This document discusses addiction, including definitions and issues. It describes addiction as maintaining a relationship with something despite known negative consequences. Key issues discussed are health impacts on individuals and families. A 12-step program is presented as one strategy for wellness. Counselors face challenges in treating addiction, but also have strengths, and self-care is important to prevent burnout.
The document discusses theories of attitudes and how they are formed. It describes attitudes as lasting evaluations of people, objects, or issues. Several models are presented, including the ABC model of attitudes which involves affect, behavior, and cognition. Different hierarchies of effects are discussed regarding how attitudes are formed, including standard, low-involvement, and experiential hierarchies. Theories addressed include cognitive dissonance theory and self-perception theory. Social judgment theory and balance theory also explain how people assimilate new information based on existing attitudes.
This document discusses ethics and social responsibility in marketing strategy. It covers dimensions of social responsibility including economic, legal, ethical and philanthropic responsibilities. It also discusses sustainability, marketing ethics and strategy, and challenges of being ethical. Key topics include regulating marketing ethics through codes of conduct, and incorporating ethics and social responsibility into strategic planning.
6.2. evaluating and controlling marketing activitiestellstptrisakti
The document discusses evaluating and controlling marketing activities. It explains that a marketing strategy may differ from what is actually implemented. There are four possible reasons for this difference: an inappropriate strategy, inappropriate implementation, mismanaged implementation process, or changes in the internal/external environment. The document outlines a framework for marketing control that includes formal controls like input, process, and output controls, as well as informal controls like employee self-control, social control, and cultural control. Successful implementation also requires scheduling specific marketing activities and determining the sequence and timing of activities.
This document discusses marketing implementation and control. It covers the link between marketing planning and implementation, noting they are interdependent and must constantly evolve. It also discusses elements of implementation like shared goals, marketing structure, resources and leadership. Approaches to implementation discussed include command, change, consensus and viewing it as organizational culture. The document emphasizes that internal marketing is key to getting employees motivated and coordinated to implement strategies for external customer satisfaction.
The document discusses marketing strategies for companies facing a declining market or product. It identifies several factors for companies to consider: potential loyal customer segments that could prolong the product's life; the product's market position and ability to attract customers from competitors; the company's low-cost structure allowing prices to remain viable. It outlines strategic options such as divesting the product, harvesting remaining profits, maintaining on a smaller scale, surviving as a niche player. Finally, it advises marketers not to give up and instead look for acquisition opportunities of competitors exiting the market.
This document discusses marketing strategies for mature markets. It recommends that firms in mature markets focus on generating cash flow, holding market share, and stealing market share from competitors. Additional strategies include increasing a firm's share of each customer's needs, differentiating products through quality and service, maintaining a low cost position, and pursuing options to grow the market such as line extensions or expanding distribution. The key is to sustain competitive advantages, pursue growth opportunities, and maintain customer satisfaction in order to survive shakeouts within mature industries.
This document discusses addiction, including definitions and issues. It describes addiction as maintaining a relationship with something despite known negative consequences. Key issues discussed are health impacts on individuals and families. A 12-step program is presented as one strategy for wellness. Counselors face challenges in treating addiction, but also have strengths, and self-care is important to prevent burnout.
The document discusses theories of attitudes and how they are formed. It describes attitudes as lasting evaluations of people, objects, or issues. Several models are presented, including the ABC model of attitudes which involves affect, behavior, and cognition. Different hierarchies of effects are discussed regarding how attitudes are formed, including standard, low-involvement, and experiential hierarchies. Theories addressed include cognitive dissonance theory and self-perception theory. Social judgment theory and balance theory also explain how people assimilate new information based on existing attitudes.
This document discusses ethics and social responsibility in marketing strategy. It covers dimensions of social responsibility including economic, legal, ethical and philanthropic responsibilities. It also discusses sustainability, marketing ethics and strategy, and challenges of being ethical. Key topics include regulating marketing ethics through codes of conduct, and incorporating ethics and social responsibility into strategic planning.
6.2. evaluating and controlling marketing activitiestellstptrisakti
The document discusses evaluating and controlling marketing activities. It explains that a marketing strategy may differ from what is actually implemented. There are four possible reasons for this difference: an inappropriate strategy, inappropriate implementation, mismanaged implementation process, or changes in the internal/external environment. The document outlines a framework for marketing control that includes formal controls like input, process, and output controls, as well as informal controls like employee self-control, social control, and cultural control. Successful implementation also requires scheduling specific marketing activities and determining the sequence and timing of activities.
