...ToDay Special ask *LG E1940T 18.5" WideScreen ask *LG E2040T 20" WideScreen ask *LG E2050T 20" WideScreen ask *LG E2240T 21.5" WideScreen $247* Samsung B2230 HDMI 21.5"Wide $359* Samsung B2430 HDMI 24"Wide DDR3 Memory 2Gb 3Gb 4Gb 6Gb CORSAIR CMX6GX3M3A1600C9 215 CORSAIR TR3X6G1600C8D 285 CORSAIR CMT6GX3M3A2000C8 379 CORSAIR TW3X4G1333C9A 128 CORSAIR CMX4G3M2A1600C9 142 CORSAIR CMT4GX3M2A2000C8 239 CORSAIR TW3X4G1600C9D Dominator 159 G-Skill RIPJAWS DDR3 1600169 G-Skill RIPJAWS DDR3 1600-8Gb Kit (2X4Gb) CL9 $359 G-Skill Trident DDR3 1600-8Gb Kit (2X4Gb) CL7 $399 G-Skill RIPJAWS DDR3 2000199 G-Skill Trident DDR3 2000-8Gb Kit (2x4Gb) $399 G-Skill Trident DDR3 2000215 329 G-Skill (Pi) DDR3 1600229 288 Kingston DDR3 1333 1pc x 2Gb 54 108 162 Kingston DDR3 1333 1pc x 4Gb 122 Kingston HyperX DDR3 1600 139 159 259 Kingston HyperX DDR3 1600 - 8Gb $559 / 12Gb $869 Kingston HyperX DDR3 2000 179 219 309 Kingston HyperX DDR3 2000 - 8Gb $689 / 12Gb $1088 Kingston HyperX DDR3 1600 ( 3 x 4Gb ) =12Gb $988 OCZ 1333 OCZ3G1333 Gold 69 159 223 OCZ DDR3 1600 OCZ3X1600R2LV4GK 169 OCZ OCZ3OB1600LV4GK CL9 Obsidian 149 OCZ DD3-1600 Fatality OCZ3F1600LV4GK CL7 179 OCZ DD3-1866 OCZ3P1866LV4GK CL9 235 OCZ DD3-1333 OCZG1333LV6GK CL9 218 OCZ DD3-1600 Platinum OCZ3P1600LV6GK CL7 299 OCZ DD3-1600 intel XMP OCZ3X1600LR2LV6GK 259 Team Elite DD3-1333 CL9 123 179 Team Elite DD3-1600 CL9 149 Team Xtreem DDR3-1600 CL8 138 179 269 Team Xtreem- DDR3-1866 CL8/9 209 305 Team Xtreem-LV DDR3-2000 CL9 229 HardDisk 3.5"...
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...U.S. Army Corps of Engineers Video Conference Solution Managerial Applications of Information Technology – MIS535 October 8, 2015 Table of Contents Abstract………………………………………………………………….... 1 Company Background……………………………………………………. 1 Discussion of Business Problem…………………………………………. 3 High-Level Solution……………………………………………………… 5 Benefits of Solving the Problem………………………………………….. 5 Business/Technical Approach…………………………………………….. 6 Business Process Changes………………………………………………… 13 Technology or Business Practices used to augment the Solution………… 13 Conclusion……………………………………………………………..…. 16 Summary of Recommendations………………………………………….. 16 High-Level Implementation Plan ……………………………………….. 16 References………………………………………………………………... 20 ABSTRACT The purpose of this project is to identify the problems and benefits of a video conferencing system in the U.S. Army Corps Engineers-Los Angeles District which is consistent with seven locations. For this project, an “action research” process was developed addressing the following inquiries: * Organization Background * Discussion of the Business Problem * The High Level Solution for Using Video Conference Tool (VCT) * Technology of Business Practices used to Augment the Solution * Business/Organization Technical Approach * Benefits of Solving the Problem * High Level Implementation Plan for USACE- Los Angeles District * Summary of the Project ...
