Things Your Tween Should Do Before Middle School Ends

Things Your Tween Should Do Before Middle School Ends It​ may  seem like your tween began middle school just a few months ago, but time has a way of passing us by. If your tweens middle school experience is coming to an end, there are  a few ways you can help him or her remember their time and prepare for the high school experience. Here are a few things your tween should do before the final day of middle school approaches. It will be here before you know it.   Attend a Middle School Dance   If your child has avoided dances or other social gatherings while in middle school now is the chance to attend one before the year is out. Encourage your tween to go to a school dance, carnival, concert, or other school function before middle school ends. If he or she is shy about going alone, have him or her gather a group of friends to attend together. Take pictures and give them suggestions on making it through the event if they feel awkward or out of place.   Take Pictures Your tween thinks that he or she will remember everything from middle school forever, but that isnt the case. Encourage your tween to take photos of the school, friends, and even teachers. Also, have him or her go through their locker and school binders for notes, handouts or other items that would be fun to keep for later. If your tween is creative, he or she can combine photos and other items into a fun scrapbook to enjoy for years to come. Also, if your family budget allows, be sure to purchase a yearbook so that your child can have friends sign it and keep as a forever reminder. Thank Those Middle School Teachers   Chances are your child had a few teachers during the middle school years that he or she really liked and who had a positive impact on your tween. Nows the time to thank them for all they did. Your tween can write personal thank you notes for his or her special teachers, or just leave a simple Thank You on the teachers white board as a surprise. If your child wants to do something special, he or she could bake brownies or find a special teacher gift for favorite middle school teachers.   Make a List of Top Middle School Events When your tween is older he or she will have fun looking back on the middle school experience. Encourage your child to make lists of middle school events, friends, etc. He or she could even get friends involved by asking them for their list of favorite middle school experiences. Tuck the lists away in his or her yearbook so he or she can enjoy reading them later.   Visit Your New High School   If middle school is coming to an end, that means that high school is just around the corner. See if your tween can visit the new school or attend a school orientation. Seeing a new campus will help your tween get excited about entering high school and it might even give him or her ideas on activities to join or try. Also, encourage your tween to visit the high school website to learn more about classes, clubs and other school events. Plan an End of Middle School Party   If youre up for it, allow your tween to have a gathering of middle school friends to bid farewell to middle school and hello to high school. You could invite a few close friends, or make it a large gathering, depending on your situation. Food, music and a slideshow of pictures from middle school will allow the children to appreciate their middle school days and get ready for high school.

Formatting Columns in Microsoft Word

Formatting Columns in Microsoft Word Formatting Columns in Microsoft Word Much like ancient Greek architecture, some forms of writing would fall apart without columns. Newspapers, websites, journals, magazines and newsletters, for example, all present text in neat columns to increase readability and ensure professional presentation. Column formatting in action. If you are writing something along these lines in Microsoft Word, then, you’ll need to know how the column formatting options work. Read on to find out. Column Formatting in Microsoft Word Quick options for basic column formatting. To use the pre-set column options in Microsoft Word, all you need to do is: Select the text that you want to format using the cursor Go to Layout Page Setup Columns on the ribbon Pick the number and style of columns required If you do not select any text first, the column formatting will be applied to the entire document. Custom Column Formatting You can also create custom columns for more control over how text is presented. To do this: Go to Layout Page Setup Columns and click More Columns†¦ In the new window, select: The number per page Whether to use a line between columns The width of each column Which parts of the document to format (selecting This point forward will apply a section break at the cursor position) Additional column options. When you are done, click OK to apply the selected options. This will format all selected text (or the entire document) according to your preferences. Adding a Column Break You can also add a â€Å"column break.† This is useful if you want to end one column part way down and start a new one at the top of the page. To do this, place the cursor where you want a column to end and go to Layout Page Setup Breaks Column. This will add a column break in the place selected. Adding a column break. When to Use Columns Finally, a brief word on when to use this formatting style. It would be unusual in most documents printed at portrait A4 size, such as college essays or business reports. Typically, you would only do so if a style guide requested that you format part or all of a document in this way. However, for anything that will be printed or displayed in a wider format (e.g., on landscape A4 or larger paper), column formatting can make text easier to read by reducing the line length.

Marketing Essay Example | Topics and Well Written Essays - 1500 words - 1

Marketing - Essay Example Positioning strategies aims to ensure that an organization’s names pops up in the minds of consumers whenever services in their field of expertise are required. Differentiation strategies ensure that the products and services offered to the market are unique compared to those offered by their competitors. This gives an organization the edge over their competitors when battling for consumers in that particular market (Guidry, 2011). These strategies are implemented in a number of businesses, including hospitals and other health care facilities.   An example that can is used to showcase their use is the comparison between Bon Secours St. Mary's Hospital and HCA Henrico Doctor's Hospital that are both located in Richmond VA. Both of these hospitals function independently but are part of larger organizations that have other hospitals in the Richmond area and throughout the United States.   Though these two organizations essentially offer similar services to their clientele pos itioning and differentiation strategies are used to ensure that they stand out from their competitors as they strive to develop a better grasp on the region’s market. ... This hospital has created marketing strategies that have ensured its survival over the years most notably in this case positioning, and differentiation strategies. The differentiation strategies used by the hospital is seen in the types of services that it offers the clients who visit their premises. One service includes: Bon Secours for Women. This is an initiative launched by the hospital and aims to offer specialized healthcare services to the women who visit the hospital (Bon Secours Health System, Inc., 2012).   Bon Secours for Women deals with medical issues that solely affect women, such as giving birth and parenting issues that follow afterwards.   Classes and education is offered and presented to consumers on  breastfeeding, parenting  and management of any complication that may arise after the birthing process, such as the care of wounds for women who have had to undergo a Caesarian section. Though these services are offered by other hospitals as well, St. Mary's Ho spital has gone a step farther by setting it aside from the other medical services on offer, thus making the women who seek these services from their hospital believe that they are cared for and appreciated, unlike other healthcare facilities whereby these services are alligned with the rest of the medical care that they have to offer.   Bon Secours for Women  concentrates on a particular niche in the market, which is women, and their needs.   They aim their marketing toward women customers who prefer specialized care when dealing with any medical issues. Home care services are another specialized area for Bon Secours.   This is also another clever way of differentiating the hospital’s services from those offered by other

Starbucks international business Assignment Example | Topics and Well Written Essays - 1250 words

Starbucks international business - Assignment Example The rise of business opportunity in different markets is creating a strong appeal in terms of market attractiveness to the firms located in the global markets. The factor of market attractiveness is resulting in the entry of firms in to new geographical locations. It is important to highlight that the entry of the firms in different foreign markets around the world is continuously raising the level of competition in the marketplaces. This assignment focuses on the international business aspects of Starbucks. In a more elaborate manner, it can be said that this assignment focuses on analyzing the international business activities of Starbucks as well as understanding the challenges that they face for being present in an international business. This assignment also aims to evaluate the business stage of Starbucks and make necessary recommendations. Analysis of international business activities Starbucks is a widely popular beverage brand of the United States, which has presence in mult iple markets around the world. ... In the current times, the company produces and sources its highly specific Arabica coffee from various international markets like Latin America, Africa as well as Asia (Pashman, â€Å"Do You Know Where Your Coffee Beans Come From?†). While analyzing the international business activities of Starbucks, the factor of international expansion of Starbucks also has to be taken into account. The highly popular news site Forbes has reported that under the leadership of President and CEO, Howard Schultz, the company has designed some very ambitious international expansion plans. The international expansion plans are highly organic in nature and focuses largely on penetrating in the emerging markets of the east like India and China. The company has plans of opening around 1300 stores in various markets around the world, out of which around 600 stores will be opened in the market of China (Loeb, â€Å"Starbucks: Global Coffee Giant Has New Growth Plans†). Talking in regards to the long term expansion plans of the company, it can be stated that the current management aims to open around 1500 stores in China by the close of the year 2015 (Trefis Team, â€Å"Starbucks U.S. Growth Will Remain Solid While Overseas Expansion Continues†). Challenges for Starbucks as an International Corporation While analyzing the challenges that exist for Starbucks, focus has to be given to the fact that Starbucks is an international brand which enjoys presence in multiple global markets. The most important challenge for Starbucks is the level of competition. Since the main offering of Starbucks is beverage, hence the brand faces competition of both primary and secondary nature. The primary competition of Starbucks arises from the multiple

Organisational Citizenship Behaviour and Counterproductive Work Behaviour Essay Example for Free

