...A…..Identify the following Body Cavities …..Provide an answer for each number: [pic] B……Identify the Body Planes…..Provide answer for each number.. [pic] c……Identify…Body Parts: Dorsal View….1-12…. [pic] D….Identify the Body Parts: Frontal View…numbers 13-37… [pic] E….. Complete the Terms Referring to Direction/Relative Position 1. Superior = above; Inferior = below-(Example how to complete others listed) 2. Anterior = 3. Medial = 4. Cephalad = 5. Ventral = 6. Proximal = 7. Superficial = F….Complete the following-Nine Abdominopelvic regions |1. |2. |3. | | | | | | | | | | | | | | | ...
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...the microscope supports the microscope and houses the illuminator •Arm connects to the base and supports the microscope head. It is also used to carry the microscope. When carrying a compound microscope always take care to lift it by both the arm and base, simultaneously. Ocular with Pointer eyepiece which magnifies image projected by objective Body Tube maintains the correct distance between the eyepiece and the objectives (usually 25 cm) Arm supports the body tube and is used to carry the microscope Coarse Adjustment a knob that makes large adjustments to the focus Fine Adjustment a knob that makes small adjustments to the focus Nosepiece holds the objectives and can be rotated to change the magnification Objective Lenses Adjustable lens system that permits the use of a low power lens, a medium lens, a high power lens, or an oil immersion lens Low Power This objective lens provides the lowest magnification Medium Power This objective lens provides a medium magnification level High (Dry) Power This objective lens provides the second highest magnification Oil Immersion the use of a drop of oil, that has the same...
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...Biology 100 – K. Marr (Revised Spring 2010) Lab 2. Microscopic Observation of Cells Prelab Assignment 1. Before coming to lab, read carefully the introduction and procedures of each part of the experiment. If you and your group members are not familiar with the procedure before coming to lab, you may have difficulty completing this exercise during the lab period. 2. Answer the Prelab Questions on the first three pages of the report sheet and be prepared to hand them in at the start of your lab class. Please be aware that you need to go online to answer prelab question #3. Goals of this Lab Exercise After completing this lab exercise you should be able to..... 1. Identify the parts of a compound light microscope and use a microscope to competently examine biological samples 2. Determine the diameter of the field of view for the various objectives of a microscope 3. Accurately sketch, describe and cite the major functions of the structures and organelles of the cells examined in this lab exercise 4. Estimate the size of specimens viewed with a microscope. The Microscope The microscope is one of the principal tools of the biologist. Without the microscope, many of the great discoveries of biology would never have been made. The light compound microscope, illustrated in Figure 1, is the type of microscope most commonly used. Proper, comfortable use of the instrument demands practice. The practice afforded you in this exercise depends upon familiarity with the parts of the microscope...
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...objectives, which creates the visual effect of depth perception. Thus making a upright, three dimensional perspective. Stereo microscopes, are sometimes still referred as dissecting microscopes, Parts of a Microscope: Me Alright so let’s move on the parts of a microscope, we will be focusing on a compound microscope due to the fact it is one of the most common ones. Also due to the fact we use this type of microscopes here at our school. Eyepiece or Ocular is what you look through at the top of the microscope. Typically, standard eyepieces have a magnifying power of 10x. Optional eyepieces of varying powers are available, typically from 5x-30x. Eyepiece Tube holds the eyepieces in place above the objective lens. Objective Lenses are the primary optical lenses on a microscope. They range from 4x-100x and typically, include, three, four or five on lens on most microscopes. Objectives can be forward or rear-facing. Body Tube holds the nose piece at one end and the eyepiece at the other end; conducts light rays Nosepiece houses the objectives. The objectives are exposed and are mounted on a rotating turret so that different objectives can be conveniently selected. Standard objectives include 4x, 10x, 40x and 100x although different power objectives are available. Coarse and Fine Focus knobs are used to focus the microscope. Stage is where the specimen to be viewed is placed. Stage Clips holds slide in place on the stage....