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...ANALIZA ECONOMICO-FINANCIARA AL "SC SOMES SA" DEJ CAP. I. STUDIU DE CAZ 1.1. PREZENTAREA S.C. SOMES SA DEJ 1.1.1.Scurt istoric SC Somes SA Dej este un combinat de producere a celulozei si hartiei, care isi desfasoara activitatea din anul 1963. Firma are un capital integral privat, pachetul majoritar de actiuni fiind detinut de Grupul SCR (Serviciile Comerciale Romane),care reuneste societati comerciale de mare prestigiu pe piata romaneasca: Chimcomplex Borzesti,Somes Dej, Iasitex Iasi, Sinterom Cluj, Caromet Caransebes, Contactoare Buzau, Nova Textile Bumbac Pitesti. In baza legii nr. 15/1990 privind reorganizarea unitatilor economice de stat ca regii autonome si societati comerciale si in baza legii nr. 31/1990 privind societatile comerciale s-a constituit societatea comerciala Somes. SC Somes SA Dej s-a constituit ca persoana juridica sub forma de societate de actiuni prin HGR nr. 1200/1990 si a preluat in intregime patrimoniul Combinatului de Celuloza si Hartie Dej care a fost construit in doua etape in anul 1963 si in 1975. Societatea este inmatriculata la Oficiul Registrului Comertului - Camera de Comert si Industrie a judetului Cluj cu numarul J12/1/1991 si la Ministerul Finantelor prin codul de inregistrare fiscala R 199800/1992. Prin sentinta civica nr. 20/07.01.1999 a Tribunalului Cluj a fost deschisa procedura de reorganizare juridica prin plan a SC Somes SA Dej si a fost numit judecatorul sindic. De la...
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...1. Companies Listed on KSE SYMBOL COMPANY 1 AABS AL-Abbas Sugur 2 AACIL Al-Abbas CementXR 3 AASM AL-Abid Silk 4 AASML Al-Asif Sugar 5 AATM Ali Asghar 6 ABL Allied Bank Limited 7 ABLTFC Allied Bank (TFC) 8 ABOT Abbott (Lab) 9 ABSON Abson Ind. 10 ACBL Askari Bank 11 ACBL-MAR ACBL-MAR 12 ACCM Accord Tex. 13 ACPL Attock Cement 14 ADAMS Adam SugarXD 15 ADMM Artistic Denim 16 ADOS Ados Pakistan 17 ADPP Adil Polyprop. 18 ADTM Adil Text. 19 AGIC Ask.Gen.Insurance 20 AGIL Agriautos Ind. 21 AGTL AL-Ghazi 22 AHL Arif Habib Limited 23 AHSL Arif Habib Sec. 24 AHSM Ahmed Spining 25 AHTM Ahmed Hassan 26 AIBL Asset Inv.Bank 27 AICL Adamjee Ins. 28 AJTM Al-Jadeed Tex 29 AKDCL AKD Capital Ltd 30 AKDITF AKD Index 31 AKGL AL-Khair Gadoon 32 ALFT Alif Tex. 33 ALICO American Life 34 ALNRS AL-Noor SugerXD 35 ALQT AL-Qadir Tex 36 ALTN Altern Energy 37 ALWIN Allwin Engin. 38 AMAT Amazai Tex. 39 AMFL Amin Fabrics 40 AMMF AL-Meezan Mutual 41 AMSL AL-Mal Sec. 42 AMZV AMZ Ventures 43 ANL Azgard Nine 44 ANLCPS Azg Con.P.8.95 Perc.XD 45 ANLNCPS AzgN.ConP.8.95 Perc.XD 46 ANLPS Azgard (Pref)XD 47 ANLTFC Azgard Nine(TFC) 48 ANNT Annoor Tex. 49 ANSS Ansari Sugar 50 APL Attock Petroleum 51 APOT Apollo Tex. 52 APXM Apex Fabrics 53 AQTM Al-Qaim Tex. 54 ARM Allied Rental Mod. 55 ARPAK Arpak Int. ...
