Connections Between AER Strategy and BOR Equity Grids AER Strategy Grid Acquisition Acquisition Strategy Strategy Expansion Expansion Strategy Strategy Retention Retention Strategy Strategy Persona Persona #1 #1 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 1 1 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 1 1 Most Most effective effective retention retention strategies strategies for for Persona Persona 1 1 Persona Persona #2 #2 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 2 2 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 2 2 Most Most effective effective retention retention strategies strategies for for Persona Persona 2 2 Persona Persona #3 #3 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 3 3 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 3 3 Most Most effective effective retention retention strategies strategies for for Persona Persona 3 3 Personas account for customer heterogeneity AER stages account for customer dynamics BOR Equity Grid Marketing Marketing Objectives Objectives Relative Relative Advantages Advantages Sources Sources of of Sustainability Sustainability Brand Brand Strategy Strategy (Chapter (Chapter 5) 5) Brand Brand marketing marketing objectives objectives Relative Relative advantages advantages of of the the firm’s firm’s brand brand vs. vs. competitors’ competitors’ brands brands Brand’s Brand’s sources sources of of sustainability sustainability Offering Offering Strategy Strategy (Chapter (Chapter 6) 6) Offering Offering and and innovation innovation objectives objectives Relative Relative advantages advantages of of the the firm’s firm’s offering offering vs. vs. competitors’ competitors’ offerings offerings Offering’s Offering’s sources sources of of sustainability sustainability Relationship Relationship marketing marketing objectives objectives Relative Relative advantages advantages of of the the firm’s firm’s relationships relationships vs. vs. competitors’ competitors’ relationships relationships Relationship Relationship marketing’s marketing’s sources sources of of sustainability sustainability Environmental Trends Technology Technology trends trends Regulatory Regulatory trends trends Relationship Relationship Strategy Strategy (Chapter (Chapter 7) 7) Socioeconomic Socioeconomic trends trends © Palmatier 38
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What do I learn while at GDC? • Data structures, data structures, data structures, shading, data structures, data structures, data structures, physics, data structures, data structures, graphics, data structures, data structures, data structures, memory management, data structures, data structures, & data structures
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  EVALUATION RUBRIC DEVELOPED Below Expectations (1-2 Pts) Meets Expectations (3-4 Pts) Exceeds Expectations (5-6 Pts) POINTS Aspects of background or relevant external environment variables not discussed. Research is not thorough or is missing completely. Identified target market(s) do not follow clearly from any research presented. Provides analysis of all relevant background including competition and external environment. Some research undertaken to support analysis. Target market(s) identified. Could be clearer how research led to target market. Background is comprehensively examined and assessed. Competition, external environment, and any other relevant issues thoroughly researched and discussed. Research clearly supports target market(s) choice.   Objectives Communication objectives do not flow clearly from situation analysis. One or more objective may be difficult to measure, vague, and/or not clearly distinct from Marketing objectives. Complete communication objectives presented and follow reasonably well from situation analysis. Comm objectives are generally measurable and are distinguished from Marketing objectives. Communication objectives are clearly stated and flow fully and naturally from results of situation analysis. Objectives are specific, distinct from Marketing objectives, and measurable.   Message Strategy Basis of positioning is either missing or not presented clearly. If positioning is discussed, not clear what the connection between it and message strategy are. Message strategy is presented and positioning discussed but relationship between positioning platform and message strategy may not be totally clear. Message strategy is clearly presented and positions the product effectively. Positioning platform well-thought through and relationship between positioning and message are clear.   