4-Postoperative follow-up: (fig 16) Detailed outcome as follows: - Immediate clinical success: It was defined from the first available clinical follow-up subsequent to the procedure. Success is determined by an increase of at least one clinical category of chronic limb ischemia from baseline. Those patients who had actual tissue loss must have advanced at least two clinical categories and reach the level of claudication to be considered improved. - Late clinical success: It was defined from the recent
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Atlantic Computer: A Bundle of Pricing Option [pic] |Submitted To |Prof. Joffi Thomas | |Date of submission |July 29‚ 2009 | |Submitted By |Ajay Kumar Meena |PGP/13/249 | |
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the other hand‚ the secondary research that was included was the marketing strategies. The secondary research that I used was looking at the four P’s which is price‚ product‚ promotion and place whereby I researched into the four P’s for Vodafone and furthered my research by comparing Vodafones four P’s with other networks such as O2‚ Orange‚ T-mobile etc. Marketing strategy is a key part of overall corporate strategy‚ which is concerned with developing plans for finding out what customers want
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Strategic Management » Manage Decisions 03/12/2013 17:12 Home About Manage Decisions Compete‚ Thrive & Sustain with better business decisions Strategic Management Archived Posts from this Category Wed 27 Oct 2010 Google & Innovation Culture – Challenges ahead Posted by anil under Academic‚ Innovation‚ MBA‚ Strategic Management No Comments As Google gets bigger‚ it is going to be difficult to manage and keep up the innovation culture as it keeps marching on its path to success
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Objectives GROWTH STRATEGIES-I Growth Strategies-I The objectives of this unit are to: l l l acquaint you with the concept of corporate strategy; familiarize you with the various generic corporate strategies; explain the nature‚ scope and approaches to implementation of stability and growth strategies; and finally discuss the rationale for adopting these strategies. l Structure 9.1 9.2 9.3 9.4 9.5 9.6 9.7 9.8 9.9 9.10 9.11 Introduction Nature and Scope of Corporate Strategies Nature of Stability
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IESE UNIVERSITY OF NAVARRA STRATEGIC THINKING: STRATEGY AS A SHARED FRAMEWORK IN THE MIND OF MANAGERS Esteban Masifern* Joaquim Vilà* RESEARCH PAPER No 461 March‚ 2002 * Professors of General Management‚ IESE Research Division IESE University of Navarra Av. Pearson‚ 21 08034 Barcelona - Spain Copyright © 2002‚ IESE Do not quote or reproduce without permission STRATEGIC THINKING: STRATEGY AS A SHARED FRAMEWORK IN THE MIND OF MANAGERS Abstract Even though most
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Being employed by the Surf Club of Quogue from the age of 14 hasn’t just taught me ethics and skills in the workplace‚ it has helped me learn a lot about myself. While my main role is cooking in the kitchen‚ often times I am called to serve as a handyman. I really enjoy this job because it requires versatility and patience. Even though bussing was my first role‚ I eventually worked my way up two summers later to become a cook. My specialties in the kitchen are food items like short rib‚ pulled
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INSTITUTE OF ACCOUNTANCY ARUSHA IN COLLABORATION WITH COVENTRY UNIVERSITY (UK) Module Name: IS/IT STRATEGY IS/IT Strategy Use at Ngorongoro Conservation Area Authority-Tanzania By: MAGANGA‚ MOHAMED George (MBA-ITM/0179/T.2013) Email:mohamedmaganga@hotmail.com JAN 2014 Coursework cover sheet – be sure to keep a copy of all work submitted Submit via the coursework at Room No. 20 Administration Building Section A - To be completed
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The Locational Marginal Pricing (LMP) mechanism is one of the most commonly employed tools for market settlement in the deregulated power system environment. The proposed work is to determine LMP considering the transmission congestion in Optimal Power Flow (OPF) for an open access power market. The main function of LMP is to give an economic signal to the system operator for the competitive power market. The generator bids are supposed to same as their incremental costs in order
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B19 – IT Strategy Syllabus Start January 31‚ 2013 Ends April 25‚ 2013 Day and Time: Thursday 12-14 & 14-16 Instructors: Stefan Henningsson (sh.itm@cbs.dk) Jonas Hedman (jh.itm@cbs.dk) + guests Course Description This course uses the IVK Case Series to examine important issues in IT management through the eyes of Jim Barton‚ a talented business (i.e.‚ non-technical) manager who is thrust into the Chief Information Officer (CIO) role at a troubled
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