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harmful effects of cancer
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There are over 200 types of cancer that can start in any type of body tissue. Most of the cancers are normally related to lifestyle, environmental and behavioral exposures. Everyone is at risk of developing cancer and there are some risk factors that increase chances of development of abnormal cells. The risk factors include carcinogens which are a class of substances that are responsible for destroying DNA, aiding or promoting cancer. Some of the common carcinogens are tobacco, radiation like x-rays, arsenic, asbestos, compounds released from car exhaust fumes (Bozzone, 2007). Another risk factor is inherited genes in a family. Cancer can be caused by genetic predisposition that is inherited by a family member. It is possible for one to be born with genetic mutations or faulty genes that increase the likelihood of developing cancer. Another risk factor is age, as people grow older, the number of possible cancer-causing mutations within the DNA increase. Another cause of cancer is immune system whereby individuals who have a problem with their immune system become susceptible to get cancer (Bozzone, 2007).
Carcinogens have a harmful effect on the body because they directly affect the cells. Carcinogens easily damage the genome in cells or even disrupt the cellular metabolic processes. They act on the DNA leading to dangerous changes or increase the rate of cell division. The change I rates of cell division results to changes in the DNA in the body. Common signs and symptoms of cancer include development of lumps that get big with time and cause discomfort. Another sign is coughing or feeling breathless for over three weeks. There are changes in bowel movements that are signs of cancer such as presence of blood in stool, constipation or diarrhea. Another is abnormal bleeding that can not be explained. Presence of suspicious moles or changes in skin can be a sign of cancer. The changes on the skin include skin looking darker, reddened, yellowish, itching or excessive growth of hair. Weight loss that can not be explained by diet or exercise over a period of months can be a sign of cancer (Bozzone, 2007).
The most dangerous type of skin cancer is melanoma (Sharfman, 2012). It results from the development of cancerous growths when some unrepaired DNA damages to the skin cells cause mutation leading to rapid multiplication of skin cells leading to the formation of malignant tumors. It mainly occurs on face, head and neck and is difficult to treat since it grows large. It can grow into the skin and end up reaching lymphatics, blood vessels and also spread into the various organs of the body (Sharfman, 2012). Removing them from affected areas is quite disfiguring to the entire body.
Regular cancer checkups are important because they help to detect cancer while it is still at its early stages. These checkups help in looking for early sign or cancer or some indications that an individual is likely to develop cancer in future. In many cases, if cancer is detected early, there is a high chance for its treatment to be successful. Screening tests can not fully diagnose cancer and there is need for further investigations so as to confirm the results from the screening test.
References
Bozzone, D. (2007). Causes of cancer. New York: Chelsea House.
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Sharfman, W. (2012). Melanoma. New York: Demos Medical Pub.
Amazons New Store Utility Computing
Amazon’s New Store: Utility Computing
What technology services does Amazon provide? What are the business advantages to Amazon and to subscribers of these services? What are the disadvantages of each? What kinds of businesses are likely to benefit from these services?
Amazon offers cloud computing, also referred to as utility computing. Utility provides such as natural gas, electricity and water, Amazon offers computing capacity to other businesses, which need to pay only what they utilize. Similar to other firms, Amazon utilized only a small part of its whole computing capability at a given time. The company’s infrastructure is well-thought-out by several people and business to be one of the vigorous globally. Users to the Simple Storage Service (S3) may utilize only what they require without necessarily buying their own software and hardware and lowers the total expenses of ownership of large and small-sized businesses. Business advantages of this service indicate that the company can generate more revenue from other business by offering its additional computing capacity to those that need the service. Their system is reliable and scalable for both the company and its subscribers. Furthermore, the Elastic Compute Cloud (EC2) services permits enterprises to use Amazon’s services for computing purposes without incurring overhead costs (Neumann, 2010).