Media Strategy Important elements of media strategy may be missing. No clear connection between media & message strategies. Media strategy is presented and explained. Media strategy is reasonably consistent with message strategy. Media strategy is clearly presented. Media strategy supports and enhances message.   Other Plan Elements IMC plan omits one or more additional element that would contribute effectively. Appropriate public relations, direct marketing, Internet, sales promotion or support media are missing. IMC plan includes some additional elements that are appropriate. May include public relations, direct marketing, Internet, sales promotion or support media. IMC plan includes all additional elements that are appropriate (public relations, direct marketing, Internet, sales promotion, support media). Additional elements are clearly blended into positioning/message strategy.   Integration Lack of consistent message across two or more elements causes understanding of IMC to be questioned. Elements of IMC plan illustrate reasonable consistency and demonstrate understanding of the concept of IMC. The concept of IMC is clearly promoted and demonstrated through the consistent message woven throughout plan elements.   Budget Budget fails to clearly account for all plan items, does not support objectives, or is missing altogether. Full budget is presented and appears to support the plan’s objectives. All plan items accounted for in budget. Budget carefully and fully details each plan element. Supports stated objectives and is reasonable given any existing constraints.   Effectiveness Plan for measuring effectiveness of IMC plan is weak. Method choice questionable or plan is missing altogether. Plan for measuring effectiveness is presented. Choice of methods is reasonable. Measurement of all elements of IMC plan is clearly accounted for. Measurement methods are chosen/designed to produce clear results.   Situation Analysis
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Simulation Results Department of Electrical and Computer Engineering Strategy of AoC Introduction Development of Mobile Network Future Works Simulation Conclusion • Zero-determinant Strategy • Tit-for-Tat Strategy • Pavlov Strategy • Cooperative Strategy • Non-cooperative Strategy ( ) ( ) ( ) ( ) Strategy of PoC • Any Strategy • Tit-for-Tat Strategy • Pavlov Strategy • Cooperative Strategy • Non-cooperative Strategy ( ) ( ) ( ) ( ) ( )
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IUC’s scope will focus on two functions (Finance and IT) Adherence to process definitions within the Hackett taxonomy is key to comparability; processes are defined end to end Selling and General Administrative Scope Finance Finance Human Human Resources Resources Sales* Sales* Executive Executive and and Corporate Corporate Services Services**  Total  Sales  General Cash Cash Disbursements Disbursements Total Rewards Rewards Administration Administration Sales Execution Execution General Administration Administration Management Management    Revenue Cycle Payroll Services Sales Operations   Travel and  Revenue Cycle Payroll Services Sales Operations Travel and Transportation Transportation Services Services  Planning  Real Accounting Accounting and and External External Reporting Reporting  Data Data Mgmt., Mgmt., Reporting Reporting & & Compliance Compliance Planning and and Strategy Strategy Real Estate Estate & & Facilities Facilities Management Management  Staffing  Function  Government Tax Tax Management Management Staffing Services Services Function Management Management Government Affairs Affairs  Labor  Legal Treasury Treasury Management Management Labor Relations Relations Legal  Workforce  Quality Compliance Compliance Management Management Workforce Development Development Services Services Service* Quality Management Management Service*  Organisational  Planning Risk  Order  Planning & & Performance Performance Management Management Organisational Effectiveness Effectiveness Risk and and Security Security Management Management Order and and Contract Contract Management Management (OTC) (OTC)  Total  Corporate Fiscal Communications  Service Fiscal Analysis Analysis Total Rewards Rewards Planning Planning Execution Corporate Communications Service Execution  Strategic  Planning Function  Service Function Management Management Strategic Workforce Workforce Planning Planning Planning and and Strategy Strategy Service Operations Operations  Function  Executive Office  Planning Function Management Management and Strategy Executive Office Planning and Strategy  Function Function Management Management Information Technology          Information Technology            Infrastructure Infrastructure Management Management End End User User Support Support Infrastructure Infrastructure Development