This document discusses marketing implementation and control. It covers the link between marketing planning and implementation, noting they are interdependent and must constantly evolve. It also discusses elements of implementation like shared goals, marketing structure, resources and leadership. Approaches to implementation discussed include command, change, consensus and viewing it as organizational culture. The document emphasizes that internal marketing is key to getting employees motivated and coordinated to implement strategies for external customer satisfaction.
The document discusses marketing strategies for companies facing a declining market or product. It identifies several factors for companies to consider: potential loyal customer segments that could prolong the product's life; the product's market position and ability to attract customers from competitors; the company's low-cost structure allowing prices to remain viable. It outlines strategic options such as divesting the product, harvesting remaining profits, maintaining on a smaller scale, surviving as a niche player. Finally, it advises marketers not to give up and instead look for acquisition opportunities of competitors exiting the market.
This document discusses marketing strategies for mature markets. It recommends that firms in mature markets focus on generating cash flow, holding market share, and stealing market share from competitors. Additional strategies include increasing a firm's share of each customer's needs, differentiating products through quality and service, maintaining a low cost position, and pursuing options to grow the market such as line extensions or expanding distribution. The key is to sustain competitive advantages, pursue growth opportunities, and maintain customer satisfaction in order to survive shakeouts within mature industries.
During the growth stage of a product, companies should leverage perceived advantages to secure a strong market position. They should establish a clear brand identity through promotional campaigns and create unique positioning through advertising that stresses benefits. Companies should also maintain quality control, maximize availability through distribution and promotion, balance price and demand, and monitor competitors. For pioneers in growth markets, strategic options include fortress defense, flanker defense, confrontation, market expansion, and contraction. Retaining current customers involves maintaining satisfaction and loyalty while discouraging switching. Challengers can use flanking attacks, frontal attacks, encirclement strategies, or leapfrogging.
The document discusses marketing strategies during the introduction stage of a new product. It outlines six key strategies: 1) Attracting customers through advertising, PR, and publicity; 2) Inducing customers to try the product through samples and pricing incentives; 3) Engaging in customer education; 4) Strengthening distribution channel relationships; 5) Building availability through trade promotion; 6) Setting pricing objectives to balance investment and market realities. It also categorizes new products based on their newness and discusses advantages of pioneering vs following strategies.
The document discusses the product life cycle and market life cycle. It focuses on the development stage of these cycles. During the development stage of the product life cycle, a firm experiences no sales revenue and a net cash outflow as they develop new products and incur expenses. For the market life cycle, the development stage involves conceptualizing a new product based on customer needs and benefits, analyzing feasibility, and test marketing before full launch. The goal is to identify customer needs correctly and develop strong products to set up success entering the introduction stage. Over 80% of new products fail, so effective development is crucial.
This document discusses marketing positioning strategies. It defines positioning as creating distinct and valued differences between a product and competitors as perceived by customers. Critical aspects of positioning include being distinct, valued, physical, and perceptual to customers. The document outlines steps for creating a favorable position, including identifying customer needs and evaluating competitors. It also discusses tools for assessing market segments like a segment rating chart and market attractiveness/competitive position matrix. Finally, it compares physical and perceptual positioning analysis and outlines steps in the positioning process.
The document discusses differentiation and positioning strategies. It defines differentiation as creating differences in a firm's product that set it apart from competitors through distinct features, services, or characteristics. Positioning refers to creating a mental image of the product and its benefits in the minds of customers. While differentiation is based on the actual product, positioning depends on customers' perceptions of the product's real or perceived advantages relative to others. The document also notes that differentiation can be achieved through product descriptors or customer support services.
This document discusses branding strategies and key branding concepts. It covers basic branding decisions around product identification, comparison shopping, and risk reduction. Branding can enhance self-image and product loyalty. The document also discusses strategic brand alliances and how branding builds brand value through recognition, preference, and insistence. Customers who are brand insistent will go out of their way to find and purchase their favorite brand.
The document discusses various targeting strategies for companies including single segment targeting, selective targeting, mass market targeting, product specialization, market specialization, niche-market strategy, mass-market strategy, growth-market strategy, and global market segmentation. The strategies allow companies to focus their marketing efforts on specific customer segments or markets to attract customers.
This document discusses market segmentation and targeting. It defines market segmentation as dividing a market into distinct groups of customers with distinct needs, characteristics, and behaviors. The key benefits of segmentation are identifying new product opportunities, designing effective marketing programs for groups, and improving resource allocation. However, segmentation risks missing customers that don't fit segments and misjudging target markets. The document outlines traditional and individualized segmentation approaches and criteria for successful segmentation like identifiable segments that are substantial, accessible, and responsive. It also discusses defining segments using demographic, geographic, behavioral, and other descriptors for both consumer and business markets.
