks I feel this youths perfections / With an invisible, and subtle stealth / To creep in at mine eyes (Twelfth Night, I. V). The idea that falling in love is like catching a disease is similar to the concept of losing control. Shakespeare depicts his characters as silly and innocent at the same time by placing the blame outside of their control. While one can think that Olivia is rash and impractical with her feelings of love, one can also feel a certain sort of sympathy towards her since she has no apparent control over her emotions. Orlando suffers from the same sort of uncontrollable love sickness in AYLI. In Act III, scene II, Rosalind describes a man to Orlando who has been carving the name Rosalind into trees. He admits that he is this man and that he is unluckily in love. Rosalind claims that he is not in love, however, saying: Love is merely a -madness, and I tell you, deserves as well a dark house, and a whip, as madmen do (AYLI, III. II. ). It is at this point that she suggests to Orlando that she can cure his love sickness: I would cure you if you would but call me Rosalind (AYLI, III. II. ). Therefore, love is not merely a condition, but something that needs to be cured in cases where it is not under the control of someone as logical as Rosalind. She seems to grasp the idea that untamed love can consume us and ultimately control us. Love at first sight or simply love that develops very quickly is bound to be dangerous. Rosalind understands that one should control their love rather that being controlled by their love. Her logical attitude towards romanticism can be misconstrued as being cold but are nevertheless true: Men have died from time to time, and worms have eaten them, but not for love (AYLI, IV. I. 91-92). Rosalinds sudden love for Orlando contrasts with Shakespeares other love struck characters in that it is logical and controlled. .ua4bf92d98f668b8df07208e1b1c97d8d , .ua4bf92d98f668b8df07208e1b1c97d8d .postImageUrl , .ua4bf92d98f668b8df07208e1b1c97d8d .centered-text-area { min-height: 80px; position: relative; } .ua4bf92d98f668b8df07208e1b1c97d8d , .ua4bf92d98f668b8df07208e1b1c97d8d:hover , .ua4bf92d98f668b8df07208e1b1c97d8d:visited , .ua4bf92d98f668b8df07208e1b1c97d8d:active { border:0!important; } .ua4bf92d98f668b8df07208e1b1c97d8d .clearfix:after { content: ""; display: table; clear: both; } .ua4bf92d98f668b8df07208e1b1c97d8d { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ua4bf92d98f668b8df07208e1b1c97d8d:active , .ua4bf92d98f668b8df07208e1b1c97d8d:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ua4bf92d98f668b8df07208e1b1c97d8d .centered-text-area { width: 100%; position: relative ; } .ua4bf92d98f668b8df07208e1b1c97d8d .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ua4bf92d98f668b8df07208e1b1c97d8d .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ua4bf92d98f668b8df07208e1b1c97d8d .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ua4bf92d98f668b8df07208e1b1c97d8d:hover .ctaButton { background-color: #34495E!important; } .ua4bf92d98f668b8df07208e1b1c97d8d .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ua4bf92d98f668b8df07208e1b1c97d8d .ua4bf92d98f668b8df07208e1b1c97d8d-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ua4bf92d98f668b8df07208e1b1c97d8d:after { content: ""; display: block; clear: both; } READ: Is Romeo in love? EssayWhile love is clearly a central theme running through most of Shakespeares plays, it is important to look at what kind of love it is. In A Midsummers Night Dream, As You Like It, and Twelfth Night, the true love that is depicted in Romeo and Juliet is hard to find. Most of the love is irrational, selfish or beyond control of the lovers. This is part of the reason that these plays are light and fun. Shakespeare uses the idea of instantaneous love to emphasize the ridiculousness of the lovers in his plays. The concept of love at first sight in Shakespeares comedies.