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...Chapter 4) C.S. Lewis seemed to be attempting to convey an often missed message. The lens through which we look at a set of circumstances changes our understanding of those circumstances. If we fail to look through different lenses and learn from what we see, important details will be unaccounted for. The four lens model exercise revealed differences, similarities and the tendencies of lens that I view the world through. The differences in the concepts changed depending on the lens. Leadership was described as missing through the cultural lens. The management and motivation lenses appeared to be compensating for what the cultural lens showed to be lacking. The same trend shows itself in the management and motivational categories with one exception. The cultural lens in these categories has a positive tone verses a nonexistent one. Diversity and change categories show an adoption of current status view without being connected to greater understanding. The differences still had a common thread. The exercise has showed that I feel as though I am playing catch up. The similar theme in the four lens model is staggering even to myself. The lens changed but the theme of what I saw through the lens stayed very much the same. There is a progression through the lenses like stages. The cultural lens no matter the category seems under informed or a feeling of a lack of advantage. The lens changes to experience or academic the tone of the comments become more full and balanced. Diversity...
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...Vistakon, a high profile business in Johnson & Johnson (J&J) professional segment, has become a market leader in the contact lens industry due to the development and launch of Acuvue, the first one week disposable extended wear lens, and of Surevue, a two week disposable daily wear contact lens. Vistakon’s key success factor lies in the company’s strong technological advantage. Acuvue’s revolutionary manufacturing process (“stabilized soft molding”) allowed Vistakon to produce lens with improved optics and superior comfort to patients, whilst also keeping production costs (and prices) low. The technological leadership and continued innovation was also made possible by J&J. On the one hand, the highly decentralized organizational structure provided an ideal entrepreneurial environment which fostered change and innovation. On the other hand, the parent company provided Vistakon with the financial resources needed to attack a mature and competitive market. The latter two elements will prove to be crucial in creating a sustainable competitive advantage based on technological superiority and fast go-to-market (first mover advantage). In fact, although Vistakon’s current manufacturing technology will likely be matched and surpassed by competitors, Vistakon’s continuous search for innovation, coupled with J&J’s strong financial support will ultimately guarantee a constant technological leadership. In 1993 Vistakon is considering launching 1 Day Acuvue, the first daily...
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...Vistakon is a highly successful manufacturer of contact lenses with leading brands in the disposable contact lens segment. Following the recent success of its Acuvue and Surevue products, the company has developed a daily disposable contact lens, 1 Day Acuvue. The new product has been launched in the Western region, and based on the results, Vistakon needs to decide how to roll out the product nationally. Positioning, pricing and distribution of the product are some of the main focus areas for Vistakon. The soft contact lens market had 21M consumers in 1994. Vistakon penetrated this market in 1987 with Acuvue – an extended wear contact lens that was the first disposable lens at the time. It was a revolutionary concept – a lens that you “never had to clean”. But what caused Vistakon to originally develop the product was an inexpensive manufacturing technology. Disposability was largely a consequence of the manufacturing process rather than an identified consumer need. Yet, this helped Vistakon differentiate the product, and create a market that grew to 4.6M consumers in 1994, while making profits due to high volume, low cost production. The success of Acuvue was also a result of innovative “pull and push” marketing strategies – reaching out directly to the consumer, while establishing a close relationship with Eye Care Professionals (ECPs). The financial backing of parent company, Johnson & Johnson (J&J), was a big reason why Vistakon was able to pursue an aggressive marketing...
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...Harvard Business School 9-596-087 Rev. February 1, 1999 Vistakon: 1 Day Acuvue Disposable Contact Lenses “Well Gary, what do you think?,” asked Bernard Walsh former CEO of Vistakon and current Company group chairman of Vistakon’s parent company Johnson & Johnson (J&J). Bernie Walsh had been president of Vistakon from 1987 to 1993. During his tenure, Vistakon had grown from a specialty manufacturer with $20 million in annual sales to a market leader in the contact lens industry with over $250 million in annual sales. Gary Kunkle had succeeded Walsh in 1993 and the two were meeting in early 1995 to review the performance of 1 Day Acuvue contact lenses in the western regional rollout. The world’s first daily disposable contact lens, 1 Day Acuvue was designed to be worn for one day and then discarded. A national launch decision needed to be made, but based on the test market and the western regional results, there were lingering concerns regarding product positioning, pricing, promotion, advertising and trade support. Vistakon was an autonomous and highly entrepreneurial division in J&J’s renowned decentralized organization, and Gary Kunkle knew the decision was his to make. However, he also knew that J&J expected product excellence and market success. As Kunkle considered his options, he recalled a remark made by Walsh, We need to be careful that we don’t allow our past success to undermine our future growth. Big companies tend to be too cautious. Now that...
