Young Marx Health The Most Unfortunate Being Of The...

Bonn University, he expressed his concern about young Marx health: ‘†¦do not forget that in this miserable world it is always accompanied by the body, which determines the well-being of the whole machine. A sickly scholar is the most unfortunate being on earth. Therefore, do not study more than your health can bear’. Karl, however, did not follow his father’s advice regarding his health. But his father would later help him avoid the draft. After his 18th birthday, Karl was excused from the military service after his father suggested that if he was able to obtain certificates from well-known physicians he would be able to dodge the draft. Furthermore, Heinrich would continue to be a balancing influence in Karl’s life and would help him escape a criminal charge when he was in possession of a weapon. Karl’s early years was filled with enjoyments of alcohol use and a duel that left him with a small wound above his left eye. A year later, after Kar l’s disobedient and chaotic behavior, he was ready to start a new chapter of life; he moved to Berlin in where began attending the University of Berlin. Karl Marx: Academic Background and Influential Individuals Berlin was a different world compared to Bonn. A city of about 300,000 residents, was Marx’s first experience in a big city. Berlin exposed Marx to a diverse intellectual life. Contrary to Bonn University, Berlin University had a more serious, sober, and academic environment. Berlin also had a diverse group of artists andShow MoreRelatedOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pagesand U.S. superpowers on their periphery and a second round of even more devastating global conflict. The bifurcated international system that resulted from the cold war standoff extended the retreat of globalization, but nurtured the liberation of most of humanity from colonial rule. The collapse of the Soviet empire, and the freeing of its satellite states across Eastern Europe beginning in the late 1980s, marked another major watershed that further problematizes uncritical acceptance of theRead MoreStrategy Safari by Mintzberg71628 Words   |  287 Pages†¢Ã¢â‚¬ ¢a/itiktSii^i THE FREE PRESS A Division of Simon Schuster Inc. 1230 Avenue of the Americas New York, NY 10020 Copyright  © 1998 by Henry Mintzberg, Ltd., Bruce Ahlstrand, and Joseph Lampel All rights reserved, including the right of reproduction in whole or in part in any form. THE FREE PRESS and colophon are trademarks of Simon Schuster Inc. Designed by Carla Bolte Manufactured in the United States of America 10 9 8 7 6 5 4 Permissions acknowledgments appear on pages 393-395. Library of CongressRead MoreInternational Management67196 Words   |  269 Pagesbusiness environment continue unabated. The global financial crisis and economic recession have challenged some assumptions about globalization and economic integration, but they have also underscored the interconnected nature of global economies. Most countries and regions around the world are inextricably linked, yet profound differences in institutional and cultural environments persist. The challenges for international management reflect this dynamism and the increasing unpredictability of globalRead MoreDeveloping Management Skills404131 Words   |  1617 Pagesactivities, including built-in pretests and posttests, focus on what you need to learn and to review in order to succeed. Visit www.mymanagementlab.com to learn more. DEVELOPING MANAGEMENT SKILLS EIGHTH EDITION David A. Whetten BRIGHAM YOUNG UNIVERSITY Kim S. Cameron UNIVERSITY OF MICHIGAN Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo SydneyRead MoreMerger and Acquisition: Current Issues115629 Words   |  463 Pagesconferences. The Contributors Paul U. Ali is Associate Professor in the Faculty of Law at the University of Melbourne, Australia. He was previously a finance lawyer in Sydney. Paul has published several books on finance and investment law including, most recently, Innovations in Securitization. His articles have appeared in Derivatives Use, Trading and Regulation, Journal of Alternative Investments, Journal of Banking Regulation and Journal of International Banking Law and Regulation. Antonios Antoniou