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...500 reasons why I love You 1. I love the way you keep your cool whenever I do stupid things 2. I love the fact that I've met you during the craziest time of my life and you changed it all in just a mili-second. 3. You're so adorable. 4. I haven't met your mom but I know we'd get along JUST FINE. 5. You memorized my phone number. I don't even remember it. 6. Thank you for being stupid enough to not leave me when all I do is hurt you. 7. I love your smile…. I seriously, seriously do. 8. I know you like it when I sweet talk. Ha! 9. Because you're never mad at me. 10. The tattoo? Rockin'! 11. The way you lose your accent when you sing. 12. You're cuddlesome. 13. You make me worry. 14. You make me jealous. 15. Because you never gave up. 16. You're the first and last person I think about. 17. You keep me sane. 18. I love your accent. 19. I love your asian accent, haha if you know what I mean. 20. Your lips are enough to make me melt. 21. How you listen to me talk nonsense for hours. 22. Made my summer unforgettable. 23. Sorry if I told you "tennis" is stupid. I just didn't want you to leave. 24. I seriously still don't see why you liked me. 25. Thank you for waking up 4 or 5 in the morning just to talk to me. I'm so sorry. 26. For making me smile. 27. I love how you'd call me just to say you love me. 28. You never played games with me. 29. I like how a hug from you would drown the frustrations from a bad grade. 30. I'm sorry I have corny jokes. 31. I know I'm annoying but I never heard...
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...1|Page Internaţionalizarea afacerilor INTERNAŢIONALIZAREA STARBUCKS1 Internationally, we are in our infancy. (Howard Schultz, Chairman & Chief Global Strategist – Starbucks, 2003) The expansion strategy internationally is not bulettproof as it is in the U.S. (Mitchell J. Speiser, Analyst – Lehman Brothers, 2003) EXPANSIUNEA STARBUCKS În martie 2003, revista Fortune a dat publicităţii clasamentul anual al celor mai bune 500 de companii conform Fortune (“Fortune 500 Companies”). Acest clasament a fost unul deosebit şi un vis devenit realitate pentru Howard Schultz, preşedintele Starbucks Corp., dat fiind faptul că Starbucks apărea în clasament (pe poziţia 465). Deşi economia S.U.A. începuse să se confrunte cu recesiunea şi mulţi jucători principali ai pieţei de retail înregistrau pierderi substanţiale sau chiar falimente, Starbucks a anunţat o creştere de 31% a veniturilor sale nete şi o creştere de 23% a vânzărilor sale pentru primul trimestru al anului 2003. Analiştii consideră că succesul înregistrat de Starbucks arată cu claritate faptul că un produs de calitate vorbeşte de la sine. Iar faptul că Starbucks a cheltuit mai puţin de 1% din încasările sale pentru activităţile de marketing şi publicitate a consolidat şi mai mult această viziune. Pe lângă popularitatea deosebită de care se bucura brand-ul printre consumatori, Starbucks era considerat şi cel mai bun angajator american, datorită politicilor sale de personal (Starbucks a fost prima organizaţie din S.U.A. care...