In consideration of the above statements, companies may want to work with reputable names in computing utility industry; however, Amazon is not well known as a technology firm as its core business entails retailing. Nonetheless, its rivals such as HP, Sun Microsystems, and IBM might keep on Amazon’s lead and provide utility computing without engaging service-level benefits. Some enterprises are conscious on using a supplier which does not provide SLAs but pledge the accessibility of services in relation to time. The advancement of Amazon Web Services (AWS) can be hazardous to its Web services path and its own retail line if the company does not place itself to deal with the rise in demand on its infrastructure. In addition, the other advantage is that the clients might experience cost-effectiveness in the service and possesses no recompense because there is no service level contract, but only Amazon’s word will sustain 99.9% accessibility (Murty, 2009). Small and large enterprises could profit from utilizing AWS whereby the service discharges small enterprise from TCO with its own infrastructural system. AWS generates the opportunity for other enterprises to work at Web scale minus making the fault that Amazon has committed and learn from the mistake. Huge enterprises may utilize AWS as an auxiliary unit without raising their hardware and related to TCO (Neumann, 2010).
AWS subscribers comprise Mile Meter, Inc.; Webmail.us; Powerset, an up-and-coming search engine firm; Dropbox, Inc., and SmugMug Inc., All these services concentrate on Amazon’s services to eradicate the need for needless hardware, all whilst decreasing costs. Though Amazon has likewise lured in greater profile customers like Linden Lab ,Microsoft as well as The Nasdaq, these firms’ utilizes of AWS are principally restricted to a need for augmented capacity during customer spikes during downloads and upgrades of non-transactional, unsafe data. Therefore, supposing Amazon is capable of overpowering its current consistency restraints, AWS might be taken as a computing supplier, which is appropriate for companies of all sizes (Neumann, 2010).
2.How do the concepts of capacity planning, scalability and TCO apply to this case? Apply these concepts both to Amazon and to subscribers of its services.
Moreover, entrenched in the feasibility and triumph of AWS and its paybacks to customers is the idea of scalability as well as capacity planning. Consequently, capacity planning might described as the procedure of forecasting when a hardware system of a computer has become saturated to make sure those sufficient computing resources accessible for work of diverse priorities and that the company has adequate computing capability for its present and future needs. Undervaluing scalability and capacity planning would likely to create shortages for Amazon business and its customers while overvalues will impact the company’s financial assets. Certainly, Amazon should plan its future requirements to be in a good position to offer adequate computing power for both Amazon retail services and AWS, absence of which will lead to the abovementioned rejection by the users. Correlated to capacity planning is the concept of scalability, which is the capacity of a product, computer, or system to enlarge to serve huge number of subscribers without breaking down. Scalability is related to both AWS and Amazon users. Amazon should be able to offer its clients with services, which are scalable as it asserts to do in its website. Amazon claims to have the capacity to deal with both unanticipated spikes in client usage and continuous growth of customers (Murty, 2009). Despite Amazon’s assertions, scalability is only viable with effective and appropriate capacity planning. Amazon needs to maintain the total TCO of its present services, all whilst making sure its produces revenue from it. Finally, if Amazon fails to offer consistent scalability, it will likely to lose clients to rival companies having the capacity to provide these services (Garfinkel, 2009).
3.Search the Internet for companies that supply utility computing. Select 2 or 3 companies and compare them to Amazon. What services do these companies provide? What promises do they make about availability? What is their payment model? Who is their target client? If you were launching a Web startup business, would you choose one of these companies over Amazon for Web services? Why or why not? Would your answer change if you were working for a larger company and had to make a recommendation to the CTO?
