text:
Wikijunior:How Things Work/LCD Display

Who invented it?
George Heilmeier invented the LCD display. He was an American engineer who died in 2014, aged 77.

How does it get power?
Electricity is used to power an LCD display. It is used to provide power for backlighting and to control the configuration of the display itself.

How does it work?
LCD stands for Liquid Crystal Display. As the name suggests, it is a display that is made using liquid crystals. Liquid crystals are used to control the passage of light through the display screen. Where light is allowed through, the screen appears bright and where light is blocked the screen appears dark.

The liquid crystals in their natural state are in a twisted but predictable form. They are positioned between a pair of polarizing filters in the display. Polarizing filters can be thought of as a grill that only allows light waves in one orientation to pass through. The two polarizing filters in an LCD display are aligned so their grills are in the same direction. Light passing through the first filter is polarised. As the polarized light passes along the liquid crystals it is directed by the crystals and emerges parallel to the second set of polarizing filters. Because the light waves are parallel to the polarizing filter, they are allowed through.

When a voltage is applied to the liquid crystals, they untwist slightly, changing the orientation of the polarized light so that it no longer emerges parallel to the second polarizing filter. This causes the light to be blocked by the filter, so that the screen at that point appears dark.

LCD displays consist of separately controlled sections of liquid crystals. These can number from just a few (as in a watch) to many thousands or millions (as in a computer display or television).

How dangerous is it?
Unless seriously damaged, LCD screens are safe, apart from the usual risk of an electric shock that comes with any electric machine. Unless you swallow the screen or try to take it apart, they are basically completely safe.

What does it do?
It shows information including images and motion pictures on a screen. Many electronic device's screens are LCD screens.

How does it vary?
Some displays rely on natural (or ambient) light to provide the illumination for the screen, and usually have a reflective surface at the back of the display to reflect any natural light entering the display back through the display to its surface.

Other types of displays have backlighting, which is where there is an electrical light source behind the display that illuminates the display where light is permitted through.

The original LCDs only had two different 'colours', one dark and one light, with only two intensities (on and off). The colours were usually black and light grey (the colour produced by ambient light moving through the display). More recently, LCDs with variable intensities have been produced, where the voltage applied to each liquid crystal can be controlled so that the amount of untwisting is varied and so the amount of light allowed through is varied.

Colour LCDs have also been developed (such as those used in colour televisions). These consist of millions of dots (or pixels), each of which has several coloured sections which can individually be turned on at varying intensities. Because the pixel sections are so small and so close together, our vision interprets this combination of colours as a single shade. The display is therefore able to represent millions of possible colours.

How has it changed the world?
LCD uses very low power compared to its main alternatives. Thus its helps to save power and still provides good picture quality. Many computers, phones and televisions use LCD screens. There is a good chance you are reading this on a screen using an LCD display!

What idea(s) and/or inventions had to be developed before it could be created?
Without Friedrich Reinitzer's discovery of liquid crystals, it would be impossible to make a Liquid Crystal Display.

title: Wikijunior:How Things Work/LCD Display


text:
Wikijunior:How Things Work/DVD

DVD stands for "Digital Versatile Disc". A DVD is used to hold information that can be read by a computer using a laser. DVDs are used mainly for movies, television programs and computer programs like games. DVDs are the same shape and size as compact discs but they store much more information in a different way.

Who invented it?
The DVD was invented by a group of companies including most of the world's largest makers of home video equipment including Toshiba, Philips, Sony and Matsushita Electric.

How does it get power?
A DVD player is powered by electricity. DVD players can either be powered by electricity or batteries.

How does it work?
DVDs are of the same shape and thickness as CDs, and they are made using some of the same materials and manufacturing methods. Like a CD, the data on a DVD is held in the form of small pits and bumps on the disc. A DVD is made up of several layers of plastic that is 1.2 mm thick. Each layer is made by injection moulding plastic. This forms a disc that has tiny bumps (often called pits) arranged as a single very long spiral track of data. These bumps are where all the data is stored. The bumps and pits on a DVD are coded information.

Each writeable layer of a DVD has a spiral track of data. On single-layer DVDs, the track always circles from the inside of the disc to the outside. That the spiral track starts at the center means that a single-layer DVD can be smaller than 12 cm if desired.

How DVDs are read
DVDs are read by a laser. The laser senses the pits and bumps and tells the DVD player what to play. The DVD player or computer often knows when the DVD is in or not. If the DVD is very scratched or is breaking or broken, it cannot be read by the laser.

How dangerous is it?
The DVD is not dangerous by itself unless it is broken. Then the pieces are very sharp and could cut your fingers - or your feet if you step on them. The laser in the DVD player can also hurt your eyes.

What does it do?
It stores digital information that can be used by a DVD player or computer.