Organisational Citizenship Behaviour and Counterproductive Work Behaviour Essay Organisational behaviour is the study of human behaviour in the workplace, the interaction between people and the organisation, and organisation itself (Dubrin 2002, p. 2). In most of the organisational behaviour literature review, the following five types of behaviours are often highlighted- task performance, organisational citizenship, counterproductive work behaviours, joining and staying with the organisation and work attendance (McShane, Olekalns Travaglione, 2009). These individual-level dependent variables are present in most OB research which has a significant impact on the effectiveness of organisations. In my following essay, I will be highlighting on two of the above factors-mainly Organisational Citizenship Behaviour (OCB) and Counterproductive Work Behaviour (CWB). I will be discussing on how various authors agree that different personalities and positive affectivity levels contributes to the emergence of OCB and that how different authors view the stand of considering all OCB as voluntary acts based on own accord. In addition, I will also be discussing the issue in which a consensus has been reached by most authors that job dissatisfaction is one contributing factor of CWB and that CWB, being defined as harmful in nature, has been challenged by some authors to be a justifiable act. OCB Organisational Citizenship Behaviour (OCB) has been defined as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization (Organ, cited in Vigoda-Gadot, 2006, p. 3) or as individual behavior that promotes the goals of the organization by contributing to its social and psychological environment (Organ; Rotundo Sackett, cited in Vigoda-Gadot, 2006, p. 3). Personality and Positive Affectivity Personality refers to the enduring, inner characteristics of individuals that organise their behaviour (Derlega et al, cited in Rothmann Cooper, 2008, p. 24) and personality traits predict what a person will do as opposed to what he or she can do (Rothmann Cooper 2008, p. 24). As such, it is agreed that citizenship performance is well predicted by personality variables (Penner, Allen, Motowidlo, 2001; Hurtz Donovan, cited in Barrick Ryan 2003). It is also stated that differences in citizenship performance by the employees are clearly tied to the differences in their personalities and attitudes (Landy Conte 2004) and feelings about their work, also known as affects (Lee Allen 2002). I came across this survey done by (Bierhoff, Klein Kramp, ed. Murphy 1996) in which ‘first aiders’ who rushed to the aid of the accident victims almost immediately scored lower on a measure of egocentrism- the absorption with one self’s lives and family. They also scored higher on a measure of empathy in which they expressed a greater level of concern for others (ed. Murphy 1996). From the above results, I feel that various personality factors do influence the tendency of one to render help to others thereby performing citizenship performance which benefits the organisation as a whole. In addition to the above, I have learnt that the higher the level of positive affect, the higher the level of willingness to help is in individuals (ed. Murphy 1996). Besides the helping behaviour, I have also learnt that maintaining a positive mood in the course of our work may also inadvertently lead us to performing extra role behaviours (e.g.: protecting the organisation and developing oneself in terms of upgrading one’s skills to the benefit of the organisation) (George and Brief, cited in Lee Allen, 2002). To my surprise, I found that positive affect is not just influenced on a personal level but also due to external environmental factors. These include the differences in shades of lightings at our workplaces (Baron et al, cited in ed. Murphy 1996) and even presence of pleasant smelling artificial fragrances in our workplaces (Baron Bronfen 1994, cited in ed. Murphy 1996). Performed based on free will? Most of the recent studies and researches on OCB have pointed out that it is based on voluntary helping behaviours. However, (Vigoda-Gadot E 2006, p. 1 ) pointed out on focusing on the exploitative and abusive tendency of supervisors and managements to impose so-called ‘‘voluntary’’ or ‘‘extra-role† activities via compulsory mechanisms in the workplace, thereby refuting the conventional definition of OCB being performed based on ‘good will’ and free choice. In fact, some of these behaviours categorised under OCB may well be categorised under Compulsory Citizenship Behavior (CCB) (Vigoda-Gadot 2006, p. 1). By reviewing the Expectancy Theory (Griffin Ebert 2005, p. 246) in which people are motivated to work towards rewards that they want and that they believe they have a reasonable chance or expectancy of obtaining it in mind, I have actually agreed with the view that there is much possibility that OCB can also arise from other motives, some of them less voluntary or less self-initiated. Among these motivations are the abusive and exploitative behavior of immediate supervisors and the pressure by management or peers to become involved in activities in which the employee would otherwise not involve himself (Tepper, cited in Vigoda-Gadot 2006, p. 3). CWB Counterproductive Work Behaviours (CWB) is defined as voluntary behaviours that have the potential to directly or indirectly harm the organisation (McShane, Olekalns Travaglione T, 2009, p. 18). Job Dissatisfaction Job dissatisfaction is defined as a set of unfavourable feelings and emotions with which employees view their work (Newstrom Davis 1997, p. 255). It seems that authors have a consensus on job dissatisfaction contributing to the emergence and high levels of CWB. It is stated that dissatisfied employees may engage in psychological withdrawal (e.g.: daydreaming during job), physical withdrawal (eg: unauthorized absence, early departures, extended breaks, work slowdowns) or even overt acts of aggression and retaliation for presumed wrong. There are many factors influencing job dissatisfaction which includes organisational factors like pay and promotion opportunities and the working condition itself. Group factors like the role of supervisor and co-workers; personal factors like needs and aspiration and how are these met, and how individuals views he instrumental benefits of the job also contributes to job dissatisfaction( Rothmann Cooper 2008, p. 24). Though I am in agreement that job dissatisfaction is a strong contributor to the performance of CWB, I feel that CWB may also be induced by other factors like accumulated work stress leading to the emergence of violence which is one form of CWB. Similarly, theft cases in the company, which is another form of CWB, may just be a personal justification of the employees due to a perception of lost equity in the course of their work (Newstrom Davis 1997). Justifiable Act Various authors held on to their individual stands regarding the topic on CWB. In most of my readings, authors agreed that CWB are actually harmful acts towards either individuals or towards the organisation itself. However, (Fox 2002) had presented a different point of view discussing the view that CWB may could well be a justifiable act which is clearly challenging the most conventional definition of CWB which is being negative in nature. (Fox 2002, p. 2) expanded the definition of CWB to include unintentional harm, as long as the act itself is volitional- an act which is motivated by other reasons to cause harm. Hence with this expanded definition, it raises the possibility of constructive CWB. In their article, they have considered on 3 categories of arguments which are moral issues, role conflicts and productivity arguments. I personally feel strongly for the argument on role conflicts. Many of the withdrawal behaviours may be seen as counterproductive in the perspective of managers or even organisations. However, these behaviours shown may be required to be fulfilled by the employees in the perspectives of their family and even the community. Putting in simpler terms, employees may be expected by the society to perform these behaviours so as to be able to strike a work-life balance. Hence, I feel that CWB should not be seen as just a negative behaviour which is purely deviant from an organisation’s objectives as I strongly feel for the presence of positive CWB. Key Findings In this modern age, to adapt and survive in a workplace, other than equipping oneself with the generic skill of problem solving, it is also vital to place great importance on understanding fellow colleagues as this will lead to self knowledge and self insight (Dubrin 2002, p. 4). By understanding what motivates others to perform OCB through the study of organisational behaviour, it will also in turn allow employees to gain an understanding on what motivates them to have similar behaviours. Inadvertently, this may bring them to a greater level of job satisfaction which also leads to greater organisational effectiveness as a whole. In addition, studying organisational behaviours enhances a professional or manager’s effectiveness relating to their interpersonal skills. Hence, if solid interpersonal skills are added on to one’s professional or managerial knowledge, it will certainly be a bonus towards an organisation’s overall service and productivity. Hence, information about organisational behaviours is vital to be known to the employees in organisations. Reflection If I were given a chance to assume the role of manager in an organisation, the notion of having OCB being induced by compulsion as mentioned earlier on will certainly be omitted by me as I feel that though it is an important goal of managers everywhere to make employees aware of the benefits of OCB and ideally, encourage it, it is far more important to conduct it through a legitimate way and not by other means such as abusive or exploitative activities. In this way, I believe conventional OCB will indeed be truly promoted as the employees will be serving and going the extra mile for the organisation in the most genuine way as I agree with the view that a person who engages in OCB might receive appreciation and recognition that induce positive moods and there will be a greater likelihood of repeating the OCB (Miles et al, cited in Zirgham 2009, p. 85) which will greatly benefit the organisation. A discrepancy often exists among managers and employees about the definition of certain work tasks being â€Å"in-role† or â€Å"extra-role†. Each behaviour may be different for different people as every employee in an organization perceives job requirements differently (e.g.: for service sectors), helping others may be a routine, but some may see it as beyond their job scope. By acknowledging this in the position of an employee, I will be able to anticipate this possible occurrence of conflict between managers and employees and thus, expand the boundaries for the definition of my job scope. In this way, I believe that my chances of managerial exploitation and workplace abuse by supervisors to perform compulsive OCB will be reduced to the minimum. Conclusion OCB is a stable behaviour emerging in workplaces and it will always act as a value adding criterion in one’s performance. However, it will only act as a value adding criterion only when it is performed through the free choice of employees and not by coercion means and negative external pressures. Thus, we have to be aware and alert so as to preserve the original positive results of OCB being performed, leading to a more successful and healthy establishment of an organisation. CWB is always seen as a conduct having an adverse relationship with OCB. However, as the saying goes- there are always two sides to the same coin; we should probably broaden our perspectives in our view towards CWB and accept the notion that CWB may not be necessary all detrimental in nature.