In the current business environment, there are several companies, which offer utility computing services. Florida-based DC Wirenet that specializes in offering end-to-end services, IT support, IT outsourcing, internet marketing search engine optimization (SEO) , web design and maintenance , hoisting exchange and database driven website. Similar to Amazon, DC Wirenet guarantees a professional and consistent infrastructure with minimal downtime, also promising quality end-user productivity , minimized risks to mission-crucial information and systems, dynamic levels of their systems control as well as lowered pressures on internal IT resources. Whilst pricing for AWS is very detailed and transparent the payment archetypal for DC Wirenet is not publicized on their systems. This company has smaller customer base as compared to Amazon, and nonetheless, might choose to modify prices to the customer’s needs. Similarly, DC Wirenet’ target customer is smaller private firms who are in geographic closeness to the firm’s major office. Similarly, DC Wirenet’s target consumer is smaller private firms who are in geographical propinquity to the firm’s chief offices. DC Wirenet is a firm that is perfect for smaller firms seeking to work closely with its cloud computing supplier. Nevertheless, bigger firms might still opt for more well-known firms like Amazon, which might have more assets and may advance a faster pace to offer the most groundbreaking as well as state-of-the-art cloud technology (Antonopoulos & Gillam, 2010).
The other cloud computing utility company is Google’s App that has developed as a frontrunner in the in the computing industry beside Amazon since its formation in 2008. Both companies advertise the same set of far-reaching services and competitive advantages, like pay-as-you-go price structures and a dependable infrastructure, with an equivalent 99.9 percent uptime promise. Nevertheless, the Google’s main diversity from Amazon is its main Platform-as-a-Service package that concentrates on Google’s present structure. This allows exceedingly scalable applications to be designed, utilizing extensively accessible data and structures, like Python, Java, and Django. Whilst the platform-as-a-service idea has permitted Google to be more flexible, Amazon still demonstrates to be more dynamic: Google Inc. restrict developers to its supported apps, languages, and database while Amazon offers developers the choice to use their desired OS and software. Moreover, Google positions a limit on several of its Web services, which is not similar to the unrestricted capability ceilings provided by Amazon. Fundamentally, determining between household products like Amazon and Google is dependent on the extent of flexibility organizations need and the extent to which the profits of these platforms underwrites to the organization’s development and direction (Vliet& Paganelli, 2011).
4.Think of an idea for a Web-based startup business. Explain how this business could utilize Amazon’s S3 and EC2 services.
It has been established that Amazon’s dynamic and pay-as-you-go offers an opportunity for those people who need to start up a Web-based enterprise since it offers a competitive advantage over rival firms, which need service contracts or buy its own storage. Through using Amazon’s EC2 and S3, customers’ pays precisely what they utilize, and it offers inexpensive; nevertheless, quick method for business to stock data on a system. Thus, a model of business that could be an e-business network, for example, Mudah.my in which customers could purchase and find employment opportunities, houses for sale, and search cars for sales and mobile phone sale in the expanse expediently. By using S3, the enterprise could keep XML model of the objects where it is used to host and store objects visited by clients. In relation to EC2, the company has complete control on the machines and selection of the environment. The company might run its individual server in the data center and EC2 functions as a system administrator. Thus, by using EC2 and S3 would assist the company towards cost-effective business and superfluous set-up of any hardware (Vliet& Paganelli, 2011).
References
Antonopoulos, N., & Gillam, L. (2010). Cloud computing: Principles, systems and applications. London: Springer.
Garfinkel, S (2009). Abelson, Hal, ed. Architects of the Information Society, Thirty-Five Years of the Laboratory for Computer Science at MIT. MIT Press. ISBN 978-0-262-07196-3.
Hellerstein, J. L., Diao, Y., & Parekh, S. (2004). Feedback Control of Computing Systems. Hoboken: John Wiley & Sons.
Murty, J. (2009). Programming Amazon Web Services: S3, EC2, SQS, FPS, and SimpleDB. Sebastopol: O’Reilly Media, Inc.
Neumann, D. (2010). Economic models and algorithms for distributed systems. Basel: Birkhäuser.
Shroff, G. (2010). Enterprise cloud computing: Technology, architecture, applications. Cambridge: Cambridge University Press.
Teolis, A. (1998). Computational signal processing with wavelets. Boston [u.a.: Birkhäuser.
