Maaike Napolitano, Delpher product manager

2015 ◽  
Vol 0 (38) ◽  
pp. 91
Author(s):  
Maaike Napolitano
Keyword(s):  
2008 ◽  
Vol 19 (03) ◽  
pp. 267-274 ◽  
Author(s):  
David B. Hawkins

A case report is presented of a 62-year-old software product manager who had normal hearing in one ear and a congenital profound hearing loss in the other ear and then sustained a sudden sensorineural hearing loss in the only hearing ear. The approach to amplification decisions, cochlear implant evaluation, and rehabilitation options are discussed. Providing aural rehabilitation and continually updating and providing new amplification options and accessories are described. Se presenta un reporte de caso de un gerente de productos de software de 62 años de edad quien tenía audición normal en un oído y un sordera congénita profunda en el otro, y quién súbitamente sufrió una sordera sensorineural súbita en el único oído con audición. Se discute el enfoque de decisiones de amplificación, la evaluación para implante coclear, y las opciones de rehabilitación. Se describen las pautas para proveer rehabilitación aural y para actualizar continuamente y aportar nuevas opciones de amplificación.


Author(s):  
Mien Yip ◽  
Brent Haroldsen

The Explosive Destruction System (EDS) was developed by Sandia National Laboratories for the US Army Product Manager for Non-Stockpile Chemical Materiel (PMNSCM) to destroy recovered, explosively configured, chemical munitions. PMNSCM currently has five EDS units that have processed over 1,400 items. The system uses linear and conical shaped charges to open munitions and attack the burster followed by chemical treatment of the agent. The main component of the EDS is a stainless steel, cylindrical vessel, which contains the explosion and the subsequent chemical treatment. Extensive modeling and testing have been used to design and qualify the vessel for different applications and conditions. The high explosive (HE) pressure histories and subsequent vessel response (strain histories) are modeled using the analysis codes CTH and LS-DYNA, respectively. Using the model results, a load rating for the EDS is determined based on design guidance provided in the ASME Code, Sect. VIII, Div. 3, Code Case No. 2564. One of the goals is to assess and understand the vessel’s capacity in containing a wide variety of detonation sequences at various load levels. Of particular interest are to know the total number of detonation events at the rated load that can be processed inside each vessel, and a maximum load (such as that arising from an upset condition) that can be contained without causing catastrophic failure of the vessel. This paper will discuss application of Code Case 2564 to the stainless steel EDS vessels, including a fatigue analysis using a J-R curve, vessel response to extreme upset loads, and the effects of strain hardening from successive events.


Author(s):  
Mohanbir Sawhney ◽  
Pallavi Goodman ◽  
Ori Broit

In 2014 WMS Gaming, a manufacturer and seller of slot machines to casinos, was considering a redesign of its existing revenue model. As technology evolved and customer demand for gaming solutions intensified, new and innovative revenue models were being adopted in other technology markets. Most notably, the subscription revenue model, in which customers paid a monthly subscription fee rather than a large upfront fee, was becoming widely adopted in the software industry. Product manager Dayna Stone had the task of evaluating several revenue models and recommending one that most suited WMS's business needs and at the same time took customer needs and wishes into consideration. Complicating this decision were several factors that would have to be kept in mind. Americans' love of gaming had led to a mushrooming of casinos, which meant increased competition for casino dollars. Yet the financial crisis of 2008 and its aftermath had weakened demand for casinos. In addition, casinos, depending on the type of customers they attracted, differed in their appetite for innovation and maintenance of their slot machines. Students will step into the shoes of Dayna Stone as she undertakes the task of weighing these factors and selecting the right revenue model.


1983 ◽  
Vol 47 (3) ◽  
pp. 92-102 ◽  
Author(s):  
Thomas J. Cossé ◽  
John E. Swan

Product managers have a unique position in the organizational hierarchy. Neither line nor staff executives, they are responsible for planning and managing the activities of the firm's revenue generating product-market entries and are key executives in the firm's strategic planning and implementation activities. Do product managers utilize planning processes that require the types of data and data analyses recommended in the strategic planning literature? What organizational and personal characteristics are related to product manager planning activities? This article reports findings of an empirical study designed to answer these questions.


Author(s):  
Julie Hennessy ◽  
Evan Meagher

This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.Helmut Schmidt, product manager for Hohner Musikinstrumente GmbH & Co. KG, the world's foremost manufacturer of harmonicas, accordions, melodicas, and ukuleles, was sitting at his desk reviewing his first assignment from the company's senior executive team. Schmidt had been asked to calculate the break-even point for the company's flagship product, the Marine Band harmonica, under a number of different scenarios.After completing the exercise, students should be able to: Calculate unit contribution and margin Calculate break-even units and market share


1980 ◽  
Vol 23 (1) ◽  
pp. 87-94 ◽  
Author(s):  
Carl McDaniel ◽  
David A. Gray
Keyword(s):  

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