A Thousand Splendid Suns :: Literary Analysis, Nana, Mariam, Laila

The novel A Thousand Splendid Suns explores the plight of women in Afghanistan; the focus is put on three women Nana, Mariam and Laila. Women in Afghanistan often face difficult and unfortunate situations. In this essay we will examine some of these unfortunate situations for women. Let us start with Nana Mariam's mother. Nana gets pregnant and is thrown out of her current home. "The wives demanded he throw her out"(Hosseini 6). Her father disowns her. "Nana's own father, who was a lowly stone carver in the nearby village of Gul Daman, disowned her. Disgraced, he packed his things, never to be seen or heard from again"(6). She lives the rest of her life in a small hut while Mariam's father lives in a mansion. "And so, your father built us this rathole"(9). She lives her life as a single mother. Her only chance of every getting married was destroyed by her having an attack. "The wedding dress was stashed away. After that, there were no more suitors"(10). Next let us examine Mariam's plight. She is denied the chance to go to school. "What's the sense schooling a girl like you? It's like shinning a spitspoon." She lives with a cruel mother. "You are a clumsy little harami. This is my reward for everything I've endured. An heirloom-breaking, clumsy little harmi"(4). She has a neglectful father. "Mariam kept thinking of his face in the upstairs window. He let her sleep on the street. On the street. Mariam cried lying down"(35). Her mother commits suicide and Mariam blames herself. "You stop that. These thoughts are no good, Mariam jo. You hear me, child? No good. They will destroy you. It wasn't your fault. It wasn't your fault no". Mariam nodded, but as desperately as she wanted to she could not bring herself to believe him"(44). She is forced into marriage to a man she does not love. "I don't want to," Mariam said. She looked at Jalil. "I don't want this. Don't make me"(47). She is sent to live in a strange city were she does not kno w anyone. She has a physically abusive husband. "Then he was gone, leaving Mariam to spit out pebbles, blood, and the fragments of two broken molars"(104). Her husband is cruel and says hurtful words to her. She can not do anything right in his eyes. When he is not ignoring her he is being verbally or physically abusive towards her.

“Financial Statement Analysis of Apple Inc.”