Newest Alternative Test Of Elderly With Impaired Function

NEWEST ALTERNATIVE TEST IN ELDERLY WITH IMPAIRED FUNCTION Medical screening and system review is an important component utilized by practicing health professionals for assessment and observation rendered to a patient. Thorough knowledge and understanding of patient s medical condition, signs, and symptoms in the detection of possible health disorder or disease are essential for patient s healthy and safety as well as prevention of liability for the clinicians. There is a potential to produce a measurable version of aging at a lower cost than the current health system. Using a relevant differential diagnostic method will assist health professionals in decision-making and the cause of the patient s a set of signs and symptoms.†¦show more content†¦. Sensitivity: This is the proportion of persons with a condition who correctly test positive. If a tool has a reduced sensitivity, results will yield false negatives, and you will miss cases. It is paramount to the client when you consider some of the diseases (Crist, M. et al., 2013). Sp ecificity - This is the ratio of persons without a condition who correctly test negative when screened. Insufficient specificity outcome will produce as an incorrect labeling of real negative which in turn produces false positive cases (Crist, M. et al., 2013). Reliability - The outcome of the screening must reproduce the test that was initiated by different reviewers with the same skill level during different periods and with different illnesses (Crist, M., McVay, D. Marocco, S. 2013). Positive Predictive Value (PPV): It is the ratio of patient/clients with a positive test result who have the ailment of interest(Jewell, 2014). Predictive value depends on the incidence of the condition (Crist, M. et al., 2013). If the rate is low, the PPV is low even if the test is accurate and the higher the rate, the greater probability the test is a real positive(Crist, M. et al., 2013). Balance is an important component of a body on every single motion. Since 1990, multiple functional measures have been researched and developed with the objective functional result within rehabilitation and geriatric medicine (Huijbregts, Myers, Kay , Gavin, 2002). Unfortunately,