Vliet, J. ., & Paganelli, F. (2011). Programming Amazon EC2. Sebastopol, CA: O’Reilly Media.
Harley-Dvaidson
Table of Contents
TOC o “1-3” h z u Introduction PAGEREF _Toc369765328 h 1PEST ANALYSIS PAGEREF _Toc369765329 h 1Political PAGEREF _Toc369765330 h 1Economical PAGEREF _Toc369765331 h 2Social PAGEREF _Toc369765332 h 2Technological PAGEREF _Toc369765333 h 3PORTERS FIVE FORCES ANALYSIS PAGEREF _Toc369765334 h 3Internal Rivalry PAGEREF _Toc369765335 h 3Potential Entrants PAGEREF _Toc369765336 h 4Substitutes PAGEREF _Toc369765337 h 4Power of suppliers PAGEREF _Toc369765338 h 4Power of Customers PAGEREF _Toc369765339 h 4References PAGEREF _Toc369765340 h 5
IntroductionHarley Davidson has erected a brand that is further than just the spread eagle on a weight echoing motorbike, but for those who buy a Harley they are acquiring a way of life, an involvement, or portion of American ethos. In line to this distinguishing feature Harley has been capable to charge a best for its merchandises and still be prosperous alongside its lesser rated rivalry. Harley erected upon this existence when it shaped the Harley Owners’ Group (HOG). Harley would endorse displays, gatherings and trips through HOG in the US and even in other nations. This aided to shape its sought-after copy into additional of a high-class club.
PEST ANALYSISPoliticalThe company confronts a advantageous administrative setting. Motorbikes are added into the financial incentive suite, approved into statute by the Barack Obama Administration that proposes tax assumptions to purchasers. This incentive allows customers to obtain deductions for their attainments on the tax revenues, which in turn offers purchasers an inducement that might push them from the “on the barrier purchaser” to client position (Wachter, 2009).
Additional party-political consequence that might favor Harley-Davidson is the widespread customer defense law approved last season; the guidelines have hugged the footbrakes on sales of all-terrain cars and small dirt motorbikes envisioned for use by kids 12 and below. Meanwhile the new rules went into effect a luxurious inventory of them has heaped up as customers across the nation are turned away without their new trips. (Cate, 2009). This limits their contestants and eliminates alternates and or any chance cost that can push customers to devote more cash on Harley-Davidson’s motorbikes.
EconomicalThe company has been quite profitable in the past couple of years. There are merely a limited businesses working within the motorbike manufacturing with fair to reasonable rivalry. Based on the Porters five forces examination there are insufficient companies improbable to happen because of great fences of admission into the marketplace. Henceforth, Harley-Davidson will endure to lead in the business because of its maintainable benefit of merchandise differentiation. Economically Harley-Davidson is in a position for trade. Also, within the U.S. economy Harley-Davidson grips the mainstream motorbike transactions. Consequently, even while business growing is deteriorating, Harley-Davidson transactions and other motorbike sales are expected to upsurge.
SocialAs previously mentioned, social factors play a large role in the external industry in which Harley-Davidson operates. While buyer power is weakened due to large product differentiation, most loyal customers to Harley-Davidson has a defined lifestyle-brand image that characterizes its buyers. Even with moderate switching costs, buyers are not likely to switch to substitutes because of these social factors. Other competitors such as Yamaha, Winnebago, and Honda Manufacturers such as Honda offer competitive but different lifestyles which define the buyer. In this way competition is weakened due to differences in lifestyle and strong brand loyalty.
TechnologicalHarley-Davidson’s competitions are all repeatedly trying to revolutionize their merchandises in order to achieve economical advantage. Astonishingly, Harley-Davidson and further Motorcycle companies do not take benefit of the equipment presently in use that scholarships their motorbikes more inexpensive gas mileage. Through new machineries developing for best engine presentation, this may be a approach that Harley-Davidson must merge into their motorcycles. “MAST, Inc. has industrialized an oil sensor device to deliver modest, easy-to-use watching of the rudimentary possessions of locomotive oil, and permit vehicle titleholders to change the oil at breaks that enhance engine performance” (Mircromem, 2009).