The document discusses various methods for forecasting market opportunities and their advantages and limitations. It describes statistical methods that use past data but don't work for new products, observation methods that require prior examples, survey methods that provide opinions that may not reflect reality, analogy methods that compare to similar past products but conditions may differ, judgment methods based on experience but hard to defend, and market test methods that are most accurate but also expensive.
There are four key types of systematic market knowledge systems that provide essential information for assessing markets and industries: internal records, marketing databases, competitive intelligence systems, and client contact systems. Additionally, targeted marketing research can provide insights into particular marketing challenges. Sales forecasts can be generated using either a top-down or bottom-up approach, and utilizing both concurrently is recommended as each has different strengths and insights that provide greater confidence if the results are similar. The six evidence-based forecasting methods outlined are statistical, observation, surveys, analogy, judgment, and market tests.
The document discusses conducting a situation analysis for marketing strategy. It covers:
1) A situation analysis describes current and future issues and trends affecting the internal, customer, and external environments. This gives an organization a "big picture" of how to deliver value.
2) Issues to consider include objectives, resources, customers, competition, economic conditions, regulations and more.
3) Conducting an analysis requires evaluating data, not just collecting it. The benefits of analysis must outweigh the costs. It is a challenging exercise.
4) A SWOT analysis is an effective tool to structure the assessment of strengths, weaknesses, opportunities and threats. It helps uncover competitive advantages to leverage in strategy.
This document discusses cost-based pricing strategies and compares traditional costing approaches to activity-based costing. Traditional costing allocates overhead expenses arbitrarily, which can reduce customer value. Activity-based costing links resource expenses to the variety and complexity of goods and services, yielding more accurate cost information. However, when setting prices, customers care more about the value of the product to themselves rather than the production costs to the firm.
This document provides an overview of the factor comparison and point methods for quantitative job evaluation. It includes examples of how to rank jobs based on compensable factors like mental requirements, physical demands, skills, responsibilities, and working conditions. Tables show rankings of sample jobs and constructing a job comparison scale. Diagrams illustrate defining degrees for factors and assigning evaluation points. The goal is to develop a standardized, objective way to determine the relative value of jobs to establish competitive pay plans.
This document discusses how to create a market-competitive pay plan. It outlines a 5-step process for establishing pay rates: 1) conducting a salary survey, 2) evaluating jobs, 3) grouping similar jobs into pay grades, 4) pricing each pay grade, and 5) fine-tuning pay rates. It also covers topics like competency-based pay, executive compensation, the gender pay gap, and using HRIS systems to automate compensation administration. The overall goal is to develop a pay structure that attracts and retains employees while remaining fiscally responsible.
This document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides examples of how each method works and the general steps involved. Key factors that are evaluated include skills, effort, responsibility, and working conditions. Legal considerations for compensation are also reviewed, such as the Equal Pay Act and other anti-discrimination laws. The overall process of job evaluation is outlined as identifying the need, choosing a committee, performing the evaluation, and getting employee cooperation.
The document discusses the basic factors that determine pay rates, including job evaluations, salary surveys, and addressing issues of equity both within a company and compared to external market salaries. It provides steps for companies to establish pay rates, including determining the worth of jobs, conducting salary surveys, grouping similar jobs into pay grades, setting pay grade rates, and fine-tuning individual pay rates. Legal considerations that can impact compensation are also reviewed.
This document discusses sources and uses of working capital. Sources that increase working capital include accrual net income, sale of long-term assets, increases in long-term liabilities, and issuance of stock. Uses that decrease working capital include accrual net losses, purchase of long-term assets, payment of long-term liabilities, redemption of stock, and payment of dividends. Working capital is increased by inflows from operations, asset sales, borrowing, and equity financing, and decreased by outflows from losses, asset purchases, debt repayment, stock buybacks, and dividends.
This document is from a textbook about career management. It discusses several topics related to career development, including the traditional versus career planning-oriented focuses of human resource activities, different roles in career development for individuals, employers and managers, and practices that employers can adopt to support career planning and development for employees. It also covers topics like mentoring programs, enhancing diversity in career management, and innovative corporate career development initiatives.
This document discusses career management and making promotion decisions. It covers identifying career stages, measuring competence, formal or informal promotion processes, and vertical vs horizontal promotions. Key terms related to career management, development, and promotions are defined. Appendices provide tools for identifying career orientations, anchors, and appropriate occupations. They also offer guidance on job searching, resume writing, online profiles, interviews, and other career management activities.