How does it vary?
The first DVDs had a single layer and could store around 4.5 Gigabytes of data. Later on scientists found a way to make more layers so it could store even more data. These multi-layered DVDs are called dual layer DVDs which can store around 8.5 Gigabytes of data. Nowadays there are two more types of DVDs which are called Blu-ray and HD-DVD that can store even more. The single layer Blu-ray disc can store 25 Gigabytes of data while the dual layer Blu-ray disc's can store 50 Gigabytes of data. The HD-DVDs can store around 15 Gigabytes of data per layer. The HD-DVDs are no longer available.

How is it used?
DVDs can be used for:

 * Storing information, like pictures or video
 * Storing video games
 * Storing computer programs
 * And lots more!

How has it changed the world?
The DVD has modernized the current generations of video playing devices into the digital age.

What idea(s) and/or inventions had to be developed before it could be created?
The DVD was seen as the next step from the video cassette. There are many inventions involved to make a DVD possible. First of all, the computer had to be invented. You'll realize this when you try to understand how DVD works. On a DVD disk there is coded in a binary form all the information one needs to record a picture.

license: Creative Commons - Attribution Share-Alike - https://creativecommons.org/licenses/by-sa/4.0/

title: Wikijunior:How Things Work/DVD


text:
Cookbook:Madras Filter Coffee

| Beverages

Madras filter coffee requires the use of specific fresh-roasted coffee beans and chicory roots, which are not always available outside India. An alternative is to use a brand of Indian instant coffee that has chicory in it, and is available in some Indian stores and supermarkets. Nestle Bru instant coffee has 30% chicory added and in general has a near enough taste to authentic Madras filter coffee.

Ingredients

 * ¼ cup water
 * ½–2 tsp instant coffee with chicory root
 * ¾ cup milk
 * Sugar (optional)

Procedure

 * 1) Bring the water to a boil, and stir in the coffee. Ensure there are no lumps.
 * 2) Bring the milk to a boil.
 * 3) Add the coffee mixture to the milk, and sweeten with sugar to taste.
 * 4) While the coffee is still boiling hot, pour it into a mug or, preferably, a stainless steel tumbler. While pouring the coffee, slowly raise the saucepan so the coffee falls into the mug from a height of about 1–1½ ft. This will cause the coffee to froth like espresso.
 * 5) If desired, you can dip a teaspoon in the coffee and lightly spread a few drops of it over the froth in the mug.
 * 6) Serve piping hot.

Notes, tips, and variations

 * Filter coffee in India is actually made in a closed steel container called a coffee filter.

title: Cookbook:Madras Filter Coffee


text:
Talk:Haskell/GUI

Thanks for building this! I bet you've probably thought of this already, but just in case, I think it would be really helpful if you put screenshots up at every step. We could even be fancy and show off wxhaskell's multiplatformedness by putting versions for different OSes. In any case, a good place to put the shots would be the  commons. -- Kowey 21:15, 27 August 2006 (UTC)

 * Thanks for the suggestion. I've just made an account on commons, so the screenshots will be up soon enough :) I only have wxHaskell set up on a Windows OS. I might try it on Linux, but I'm a total Linux noob, so that can take a while ;) In case you or other people want to make screenshots of other OSes, I'll add the OS in the filename :)
 * I try to explain only the basics of wxHaskell developing, with a strong focus on using the documentation and the samples. At the FP class at university, we only got Daan's paper with a minimum amount of explanation and hardly anyone knew how to read the docs. I'm trying to improve on this by showing how I use the docs when looking for stuff.--Tchakkazulu 22:58, 27 August 2006 (UTC)

 * On a completely random note, when you feel somewhat comfortable with wxHaskell, you might consider having a look at autoforms. Can you imagine... no more boring work creating GUIs... only write the interesting bits, and let autoforms derive the easy ones. -- Kowey 07:08, 28 August 2006 (UTC)

There, screenshots added. Someone more mediawiki-savvy than I might want to fix some display things. --Tchakkazulu 00:40, 28 August 2006 (UTC)

I'm almost done with what I had planned for this module; a small part about event filters and it's finished. Maybe I'll add some exercises involving events and attributes, because that's a really important part of GUIs, interactivity and such. I wasn't able to sneak in mutable variables, as much as I wanted to. A separate chapter for them seems a bit overdone. I know there are a lot of subjects of wxHaskell not covered here, such as instances of Paint and all fun stuff to do with that, creating custom controls and attributes, menubars/toolbars/context-menus and option dialogs, but I have to do more of those first before I can explain it and write decent, good-looking code about it. Twas fun :) --Tchakkazulu 23:22, 30 August 2006 (UTC)

 * Woo! Hope you stick around and find more stuff to work on in the book. I suppose we could envision an advanced graphics article (going all the way up to FRP?).  Or, if that's outside the scope of the book, we could even do something like that on HaskellWiki.

 * Speaking of which, something you might consider doing is adding something to your user page saying that your Haskell stuff can be used under the HaskellWiki's simple permissive license. Not neccesary of course, but this allows them to use our stuff, just like we use their stuff.  Then again, this weakens the GFDL terms, which you might not like so much...