Development Application Application Maintenance Maintenance Application Application Development Development & & Implement. Implement. Quality Quality Assurance Assurance Risk Risk Management Management IT IT Business Business Planning Planning Enterprise Enterprise Architecture Architecture Planning Planning Emerging Emerging Technologies Technologies Function Function Management Management Procurement Procurement            Supply Supply Data Data Management Management Requisition Requisition and and PO PO Processing Processing Supplier Scheduling Supplier Scheduling Receipt Receipt Processing Processing Compliance Compliance Management Management Customer Customer Management Management Sourcing Sourcing Execution Execution Supplier Supplier Management Management and and Development Development Sourcing Sourcing & & Supply Supply Base Base Strategy Strategy Function Function Strategy Strategy and and Performance Performance Management Management Function Function Management Management Marketing* Marketing*      Marketing Marketing Communication Communication Brand Brand and and Product Product Management Management Planning and Planning and Strategy Strategy Market Market Research Research and and Analytics Analytics Function Management Function Management Capture FTEs and Costs as defined regardless of where they are organizationally located
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strategy connectNewEvents(min_new, computeTEnSnpGuard(min_old, max_new: min_new, interger) max_new : integer; TEnSnpGuardStr : string) { if (min_old << max_new) if(min_new max_new) then then computeTEnSnpGuard(min_old + 1, min_new, max_new, connectOneNewEventToOtherNewEvents(min_new, max_new); TEnSnpGuardStr + "(#S" + intToString(min_old) + " == 0)&&"); else connectNewEvents(min_new+1, max_new); endif; addEventswithGuard(min_new, max_new, TEnSnpGuardStr + "(#S" + intToString(min_old) + "== 0))?1:0"); } endif; } strategy connectOneNewEventToOtherNewEvents(event_num, max_new: integer) {... // several strategies not show here (e.g., addEventswithGuard) strategy if(event_num addEvents(min_new, < max_new) then max_new : integer; TEnSnpGuardStr : string) { connectTwoEvents(event_num, max_new); if connectNewEvents(event_num, (min_new <= max_new) then max_new-1); endif; addNewEvent(min_new, TEnSnpGuardStr); } addEvents(min_new+1, max_new, TEnSnpGuardStr); strategy endif; connectTwoEvents(first_num, second_num : integer) {} strategy declare firstinProg, addNewEvent(event_num secondinProg : :atom; integer; TEnSnpGuardStr : string) { declare secondTProc1, secondTProc2 : atom; declare first_numStr, start, stTran, inProg, second_numStr, endTran :TProcSnp_guard1, atom; TProcSnp_guard2 : string; declare TStSnp_guard : string; first_numStr := intToString(first_num); start := findAtom("StSnpSht"); second_numStr := intToString(second_num); stTran := addAtom("ImmTransition", TProcSnp_guard1 := "((#S" + first_numStr "TStSnp" +"+ ==intToString(event_num)); 0) && (#S" + second_numStr + " == 1))?1 : 0"; TStSnp_guard := "(#S" TProcSnp_guard2 := "((#S" + intToString(event_num) + second_numStr + " +==" == 0) && 1)?1 (#S" : 0";+ first_numStr + " == 1))?1 : 0"; stTran.setAttribute("Guard", firstinProg := findAtom("SnpInProg" TStSnp_guard); + first_numStr); secondinProg := findAtom("SnpInProg" + second_numStr); inProg := addAtom("Place", secondTProc1 := addAtom("ImmTransition", "SnpInProg" + intToString(event_num)); "TProcSnp" + first_numStr + "," + second_numStr); endTran := addAtom("ImmTransition", secondTProc1.setAttribute("Guard", TProcSnp_guard1); "TEnSnp" + intToString(event_num)); endTran.setAttribute("Guard", secondTProc2 := addAtom("ImmTransition", TEnSnpGuardStr); "TProcSnp" + second_numStr + "," + first_numStr); addConnection("InpImmedArc", start,TProcSnp_guard2); secondTProc2.setAttribute("Guard", stTran); addConnection("OutImmedArc", stTran, inProg); addConnection("InpImmedArc", firstinProg, inProg, endTran); secondTProc1); addConnection("OutImmedArc", secondTProc1, endTran, start); secondinProg); } addConnection("InpImmedArc", secondinProg, secondTProc2); addConnection("OutImmedArc", secondTProc2, firstinProg); } Scaling a Base SRN Model strategy computeTEnSnpGuard(min_old, min_new, max_new : integer; TEnSnpGuardStr : string) { if (min_old < max_new) then computeTEnSnpGuard(min_old + 1, min_new, max_new, TEnSnpGuardStr + "(#S" + intToString(min_old) + " == 0)&&"); else addEventswithGuard(min_new, max_new, TEnSnpGuardStr + "(#S" + intToString(min_old) + "== 0))?1:0"); endif; } ... // several strategies not show here (e.g., addEventswithGuard) strategy addEvents(min_new, max_new : integer; TEnSnpGuardStr : string) { if (min_new <= max_new) then