1) What it means. Simple version - imagine I have 1 million bottles in my drinks cupboard (which alas I do not ). If one of them is vodka and the rest are gin‚ then the vodka is "1 part per million". If I go and swap some more gin bottles for vodka‚ so that I end up with 23 bottles of vodka and 999 977 gin‚ (so still a million in total)‚ then the vodka is now "23 parts per million" 2) Relating it to other units Returning to my hypothetical drinks cupboard - or a slightly more realistic version
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Invoice No.: Visa/03-12-13 ____ Date: 31.12.2012 Confluence Integrated Services Pvt. Ltd. 520‚ Antriksh Bhawa‚ 22 KG Marg New Delhi-110 001 Professional charges towards services rendered to Visa Rs. 1‚42‚000/ International for month of December‚ 2012 (Rs One Lakhs Forty Two Thousand Only) TDS has
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2 1 0 ISSUE FOR DESIGN (modified par 4.4) ISSUE FOR DESIGN ISSUE FOR DESIGN ISSUE FOR APPROVAL DESCRIPTION 15 Sep 09 16 Jun 09 11 Jun 09 18 May 09 DATE GUD GUD GUD GUD BY GUD GUD GUD GUD CHK. GKL GKL GKL GKL APPD. A REV. TECHINT N°: 3411-V-SP-100003 PROJECT: TITLE: PERÚ CAMISEA SECOND EXPANSION (PCSE) Perú P&P FACILITIES DEPARTMENT All the information contained in this SCALE document is confidential and property of Pluspetrol‚ and the totally or partial copy or
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core benefits of the new pile pad product for a customer? (list both qualitative factors and factors that you can quantify based on the case). Quantitative 1-Feet driven per hour performance-( hourly hammer‚crane ‚labour ‚overhead cost) 2-Piles driven per set of pads 3-Number of pads used for each set 4-Time required per change of a set-( hourly hammer‚crane ‚labour ‚overhead cost) Qualitative 1-Inadequate pads have risk of cracking the pile 2-Most of pads are unbranded 3-There is no
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Seffers Raphaël 1. What is the worth of the CMI cushion pad relative to the incumbent asbestos cushion pad? Build a customer value model including value elements‚ word equations‚ assumptions‚ and calculations based on the test results of both Colerick and Fazio. 1. Key quantifiable value and Price elements PRICE: * Price of the pads ( = $0 for both tests) * other resources needed for the job VALUE: * less pads needed per set * less time required for changing sets
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analysis: CMI is looking to diversify its portfolio. It wants to introduce a new high performing cushion pad into the pile-driving market. CMI will initially target small engineering/construction and independent pile-driving contractors. CMI will have the first-to-market advantage‚ as there are currently no direct competitors for metal pads. In terms of channels‚ CMI would distribute its pads through manufacturing representative. Main problem: CMI’s primary issue is figuring how price of their new
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cushion pad in pile driving. The cushion pads‚ consisting of curled metal‚ were superior in performance to the asbestos pads currently used throughout the industry. The curled metal pads lasted longer then asbestos pads and were easier to change. Furthermore‚ the growing concern over the health risks associated asbestos gave CMI’s pads an added advantage. Government regulations prohibiting the use of asbestos or making them costly to handle‚ could push pile drivers toward CMI’s cushion pads. The
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CMI cushion pads. However‚ this product launch poses key strategic issues to the company‚ ranging from assessing manufacturing capacity to defining the product value proposition. In the roadmap to the launch CMI has also to consider how to approach the market‚ identifying key customers or/and influencers‚ positioning its new product‚ assessing distribution alternatives and essentially computing an adequate selling price‚ one that could guarantee the company’s success. The cushion-pads market in the
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In January of 1980‚ Cumberland Metal Industries (CMI) had developed a new product for the pile driving industry. Its new pad‚ made of tightly curled metal‚ had the potential to break into an industry where little or no innovation was taking place. The CMI product testing showed great efficiency gains over the current standard asbestos product. The existing competition consisted of small firms‚ few of which had the knowledge or resources to design and develop new products. CMI seemed on the verge
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applications. After CMI developed Slip-Seal‚ the company had grown rapidly over the past decade. However‚ company management wanted to diversify away from its heavy reliance on Slip-Seal. Thus‚ management began to examine their new product‚ a cushion pad‚ which is a key part of the process for driving piles. Especially‚ they focused on how they decided its price. Analysis People relating to the new product can be separated into six groups including Pile hammer manufactures‚ Architectural/Consulting
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