 * In any case, thanks again! I'm really glad we have an actual GUI page now, and not just a stub, partly because it's useful in itself, and partly because graphical interfaces are an easy way to show people that Haskell is a "real world" language, not just a bunch of academic nonsense :-) -- Kowey 06:28, 31 August 2006 (UTC)

Screenshots license
Commons should not be used for uploading these screenshots. Fair use is not allowed over there, and they depict winXP screens which is copyrighted by Microsoft. Blah... they will probably be auto-removed from commons very soon so I'll upload them here to wb. After checking if that's possible.

I think I'm supposed to use Template:Screenshot as a license. Any more trapdoors? --Tchakkazulu 23:12, 1 September 2006 (UTC)

 * How frustrating! I guess the best bet would be to take the screenshots under Linux.  It would be nice to use commons in case we ever decide to translate the wikibook, or something.  Oh well... I guess moving the xp ones to wikibooks will have to do for now  -- Kowey 07:43, 2 September 2006 (UTC)

qtHaskell is not quite alive
The project was hosted by the now defunct berlios so the old project page is inaccessible. Archive.org has a partial archive of the project website. Unfortunately, the recent source code wasn't saved. (I haven't checked for older releases available in older backups.) There are some source archives here. I didn't see sha sums or gpg sigs listed on the archived version of the original site.

The creator recommends qt 4.3.? or greater. I tried building the source against qt 4.8.6, and got some compilation errors:

For this project to be generally useful, it will need some updating and a new place to host the source archives. The developer's last source release was in 2010. (I haven't contacted them about their project.)

An alternative to qtHaskell could be hasqml, which offers haskell bindings to Qt Quick. This requires using QML, a declarative javascript-inspired language. hasqml might be a good replacement for qtHaskell, since since using javascript with Qt Quick is apparently optional. I don't know if one can generally abstain from javascript use without too much hassle or compromise.

-- (Edited) Sudozero (discuss • contribs) 22:00, 30 June 2014 (UTC)

Pretty much every recommended library here is dead
Kind of a continuation of the above, but pretty much every library recommended here is dead. Gtk2Hs is just... no. We're on GTK-4 now. The Gtk2Hs project themselves recommend using gi-gtk-hs instead. hoc hasn't been maintained for about 13 years. The last commit was 2010. wxHaskell had no commits for about 8 years. The last commit seems to have been at 2015. And as the topic above says, qtHaskell is dead as well.

We need to revamp this to use perhaps `gi-gtk-hs`, and `monomer`, or SDL2 if anyone feels that it fits. There's also fltkhs, that one has only been unmaintained for 3 years. Though I don't recommend using it. And also dear-imgui, which is closer to SDL2 if anything. There's also qtah as a replacement for qtHaskell but I've never gotten it to build.

Another way to do GUI is to have Haskell be the business logic side, and shell out to another language for GUI, like C or any other language. -- Ribosomerocker (discuss • contribs) 11:29, 18 July 2023 (UTC)

title: Talk:Haskell/GUI


text:
Muggles' Guide to Harry Potter/Places/Forbidden Forest

General Overview
The Forbidden Forest is a patch of untamed forest that grows on the grounds of Hogwarts School. It is home to many magical creatures, including unicorns and centaurs, and is more or less in the charge of Rubeus Hagrid, Keeper of the Keys and Grounds. Hagrid's hut is located on the very edge of the Forest. The Forest has received its name because it is forbidden to all students, except in special circumstances.

Extended Description
We first hear of the Forbidden Forest at the Arrival Feast on Harry's first day at Hogwarts; Professor Dumbledore tells the First Years that the forest on the grounds is off limits, and goes on to say that he feels he must remind some of the older students of that fact as well. As he says this last, he seems to be looking at Fred and George Weasley.

The Forbidden Forest is not as forbidden as the name implies; quite often students are taken to the very edge and even within it as part of their Care of Magical Creatures studies, starting in their third year. In Harry Potter and the Philosopher's Stone, Harry, Hermione, and Draco Malfoy serve a detention in the Forest supervised by Hagrid. Presumably, the prohibition is to prevent students from going unaccompanied into the Forest, although that is never explicitly stated.

Analysis
In order to have Care of Magical Creatures classes, there must be magical creatures; part of the Forbidden Forest's function is to provide a near-by habitat. Because they were studied in Care of Magical Creatures, it is known that Unicorns, Bowtruckles, Hippogriffs, and Thestrals live there; also encountered are Centaurs and Acromantulae. A Werewolf briefly roamed there some twenty years ago, and apparently the rumours of his presence remain.

The Forest is an uncharted and wild place where the unexpected happens. This can be gauged by Ron's unwillingness to go into the Forest in Harry Potter and the Chamber of Secrets; he believes there are werewolves in there and additionally, suffering arachnophobia, fears meeting spiders.