addNewEvent(min_new, TEnSnpGuardStr); addEvents(min_new+1, max_new, TEnSnpGuardStr); endif; } strategy addNewEvent(event_num : integer; TEnSnpGuardStr : string) { declare start, stTran, inProg, endTran : atom; declare TStSnp_guard : string; strategy connectNewEvents(min_new, max_new: interger) { if(min_new < max_new) then connectOneNewEventToOtherNewEvents(min_new, max_new); connectNewEvents(min_new+1, max_new); endif; } strategy connectOneNewEventToOtherNewEvents(event_num, max_new: integer) { if(event_num < max_new) then connectTwoEvents(event_num, max_new); connectNewEvents(event_num, max_new-1); endif; } strategy connectTwoEvents(first_num, second_num : integer) { declare firstinProg, secondinProg : atom; declare secondTProc1, secondTProc2 : atom; declare first_numStr, second_numStr, TProcSnp_guard1, TProcSnp_guard2 : string; first_numStr := intToString(first_num); second_numStr := intToString(second_num); TProcSnp_guard1 := "((#S" + first_numStr + " == 0) && (#S" + second_numStr + " == 1))?1 : 0"; TProcSnp_guard2 := "((#S" + second_numStr + " == 0) && (#S" + first_numStr + " == 1))?1 : 0"; firstinProg := findAtom("SnpInProg" + first_numStr); secondinProg := findAtom("SnpInProg" + second_numStr); secondTProc1 := addAtom("ImmTransition", "TProcSnp" + first_numStr + "," + second_numStr); secondTProc1.setAttribute("Guard", TProcSnp_guard1); secondTProc2 := addAtom("ImmTransition", "TProcSnp" + second_numStr + "," + first_numStr); secondTProc2.setAttribute("Guard", TProcSnp_guard2); start := findAtom("StSnpSht"); stTran := addAtom("ImmTransition", "TStSnp" + intToString(event_num)); TStSnp_guard := "(#S" + intToString(event_num) + " == 1)?1 : 0"; stTran.setAttribute("Guard", TStSnp_guard); inProg := addAtom("Place", "SnpInProg" + intToString(event_num)); endTran := addAtom("ImmTransition", "TEnSnp" + intToString(event_num)); endTran.setAttribute("Guard", TEnSnpGuardStr); addConnection("InpImmedArc", start, stTran); addConnection("OutImmedArc", stTran, inProg); addConnection("InpImmedArc", inProg, endTran); addConnection("OutImmedArc", endTran, start); addConnection("InpImmedArc", firstinProg, secondTProc1); addConnection("OutImmedArc", secondTProc1, secondinProg); addConnection("InpImmedArc", secondinProg, secondTProc2); addConnection("OutImmedArc", secondTProc2, firstinProg); } } 28
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Selecting Strategies That Capture Opportunities Cost-Based Cost-Based Strategy Strategy Broad-Based Broad-Based Strategy Strategy Choosing Choosing the the Right Right Strategy Strategy for for Performance Performance Differentiati Differentiati on-Based on-Based Strategy Strategy © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Focus Focus Strategy Strategy 3–20
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AER Strategy Grid: Micro-Analysis of Customer Heterogeneity and Dynamics  Output of MP#2 is a microanalysis of customer heterogeneity and dynamics in the firm’s customer portfolio  The insights from MP#2 then can be inserted into the AER strategy grid to reveal highimpact strategies  Each box in this grid describes the most effective strategy for a unique persona at a single point in time AER Strategy Grid Acquisition Acquisition Strategy Strategy Expansion Expansion Strategy Strategy Retention Retention Strategy Strategy Persona Persona #1 #1 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 1 1 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 1 1 Most Most effective effective retention retention strategies strategies for for Persona Persona 1 1 Persona Persona #2 #2 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 2 2 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 2 2 Most Most effective effective retention retention strategies strategies for for Persona Persona 2 2 Persona Persona #3 #3 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 3 3 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 3 3 Most Most effective effective retention retention strategies strategies for for Persona Persona 3 3 © Palmatier 39
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• Some Definitions – Maxi-min (mini-max) strategy: The maxi-min strategy is the path with the highest possible (maximum) worst (minimum) outcome. – Dominant strategy: A strategy is dominant if it does better than all other strategies in at least one circumstance and as well as every other strategy in all circumstances. – Dominated strategy: A strategy is dominated if it does worse than another strategy in at least one circumstance and no better than that strategy in all circumstances. – Nash Equilibrium: An outcome is in Nash equilibrium if, given that outcome, no party regrets its choice of strategy (cannot do better).