This document discusses evaluating net cash flows from operations. It explains that a business can have positive net income but negative cash flow, or vice versa. The statement of cash flows reconciles net income to net cash flow from operations by adjusting for changes in current asset and liability accounts. It describes the direct and indirect methods for determining cash flows from operations, noting the indirect method is more commonly used. Key questions the statement of cash flows can answer include how cash position changed from operating, investing and financing activities. The objective is to identify cash inflows and outflows within these activities from the start to end of an accounting period.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
During the growth stage of a product, companies should leverage perceived advantages to secure a strong market position. They should establish a clear brand identity through promotional campaigns and create unique positioning through advertising that stresses benefits. Companies should also maintain quality control, maximize availability through distribution and promotion, balance price and demand, and monitor competitors. For pioneers in growth markets, strategic options include fortress defense, flanker defense, confrontation, market expansion, and contraction. Retaining current customers involves maintaining satisfaction and loyalty while discouraging switching. Challengers can use flanking attacks, frontal attacks, encirclement strategies, or leapfrogging.
The document discusses marketing strategies during the introduction stage of a new product. It outlines six key strategies: 1) Attracting customers through advertising, PR, and publicity; 2) Inducing customers to try the product through samples and pricing incentives; 3) Engaging in customer education; 4) Strengthening distribution channel relationships; 5) Building availability through trade promotion; 6) Setting pricing objectives to balance investment and market realities. It also categorizes new products based on their newness and discusses advantages of pioneering vs following strategies.
The document discusses the product life cycle and market life cycle. It focuses on the development stage of these cycles. During the development stage of the product life cycle, a firm experiences no sales revenue and a net cash outflow as they develop new products and incur expenses. For the market life cycle, the development stage involves conceptualizing a new product based on customer needs and benefits, analyzing feasibility, and test marketing before full launch. The goal is to identify customer needs correctly and develop strong products to set up success entering the introduction stage. Over 80% of new products fail, so effective development is crucial.
This document discusses marketing positioning strategies. It defines positioning as creating distinct and valued differences between a product and competitors as perceived by customers. Critical aspects of positioning include being distinct, valued, physical, and perceptual to customers. The document outlines steps for creating a favorable position, including identifying customer needs and evaluating competitors. It also discusses tools for assessing market segments like a segment rating chart and market attractiveness/competitive position matrix. Finally, it compares physical and perceptual positioning analysis and outlines steps in the positioning process.
The document discusses differentiation and positioning strategies. It defines differentiation as creating differences in a firm's product that set it apart from competitors through distinct features, services, or characteristics. Positioning refers to creating a mental image of the product and its benefits in the minds of customers. While differentiation is based on the actual product, positioning depends on customers' perceptions of the product's real or perceived advantages relative to others. The document also notes that differentiation can be achieved through product descriptors or customer support services.
This document discusses branding strategies and key branding concepts. It covers basic branding decisions around product identification, comparison shopping, and risk reduction. Branding can enhance self-image and product loyalty. The document also discusses strategic brand alliances and how branding builds brand value through recognition, preference, and insistence. Customers who are brand insistent will go out of their way to find and purchase their favorite brand.
The document discusses various targeting strategies for companies including single segment targeting, selective targeting, mass market targeting, product specialization, market specialization, niche-market strategy, mass-market strategy, growth-market strategy, and global market segmentation. The strategies allow companies to focus their marketing efforts on specific customer segments or markets to attract customers.
This document discusses market segmentation and targeting. It defines market segmentation as dividing a market into distinct groups of customers with distinct needs, characteristics, and behaviors. The key benefits of segmentation are identifying new product opportunities, designing effective marketing programs for groups, and improving resource allocation. However, segmentation risks missing customers that don't fit segments and misjudging target markets. The document outlines traditional and individualized segmentation approaches and criteria for successful segmentation like identifiable segments that are substantial, accessible, and responsive. It also discusses defining segments using demographic, geographic, behavioral, and other descriptors for both consumer and business markets.
The document discusses various methods for forecasting market opportunities and their advantages and limitations. It describes statistical methods that use past data but don't work for new products, observation methods that require prior examples, survey methods that provide opinions that may not reflect reality, analogy methods that compare to similar past products but conditions may differ, judgment methods based on experience but hard to defend, and market test methods that are most accurate but also expensive.