The Forest also provides concealment. In Harry Potter and the Chamber of Secrets, Mr. Weasley's flying car limps off into the Forest after crashing into the Whomping Willow. In Harry Potter and the Goblet of Fire, an arena is constructed for the Tri-Wizard Tournament's first challenge. This arena, which must be large enough for the entire school plus four dragons, is constructed around a corner of the Forbidden Forest so it will not be visible from Hogwarts. Additionally, in Harry Potter and the Order of the Phoenix, Hagrid keeps his half-brother Grawp hidden there. Professor Umbridge believes Hermione's outrageous claim that Dumbledore has a secret weapon, and seems to be willing to accept at face value that it is hidden in the Forest. She forces Hermione and Harry to accompany her into the Forest to find it—an act she later regrets. And in the final book, Voldemort and his Death Eaters use the Forest as a place of concealment while planning the next assault on Hogwarts.


text:
Cookbook:Pad Thai Sauce

| Sauces

Pad thai sauce is commonly used in a Thai dish that shares the same name. This is a simplified version that is versatile enough to use in many other dishes. This recipe works best with rice noodles and is a great addition to any cook's stir-fry repertoire.

Ingredients

 * 1 garlic clove
 * 3 tablespoons vegetable oil (preferably peanut oil)
 * 3 tablespoons tamarind or pineapple juice
 * 2 tablespoons soy sauce
 * ¼ cup (60 ml) Thai fish sauce
 * ¼ cup (60 ml) sugar
 * 1 tablespoon sambal oelek chili paste
 * ½ tablespoon cornstarch

Procedure

 * 1) Mince the garlic. Lightly brown it in a frying pan over high heat with the oil.
 * 2) Combine the juice, soy sauce, fish sauce, and sugar and mix thoroughly
 * 3) After mixture starts bubbling, add the chili paste and cornstarch. Mix well and cook for another minute or two.

title: Cookbook:Pad Thai Sauce


text:
Marketing/Introduction

Marketing Book Sections

Marketing

Ch.1-Introduction Ch.2-Marketing Strategy  Ch.3-Marketing Plan  Ch.4-Targeting & Segmentation

Ch.5-Consumer Behavior Ch.6-Product Development  Ch.7-Market Research  Ch.8-Marketing Ethics

---

Definition
Marketing is the science of meeting the needs of a customer by providing valuable products to customers by utilizing the expertise of the organization, at same time, to achieve organizational goals. According to The American Marketing Association :

Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.

With this definition, it is important to realize that the customer can be an individual user, a company, or several people who contribute to the purchasing decision. The product can be a hard good, a service, or even an idea – anything that would provide some value to the person who provides an exchange. An exchange is most often thought of as money, but could also be a donation of time or effort, or even a specific action. A producer is often a company, but could be an individual or non-profit organization.

Classical marketing is often described in terms of the four “P’s, which are:

 * Product – what goods or services are offered to customers
 * Promotion – how the producer communicates the value of its products
 * Price – the value of the exchange between the customer and producer
 * Placement – how the product is delivered to the customer.

A complete analysis of these categories is often called the Marketing Mix. More detail on these categories can be found in the later entry on the Marketing Plan.

Marketing has both inbound and outbound activities. Inbound activities largely center on discovering the needs and wants of the potential customers. The collective group of all potential customers is called a market. Categorizing these needs into groups is called segmentation. Organizing markets into segments allows a producer to more logically decide how to best provide value to that group of potential customers. The analysis of market segment needs; analysis of existing sales and profitability; the descriptions, design and introduction of new products; and the analysis of competitor offerings are also inbound activities that are important but not often seen by the public.

Outbound activities include all aspects of informing the market that a product is available, delivering that product, and encouraging the purchase decision. These activities include advertising, promotion, supply chain, sales support, product training, and customer support.

To the public, the most common interaction with marketing is where it touches the discipline of sales in the form of advertising. This interaction leads to a common misconception that marketing is only this aspect of promotion. Instead, it is useful in understanding that:

Marketing is a data driven science.

The good marketer will develop the data necessary to define the customer’s needs, develop a good product based on the available resources, deliver the product in an effective manner to the consumer at a price that reflects the customer value and the profit desired by the producer.

Marketing Models
When the producer is a commercial entity and the end user makes the purchasing decision, the model used to describe this transaction is often called a Business to Consumer (B2C) model. When the producer is a commercial entity and a second commercial entity makes the purchasing decision but provides the product to their customer, then the model is often called a Business to Business (B2B) model. The difference in these models affects how the marketer constructs his or her marketing analysis and marketing mix.

Aspects of Marketing
Marketing has many aspects or sub-disciplines within the broad discipline of marketing. They include:

•	Advertising.

•	Branding.

•	Copywriting.

•	Customer relationship management (CRM).

•	Direct marketing.

•	Event planning.

•	Graphic design.

•      Internet Marketing.

•	Loyalty marketing.

•	Market research.

•	Marketing communications.

•	Media relations.

•	Merchandising.

•	New product development.

•	Pricing.

•	Product management.

•	Promotion.

•	Public relations.

•	Sales management and support.