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The Right Investment Philosophy   Single Best Strategy: You can choose the one strategy that best suits you. Thus, if you are a long-term investor who believes that markets overreact, you may adopt a passive value investing strategy. Combination of strategies: You can adopt a combination of strategies to maximize your returns. In creating this combined strategy, you should keep in mind the following caveats: • You should not mix strategies that make contradictory assumptions about market behavior over the same periods. Thus, a strategy of buying on relative strength would not be compatible with a strategy of buying stocks after very negative earnings announcements. The first strategy is based upon the assumption that markets learn slowly whereas the latter is conditioned on market overreaction. • When you mix strategies, you should separate the dominant strategy from the secondary strategies. Thus, if you have to make choices in terms of investments, you know which strategy will dominate. Aswath Damodaran 13
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Strategy as a Source of Information Implications Implications of of the the Chosen Chosen Strategy Strategy Growth Growth strategy strategy Stability Stability strategy strategy Reduction Reduction strategy strategy © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–10
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Why Why Do Do Structures Structures Differ? Differ? –– Strategy Strategy
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Our Roles – Working Together to Make Change Happen Planning Planning & & Readiness Readiness •• •• •• Generate Generate Awareness Awareness Link Link to to Outcomes Outcomes /Build /Build Case Case for for Change Change Commit Commit & & Set Set Direction Direction Strategic Strategic Communication Communication & & Engagement Engagement •• •• •• Communicate Communicate Enable Enable & & Empower Empower Others Others to to Act Act Create Create Short-term Short-term Wins Wins Operational Operational Implement Implement & & Sustain Sustain Change Change •• •• •• Monitor Monitor & & Adjust; Adjust; Use Use Data Data to to Learn Learn Align Align Systems Systems & & Processes Processes Embed Embed into into Culture Culture –– Continue Continue Cycle Cycle Tactical Tactical Leaders Leaders Personalize, Personalize, Readies Readies self self && team team for change, builds case, aligns for change, builds case, aligns team team Models Models behavior, behavior, shares shares openly openly Determine Determine measures measures of of success success Leads Leads Cascade, Cascade, Supports Supports Action Action Plans, Plans, solicits solicits Monitors Monitors activity activity and and outcomes outcomes feedback ,Reinforces behaviors that embody Provides data to team feedback ,Reinforces behaviors that embody Provides data to team and and other other values values ,participates ,participates in in activity, activity, integrates integrates into into leaders, leaders, process process improvements improvements team team practices, practices, reward reward && recognition recognition Individuals Individuals Personalize, Personalize, Readies Readies self self for for change, change, aligns aligns own own behavior behavior shares shares openly openly Creates Creates Action ActionPlans, Plans, provides provides feedback feedback Recognizes Recognizes behaviors behaviors that that embody embody values, values, participates in activity participates in activity Use Use data data to to learn learn and and make make improvements improvements Marketing Marketing Develops Develops Messaging Messaging && Communication Communication Strategy Strategy Develops Develops materials materials Implements Implements Communication Communication Strategy Strategy Supports training efforts Supports training efforts Tracks Tracks progress progress Reports Reports successes successes && makes makes recommendations recommendations HR HR // OED OED Develops Develops Learning Learning Strategy Strategy Supports Cascade Meetings Supports Cascade Meetings Supports Supports leader leader && individual individual development development Supports Supports communication communication strategy strategy Supports and/or facilitates Supports and/or facilitates sessions sessions Supports Supports reward reward && recognition recognition efforts efforts Supports Supports development development Tracks Tracks progress progress Reports Reports successes successes && makes makes recommendations recommendations Supports Supports process process improvements improvements