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...From www.bloodjournal.org by guest on March 10, 2015. For personal use only. How I treat How I treat enteropathy-associated T-cell lymphoma Antonio Di Sabatino,1 Federico Biagi,1 Paolo G. Gobbi,1 and Gino R. Corazza1 1First Department of Medicine, Centro per lo Studio e la Cura della Malattia Celiaca, Fondazione Istituto di Ricovero e Cura a Carattere Scientifico Policlinico S. Matteo, University of Pavia, Pavia, Italy Enteropathy-associated T-cell lymphoma (EATL) is a complication of celiac disease (CD). This tumor derives from the neoplastic transformation of aberrant intraepithelial T lymphocytes emerging in celiac patients unresponsive to a gluten-free diet. Poor adherence to a gluten-free diet, HLA-DQ2 homozygosity, and late diagnosis of CD are recognized as risk factors for malignant evolution of CD. Recurrence of diarrhea, unexplained weight loss, abdominal pain, fever, and night sweating should alert physicians to this complication. The suspicion of EATL should lead to an extensive diagnostic workup in which magnetic resonance enteroclysis, positron emission tomography scan, and histologic identification of lesions represent the best options. Treatment includes high-dose chemotherapy preceded by surgical resection and followed by autologous stem cell transplantation, although biologic therapies seem to be promising. Strict adherence to a gluten-free diet remains the only way to prevent EATL. (Blood. 2012;119(11): 2458-2468) Introduction Celiac disease (CD) is a chronic...
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...American Economic Journal: Microeconomics 3 (February 2011): 1–36 http://www.aeaweb.org/articles.php?doi=10.1257/mic.3.1.1 Strategic Entry Deterrence and the Behavior of Pharmaceutical Incumbents Prior to Patent Expiration† By Glenn Ellison and Sara Fisher Ellison* This paper develops a new approach to testing for strategic entry deterrence and applies it to the behavior of pharmaceutical incumbents before patent expiration. It examines a cross section of markets, determining whether behavior is nonmonotonic in market size. Under some conditions, investment levels will be monotone in market size if firms do not invest to deter entry. Strategic investments to deter entry, however, may result in nonmonotonic investment because they are unnecessary in small markets, and impossible in large ones. Consistent with an entry-deterrence motivation is the finding that incumbents in medium-sized markets advertise less prior to patent expiration. (JEL D92, G31, L11, L21, L65) T he insight that firms may make “strategic investments” to alter future competitive conditions is one of the most fundamental ideas in industrial organization. Jean Tirole’s (1988) chapter reviewing arguments about how excess capacity, capital structure, advertising, contractual practices, learning-by-doing, and other actions can be used to deter entry is easily the longest in the text.1 Strategic investment models are difficult to test directly, however, and the vast majority of this literature is theoretical...
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...BANGLADESH TRADE POLICY SUPPORT PROGRAMME Comprehensive Trade Policy Of Bangladesh - Draft Final, 15.09.14 - Trade Policy Support Programme (TPSP) Project Task Force – HAK Tower (2nd floor) 3/C-1 Karwan Bazar, Dhaka 1215, Bangladesh 0 BANGLADESH TRADE POLICY SUPPORT PROGRAMME TABLE OF CONTENTS List of Abbreviations ........................................................................................................................ 6 Preamble ....................................................................................................................................... 10 Chapter 1: Rationale, Objectives and Constituents ..................................................................... 11 1.1 Rationale .............................................................................................................................. 11 1.2 Objectives ............................................................................................................................ 14 1.3 Constituents............................................................................................................... 16 1.3.1 Trade in Goods....................................................................................................... 16 1.3.2 Trade in Services and Investment.......................................................................... 17 1.3.3 Behind the Border Policies ....................................................................................