Company Background Apple Inc. and its wholly-owned subsidiaries (collectively â€Å"Apple† or the â€Å"Company†) designs, manufactures and markets mobile communication and media devices, personal computers, and portable digital music players, and sells a variety of related software, services, peripherals, networking solutions, and third-party digital content and applications. The Company’s products and services include iPhone  Ã‚ ®Ã‚  , iPad  Ã‚ ®Ã‚  , Mac  Ã‚ ®Ã‚  , iPod  Ã‚ ®Ã‚  , Apple TV  Ã‚ ®Ã‚  , a portfolio of consumer and professional software applications, the iOS and Mac OS  Ã‚ ®Ã‚  X operating systems, iCloud  Ã‚ ®Ã‚  , and a variety of accessory, service and support offerings.The Company also sells and delivers digital content and applications through the iTunes Store  Ã‚ ®Ã‚  , App Store  SM  , iBookstore  SM  , and Mac App Store. The Company sells its products worldwide through its retail stores, online stores, and direct sa les force, as well as through third-party cellular network carriers, wholesalers, retailers, and value-added resellers. In addition, the Company sells a variety of third-party iPhone, iPad, Mac and iPod compatible products, including application software, printers, storage devices, speakers, headphones, and various other accessories and peripherals, through its online and retail stores.The Company sells to consumers, small and mid-sized businesses (â€Å"SMB†), and education, enterprise and government customers. The Company’s fiscal year is the 52 or 53-week period that ends on the last Saturday of September. Unless otherwise stated, all information presented in this Form 10-K is based on the Company’s fiscal calendar. The Company is a California corporation established in 1977. Business Strategy The Company is committed to bringing the best user experience to its customers through its innovative hardware, software, peripherals, and services.The Company’s business strategy leverages its unique ability to design and develop its own operating systems, hardware, application software, and services to provide its customers new products and solutions with superior ease-of-use, seamless integration, and innovative design. The Company believes continual investment in research and development and marketing and advertising is critical to the development and sale of innovative products and technologies. As part of its strategy, the Company continues to expand its platform for the discovery and delivery of hird-party digital content and applications through the iTunes Store. As part of the iTunes Store, the Company’s App Store and iBookstore allow customers to discover and download applications and books through either a Mac or Windows-based computer or through â€Å"iOS devices,† namely iPhone, iPad and iPod touch  Ã‚ ®Ã‚  . In January 2011, the Company opened the Mac App Store to allow customers to easily discover, download an d install applications for their Macs. The Company also supports a community for the development of third-party software and hardware products and digital content that complement the Company’s offerings.The Company’s strategy also includes expanding its distribution network to effectively reach more customers and provide them with a high-quality sales and post-sales support experience. Consumer and Small and Mid-Sized Business The Company believes a high-quality buying experience with knowledgeable salespersons who can convey the value of the Company’s products and services greatly enhances its ability to attract and retain customers. The Company sells many of its products and resells third-party products in most of its major markets directly to consumers and businesses through its retail and online stores.The Company has also invested in programs to enhance reseller sales by placing high quality Apple fixtures, merchandising materials and other resources within selected third-party reseller locations. Through the Apple Premium Reseller Program, certain third-party resellers focus on the Apple platform by providing a high level of product expertise, integration and support services. The Company’s retail stores are typically located at high-traffic locations in quality shopping malls and urban shopping districts.By operating its own stores and locating them in desirable high-traffic locations, the Company is better positioned to ensure a high quality customer buying experience and attract new customers. The stores are designed to simplify and enhance the presentation and marketing of the Company’s products and related solutions. To that end, retail store configurations have evolved into various sizes to accommodate market-specific demands. The Company believes providing direct contact with its customers is an effective way to demonstrate the advantages of its products over those of its competitors.The stores employ experienced and knowledgeable personnel who provide product advice, service and training. The stores offer a wide selection of third-party hardware, software, and other accessories and peripherals that complement the Company’s products. Enterprise and Government The Company also sells its hardware and software products to enterprise and government customers in each of its geographic segments. The Company’s products are deployed in these markets because of their power, productivity, ease of use and the simplicity of seamless integration into information technology environments.The Company’s products are compatible with thousands of third-party business applications and services, and its tools enable the development and secure deployment of custom applications as well as remote device administration. Business Organization The Company manages its business primarily on a geographic basis. Accordingly, the Company has determined that its reportable operating segments, which are generally based on the nature and location of its customers, consist of the Americas, Europe, Japan, Asia-Pacific and Retail.The results of the Americas, Europe, Japan and Asia-Pacific reportable segments do not include the results of the Retail segment. The Americas segment includes both North and South America. The Europe segment includes European countries, as well as the Middle East and Africa. The Asia-Pacific segment includes Australia and Asian countries, other than Japan. The Retail segment operates Apple retail stores worldwide. Each reportable operating segment provides similar hardware and software products and similar services.Further information regarding the Company’s operating segments may be found in Part II, Item  7 of this Form 10-K under the subheading â€Å"Segment Operating Performance,† and in Part II, Item  8 of this Form 10-K in Notes to Consolidated Financial Statements in Note 8, â€Å"Segment Information and Geographic Data. † Pro ducts The Company offers a range of mobile communication and media devices, personal computing products, and portable digital music players, as well as a variety of related software, services, peripherals, networking solutions and third-party hardware and software products. In addition, the Company ffers its own software products, including iOS, the Company’s proprietary mobile operating system; Mac OS X, the Company’s proprietary operating system software for the Mac; server software and application software for consumer, SMB, and education, enterprise and government customers. The Company’s primary products are discussed below. iPhone iPhone combines a mobile phone, an iPod, and an Internet communications device in a single handheld product. Based on the Company’s Multi-Touchâ„ ¢ user interface, iPhone features  desktop-class email, web browsing, searching, and maps and is compatible with both Macs and Windows-based computers. Phone automatically s yncs content from users’ iTunes libraries, as well as contacts, bookmarks, and email accounts. iPhone allows customers to access the iTunes Store to download audio and video files, as well as a variety of other digital content and applications. In October 2011, the Company launched iPhone 4S, its latest version of iPhone, which includes Siriâ„ ¢, a voice activated intelligent assistant. In addition to the Company’s own iPhone accessories, third-party iPhone compatible accessories are available through the Company’s online and retail stores and from third parties. Pad iPad is a multi-purpose mobile device for browsing the web, reading and sending email, viewing photos, watching videos, listening to music, playing games, reading e-books and more. iPad is based on the Company’s Multi-Touch technology and allows customers to connect with their applications and content in a more interactive way. iPad allows customers to access the iTunes Store to download a udio and video files, as well as a variety of other digital content and applications. In March 2011, the Company introduced iPad 2, its second-generation iPad.In addition to the Company’s own iPad accessories, third-party iPad compatible accessories are available through the Company’s online and retail stores and from third parties. Mac Hardware Products The Company offers a range of personal computing products including desktop and portable computers, related devices and peripherals, and third-party hardware products. The Company’s Mac desktop and portable systems feature Intel microprocessors, the Mac OS X Lion operating system and the iLife  Ã‚ ®Ã‚  suite of software for creation and management of digital photography, music, movies, DVDs and websites.The Company’s desktop computers include iMac   Mac Pro and Mac mini. The iMac desktop computer has an all-in-one design that incorporates a display, processor, graphics card, storage, memory and other components inside a single enclosure. The Mac Pro desktop computer is targeted at business and professional customers and is designed to meet the performance, expansion, and networking needs of the most demanding Mac user. The Mac mini is a desktop computer in a compact enclosure. . iPodThe Company’s iPod line of portable digital music and media players includes iPod touch, iPod nano  Ã‚ ®Ã‚  , iPod shuffle  Ã‚ ®Ã‚  and iPod classic  Ã‚ ®Ã‚  . All iPods work with iTunes. In addition to the Company’s own iPod accessories, third-party iPod compatible accessories are available, through the Company’s online and retail stores or from third parties. The iPod touch, based on iOS, is a flash-memory-based iPod with a widescreen display and a Multi-Touch user interface. iPod touch allows customers to access the iTunes Store to download audio and video content, as well as a variety of digital applications.The iPod nano is a flash-memory-based iPod that features the C ompany’s Multi-Touch interface allowing customers to navigate their music collection by tapping or swiping the display. The iPod nano features a polished aluminum and glass enclosure with a built-in clip. The iPod shuffle is a flash-memory-based iPod that features a clickable control pad to control music playback and VoiceOver technology enabling customers to hear song titles, artists and playlist names. The iPod classic is a hard-drive based portable digital music and video player. iTunes  Ã‚ ® Tunes is an application that supports the purchase, download, organization and playback of digital audio and video files and is available for both Mac and Windows-based computers. iTunes 10 is the latest version of iTunes and features AirPlay  Ã‚ ®Ã‚  wireless music playback, Genius Mixes, Home Sharing, and improved syncing functionality with iOS devices. Mac App Store In January 2011, the Company opened the Mac App Store allowing customers to discover, download and install applic ations for their Macs. The Mac App Store offers applications in education, games, graphics and design, lifestyle, productivity, utilities and other categories.The Company’s Mac OS X operating system software and iLife and iWork  Ã‚ ®Ã‚  application software are also available on the Mac App Store. iCloud In October 2011, the Company launched iCloud, its new cloud service, which stores music, photos, applications, contacts, calendars, and documents and wirelessly pushes them to multiple iOS devices, Macs and Windows-based computers. iCloud’s features include iTunes in the Cloud, Photo Stream, Documents in the Cloud, Contacts, Calendar, Mail,  automatic downloads and purchase history for applications and iBooks, and iCloud Backup.Users can sign up for free access to iCloud using a device running iOS 5 or a Mac running Mac OS X Lion. Software Products and Computer Technologies The Company offers a range of software products for consumer, SMB, education, enterprise and government customers, including the Company’s proprietary iOS and Mac OS X operating system software; server software; professional application software; and consumer, education, and business oriented application software. Operating System Software iOS OS is the Company’s mobile operating system that serves as the foundation for iOS devices. In October 2011, the Company released iOS 5, which supports iCloud and includes new features such as Notification Center, a way to view and manage notifications in one place; iMessageâ„ ¢, a messaging service that allows users to send text messages, photos and videos between iOS devices; and Newsstand, a way to purchase and organize newspaper and magazine subscriptions. Mac OS X Mac OS X, the operating system for Macs, is built on an open-source UNIX-based foundation.Mac OS X Lion is the eighth major release of Mac OS X and became available in July 2011. Mac