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BOR Equity Grid: Macro-Perspective of Market-Based Sources of SCA  Brand, Offering, and Relationship (BOR) Equity Grid represents last step in the process  BOR equity grid offers a high-level summary of what the firm is trying to achieve with each BOR strategy  Using the inputs from the AER strategy grid and key environmental trends, the BOR equity grid can be completed to describe three key pieces of information for the BOR strategies: BOR Equity Grid Marketing Marketing Objectives Objectives Relative Relative Advantages Advantages Sources Sources of of Sustainability Sustainability Brand Brand Strategy Strategy (Chapter (Chapter 5) 5) Brand Brand marketing marketing objectives objectives Relative Relative advantages of advantages of the the firm’s firm’s brand brand vs. vs. competitors’ competitors’ brands brands Brand’s Brand’s sources sources of of sustainability sustainability Offering Offering Strategy Strategy (Chapter (Chapter 6) 6) Offering Offering and and innovation innovation objectives objectives Relative Relative advantages advantages of of the the firm’s firm’s offering offering vs. vs. competitors’ competitors’ offerings offerings Offering’s Offering’s sources sources of of sustainability sustainability Relationship Relationship Strategy Strategy (Chapter (Chapter 7) 7) Relationship Relationship marketing marketing objectives objectives Relative Relative advantages of advantages of the the firm’s firm’s relationships relationships vs. vs. competitors’ competitors’ relationships relationships Relationship Relationship marketing’s marketing’s sources sources of of sustainability sustainability © Palmatier  Marketing objectives  Relative advantages over competition  Maintaining the SCA over time 40
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Mortensen Consulting Group Whelen and Hunger Textbook 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Concepts Corporate Governance Ethics and Social Responsibility Environmental Scanning and Industry Analysis Internal Scanning: Organizational Analysis Strategy Formulation: Situational Analysis and Business Strategy Strategy Formulation: Corporate Strategy Strategy Formulation: Functional Strategy and Strategic Choices Strategy Implementation: Organizing for Action Strategy Implementation: Staffing and Directing Evaluation and Control
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Correlation = -0.3 $3,900 Strategy 10 $3,800 Strategy 6 Strategy 9 Expected Value Strategy 5 $3,700 Strategy 8 Strategy 16 Strategy 1 $3,600 Strategy 4 $3,500 $3,400 $800 $900 $1,000 $1,100 $1,200 $1,300 $1,400 $1,500 $1,600 $1,700 Std Deviation Decision Models -- Prof. Juran 36
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Correlation = -0.5 $3,900 Strategy 10 $3,800 Strategy 6 Expected Value Strategy 9 $3,700 Strategy 8 Strategy 5 Strategy 16 $3,600 Strategy 1 Strategy 4 $3,500 $3,400 $800 $900 $1,000 $1,100 $1,200 $1,300 $1,400 $1,500 $1,600 $1,700 Std Deviation Decision Models -- Prof. Juran 37
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Correlation = -0.7 $3,900 $3,800 Strategy 10 Expected Value $3,700 Strategy 9 Strategy 6 $3,600 Strategy 5 Strategy 8 Strategy 16 $3,500 Strategy 1 Strategy 4 $3,400 $800 $900 $1,000 $1,100 $1,200 $1,300 $1,400 $1,500 $1,600 $1,700 Std Deviation Decision Models -- Prof. Juran 38
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Specific Aim 2: Develop new graph kernel methods for binding site prediction. The Co-PI will use the machine-learning approach to develop predictors for binding sites. The procedure includes (1) collect structures of complexes; (2) extract binding sites from the structures; (3) generate surface patches and graphs; (4) develop graph kernel methods for binding site prediction; and (5) evaluate the methods. Datasets collection Crystal structures of protein-protein complexes and protein-nucleic acid complexes will be collected from the PDB57. To ensure the quality of the dataset, we will discard structures with resolution value greater than 2.5 or R factor greater than 0.3. Many groups have tackled the problem of distinguishing biologically important contacts from crystal compact. Their results are deposited in databases like PQS58, PISA59, and PiQSi60. We will remove crystal contacts in the structures using these databases. The apo-state (unbounded) structures of the