•	Search engine optimization (SEO).

•	Social media optimization.

•	Strategic planning.

•	Supply chain management.

Marketing functions in all of these areas. A marketer can do many of these functions within an organization or specialize in one or more.

The Market
prospective customers for a given product, service, or idea

The market consists of all prospective customers for a given product, service, or idea. Customers can be purchasers who intend to resell the product or end users who intend to use or consume the product. The market can be categorized into separate groups called segments. When a producer appeals to a market or market segment, the producer must take into account the distinction between the end user or consumer and the purchaser or decision maker(s). This is especially true in B2B (Business to Business) models. The market may be individuals or organizations who are able to purchase the organization’s product. Each entity in the delivery chain will have different needs, so a complete market needs analysis must include all potential segments and all entities within each segment.

The Product
all goods, services, and ideas that are sold or traded

Products that can be marketed include all goods, services, and ideas that are sold or traded. Products can be either tangible, as in the case of physical goods, or intangibles, such as those associated with service benefits or ideas (intellectual property), or any combination of the three. The producer is the entity that offers the product to the market. The producer can be the manufacturer, the wholesaler, the retailer, the service provider, or a combination of these. For services, it is sometimes easier to use the term provider instead of producer.

Goods
Goods are a physical product capable of being delivered to a purchaser and involves the transfer of ownership from seller to customer.

Services
A service is a non-material action resulting in a measurable change of state for the purchaser caused by the provider.

Ideas (Intellectual Property)
Intellectual Property is any creation of the intellect that has commercial value, but is sold or traded only as an idea, and not a resulting service or good. This includes copyrighted property such as literary or artistic works, and ideational property, such as patents, appellations of origin, business methods, and industrial processes.

Product Pricing
price is set at a level which indicates the perceived value agreement between producer and purchaser

Once an organization has its product to sell, it must then determine the appropriate price to sell it at. The price is set by balancing many factors including supply-and-demand, cost, desired profit, competition, perceived value, and market behavior. Ultimately, the final price is determined by what the market is willing to exchange for the product. Pricing theory can be quite complex because so many factors influence what the purchaser decides is a fair value.

It also should be noted that, in addition to monetary exchange, price can be the exchange of goods or services as in a barter agreement, or an exchange of specific behavior, such as a vote in a political campaign.

Product Promotion
informing the market about a product, product line, brand, or company and encouraging a purchase decision

Once an organization has learned the market needs, produced or procured a product, and priced it, it then needs to promote the product by letting the market know that it exists, and how it can be purchased.

Promotion involves providing information about a product, product line, brand, or company. There are many ways to promote including:

 * Advertising
 * Personal selling
 * Sales discounts
 * Public Relations/Publicity
 * Sampling
 * Word of mouth, including electronic endorsements
 * Product placement

Product Distribution
delivery of the product to the purchaser

Once an organization has produced or procured, priced, and promoted a product, it then needs to deliver that product to the purchaser. Some distribution examples:

 * Direct sale to the customer from the producer
 * Wholesale distribution where the producer sells in large quantities only to an intermediary, not the end user
 * Retail sales where a retailer will buy large quantities, but sell smaller quantities to individual customers
 * Value added resale (VARs) where an organization purchases a product from a producer and, in turn, resells it to a consumer after adding additional products, services, or expertise.

การตลาด/บทนำ

title: Marketing/Introduction


text:
Marketing/Marketing Strategy

Marketing Book Sections

Marketing

CH.1-Introduction CH.2-Marketing Strategy  CH.3-Marketing Plan  CH.4-Targeting & Segmentation

CH.5-Consumer Behavior CH.6-Product Development  CH.7-Market Research  CH.8-Marketing Ethics

---

Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.

-Sun Tzu

The Organization's Marketing Strategy & Six Duties
focus on developing relationships with customers

The overall marketing strategy of an organization should focus on developing relationships with customers to understand their needs, and to develop goods, services, and ideas to meet those needs.

 * 1) Information Gathering: research potential customers, their needs, and spending habits in order to understand what sort of product, service, or idea they wish to buy.
 * 2) Evaluation of Organization Capabilities: decide what your organization can produce relatively well, and what your organization is not capable of producing based on the organization's specific strengths and weaknesses.
 * 3) Identify Market Opportunities: research the current market for a product idea, and look for an opportunity; such as no competition or strong demand.
 * 4) Set Objectives of Marketing Strategy: decide what results need to be achieved in order to reach the organization's goals; such as a specific increase in sales, or net profits.
 * 5) Formulate an Action Plan: List the specific steps the organization needs to take in order to implement the marketing plan, and assign the responsibilities to specific staff members.
 * 6) Monitor & Evaluate: Study the marketing plan regularly, at least once per quarter, to track performance against the set objectives.