There are four key types of systematic market knowledge systems that provide essential information for assessing markets and industries: internal records, marketing databases, competitive intelligence systems, and client contact systems. Additionally, targeted marketing research can provide insights into particular marketing challenges. Sales forecasts can be generated using either a top-down or bottom-up approach, and utilizing both concurrently is recommended as each has different strengths and insights that provide greater confidence if the results are similar. The six evidence-based forecasting methods outlined are statistical, observation, surveys, analogy, judgment, and market tests.
The document discusses conducting a situation analysis for marketing strategy. It covers:
1) A situation analysis describes current and future issues and trends affecting the internal, customer, and external environments. This gives an organization a "big picture" of how to deliver value.
2) Issues to consider include objectives, resources, customers, competition, economic conditions, regulations and more.
3) Conducting an analysis requires evaluating data, not just collecting it. The benefits of analysis must outweigh the costs. It is a challenging exercise.
4) A SWOT analysis is an effective tool to structure the assessment of strengths, weaknesses, opportunities and threats. It helps uncover competitive advantages to leverage in strategy.
This document discusses cost-based pricing strategies and compares traditional costing approaches to activity-based costing. Traditional costing allocates overhead expenses arbitrarily, which can reduce customer value. Activity-based costing links resource expenses to the variety and complexity of goods and services, yielding more accurate cost information. However, when setting prices, customers care more about the value of the product to themselves rather than the production costs to the firm.
This document provides an overview of the factor comparison and point methods for quantitative job evaluation. It includes examples of how to rank jobs based on compensable factors like mental requirements, physical demands, skills, responsibilities, and working conditions. Tables show rankings of sample jobs and constructing a job comparison scale. Diagrams illustrate defining degrees for factors and assigning evaluation points. The goal is to develop a standardized, objective way to determine the relative value of jobs to establish competitive pay plans.
This document discusses how to create a market-competitive pay plan. It outlines a 5-step process for establishing pay rates: 1) conducting a salary survey, 2) evaluating jobs, 3) grouping similar jobs into pay grades, 4) pricing each pay grade, and 5) fine-tuning pay rates. It also covers topics like competency-based pay, executive compensation, the gender pay gap, and using HRIS systems to automate compensation administration. The overall goal is to develop a pay structure that attracts and retains employees while remaining fiscally responsible.
This document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides examples of how each method works and the general steps involved. Key factors that are evaluated include skills, effort, responsibility, and working conditions. Legal considerations for compensation are also reviewed, such as the Equal Pay Act and other anti-discrimination laws. The overall process of job evaluation is outlined as identifying the need, choosing a committee, performing the evaluation, and getting employee cooperation.
The document discusses the basic factors that determine pay rates, including job evaluations, salary surveys, and addressing issues of equity both within a company and compared to external market salaries. It provides steps for companies to establish pay rates, including determining the worth of jobs, conducting salary surveys, grouping similar jobs into pay grades, setting pay grade rates, and fine-tuning individual pay rates. Legal considerations that can impact compensation are also reviewed.
This document discusses sources and uses of working capital. Sources that increase working capital include accrual net income, sale of long-term assets, increases in long-term liabilities, and issuance of stock. Uses that decrease working capital include accrual net losses, purchase of long-term assets, payment of long-term liabilities, redemption of stock, and payment of dividends. Working capital is increased by inflows from operations, asset sales, borrowing, and equity financing, and decreased by outflows from losses, asset purchases, debt repayment, stock buybacks, and dividends.
This document is from a textbook about career management. It discusses several topics related to career development, including the traditional versus career planning-oriented focuses of human resource activities, different roles in career development for individuals, employers and managers, and practices that employers can adopt to support career planning and development for employees. It also covers topics like mentoring programs, enhancing diversity in career management, and innovative corporate career development initiatives.
This document discusses career management and making promotion decisions. It covers identifying career stages, measuring competence, formal or informal promotion processes, and vertical vs horizontal promotions. Key terms related to career management, development, and promotions are defined. Appendices provide tools for identifying career orientations, anchors, and appropriate occupations. They also offer guidance on job searching, resume writing, online profiles, interviews, and other career management activities.
This document discusses evaluating net cash flows from operations. It explains that a business can have positive net income but negative cash flow, or vice versa. The statement of cash flows reconciles net income to net cash flow from operations by adjusting for changes in current asset and liability accounts. It describes the direct and indirect methods for determining cash flows from operations, noting the indirect method is more commonly used. Key questions the statement of cash flows can answer include how cash position changed from operating, investing and financing activities. The objective is to identify cash inflows and outflows within these activities from the start to end of an accounting period.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.