involving proteins will also be collected from the PDB if they are available. Extract binding sites Two types of definitions for binding-site residues have been widely used to extra binding sites from complex structures. One is based on the reduction of solvent accessible surface upon the formation of complex61. A residue is defined to be a binding-site residue if its solvent accessible surface is reduced by at least a certain amount during the formation of the complex. The second definition is based on the atom distance62. A residue is defined as a binding-site residue if its distance to the interacting partner is less than a certain distance. We will explore both types of definitions. Another issue in extracting binding site from PDB structure is that a protein may involve in multiple interactions, but a PDB structure may only shows one of them. Furthermore, some PDB structures only show a partial binding site due to incomplete structures63. Previously we have developed a tool, named TCBRP63 (http://bioweb.cs.ndsu.nodak.edu/Server/PPBindingprediction.html), for automatic extraction of complete binding sites from PDB complexes. We will use TCBRP for this step. Generate surface patches and graphs We will divide the protein surfaces into overlapping patches and represent them using the graph models developed in Specific Aim 1. For each residue on the protein surface, we will generate a patch that includes it and its contacting neighbors. In the training stage, a patch is assigned to either positive class (i.e., binding sites) or negative class (i.e., non-binding sites) depending on whether the center residue is a binding-site residue. In the prediction stage, the predicted class of a graph is assigned to its center residue.
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WHY? ANNOTATE TO KNOW WHY. TITLE Why GOES HERE TITLE GOES Why HERE Why was this first, that second, and the other last? Why did this event trigger that event and if not for one would the other occur? TITLE Why GOES HERE TITLE Why GOES HERE Why are these connected and why would they fail without each other? Why is this key and that is key and the other is not? TITLE GOES HERE Why did that need to happen? TITLE GOES HERE
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Qualitative Research Approach Provide some background to the approach and why it is a good strategy for your research. This section should include the following: • 1. Identify the specific strategy of inquiry to be used with references (e.g., narrative, phenomenology, case study, ethnographic). • 2. Provide some background information about the strategy (e.g., applications of and brief definition for discipline origin). • 3. Discuss the intended outcome from this type of strategy. • 4. Discuss the source of this strategy. • 5. Discuss why it is an appropriate strategy. • 6. Identify how the use of this approach will shape the type of questions asked, the form of data collection, and the steps of data analysis.
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STRATEGY 1 STRATEGY 2 STRATEGY 3 STRATEGY 4 • COLLABORATE WITH PROVIDERS PARTNER WITH COMMUNITY INVOLVE KEY DECISION PARTNERS PATIENT NAVIGATION STRATEGY 5 INCREASE FEASIBILITY OF PARTICIPATION/ADHERENCE STRATEGY 6 MAINTAIN CONNECTIONS STRATEGY 7 ACKNOWLEDGE STRENGTHS/ONGOING NEEDS
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Terms and Concepts Test Plan. The test plan - set of ideas that guide or represent the intended test process. Often those ideas are only partially documented, spread across multiple documents, and subject to change as the project evolves. Test Plan Document. A test plan document is any document intended to convey test plan information. However, test plan documents are not the only source of information about the test plan. Test plan information is also contained in the oral tradition of the project and the culture of the company. Test Strategy. The test strategy is the way tests will be designed and executed to support an effective quality assessment. Test strategy is the plan for what parts of the product will be covered by tests and what test techniques will be used. Test strategy is distinct from the logistics of implementing the strategy. Test strategy is essentially the “brains” of the test process. Test Project. The test project is the means by which the test strategy is implemented and results delivered. The test project is the “brawn” of the test process. 03/22/2019 rd 22
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