PORTERS FIVE FORCES ANALYSISInternal RivalryPrimarily, there are merely four major companies manufacturing motorbikes, so the marketplace is focused. Yamaha, Suzuki and Honda are the further three chief contributors apart from Harley-Davidson. These contestants are extra diverse and they own superior monetary and market possessions. This is a danger to Harley-Davidson as competition is violent. Usually, Harley-Davidson has been in control of the marketplace in surplus of 50% in the past. Nevertheless, currently the market share has reduced by 50% due to competitions increasing their collection of hardwearing motorcycle manufacture and deliberately changing their advertising and changing their flair of motorbikes. Harley-Davidson is progressively trusting on their brand name to withstand and shape its purchaser capacity.
Potential EntrantsThe heavy duty motorbike engineering is extremely wealth focused. As with other manufacturing businesses, there occur major economies of scale. On a minor gauge, supervising marginal costs as manufacture upsurges can be disapproving since the wealth obligation for engineering comparable merchandises is very great. Remarkable economies of scale are the main aim why there or only for chief members in the motorbike marketplace. Nonetheless, there are numerous small-scale manufactures that make modified motorbikes but they don’t produce a big enough amount to bully the business of Harley-Davidson.
SubstitutesFirstly, it is unmistakable that Harley-Davidsons’ motorcycles are luxury items, so there are few close substitutes for heavyweight motorcycles. Yamaha, Honda and Suzuki all manufacture motorcycles, which are smaller and quicker and act as a substitute for Harley-Davidson bikes. These motorcycles need a dissimilar riding grace and their product designations are not as respected as ‘Harley-Davidson’. On the other hand, these heavy-duty motorbikes project an exclusive and elegant appearance that is a motivating force in a customer’s judgment to buy.
Power of suppliersHarley-Davidson operates on nearly each point of manufacture from basic essential raw resources to the delivery of finished motorbikes to its variety of traders. Since there are an widespread range of wholesalers prevailing so if one contractor makes conclusions that are not advantageous to the trade of Harley-Davidson they can basically change from one dealer to the next minus affecting trade manufacture.
Power of CustomersHarley-Davidson’s clienteles are discrete customers, this means if they reject to accommodate, they still will not be able to affect the economic placing of the business. Additionally, the amount of traders about the domain is less and they are dependent in separate clienteles. This also means that this cannot touch Harley-Davidson’s financial situation as a trade.
Conclusion
According to the background research and the knowledge of Harley Davidson, as a brand, it is imperative for the executives to carry out both Porter’s five force analysis as well as the PEST analysis. Five forces analysis is required to understand the Macro-environment analysis and PEST is required to understand the various other forces which are peripheral to venture into a new market and understand the variables that define the market attractiveness index for a particular country or region.
ReferencesDe Wit, Bob and Meyer, Ron (2005) Strategy Synthesis. Second edition. London: Thomson Learning. Print ISBN 1 86152 965 1.
Johnson, Gerry; Scholes, Kevan; and Whittington, Richard (2005) Exploring Corporate Strategy. Seventh edition. Harlow, Essex: Pearson Education. Print ISBN 0 273 68734 4. Available through Voyager (UH LIS main catalogue) as an electronic resource.Mintzberg, Henry; Ahlstrand, Bruce; and Lampel, Joseph (1998) Strategy Safari: The Complete Guide Through the Wilds of Strategic Management. Harlow, Essex: Pearson Education. Print ISBN 0 273 65636 8.
Mintzberg, Henry; Ahlstrand, Bruce; and Lampel, Joseph (2008) Strategy Safari: The Complete Guide Through the Wilds of Strategic Management. Second edition. Print ISBN 0 273 71958 0.