Evaluating Market Opportunities
new products, new customers, and increasing sales to current customers

Broad Techniques

 * 1) Niche Strategy: Find a niche of customers under-served by current offerings.
 * 2) Growth Strategy: Increase revenue from existing market niches and deliver better offerings to new target markets.
 * 3) Defensive Strategy: Maintain leadership position by developing brand loyalty, mass distribution.
 * 4) Offensive Strategy: Adopt a policy of destroyer pricing to preempt the entry of new firms or drive away the existing competitors.

Specific Techniques

 * 1) Market Penetration: Increase sales of an organization's current products in the current market through a more aggressive marketing campaign.
 * 2) Market Development: Increase sales by selling current products in new markets, possibly to satisfy new consumer needs or to identify new market segments.
 * 3) Product Development: Offer new and improved products to the current market.
 * 4) Diversification: Move into multiple lines of revenue generation.

การตลาด/กลยุทธ์การตลาด

title: Marketing/Marketing Strategy


text:
Marketing/Marketing Plan

Marketing Book Sections

Marketing

CH.1-Introduction CH.2-Marketing Strategy  CH.3-Marketing Plan  CH.4-Targeting & Segmentation

CH.5-Consumer Behavior CH.6-Product Development  CH.7-Market Research  CH.8-Marketing Ethics

If the circus is coming to town and you paint a sign saying "Circus Coming to the Fairground Saturday," that's advertising. If you put the sign on the back of an elephant and walk it into town, that's promotion. If the elephant walks through the mayor's flower bed, that's publicity. And if you get the mayor to laugh about it, that's public relations. If the town's citizens go to the circus, you show them the many entertainment booths, explain how much fun they'll have spending money at the booths, answer their questions and ultimately, they spend a lot at the circus, that's sales.

-P.T. Barnum

The Marketing Plan
The Marketing Plan combines - for a given period (one year for example) and a given range of products and services - all aspects of an organizations' marketing efforts into one coherent plan. It tries to blend these efforts in a synergistic fashion for maximum results. Marketing plans will vary from organization to organization but all have the core components listed here.

Executive Summary
outlines the key elements of the marketing plan

The Executive Summary outlines the key elements of the marketing plan, with a specific focus on product, pricing, promotion, and placement. Other elements that may be discussed are: people (staff), process (of providing a service), physical evidence (make service more tangible to potential customer), and philosophy (whereby the product reflects the philosophy of the organization).

Example Executive Summary
An example of the executive summary is as follows:

'Forum For International Trade Training (FITT) 2006 international marketing plan of the year.'

"The eastern seaboard of the United States has witnessed significant growth in the security industry since the tragedy of September 11, 2001. Reaction by both government and citizens alike, has left little doubt that the United States is determined to enhance security and in doing so, provide its nation with greater protection and peace of mind.  In response to the World-Trade Center bombing government, citizens, and institutions have purchased a significant number of security related products and services.  Now, 5 years later, people are beginning to recognize the inherent need for security products that can help predict and ultimately prevent potential threats to their citizens.  It is with this in mind that the general public of the United States, and more specifically those on the eastern seaboard, have come to realize the need for greater public surveillance.  In response to this cry for help, March Networks is in an ideal position to propose the installation of public security cameras for multi-purpose use.

March Networks is to be credited for its eastern seaboard market penetration as it pertains to security in the areas of banking and public transportation. In recognition of these significant achievements, it is highly recommended that March Networks continue to take advantage of its dominant and respected position by expanding the use of recognized products in two new, but complimentary market areas. Preliminary analysis suggests that the public property and traffic management sector and the taxi industry are ideally suited for current product application and market expansion.

With vandalism and the cost of vandalism reparation on the rise, there exists a clear market for security products aimed at enhancing public safety while at the same time curbing the ever increasing associated public expense. Having selected Boston as the test market area, preliminary research suggests the municipal government would achieve significant benefits and financial gains by installing March Networks security cameras to monitor public parking. Reduced vandalism, lower maintenance and repair costs, improved traffic flow and enhanced public safety are the benefits that will materialize from this bold, yet innovative application of technology to an everyday part of life.

A second area that can gain from the application of this type of technology pertains to the taxi industry. In the United States, driving a taxi is considered the 10th most dangerous job, yet it is one that will continue for the foreseeable future. Hence a viable and sustainable market area that is longing for improvements that would enhance the safety of both taxi drivers and patrons alike. Combining the security offered by March Networks cameras with an interactive, touch-panel advertising medium, is the differentiator March Networks requires to overcome its competitors and continue the successful expansion of security technology in the general public market.

This marketing plan proposes the application of March Networks security technology in two new public safety domains. Utilizing the Boston area as a test bed, this plan takes advantage of previously established credentials and marketing successes, while at the same time, identifies an opportunity to apply proven technology in a new and innovative manner that is paramount to the well-being of every day citizens."

Sourced with permission by the author - Casey Schlegel

Situation Analysis (SWOT)
examines the all aspects that may impact sales

The situation analysis examines all the aspects that may impact sales of a specific company. The strengths and weaknesses should be focused upon the brand and its attributes, not the market conditions. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats.