OS X Lion includes support for new Multi-Touch gestures; iCloud integr ation; system-wide support for full screen applications; Mission Controlâ„ ¢, a way to view everything running on a user’s Mac; the Mac App Store; Launchpadâ„ ¢, a new home for a user’s applications; and a redesigned Mail application. Application Software iLife iLife ’11 is the latest version of the Company’s consumer-oriented digital lifestyle application suite included with all Mac computers. Life features iPhoto  Ã‚ ®Ã‚  , iMovie  Ã‚ ®Ã‚  , iDVD  Ã‚ ®Ã‚  , GarageBand  Ã‚ ®Ã‚  , and iWebâ„ ¢. iPhoto is the Company’s consumer-oriented digital photo application and iMovie is the Company’s consumer-oriented digital video editing software application. iDVD is the Company’s consumer-oriented software application that enables customers to turn iMovie files, QuickTime files, and digital pictures into interactive DVDs. GarageBand is the Company’s consumer-oriented music creation application that allows customers to p lay, record and create music. Web allows customers to create online photo albums, blogs and podcasts, and to customize websites using editing tools. iWork iWork ’09 is the latest version of the Company’s integrated productivity suite designed to help users create, present, and publish documents, presentations, and spreadsheets. iWork ’09 includes Pages  Ã‚ ®Ã‚  Ã¢â‚¬â„¢09 for word processing and page layout, Keynote  Ã‚ ®Ã‚  Ã¢â‚¬â„¢09 for presentations, and Numbers  Ã‚ ®Ã‚  Ã¢â‚¬â„¢09 for spreadsheets. The Company also has a Multi-Touch version of each iWork application designed specifically for use on iOS devices. Other Application SoftwareThe Company also sells various other application software, including Final Cut Pro  Ã‚ ®Ã‚  , Logic Studio  Ã‚ ®Ã‚  ,  Logic  Ã‚ ®Ã‚  Express 9, Logic Studio  Ã‚ ®Ã‚  Pro, and its FileMaker  Ã‚ ®Ã‚  Pro database software. Displays  & Peripheral Products The Company manufactures the Apple LED Cinema Displa yâ„ ¢ and Thunderbolt Display. The Company also sells a variety of Apple-branded and third-party Mac-compatible and iOS-compatible peripheral products, including printers, storage devices, computer memory, digital video and still cameras, and various other computing products and supplies.Apple TV Apple TV allows customers to watch movies and television shows on their high definition television. Content from iTunes, Netflix, YouTube, and Flickr as well as music, photos, videos, and podcasts from a Mac or Windows-based computer can also be wirelessly streamed to a television through Apple TV. With the release of iCloud in October 2011, content purchased on Apple TV can be re-downloaded on iOS devices. Product Support and Services AppleCare  Ã‚ ®Ã‚  offers a range of support options for the Company’s customers.These options include assistance that is built into software products, printed and electronic product manuals, online support including comprehensive product informat ion as well as technical assistance, and the AppleCare Protection Plan (â€Å"APP†). APP is a fee-based service that typically includes two to three years of phone support and hardware repairs and dedicated web-based support resources. Markets and Distribution The Company’s customers are primarily in the consumer, SMB, and education, enterprise and government markets.The Company uses a variety of direct and indirect distribution channels, such as its retail stores, online stores, and direct sales force, and third-party cellular network carriers, wholesalers, retailers, and value-added resellers. The Company believes that sales of its innovative and differentiated products are enhanced by knowledgeable salespersons who can convey the value of the hardware and software integration, and demonstrate the unique solutions that are available on its products.The Company further believes providing direct contact with its targeted customers is an effective way to demonstrate the advantages of its products over those of its competitors and providing a high-quality sales and after-sales support experience is critical to attracting new and retaining existing customers. To ensure a high-quality buying experience for its products in which service and education are emphasized, the Company continues to expand and improve its distribution capabilities by expanding the number of its own retail stores worldwide.Additionally, the Company has invested in programs to enhance reseller sales by placing high quality Apple fixtures, merchandising materials and other resources within selected third-party reseller locations. Through the Apple Premium Reseller Program, certain third-party resellers focus on the Apple platform by providing a high level of integration and support services, and product expertise. No single customer accounted for more than 10% of net sales in 2011 or 2010. One of the Company’s customers accounted for 11% of net sales in 2009. CompetitionTh e markets for the Company’s products and services are highly competitive and the Company is confronted by aggressive competition in all areas of its business. These markets are characterized by frequent product introductions and rapid technological advances that have substantially increased the capabilities and use of mobile communication and media devices, personal computers, and other digital electronic devices. The Company’s competitors who sell mobile devices and personal computers based on other operating systems have aggressively cut prices and lowered their product margins to gain or maintain market share.The Company’s financial condition and operating results can be adversely affected by these and other industry-wide downward pressures on gross margins. Principal competitive factors important to the Company include price, product features, relative price/performance, product quality and reliability, design innovation, a strong third-party software and pe ripherals ecosystem, marketing and distribution capability, service and support, and corporate reputation.The Company is focused on expanding its market opportunities related to mobile communication and media devices. These industries are highly competitive and include several large, well-funded and experienced participants. The Company expects competition in these industries to intensify significantly as competitors attempt to imitate some of the features of the Company’s products and applications within their own products or, alternatively, collaborate with each other to offer solutions that are more competitive than those they currently offer.These industries are characterized by aggressive pricing practices, frequent product introductions, evolving design approaches and technologies, rapid adoption of technological and product advancements by competitors, and price sensitivity on the part of consumers and businesses. The Company’s digital content services have face d significant competition from other companies promoting their own digital music and content products and services, including those offering free peer-to-peer music and video services.The Company believes it offers superior innovation and integration of the entire solution including the hardware (iPhone, iPad, Mac, and iPod), software (iTunes), and distribution of digital content and applications (iTunes Store, App Store, iBookstore and Mac App Store). Some of the Company’s current and potential competitors have substantial resources and may be able to provide such products and services at little or no profit or even at a loss to compete with the Company’s offerings.The Company’s future financial condition and operating results depend on the Company’s ability to continue to develop and offer new innovative products and services in each of the markets it competes in. Research and Development Because the industries in which the Company competes are characte rized by rapid technological advances, the Company’s ability to compete successfully depends heavily upon its ability to ensure a continual and timely flow of competitive products, services and technologies to the marketplace.The Company continues to develop new technologies to enhance existing products and to expand the range of its product offerings through research and development, licensing of intellectual property and acquisition of third-party businesses and technology. Total research and development expense was $2. 4 billion, $1. 8 billion and $1. 3 billion in 2011, 2010 and 2009, respectively. Patents, Trademarks, Copyrights and Licenses The Company currently holds rights to patents and copyrights relating to certain aspects of its iPhone, iPad, Mac and iPod devices, peripherals, software and services.The Company has registered or has applied for trademarks and service marks in the U. S. and a number of foreign countries. Although the Company believes the ownership of such patents, copyrights, trademarks and service marks is an important factor in its business and that its success does depend in part on the ownership thereof, the Company relies primarily on the innovative skills, technical competence and marketing abilities of its personnel. The Company regularly files patent applications to protect inventions arising from its research and development, and is currently pursuing thousands of patent applications around the world.Over time, the Company has accumulated a large portfolio of issued patents in the U. S. and worldwide. The Company holds copyrights relating to certain aspects of its products and services. No single patent or copyright is solely responsible for protecting the Company’s products. The Company believes the duration of its patents is adequate relative to the expected lives of its products. Due to the fast pace of innovation and product development, the Company’s products are often obsolete before the patents rel ated to them expire, and sometimes are obsolete before the patents related to them are even granted.Many of the Company’s products are designed to include intellectual property obtained from third parties. While it may be necessary in the future to seek or renew licenses relating to various aspects of its products and business methods, based upon past experience and industry practice, the Company believes such licenses generally could be obtained on commercially reasonable terms; however, there is no guarantee that such licenses could be obtained at all.Because of technological changes in the industries in which the Company competes, current extensive patent coverage, and the rapid rate of issuance of new patents, it is possible that certain components of the Company’s products and business methods may unknowingly infringe existing patents or intellectual property rights of others. From time to time, the Company has been notified that it may be infringing certain paten ts or other intellectual property rights of third parties. Foreign and Domestic Operations and Geographic Data The U. S. epresents the Company’s largest geographic market. Approximately 39% of the Company’s net sales in 2011 came from sales to customers inside the U. S. Final assembly of the Company’s products is currently performed in the Company’s manufacturing facility in Ireland, and by outsourcing partners, primarily located in Asia. The supply and manufacture of a number of components is performed by sole-sourced outsourcing partners in the U. S. , Asia and Europe. Single-sourced outsourcing partners in Asia perform final assembly of substantially all of the Company’s hardware products.Margins on sales of the Company’s products in foreign countries, and on sales of products that include components obtained from foreign suppliers, can be adversely affected by foreign currency exchange rate fluctuations and by international trade regulat ions, including tariffs and antidumping penalties. Information regarding financial data by geographic segment is set forth in Part II, Item  7 and Item  8 of this Form 10-K and in Notes to Consolidated Financial Statements in Note 8, â€Å"Segment Information and Geographic Data. † Seasonal BusinessThe Company has historically experienced increased net sales in its first fiscal quarter compared to other quarters in its fiscal year due to increased holiday seasonal demand. This historical pattern should not be considered a reliable indicator of the Company’s future net sales or financial performance. Warranty The Company offers a limited parts and labor warranty on most of its hardware products. The basic warranty period is typically one year from the date of purchase by the original end-user. The Company also offers a 90-day basic warranty for its service parts used to repair the Company’s hardware products.In addition, consumers may purchase the APP, which extends service coverage on many of the Company’s hardware products in most of its major markets. Employees As of September  24, 2011, the Company had approximately 60,400 full-time equivalent employees and an additional 2,900 full-time equivalent temporary employees and contractors. APPLE INC. (Exact name of registrant as specified in its charter) Ratio Analysis | 2008| 2009| 2010| 2011| | Liquidity Ratios| a. Current Ratio:A liquidity ratio that measures a company's ability to pay short-term obligations. The Current Ratio formula is:Also known as â€Å"liquidity ratio†, â€Å"cash asset ratio† and â€Å"cash ratio†. | Current Asset/Current Liability| 32311/14092| 36265/19282| 41678/20722| 44988/27970| | 2. 293| 1. 881| 2. 011| 1. 609| industry average| 2. 00| 1. 8| 2. 1| 1. 