of eight gives a specificity of 0.78 and a sensitivity of 0.90 for anxiety sub-scale‚ and a specificity of 0.79 and a sensitivity 0.83 for depression sub-scale (Bjelland et al.‚ 2002). In the present study‚ Cronbach’s alpha was 0.86 for depression and 0.84 for anxiety. The Health Anxiety Inventory (HAI) is 18-item questionnaire measuring clinical and non-clinical health anxiety. Each item is scored from 0 to 3. The first fourteen items forms the man measurement and the last four items forms the
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BUSINESS RISK EVALUATION FOR DELL COMPUTER CORPORATION OPERATIONAL ANALYSIS: For the fiscal year ending February 2008‚ Dell’s net revenue totaled $61.1 billion‚ and its net income was $2.9 billion. The company’s total assets valued $27.561 billion‚ with cash and equivalents making up the largest portion‚ which totaled $7.764 billion. The company’s cash flow in operating activities was $3.949 billion‚ and had approximately 88‚200 total employees‚ including around 82‚700 regular employees and 5‚500
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This 29 years old patient’s main complaint is low back pain. Alex’s low back problem initiated 4 years ago and it has been bothering him since then. Low back pain is pain‚ muscle tension‚ or stiffness localised below the costal margin and above the inferior gluteal folds‚ with or without leg pain and is defined as chronic when it persists for 12 weeks or more (Chou‚ 2011). Low back pain should be considered a symptom that is rarely attributable to a specific disease or pathologic lesion (Seller
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March 4‚ 2011 Case-Revitalizing Dell I. Diagnosis Question 1: The most critical shifts in Dell’s contextual factors‚ including industry dynamics‚ trends‚ technology changes and shift of the competitive landscape are following: The industry has changed significantly over the last 20 years. The traditional business model in the PC industry was inside-out‚ supplying machines based on orders from distribution‚ resell and retail channels‚ thus following the indirect selling concept. Dell’s direct
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Findings Dell started out as a direct seller‚ first using a mail-order system‚ and then taking advantage of the internet to develop an online sales platform. Well before use of the internet went mainstream Dell had begun integrating online order status updates and technical support into their customer-facing operations. By 1997‚ Dell’s internet sales had reached an average of $4 million per day. While most other PCs were sold preconfigured and pre-assembled in retail stores‚ Dell offered superior
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chain platform. Our Global Supply Chain Manager technology was custom created to support the global movement of your critical service parts and finished goods inventory. Reduce the number of calls to your customer service center by utilizing the order placement‚ inventory management and visibility tools available on the FedEx Critical Inventory Logistics global customer web
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Introduction to International Business Case 4: Dell 1. Dell’s most important FSA is their direct selling. Other FSAs are their behavior with the customer and their high level of inventory. These FSAs can be summarized with the 3 golden rules of Dell: ‘never sell indirect’‚ ‘disdain inventory’ and ‘always listen to the customer’. The macro-level requirements for the direct sales model to be successful in Dell’s case are the customers’ behavior in the 1980s. The customers became very sophisticated
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attitudes of the respondents throughout the study. Affective components‚ behavioral components as well as cognitive components are the three aspects whereby the researcher would classify the respondents’ responses into these three dimensions and further explain it. Undoubtedly‚ it is clear to recognize that there is a close relationship between an individual’s attitudes and the following reactions. People would have different attitudes towards the Low Yat crisis; therefore‚ different ultimate reactions
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Application Case DELL—USING E-COMMERCE FOR SUCCESS The Problem/Opportunity Founded in 1985 by Michael Dell‚ Dell Computer Corp. (now known as Dell) was the first company to offer personal computers (PCs) via mail order. Dell designed its own PC system (with an Intel 8088 processor running at 8 MHz) and allowed customers to configure their own customized systems using the build-to-order concept. This concept was‚ and is still‚ Dell’s cornerstone business model. By 1993‚ Dell had become
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Dell Case Dell is a major player in the computer industry. Michael Dell pioneered the direct selling system that catapulted the firm to the top position in the industry. As the case details‚ controls systems play an important role in Dell’s success. For example‚ the company makes a mere $12 profit on their low end machines that sell for $299. It is important to control assembly and delivery lest these wafer thin margins are reduced even further. However‚ as the case points out‚ Dell’s single-minded
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