 * Strengths & Weaknesses: Highlight the strengths and weaknesses of the brand in the current marketplace.
 * Opportunities & Threats: Identify potential opportunities and threats that exist outside the organization that may impact the brands sales potential. Focus on market trends, consumer confidence, and technology advances.
 * Competitors: Analyzes what competitors are doing in the marketplace.

It should be noted that the SWOT analysis is a tool used to help direct the thoughts of the individual or group drafting the marketing plan and it should not be included in the body of your report as it lacks professionalism. If you feel pressured to include your SWOT with your marketing plan include it in an appendix.

Goals
Provide continuous, reliable and current up-to date information to the Army Reserve personnel (Soldiers, Civilians, Contractors and Family Members)on the development of tools, task force initiatives, training opportunities, best practices, lesson learned, communication products, trends and ongoing initiatives in the safety realm.

Action Plan
specific actions that need to be taken to reach the goal

The action plan lists the specific actions that need to be taken to reach the goal of the marketing plan, and also lists which department or person in the organization is responsible for carrying out the action.

Marketing Mix
how the target market is reached through a specific blend of the P's

The marketing mix or 4 P's describes how the target market is reached through a specific blend of attributes listed above: product, pricing, promotion, placement, people (staff), process (of providing a service), physical evidence (make service more tangible to potential customer), and philosophy (whereby the product reflects the philosophy of the organization). For each of the "P's" be sure and describe how altering that specific component helps the organization to encourage customers to buy the product being sold.

Product
The Product strategy is complex. It not only includes the development of the correct product attributes to meet the needs of the target market, but must focus on the benefits (perceived or real) the customer anticipates the product will provide.

Promotion
Promotion is communication between the "seller" (producer, wholesaler, retailer, service provider, etc.) and relevant stakeholders (usually referred to in terms of the Target Market/s). Promotion or Marketing Communication utilizes tools such as Advertising, Sales Promotion, Direct Marketing, Personal Selling, Marketing Public Relations and Publicity.

Price
Pricing objectives directly affect an organizations pricing policy:
 * Profit oriented objectives-attain a specific profit level, or as much profit as possible
 * Sales oriented objectives-target a predetermined unit sales level or market share
 * Status quo objectives-seek to maintain current price levels, peg them to an index, or match them to a competitor

Placement
Placement or place refers to the distribution channels that a company will use in order to take its product to the final customer (or consumer).

Budget
total resource allocation available

Specify the total resource allocation available for the marketing plan, and the potential return on this investment.

Budgeting is most important of the marketing for direct and indirect customer

Marketing Research
the role and importance of marketing research

1. Examine the role and importance of marketing research within a firm's overall marketing mix.

2. Outline and discuss the stages within the marketing research planning process.

การตลาด/แผนการตลาด

title: Marketing/Marketing Plan


text:
Marketing/Targeting & Segmentation

Marketing Book Sections

Marketing

CH.1-Introduction CH.2-Marketing Strategy  CH.3-Marketing Plan  CH.4-Targeting & Segmentation

CH.5-Consumer Behavior CH.6-Product Development  CH.7-Market Research  CH.8-Marketing Ethics

---

Did you ever see the customers in health-food stores? They are pale, skinny people who look half dead. In a steak house, you see robust, ruddy people. They're dying, of course, but they look terrific.

-Bill Cosby

Segmentation
The primary objective of segmentation is to identify customers with similar attributes, and to find which segments of customers that are attractive from a profit perspective. Understanding the market segmentation allows marketers to create a more effective and efficient marketing mix.

Generic Markets (Large Segments)
A generic market is comprised of groups of customers who have a general need, but have many offerings to choose from to meet that need. For example: transportation is a generic market that can be met by many offerings: car, bus, train, subway, taxi, etc.

Product Markets (Small Segments)
A product market is comprised of groups of customers who have a very specific need, with fewer offerings to choose from. For example: The Luxury Car market fulfils a specific need and has only a few options to choose from: Bentley, Aston Martin, Ferrari, etc. Product market segments are similar within the specific segment (ex. Luxury Cars), and are different across segments (ex. Luxury, Mid-size, Economy); and each segment has very specific characteristics, which, when reflected in the product, can return higher profits to the organization.

Markets can be segmented by defining the goals of the customers in that market subset. For example, in the transportation market(The Generic Market), a group of customers who's goals of transportation are to be able to travel in their own vehicle, feel comfortable/safe/fast relative to other transport options, and be able to show other people how "nice" their own vehicle is: this subset can be said to have goals which define them as a Luxury Car segment.

Segmentation Variables
The factors which are be used to segment a market are the segmentation variables. Common variables include demographic, geographic, psychographics and behavioral considerations.

Targeting
identification of market segments and tailoring the marketing mix to meet segment needs

Target marketing is the identification of attractive market segments and tailoring the marketing mix to match the needs of target customers. This contrasts with mass marketing, whereby the marketing mix is vaguely aimed at all customers. A specific target market is a homogeneous group of customers to whom an organization wishes to appeal; it must be large enough to be profitable, and its members must have sufficient disposable income to spend on the goods, services, or ideas.