5| Current Ratio Comparisons :Ratio is stronger than the industry average. | | b. Acid Test Ratio:A stringent indicator that determines whether a firm has enough short-term assets to cover its immediate liabilities without selling inventory. The acid-test ratio is far more strenuous than the working capital ratio, primarily because the working capital ratio allows for the inclusion of inventory assets.Calculated by: | (Current Asset- Average inventory)/Current Liability| (32311-509)/14092| (36265-482)/19282| (41678-753)/20722| (44988-913. 5)/27970| | 2. 257| 1. 86| 1. 961| 1. 581| industry average| 2. 20| 1. 80| 2. 00| 1. 50| Acid Test Ratio Comparisons :Ratio is weaker than the industry average in first 3 years but stringer at last year. | | Summary of the Liquidity Ratio Comparisons * Strong current ratio and weak acid-test ratio indicates a potential problem in the inventories account. * Note that this industry has a relatively high level of inventories. | Financial Leverage Ratios| a.Debt to equity:A measure of a company's financial leverage calculated by dividing its total liabilities by stockholders' equity. It indicates what proportion of equity and de bt the company is using to finance its assets. Note: Sometimes only interest-bearing, long-term debt is used instead of total liabilities in the calculation. Also known as the Personal Debt/Equity Ratio, this ratio can be applied to personal financial statements as well as corporate ones. | Total debt/Shareholders ‘ Equity| 18542/21030| 26019/27832| 27392/47791| 39756/76615| | 0. 882| 0. 935| 0. 573| 0. 519| industry average| . 89| . 95| . 5| . 50| Debt to equity Ratio Comparisons :Has average debt utilization relative to the industry average. | | b. Debt to total asset:A metric used to measure a company's financial risk by determining how much of the company's assets have been financed by debt. Calculated by adding short-term and long-term debt and then dividing by the company's total assets. | Total debt/Total asset| 18542/39572| 26019/53851| 27392/75183| 39756/116371| | 0. 469| 0. 483| 0. 364| 0. 342| industry average| . 45| . 50| . 35| . 35| Debt to total asset Ratio Compa risons :Has average debt utilization relative to the industry average. | c. Total Capitalization:The capitalization ratio measures the debt component of a company's  capital structure, or capitalization (i. e. , the sum of long-term debt  liabilities  and  shareholders' equity) to support a company's operations and growth. | | | | Debt/capitalization| 18542/25480| 26019/34569| 27392/54461| 39756/88401| | . 73| . 75| . 50| . 45| industry average| . 75| . 75| . 50| . 45| Total Capitalization Ratio Comparisons :Has average long-term debt utilization relative to the industry average. | | Coverage Ratios| a. Interest Coverage:A ratio used to determine how easily a company can ay interest on outstanding debt. The interest coverage ratio is calculated by dividing a company's earnings before interest and taxes (EBIT) of one period by the company's interest expenses of the same period: | EBIT/Interest charges| 6895/2242| 7984/2360| 18540| 34205| | 3. 075| 3. 383| -| -| industry avera ge| 3. 2| 3. 5| -| -| Interest Coverage Ratio Comparisons :Has below average interest coverage relative to the industry average. | | Summary of the Coverage Trend Analysis * The interest coverage ratio for Apple Inc. has been falling since 2008. It has been below industry averages for the past two years. This indicates that low earnings (EBIT) may be a potential problem for BW. * Note, we know that debt levels are in line with the industry averages. | Activity ratios| a. Receivable Turnover:An accounting measure used to quantify a firm's effectiveness in extending credit as well as collecting debts. The receivables turnover ratio is an activity ratio, measuring how efficiently a firm uses its assets. Formula: Some companies' reports will only show sales – this can affect the ratio depending on the size of cash sales. | Annual net credit sales/ Average receivables| 32497/2422| 36537/3361| 65225/5510| 108249/5369| | 13. 17| 10. 871| 11. 838| 20. 162| industry average| 15| 10| 1 3| 20| Receivable Turnover Ratio Comparisons :Ratio is stronger than the industry average. | | b. Average collection period:The approximate amount of time that it takes for a business to receive payments owed, in terms of receivables, from its customers and clients. Calculated as: Where: Days = Total amount of days in period AR = Average amount of accounts receivables Credit Sales = Total amount of net credit sales during period| Days in year/receiveable turnover| 365/13. 417| 365/10. 871| 365/11. 838| 365/20. 62| | 27. 204| 33. 576| 30. 833| 18. 103| industry average| 25| 36| 30| 20| Average collection period Ratio Comparisons :Has improved the average collection period to that of the industry average. | | c. Inventory turnover:A ratio showing how many times a company's inventory is sold and replaced over a period. The days in the period can then be divided by the inventory turnover formula to calculate the days it takes to sell the inventory on hand or â€Å"inventory turnover da ys. † | Cost of goods sold/Average inventory| 21334/509| 25683/482| 39541/753| 64431/913. 5| | 41. 914| 53. 8| 52. 51| 70. 53| industry average| 42| 53| 53| 70| Inventory turnover Ratio Comparisons :Has relatively good turnover. | | d. Total asset turnover:The amount of sales generated for every dollar's worth of assets. It is calculated by dividing sales in dollars by assets in dollars. Formula: This ratio is more useful for growth companies to check if in fact they are growing revenue in proportion to sales. Also known as the Asset Turnover Ratio. | Net sales/ total asset| 32479/39571| 42905/53851| 65225/75183| 108249/116371| | . 821| . 797| . 868| . 930| industry average| . 2| . 80| . 85| . 90| Total asset turnover Ratio Comparisons :Has relatively strong turnover. | | Profitability Ratios| a. Net profit margin:A ratio of profitability calculated as net income divided by revenues, or net profits divided by sales. It measures how much out of every dollar of sales a company a ctually keeps in earnings. | Net profit after tax/Net sales| 4834/32479| 8235/42905| 14013/65225| 25922/108249| | . 149| . 192| . 215| . 239| industry average| . 15| . 20| . 20| . 24| Net profit margin Ratio Comparisons :Has average Net Profit Margin. | | b.Return on investment:  Ã¢â‚¬Å"Return on investment(ROI)  rate of return  (ROR), also known as ‘rate of profit' or sometimes just ‘return', is the ratio ofmoney  gained or lost (whether realized or unrealized) on an  investment  relative to the amount of money invested. Similar financial measures with variations on how ‘investment' is defined: * Return on assets  (ROA), * Return on net assets  (RONA), * Return on capital employed  (ROCE) * Return on invested capital  (ROIC) * Social return on investment  (SROI)| NPAT/Total asset| 4834/39572| 8235/53851| 14013/75183| 25922/116371| | . 122| . 153| . 87| . 223| industry average| . 125| . 15| . 18| . 20| Return on investment Ratio Comparisons :H as strong Return on Investment. | | c. Return on equity:The amount of net income returned as a percentage of shareholders equity. Return on equity measures a corporation's profitability by revealing how much profit a company generates with the money shareholders have invested. ROE is expressed as a percentage and calculated as: Return on Equity = Net Income/Shareholder's Equity Net income is for the full fiscal year (before dividends paid to common stock holders but after dividends to preferred stock. Shareholder's equity does not include preferred shares. Also known as â€Å"return on net worth† (RONW). | NPAT/Shareholders equity| 25922/21030| 8235/27832| 14013/477931| 25922/76615| | . 229| . 296| . 293| . 338| industry average| . 23| . 29| . 29| . 350| Return on equity Ratio Comparisons :Has average Return on equity. | | Summary of the Profitability Trend Analyses * The profitability ratios for Apple Inc. have ALL been average since 2008. Each has been below the industry av erages for the past four years. * This indicates that COGS and administrative costs may both be too high and a potential problem for Apple Inc. Note, this result is consistent with the low interest coverage ratio. | Summary of Ratio Analyses * Inventories are too high. * May be paying off creditors (accounts payable) too soon. * COGS may be too high. * Selling, general, and administrative costs may be too high. | Common Size Analysis- Particulars| 2008| 2009| 2010| 2011| | 2008| 2009| 2010| 2011| Assets| | | | | | | | | | Current assets:| | | | | | | | | | Cash ; cash equivalents| 11875| 5263| 11261| 9815| | 30. 01| 9. 77| 14. 98| 8. 43| Short term marketable securities| 10236| 18201| 14359| 16137| | 25. 87| 33. 80| 19. 10| 13. 7| A/R| 2422| 3361| 5510| 5369| | 6. 12| 6. 24| 7. 33| 4. 61| Inventories| 509| 455| 1051| 776| | 1. 29| . 85| 1. 40| . 67| Differed tax assets| 1447| 2101| 1636| 2014| | 3. 66| 3. 90| 2. 18| 1. 73| Vendor non-trade receivables| -| -| 4414| 6348| | -| -| 5. 8 7| 5. 46| Other current assets| 5822| 6884| 3447| 4529| | 14. 71| 12. 78| 4. 59| 3. 89| Total current assets| 32311| 36265| 41678| 44988| | 81. 04| 67. 34| 55. 435| 38. 659| Long-term marketable securities| 2379| 10528| 5391| 55618| | 6. 01| 19. 55| 7. 171| 47. 794| Property, plant and equipment, net| 2455| 2954| 4786| 7777| | 6. 20| 5. 486| 6. 336| 6. 83| Goodwill| 207| 206| 741| 896| | . 52| . 383| . 986| . 769| Acquired intangible assets, net| 285| 247| 342| 3536| | . 72| . 495| . 455| 3. 039| Other assets| 1935| 3651| 2263| 3556| | 4. 890| 6. 780| 3. 010| 3. 056| Total assets| 39572| 53851| 75183| 116371| | 100| 100| 100| 100| | | | | | | | | | | LIABILITIES AND SHAREHOLDERS’ EQUITY:| | | | | | | | | | Current liabilities:| | | | | | | | | | Accounts payable| 5520| 5601| 12015| 14632| | 13. 942| 10. 401| 15. 981| 12. 574| Accrued expenses| 3719| 3376| 5723| 9247| | 9. 398| 6. 269| 7. 612| 7. 946| Deferred revenue| 4853| 10305| 2984| 4091| | 12. 64| 19. 136| 3. 969| 3. 516 | Total current liabilities| 14092| 19282| 20722| 27970| | 35. 611| 35. 806| 27. 562| 24. 035| Deferred revenue – non-current| 3029| 4485| 1139| 1686| | 7. 654| 8. 329| 1. 515| 1. 449| Other non-current liabilities| 1421| 2252| 5531| 10100| | 3. 591| 4. 182| 7. 357| 8. 679| Total liabilities| 18542| 26019| 27392| 39756| | 46. 856| 48. 317| 36. 434| 34. 163| Commitments and contingenciesShareholders’ equity:| | | | | | | | | | Common stock, no par value; 1,800,000 shares authorized; 929,277 and 915,970 shares issued and outstanding, respectively| 7177| 8210| 10668| 13331| | 18. 37| 15. 246| 14. 189| 11. 456| Retained earnings| 13845| 19538| 37169| 62841| | 34. 987| 36. 282| 49. 438| 54. 001| Accumulated other comprehensive income/(loss)|   Ã‚  8| 84| (46)| 443| | . 020| . 156| (. 061)| . 381| Total shareholders’ equity| 21030| 27832| 47791| 76615| | 53. 144| 51. 683| 63. 566| 65. 837| Total liabilities and shareholders’ equity| 39572| 53851| 75183| 11637 1| | 100| 100| 100| 100| Index Analysis- Particulars| 2008| 2009| 2010| 2011| | 2008| 2009| 2010| 2011| Assets| | | | | | | | | | Current assets:| | | | | | | | | | Cash ; cash equivalents| 11875| 5263| 11261| 9815| | 100| 14. 13| 27. 019| 21. 897| Short term marketable securities| 10236| 18201| 14359| 16137| | 100| 39. 204| 34. 452| 35. 870| A/R| 2422| 3361| 5510| 5369| | 100| 9. 27| 13. 221| 11. 934| Inventories| 509| 455| 1051| 776| | 100| 1. 26| 2. 522| 1. 752| Differed tax assets| 1447| 2101| 1636| 2014| | 100| 5. 79| 3. 925| 4. 477| Vendor non-trade receivables| -| -| 4414| 6348| | -| -| 10. 591| 14. 111| Other current assets| 5822| 6884| 3447| 4529| | 100| 18. 983| 8. 271| 10. 067| Total current assets| 32311| 36265| 41678| 44988| | 100| 67. 34| 55. 435| 38. 59| Long-term marketable securities| 2379| 10528| 5391| 55618| | 100| 19. 55| 7. 171| 47. 794| Property, plant and equipment, net| 2455| 2954| 4786| 7777| | 100| 5. 486| 6. 336| 6. 683| Goodwill| 207| 206| 741| 896| | 100 | . 383| . 986| . 769| Acquired intangible assets, net| 285| 247| 342| 3536| | 100| . 495| . 455| 3. 039| Other assets| 1935| 3651| 2263| 3556| | 100| 6. 780| 3. 010| 3. 056| Total assets| 39572| 53851| 75183| 116371| | 100| 100| 100| 100| | | | | | | | | | | LIABILITIES AND SHAREHOLDERS’ EQUITY:| | | | | | | | | | Current liabilities:| | | | | | | | | |Accounts payable| 5520| 5601| 12015| 14632| | 100| 10. 401| 15. 981| 12. 574| Accrued expenses| 3719| 3376| 5723| 9247| | 100| 6. 269| 7. 612| 7. 946| Deferred revenue| 4853| 10305| 2984| 4091| | 100| 19. 136| 3. 969| 3. 516| Total current liabilities| 14092| 19282| 20722| 27970| | 100| 35. 806| 27. 562| 24. 035| Deferred revenue – non-current| 3029| 4485| 1139| 1686| | 100| 8. 329| 1. 515| 1. 449| Other non-current liabilities| 1421| 2252| 5531| 10100| | 100| 4. 182| 7. 357| 8. 679| Total liabilities| 18542| 26019| 27392| 39756| | 100| 48. 317| 36. 434| 34. 63| Commitments and contingenciesShareholders’ equity:| | | | | | | | | | Common stock, no par value; 1,800,000 shares authorized; 929,277 and 915,970 shares issued and outstanding, respectively| 7177| 8210| 10668| 13331| | 100| 15. 246| 14. 189| 11. 456| Retained earnings| 13845| 19538| 37169| 62841| | 100| 36. 282| 49. 438| 54. 001| Accumulated other comprehensive income/(loss)|   Ã‚  8| 84| (46)| 443| | 100| . 156| (. 061)| . 381| Total shareholders’ equity| 21030| 27832| 47791| 76615| | 100| 51. 683| 63. 566| 65. 837| Total liabilities and shareholders’ equity| 39572| 53851| 75183| 116371| | 100| 100| 100| 100|