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...COMUNICARE MANAGERIALĂ ŞI RELAŢII PUBLICE COMUNICARE MANAGERIALĂ ŞI RELAŢII PUBLICE CUPRINS PARTEA I: COMUNICAREA MANAGERIALĂ 1. COMUNICARE ŞI DECIZIE 1.1 Funcţiile conducerii organizaţiilor 1.2 Structura de autoritate şi responsabilitate 2. STILURI DE CONDUCERE ŞI COMUNICARE 2.1 Tendinţe actuale în formarea managerilor 2.2 Caracterizarea şi clasificarea stilurilor de conducere 2.3 Puterea şi influenţa în organizaţii 3. COMUNICARE FORMALĂ ŞI INFORMALĂ 3.1 Comunicarea formală 3.2 Comunicarea informală 3.3 Noile tehnologii şi comunicarea în organizaţii PARTEA II: RELAŢIILE PUBLICE 4. CONCEPTE ŞI STRUCTURI 4.1 Definiţii ale relaţiilor publice 4.2 Delimitarea de alte domenii 4.3 Domenii şi structuri de relaţii publice 5. MANAGEMENTUL RELAŢIILOR PUBLICE 5.1 Cercetarea în relaţiile publice 5.2 Planificarea în relaţiile publice 5.3 Aplicarea planului 5.4 Evaluarea 6. STRATEGIA ŞI PLANUL DE RELAŢII PUBLICE 6.1 Stabilirea obiectivelor 6.2 Strategii şi tactici de relaţii publice 6.3 Tehnici de relaţii publice 6.4 Metode de evaluare a planului 7. CAMPANIA DE RELAŢII PUBLICE 7.1 Diferenţe între termeni 7.2 Tipuri de campanii 7.3 Planul unei campanii de relaţii publice 8. COMUNICAREA ÎN SITUAŢII DE CRIZĂ 8.1 Tipuri de criză 8.2 Planificarea în cazul situaţiei de criză 8.3 Managementul crizei 8.4 Erori în gestionarea crizelor 8.5 Strategii de gestionare a crizelor 1. COMUNICARE ŞI DECIZIE Obiective a) Înţelegerea importanţa specifică a deciziei, a momentelor predecizionale şi postdecizionale...
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...e eBook Collection This is a Protected PDF document. Please enter your user name and password to unlock the text. User Name: Password: Unlock Remember my user name and password. If you are experiencing problems unlocking this document or you have questions regarding Protectedpdf files please contact a Technical Support representative: In the United States: 1-877-832-4867 In Canada: 1-800-859-3682 Outside the U.S. and Canada: 1-602-387-2222 Email: technicalsupport@apollogrp.edu. This document is published by:Apollo Group, Inc. ISBN 1-256-49231-0 joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka jokaGlossary joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka ...
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...Doing Business in Vietnam: 2011 Country Commercial Guide for U.S. Companies INTERNATIONAL COPYRIGHT, U.S. & FOREIGN COMMERCIAL SERVICE AND U.S. DEPARTMENT OF STATE, 2011. ALL RIGHTS RESERVED OUTSIDE OF THE UNITED STATES. • • • • • • • • • • Chapter 1: Doing Business in Vietnam Chapter 2: Political and Economic Environment Chapter 3: Selling U.S. Products and Services Chapter 4: Leading Sectors for U.S. Export and Investment Chapter 5: Trade Regulations, Customs and Standards Chapter 6: Investment Climate Chapter 7: Trade and Project Financing Chapter 8: Business Travel Chapter 9: Contacts, Market Research and Trade Events Chapter 10: Guide to Our Services Return to table of contents Chapter 1: Doing Business in Vietnam • • • • Market Overview Market Challenges Market Opportunities Market Entry Strategy Return to top Market Overview • Vietnam is a true emerging market, offering ground floor and growing opportunities for U.S. exporters and investors. Vietnam’s economic growth rate has been among the highest in the world in recent years, expanding at an average about 7.2 percent per year during the period 2001-2010, while industrial production grew at an average of about 12 percent per year during the same period. Vietnam registered GDP growth rate of 6.7 percent in 2010 and was one of only a handful of countries around the world to experience such levels of economic growth. Moving forward, inflation remains a main risk to Vietnam’s economy, which the Government...