In Pursuit of Magic Case Analysis free essay sample

Ducati is a specialized manufacturer of racing and sport motorcycles based in Italy. In this case report, we will analyze Ducati’s competitive position through an opportunities and threats analysis, Porter’s Five Forces, a value and cost drivers analysis, as well as the VRIO framework. Opportunities/Threats One of the biggest opportunities in the motorcycle industry is the growth trend of 3. 3% in unit sales over the past five years, mostly in the United States and Asia/Pacific markets. Also, the rapid growth of women ridership offers the potential of an even larger customer base in the future. In the sport segment in particular, growth in the next few years is expected between 2% and 3%. The history and brand recognition of Ducati will help them to attract some of these new customers related to industry growth. The industry continues to face the threat of adverse regulation relating to the safety of motorcycles. Also, the lack of growth in Europe may be signaling a change of preferences away from motorcycles to other forms transportation and recreation. This is particularly troubling for Ducati because most of their sales are to riders in European markets. Also, the industry faces the constant threat of negative exchange rate movements, especially related to the dollar, which devastated Ducati and other European manufacturers in recent years. Porter’s Five Forces 1) Barriers to Entry Overall, the industry has relatively low barriers to entry. 1) One barrier that exists relates to mechanical engineering expertise, which in the sport bike category may be even greater. However, automobile manufacturers may have some of required expertise already or they could hire the needed expertise relatively easily. Therefore, all existing car manufacturers are potential competitors. 2) A second barrier relates to fairly high capital requirements. Investments include the cost to purchase equipment and machines, raw materials, warehouses to store inventory, and to specialists for production and design. On the other hand, existing car manufacturers, again, may face negligible barriers due to the production similarities between the two industries. At the least they could convert an existing car production facility into a motorcycle production facility. 3) The third barrier relates to the established brands of the incumbents. After so many years of motorcycle production, Ducati is a strong brand in the industry. Any new entrants including existing car manufacturers would have to compete with these very successful brands. 2) The Power of Suppliers The power of suppliers is low. Inputs for motorcycles are fairly standard and cheap suppliers exist in the Far East and India. Suppliers depend heavily on the main motorcycle manufacturers, thus their bargaining power is relatively low. In particular, by 2001, Ducati has outsourced the majority of its production to third parties. If suppliers were charging high prices for their service, then Ducati would simply manufacture these parts themselves. 3) The Power of Buyers The power of buyers is relatively low due to the lack of high-volume buyers and product differentiation. Ducati’s global sales network is a combination of 800 multi-franchise distribution points and 151 independent retail stores. In the U. S. market, Ducati predicted that in order to make a distribution point profitable, each place had to sell 200 motorcycles per year which comprised small portion of Ducati’s sales (especially under the circumstance that all of the European brands had low volume in the U. S. and none could stand for a single-line dealer). Moreover, unique design and the use of Desmo system differentiated Ducati models from other products. When buyers purchase product in low volume and the product is highly differentiated, the buyer power is low. 4) The Threat of Substitutes The threat of substitutes is relatively low. The Asia/Pacific market buys motorcycles because they are cheaper to buy and operate than cars, which is unlikely to change in the near future. The U. S. and European markets buy motorcycles for the purpose of recreation and no readily-available product is threatening that purpose. 5) Rivalry The rivalry in the motorcycle industry is very high. There are many brands such as Suzuki, Kawasaki, Yamaha, Honda, BMW, Harley Davidson, and others which all competing for market share across different categories. In the entry bike category, the Japanese firms have priced some of their European rivals out of the market. In the racing category, the firms literally compete on the track in races that managers believe greatly influence unit sales between them. Value Drivers/Cost Drivers/Strategy The key value driver in the industry appears to be customer acquisition. Once a consumer is acquired (buys a motorcycle) they continue to buy accessories for their bike and merchandise of the same brand for years to come. This nature makes the acquisition of a first-time motorcycle buyer extremely important as they are likely to become a lifetime customer. Another value driver is success on the international racing circuits which increases brand image and visibility, and thus sales. The key cost drivers are parts and components which account for 93% of Ducati’s cost of goods sold. Other cost drivers include research and development, advertising, and assembly costs. Ducati pursues a focused-differentiator strategy with a niche around sport bikes. They charge significant premiums than their competitors overall. Ducati mainly increases their brand’s visibility by their bikes’ performance on the international racing circuits. They also operate a museum/factory tour and support Ducati riding clubs to boost their brand and the Ducati lifestyle. Competitive Advantages/Disadvantages Ducati’s main competitive advantages are its brand as well as its history. They offer a unique and differentiated product and have a brand with high customer loyalty. The brand benefits from its association with the Emilia region, home to Ferrari, Maserati, and Lamborghini, where the majority of Ducati’s components are built. The brand is also boosted by its strong performance in professional racing and the establishment of the Ducati museum. Ducati also has several technological advantages such as the Desmo control system which allows Ducati’s 2-cylinder bikes to perform as well as competitors’ 4-cylinder engines. Also, Ducati’s L-twin design provides lighter weight and improved aerodynamics. Finally, the low-hum engine sound, enhanced speed and greater rigidity brought by the Formula One-inspired tubular trestle, and Italian design were all elements that made Ducati be more attractive to the customers, especially female riders. The firm is disadvantaged in the entry bike category. The Japanese manufacturers are successfully selling their entry bikes with more technology at lower prices. Furthermore, the effect may be even worse if the Japanese brands are retaining these customers on their future motorcycle purchases. Also, Ducati recognizes a certain discontinuity in their product mix. Ducati replaced its famous and classic 998 model with the newer 999, which was unsuccessful. People tended to like classic design and not the more advanced, but un-familiar design of the 999. Also, 90% of Ducati’s inputs are being outsourced to third parties which means they may have too strong of a reliance on their suppliers. Finally, Ducati is also struggling to regain market share in the U. S. after relocating their regional office. During the relocation, the company lost 100% of its employees and needs to make up for lost time. Some of these disadvantages may be reflective of poor management. Driving the â€Å"Wedge† Ducati has a wider wedge than its competitors due to the large premiums that it charges. For example, in the Hyper-Sport, Sport-Touring, and Naked categories, Ducati estimates premiums ranging from 20% to 34% in 2006. However, their wedge could be driven wider if standard component parts were sourced from cheaper areas such as the Far East and India. Also, by applying the â€Å"Platform† approach, Ducati may be able to consolidate their demand among a select few suppliers and recognize volume discounts as well as reduced transportation costs. VRIO Analysis Ducati’s resources include high-quality engineering, a unique history, and high customer loyalty. The high-quality engineering allows for better performance than other manufacturers and thus price premiums. Their history and customer loyalty help to neutralize the threat of their rivals manufacturers. Also, the advantages of the Ducati racing include: media attention, increased brand visibility, as well as demonstrating Ducati’s performance to potential customers. The rareness of Ducati bikes relates to their production in the Emilia region of Italy. Additionally, Ducati’s use of the â€Å"Desmo† system and the L-Twin design are exclusive. However, some of these rarities may be exploited by Ducati’s competition in the future. The ability of competition to imitate Ducati products is very low. The Ducati brand, technology such as the Desmo system and L-Twin engine, and design would all be difficult to imitate. To imitate, a firm would require significant capital investment, engineering expertise, and the reputation for high-quality sport bike manufacturing. On the aspect of organization, it seems that many of Ducati’s rivals face similar challenges. Many of the European manufacturers lack the volume to setup selling and distribution channels in the U. S. Honda, however, has captured much of the U. S. market and can more effectively distributed its motorcycles in the U. S. market. Conclusion In conclusion, the motorcycle industry have a favorable outlook due to growth in the United States and Asia markets, and â€Å"BRIC† countries also provide a beneficial environment to motorcycle sales.