Short Story and Grace Paley

The brakes screech to a halt, the passengers topple over, and the child falls into a tragic death. In the short story, â€Å"Samuel,† by Grace Paley, a young boy loses his life while engaging in a risky type of playtime with his pals. Although it is a terrible happening, it makes you first ask, â€Å"Who is to blame?† After reading the story thoroughly, it becomes very evident that the boys were taking a risk, ignoring authority, and acting foolish. These boys couldn’t have known what was going to happen, but they also did nothing to prevent this tragedy. The four little boys in the story of â€Å"Samuel† are taking part in a dangerous pastime, hopping back and forth between two subway cars. Although the story does not depict the age of the boys, we can infer that they are of a responsible age. If these children are old enough to be out on their own hopping train cars, with their parents aware, then they are old enough to know the risk factors. The boy knew that this was a daring act, but continued in his carefree actions. The reader can only assume that the four boys had as much responsibility for their well-being as their caretakers did. The boys were just having fun, but there are times in life that the fun may be too costly. Alfred, Calvin, Tom, and Samuel were not aware of half of the things that could go wrong, but the older passengers, such as the mothers, could only imagine. At one point, an older lady tried to correct the kids, â€Å"You boys will be hurt. You’ll be killed.† The boys ignored the woman’s warning and laughed. If the kids would have accepted their correction with respect, things might not have ended so brutally. After reading this passage, most of us can logically assume that this wasn’t an intelligent pastime. Jumping trains and climbing walls is not the safest, nor smartest thing one can do. They had been warned by an adult of their actions. Neither the forbidding woman, nor the man who pulled the emergency cord can be faulted. The woman tried to settle the boys, and the man’s intentions are not visible. A problem occurred when the boys became foolish and too playful. The boys were callow and made matters worse by not weighing consequences on an already careless act. By their lack of discipline, authority, and sense, Samuel fell to his untimely death that day. The blame can be placed upon many different characters, but only the boys could take full responsibility for their actions under the given circumstances. It is a heart-breaking story, but it is a tragedy that could have easily been prevented.

Free Essays on Social Security Administration (SSA) Case Study

The first major problem the Social Security Administration (SSA) had was with software. SSA software resulted from decades of programming techniques. The software was a product of unplanned patchwork, with no regard give to its deterioration over time. The SSA’s files and programs were maintained on over 500,000 reels of magnetic tape. This caused problems because the magnetic tape was not very durable, and began to crack and deteriorate. There were 76 different software systems making up SSA’s basic computer operations. There were more than 1,300 computer programs, encompassing over 12 million lines of COBOL and other code. Most of the code was undocumented. Although they worked, not many people knew how or why they worked. The maintenance of the system was were complex and costly. The second major problem was the hardware. By 1982, most of the computers the SSA used had not been manufactured for over 10 years. Today, if your computer is 3-4 years old, many people would consider replacing it. New equipment would have cost approximately one million dollars annually for maintenance, but the SSA was spending more than four million dollars to keep their antiquated machines in working order. This ancient hardware forced the SSA to rely one third-party maintenance services. Hardware failure would force more than 25 percent of jobs to be abandoned before completion. The third major problem for the SSA was their telecommunications. Its 1,300 field offices need timely access to data stored at the central computer facility in Baltimore. In 1982, the telecommunications system they used was from 1966. Their primary system, Social Administration Data Acquisition and Response System (SSADARS) was designed to handle 100,000 transactions per day. One year after it was built, the system was overwhelmed. Each year teleprocessing grew by 100 percent. By 1982, the (SSADARS) network was no longer of any use due to its consta... Free Essays on Social Security Administration (SSA) Case Study Free Essays on Social Security Administration (SSA) Case Study The first major problem the Social Security Administration (SSA) had was with software. SSA software resulted from decades of programming techniques. The software was a product of unplanned patchwork, with no regard give to its deterioration over time. The SSA’s files and programs were maintained on over 500,000 reels of magnetic tape. This caused problems because the magnetic tape was not very durable, and began to crack and deteriorate. There were 76 different software systems making up SSA’s basic computer operations. There were more than 1,300 computer programs, encompassing over 12 million lines of COBOL and other code. Most of the code was undocumented. Although they worked, not many people knew how or why they worked. The maintenance of the system was were complex and costly. The second major problem was the hardware. By 1982, most of the computers the SSA used had not been manufactured for over 10 years. Today, if your computer is 3-4 years old, many people would consider replacing it. New equipment would have cost approximately one million dollars annually for maintenance, but the SSA was spending more than four million dollars to keep their antiquated machines in working order. This ancient hardware forced the SSA to rely one third-party maintenance services. Hardware failure would force more than 25 percent of jobs to be abandoned before completion. The third major problem for the SSA was their telecommunications. Its 1,300 field offices need timely access to data stored at the central computer facility in Baltimore. In 1982, the telecommunications system they used was from 1966. Their primary system, Social Administration Data Acquisition and Response System (SSADARS) was designed to handle 100,000 transactions per day. One year after it was built, the system was overwhelmed. Each year teleprocessing grew by 100 percent. By 1982, the (SSADARS) network was no longer of any use due to its consta...