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.... Case 3: Nike MaxSight Contact lenses: Seeing a Need 1. To identify different markets and products for MaxSight, Nike has used an analysis of consumer needs bases on the present products in the market. In fact, there were some kinds of contact lens but none of them reach consumer needs, which is a contact lens can protect the eyes as a pair of sunglasses. Nike has given MaxSight to take full advantage of visual acuity and is suitable for ones need or don’t need prescription. Athletes and sports participants are likely to be the largest segments, but individuals who have active lifestyle also play an important role to adopt product. 2. Elements of the marketing mix for Nike MaxSight currently are 4P : a. Product: two tints including grey-green and amber-tinted contacts. b. Price: $60 for a two-month supply c. Promotion: customers are able to purchase products only when they get examination and fitting. d. Place: MaxSight contact lens came out at the time other products cannot satisfy customer’s need and the public way Nike gives information. According to 4P analysis, Nike has a very good product with lots of advantages which addresses customers’ satisfaction. They also get on time promotion, when there was no such contact lens exit. So, base on marketing mix Nike has already undertaken, I think Nike should reduce the price just a little bit. $50 is more affordable than $60. Because the lowest price is $25 and the most expensive...
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...unscheduled doctor visits, and higher levels of contact lens comfort. Customers who are very health conscious and looking for convenience would choose 1-Day Acuvue because it’s a contact lens that can be changed every day, so no need to worry about putting in a dirty contact lens in their eyes, and no need to deal with the hassle of cleaning them. Customers who were part-time contact lens wearers would prefer the 7-Day contact lens. Customers who are more cost conscious would select the 14-Day contact lens because it had the lowest avg. total yearly expense ($321.50). 2. What is the value of a 1-Day Acuvue user, a 7-Day Acuvue user, and a 14-Day Surevue user to Vistakon? The value to Vistakon for each of the respective types of contact lenses is as follows: 1-Day $91, 7-Day $98, and 14-Day $97 – see Exhibit 1 for additional details. 3. What are the main issues limiting consumer adoption of 1-Day Acuvue? Consider adoption for patients and channel partners. The primary barrier for broader adoption of 1-Day Acuvue by consumers is total cost. The test market results indicated that the primary deterrent to purchase and continued use was cost. Additionally, the western regional launch also showed similar results with 86% of ECPs citing it as a major reason that their patients did not convert from the trial fits. From a channel partner (ECP) perspective, there were several reasons limiting adoption. First, ECPs were reluctant to...
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...Case Study Jingjing (Cathy) Xu jxu38@hawk.iit.edu May 1, 2013 I. Executive Summary The dilemma ODI faces is whether introduce its product at a higher price and continue process its multiproduct and multimarket strategy. Based on ODI limited resources and current situation of poultry industry in United States, it should focus on large-sized chicken farms and price ODI lenses at a higher level for the sake of its profits and its future business plan. II. Introduction With the fact existed in poultry industry in late 1970s that most of the chickens in United States were owned by some large farms. Optical Distortion, Inc., a contact lens company, has developed a kind of contact lens applied on chickens considered to hold enormous market potential. However, it is hard for ODI to decide how to price its products and how to extend its business nationwide considering its own limited resources. III. Analysis and Problem Identifications * Consumer Needs and WTP There are various-sized customers: small farm, medium farm, and large farm. They all suffered the loss caused by pecking order and cannibalism, and now most of them adopt the method of debeaking to reduce the impact of peck order, however, debeaking has some defects itself, and no matter what choice farmers make, they would concern following aspects before making the decision: whether the product or service is cost effective; the trauma that would bring to chickens, since traditional depeaking method would...