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...Acknowledgments ix Acknowledgments This book owes a great deal to the mental energy of several generations of scholars. As an undergraduate at the University of Cape Town, Francis Wilson made me aware of the importance of migrant labour and Robin Hallett inspired me, and a generation of students, to study the African past. At the School of Oriental and African Studies in London I was fortunate enough to have David Birmingham as a thesis supervisor. I hope that some of his knowledge and understanding of Lusophone Africa has found its way into this book. I owe an equal debt to Shula Marks who, over the years, has provided me with criticism and inspiration. In the United States I learnt a great deal from ]eanne Penvenne, Marcia Wright and, especially, Leroy Vail. In Switzerland I benefitted from the friendship and assistance of Laurent Monier of the IUED in Geneva, Francois Iecquier of the University of Lausanne and Mariette Ouwerhand of the dépurtement évangélrlyue (the former Swiss Mission). In South Africa, Patricia Davison of the South African Museum introduced me to material culture and made me aware of the richness of difference; the late Monica Wilson taught me the fundamentals of anthropology and Andrew Spiegel and Robert Thornton struggled to keep me abreast of changes in the discipline; Sue Newton-King and Nigel Penn brought shafts of light from the eighteenthcentury to bear on early industrialism. Charles van Onselen laid a major part of the intellectual foundations on...
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...Se spune că e inutil să opreşti scurgerea timpului şi că cel mai bine este să înveţi să mergi în aceeaşi direcţie cu el. Succesul deplin nu este asigurat atunci când priveşti dinspre tine spre ceea ce e în jurul tău, ci atunci când priveşti dinspre mediul în care exişti şi acţionezi către eul tău. Într-un mod asemănător funcţionează şi sistemul economic, cu toate componentele acestuia: pentru a-şi asigura succesul firmele au nevoie de o viziune asupra activităţii lor orientată din exterior către interior. Dacă firma poate înţelege schimbările care intervin permanent în cadrul mediului în care operează, atunci va putea profita din plin de eventualele ocazii favorabile ale pieţei, cu condiţia să se axeze pe reacţia la timp. Abordarea mediului ambiant şi a interdependenţelor dintre acestea şi organizaţie, în contextul tranziţiei spre economia de piaţă, constituie o problemă de maximă importanţă, la a cărei rezolvare marketingul strategic este chemat să aibă un rol decisiv. Aceasta cu atât mai mult cu cât cunoaşterea în detaliu a multitudinii de variabile exogene şi endogene ce influenţează organizaţia este de natură să-i asigure o funcţionalitate eficientă, într-un mediu concurenţial din ce în ce mai acerb. Relativitatea importanţei impactului se datorează modului în care organizaţia a anticipat şi s-a pregătit pentru recepţionarea mesajului respectiv. Lucrarea prezentă este structurată în cinci părţi distincte, a căror capitole reprezintă defapt etapele procesului...
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...Editor : Dilip K. Shah SMART GAMC No. :1703/2009-11. Issued by SSP Ahd. Valid up to 31-12-2011 Page Archi Publications 311 to 313, Nalanda Enclave Pritamnagar 1st Dhal, Ellisbridge, Ahmedabad-6. GUJARAT, INDIA Phone : 079 - 2657 66 39, Fax : 079 - 2657 99 96 E-mail : info@smartinvestment.in smartinvest25@yahoo.in web : www.smartinvestment.in Price VOL : 3 Issue No: 32 RNI No : GUJENG / 2008 / 24320 8 4th Oct. to 10th Oct. 2010 Rs. 12/- CEBBECO, Oberoi Realty and B.S. Trans enters the market this week The listing of Carrer, EROS and Microtech may be most sensational How much the IPOs would be oversubscribed? What about refund? What is the possibility of allotment and listing price? Samtex Fashions Ltd. (BSE Code : 531206) (Rs. 33) In view of recent floods in Pakistan, rice crop there is likely to suffer and since Pakistan is one of the biggest exporters of rice, Indian rice exporters should gain due to likely fall in Pakistan's rice exports. Moroever, there is growing fancy agri-based companies. Hence, the recommendation to buy Samtex Fashions (name appears a misnomer as presently, garment business constitutes only tiny %age of its total business) as scrip is available at extremely low PE Ratio and has high book value. his Delhi based company was originally incorporated for garment business. However, now garment business accounts for hardly 10% of total turnover. Company has set up 3 rice mills For More details refer PrimaryMarket (Center Page) ...
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