Launching a New Product - Idioms in Context

Launching a New Product - Idioms in Context This short story focuses on the difficulties of launching a new product, or introducing a new idea. Learn from the definitions provided for the idioms and expressions introduced following the story and check your understanding with a short quiz. Make sure to read for gist the fist time. Launching a New Product - Story Trying to launch a new product can be a daunting task. In fact, its so hard that most people have no staying power and soon give up realizing that theyll have to cut their losses and accept defeat. There are many reasons for these difficulties, not least of which is that really new ideas often fly in the face of most peoples expectations. Just think back to the days before the cell phone. Im sure the company that created that first huge, heavy portable phone faced a lot of opposition to their product. Who ever thought wed end up carrying phones in our pockets that have also double as our personal digital assistants?!   In order to keep the ball rolling, an entrepreneur or anyone with a new idea will probably have to ruffle peoples feathers as the push for success. This ability to tilt at windmills is similar to the ability to completely ignore what, at the time, must seem like obvious advice. Its this knack for belief in spite of doubt that success hinges on. Without an almost religious conviction, its hard to continue with the order of the day of pushing your product. This is especially true when a CEO or some other important corporate know-it-all is looking daggers at you as they rake you over the coals for ever having thought of such a stupid idea. Then of course, there are those who throw a red herring into the conversation as you make your pitch to potential investors. However, in the end, you wont need to hard sell your product to those who get it. Theyll recognize your inspiration and throw caution to the wind to catch the train of your genius! Thats the day youll kick off your drive to succ ess. Definitions cut ones losses - accept that you have lost and quitfly in the face of something - be contrary to what some ideas seem to provehard sell something - try to force someone into buying something by making them believe that they need to buy it NOW!have no staying power - not be able to last a long timehinge on something - be dependent upon something else happeningkeep the ball rolling - continue supporting something by doing what is necessarykick off - begin something, usually some sort of business campaignlook daggers at someone - look at someone with intense hatredmake a pitch - introduce a business idea to someone, try to sell somethingorder of the day - the most important thing that needs to be done on an agendarake someone over the coals - strongly criticize someone for doing something wrongred herring - an argument which is introduced into a discussion to avoid talking about something more importantruffle someones feathers - insult someonethrow caution to the wind - take a chance d espite the risktilt at windmills - work against impossible odds, try to continue doing something that is hindered by others Idioms Quiz Lets keep ______________ on this project. I dont think we should quit just yet.Any artist will tell you that before success comes youll often feel as if are ______________.He had to accept defeat, ______________ his ______________ and close the business.  She ______________ her husband ______________ for his mistakes that cost them thousands.Im afraid that idea has ______________. Itll never work out.Stop ______________ me! I didnt do anything wrong, and I didnt mean to offend you.Peter knew that he was bringing a ______________ into the conversation, but he didnt want the project to move forward.Im afraid that ______________ everything I know. It cant be true.  Our success ______________ getting an investment in this project. Without funds, were lost.  Id like to ______________ at the next investors meeting. Do you think theyll have time to listen to my proposal? Quiz Answers the ball rollingtilting at windmillscut his lossesraked her husband over the coalslooking daggers atred herringflies in the face ofhinds onmake a pitch Learn more idioms in context with further stories.

All Peptide Hormones after Cell Function by Phosphorylation, while Essay

All Peptide Hormones after Cell Function by Phosphorylation, while Steroid Act by Alerting Gene Expression - Essay Example For instance, endocrine signaling involves the secretion of specific hormonal signals in the blood stream which are then distributed to other parts of the body. The first messenger molecule cannot pass through the target cell membrane, but instead are bound by specific receptors. Intracellular communication takes place when receptors activate secondary messengers or signaling proteins which convey those signals through chemical reaction to the nucleus of the cell (Marks, 2008). Proteins are the key signal processors in a cell. The incredible structural flexibility and chemical reactivity offers characteristic signal transduction property i.e., signals movement inside from outside of the cell, to all proteins. The input signals allow conformational changes in the structure altering the specific protein functions and cellular activity. Proteins capable of binding to a phosphate molecule are called phospho-proteins, and play a central role in the signaling pathway regulating various cel lular processes. Protein phosphorylation or phosphoregulation is a reversible process which regulates the protein function by covalent modification. To switch between phosphorylized and dephosphorylized states, specific kinase (tyrosine, serine/threonine) and phosphatase enzymes act respectively. Phosphorylation may either increase or decrease activity depending on specific type of enzyme. The affinity towards interacting cohort protein, enzymatic action, and subcellular localization and other functional changes are altered by protein phosphorylation (Goto, Kiyono and Inagaki, 2007). As a signaling molecule, proteins have a receiver and a transmitter module. In order to recognize and decode a specific signal, the receiver requires prior information for that signal which has to be either obtained or is genetically fixed. To coordinate signal and its exact implication, differentiation occurs exclusively in the receptor cells or target proteins. For instance, adrenaline hormonal signal has different meanings for different target tissues or target proteins control various functional consequences of phosphorylation. The intercellular signaling molecules including peptides, amino acids, amines and proteins cannot enter cell membrane and thus interact with receptors on the surface. The output signal transduction in receptor proteins results in a conformational alterations which are then differentiated by other signal transducing proteins along the pathway such as G-proteins. The chemical interactions taking place as a result of signal reception are not definite sequences, but rather diffused and complex excitation patterns (King, 2012). The hormones secreted by endocrine tissues get attached to particular plasma carrier proteins and composites are then distributed to distant parts. The receptors in the responding tissues have very high affinity for hormones and regulate metabolism of target through a coupled process. The receptors for amino acid and peptide hormones are mostly present on the cell membrane. Signal transducing receptors are classified into receptors with ability to enter cell membrane such as tyrosine kinases, tyrosine phosphatases and serine/threonine kinases, serpentine receptors which are coupled such as adrenergic and odorant receptors, and nuclear or intracellular receptors such as steroid

Annotated Bibliography for Classical Argument Paper

For Classical Argument Paper - Annotated Bibliography Example He had aimed at converting the virus into its own pre-pandemic state so that he could determine how it has changed over the past four years. According to the article, the virus that has been tweaked would make the inhabitants of the world vulnerable in the event that it escaped from the laboratory. The article goes further to state that the official at the University of Wisconsin have reassured the public that there is minimal risk of the virus finding its way out of the laboratory. The University considers the manipulation of the virus as a way of finding out how the virus can be dealt with and come up with changes that will make it less dangerous for human beings. This article will be used to (Farberov, 2014) that there are virus that have been modified such as the 2009 pandemic influenza that killed nearly half a million people globally to make it resistant to human immune system. The book focuses on immortality and whether it is a good thing as well as what you do once you acquire it. The protagonist in Lapin (2009) is a researcher in genetics known as Adam Boatwright and the immortality that he possesses is the kind that is achieved by not aging that he has discovered using his own technique. The book is among the Boatwright chronicles and this means that by the end of the book the reader will not have discovered if Adam is able to handle his condition of not aging. Adam is motivated in his research by his will to safeguard just his wife from breast cancer and throughout the novel, he pursues this agenda. Adam holds his wife in high esteem and listens to her ideas as well as taking her to an expedition that she has not prepared for. According to the author, the novel is not a sci-fi but it can be seen to treat themes of sci-fi and others that are not permissible in real life. The book by Lapin (2009) will be used to show that