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...Introduction Optical Distortion, Inc. (ODI), is a small, new company that has developed contact lenses designed to impair the vision of egg-producing farm chickens. This development came after an accidental discovery that partially blind chickens demonstrate more manageable and productive behaviors that are valuable to chicken farmers. Market Trends As within many industries, the poultry and egg production market has evolved dramatically in the last century— from small backyard barnyards to today’s high-production farms of more than 2.5 million birds. Due to the varied demands and operations necessitated by this current, broad spectrum of customers (here, chicken farmers), the current market is best understood by segmenting it first by flock size. As shown in Exhibit 4 of the case study, we see the percentage growth (decline) of each flock size segment as it relates to farm size and chicken count from 1964 to 1996. Based on this data, farms with flock sizes less than 10,000 chickens have dramatically reduced in this time period while farms with flock sizes larger than 10,000 have consistently grown in each of the four high-volume segments. Additionally, the market data also demonstrates a significant progression of concentration both regionally as well as in the nation’s number of industry producers. In 1974, 80% of the laying hens in the United States were housed in just 3% of the country’s chicken farms. Regionally speaking, the farms have evolved into concentrations...
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...costs of farming. Debeaking has been used for some time with good results, but it has its own set of drawbacks. The lens developed by Optical Distortions, Inc. (ODI) holds the promise of reducing the threat caused by pecking, without some of the issues associated with debeaking. The specific advantages of these lenses will be discussed in the following report, as will a plan for marketing this new product. By permanently inserting a pair of sight distorting lenses into the eyes of an egg-laying hen, studies have shown that cannibalization can be reduced from 9% to 4.5%. Moreover, feed loss due to “billing” is substantially reduced relative to debeaked birds, allowing for much greater efficiency in feed consumption (less waste). Finally, given that lens insertion does not inflict the same trauma that debeaking does, egg production is not adversely affected. Given the above advantages, it is expected that farmers could increase their profit from egg sales by more than one-third (37%) simply by employing the use of the ODI lenses (Exhibit 1). Although the potential impact of the ODI lenses is substantial, there are some important assumptions underlying the anticipated value to farmers. For example, one of the biggest financial gains could be in the reduction in feed waste, so the assumption that hens with lenses will “bill”...
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...ODI (A). Problem and recommendations: ODI has developed a completely new product – contact lenses for chickens, which has the potential to revolutionize the poultry industry by modifying animals’ behavior, thus, replacing traditional debeaking practices and saving the farmers annually 25 cents per bird. In pricing the product the Company faces the objective of balancing the need to have a high contribution margin (to cover high fixed costs, including R&D and marketing expenses) with a necessity to achieve a 50% (from zero) target market penetration in 5 years, which is an aggressive goal. We believe the price of 16 cents per pair would allow the company to balance the two aforementioned goals. The break-even quantity at that level is 8.4mn of pairs, which is reasonable given 30mn chicken population in California – one of the target market. Company, Competitors, Customers: Company: SWOT analysis Strenghts: Tangible, tested product; ready to market Attractive product Comments: The Company has already designed the contact lenses and tested them successfully on a number of US farms Ability to reduce cannibalization, feed costs, and trauma among chickens; cost-effective for farmers 3-year patent protection may prevent competitors to entry. However, the technology is relatively simple, so entry barriers are not Formal patent protection particularly high Licensing arrangement Exclusive licensing arrangement with the reliable supplier, New World - would ensure...
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...Optical Distortion, Inc. (ODI) is the world’s first company to introduce contact lenses for chickens. These lenses offer farmers a unique cost saving opportunity and are more humane and efficient than the current de-beaking method. ODI, with help from New World Plastics has developed this commercially viable technology to reduce cannibalism by inducing astigmatism. With a patent holding off competition for at least three years, ODI needs to decide how to price contact lenses to ensure high adoption and profitability which will fuel ODI’s ability to circumvent competition through further investment in R&D – a key requirement to be able to establish themselves as a multiproduct, multimarket company which can provide effective service anywhere in the country. ODI should initially target Large Farms with 100,000+ birds with this product at a price of $0.16/pair because this contact lens technology yields the following superior results versus current debeaking method: greater reduction in cannibalism by 4.5%, zero chicken traumas, no risk versus medium risk with de-beaking, and a reduction in feed costs. There are several segments within the poultry industry – Small, Medium, and Large farms characterized by 10,000 or less birds, 10,000-50,000 birds, and 50,000+ birds, respectively. Based on the case data, the US Poultry industry is consolidating at a rapid rate. For instance, in 1964, 1.2M farms represented 38.3% of the entire chicken industry and managed 343M birds. Five years...
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