Segment Dimensions
The dimensions of a segment also indicate the potential profitability and attractiveness of the segment.

The Segment Dimensions impact on marketing mix decisions, a knowledge of the needs and wants, and how potential customers within a segment define value, allows for considered development of the product, its distribution, advertising and pricing.

 * Demographics = Affects consumer needs
 * Geographic Location = Affects size of market
 * Behavior and Consumption Patterns = Affects product and promotion variables
 * Urgency of Satisfaction = Affects Place and Price variables

Positioning
what position does your product hold in the minds of your current and potential customers?

Positioning is the concept of defining what role the brand will play in enhancing customers' lives and then highlighting specific brand attributes to best match consumer needs.

 * Ways to position:
 * Understand how customers perceive key dimensions of your brand, both tangible and intangible, relative to competitors' brands.
 * Price, Taste, Design and look of product are tangible benefits. Whereas feelings such as trust and confidence are intangible benefits products can have.
 * Understand which needs your target audience wishes to satisfy with your brand.
 * Position or reposition your brand to meet various target markets' needs, and manipulate the Four P's accordingly.

Segmentation in the Digital Economy
Positioning is not what you do to a product, It's what you do to the mind of the consumer.

Information used to define segments of homogeneous consumers

Information is collected, aggregated, and used to define segments of homogeneous consumers. In providing targeted offerings to these consumers, several segmentation techniques are valuable:

 * Database Management:Use third party database information to segment target markets according to a variety of meaningful variables.
 * Anonymous Personalization:Segmenting a market based on anonymous consumer information.
 * Permission Based marketing:Consumers provide meaningful information that is then used by the firm to supply targeted offerings to the consumer.

title: Marketing/Targeting & Segmentation


text:
Marketing/Consumer Behavior

Marketing Book Sections

Marketing

CH.1-Introduction CH.2-Marketing Strategy  CH.3-Marketing Plan  CH.4-Targeting & Segmentation

CH.5-Consumer Behavior CH.6-Product Development  CH.7-Market Research  CH.8-Marketing Ethics

---

In a consumer society there are inevitably two kinds of slaves: the prisoners of addiction and the prisoners of envy.

-Ivan Illich

Consumer Market
Refers to a target audience where the end customers are the purchasers and users of the goods and services.

Industrial Market
Refers to a market where other businesses (B2B), not end consumers, are the purchasers of the goods and services.

Consumer behaviour is the study of when, why, how, and where people do or do not buy a product. It blends elements from psychology, sociology, social anthropology and economics. It attempts to understand the buyer decision making process, both individually and in groups. It studies characteristics of individual consumers such as demographics and behavioural variables in an attempt to understand people's wants. It also tries to assess influences on the consumer from groups such as family, friends, reference groups, and society in general.

Customer behaviour study is based on consumer buying behaviour, with the customer playing the three distinct roles of user, payer and buyer. Relationship marketing is an influential asset for customer behaviour analysis as it has a keen interest in the re-discovery of the true meaning of marketing through the re-affirmation of the importance of the customer or buyer. A greater importance is also placed on consumer retention, customer relationship management, personalisation, customisation and one-to-one marketing. Social functions can be categorized into social choice and welfare functions.

Each method for vote counting is assumed as social function but if Arrow’s possibility theorem is used for a social function, social welfare function is achieved. Some specifications of the social functions are decisiveness, neutrality, anonymity, monotonicity, unanimity, homogeneity and weak and strong Pareto optimality. No social choice function meets these requirements in an ordinal scale simultaneously. The most important characteristic of a social function is identification of the interactive effect of alternatives and creating a logical relation with the ranks. Marketing provides services in order to satisfy customers. With that in mind, the productive system is considered from its beginning at the production level, to the end of the cycle, the consumer (Kioumarsi et al., 2009).

Psychological variables
Variables related to process such as motivation, perception, learning, attitude, personality, and lifestyle.

Social influences
Influences such as family, social class, reference groups, and culture.

Purchase situation
Situation-dependent variables such as purchase reason, time, and surroundings.

Needs motivation
A theory that explains why consumers make decisions to satisfy their salient needs.

Needs
The basic, motivating forces that shape decision making.

Wants
Wants are the learned needs that extend beyond the basic needs.

Economic needs
The types of product features consumers desire.

 * Value
 * Convenience
 * Efficiency in operation
 * Dependability in use
 * Improvement in earnings

Search for information
Both internal and external searches.

Problem solving
The amount of effort exerted in information gathering and problem solving. The type of problem solving depends on several variables:

 * Extensive problem solving: more effort is expended to decide how to satisfy a need. This type is used for infrequently purchased, expensive, high-risk, or new goods or services.
 * Routine problem solving: Low-involvement, inexpensive, limited risk purchase requiring minimal effort. Used when the consumer has considerable experience in how to meet the need.

Purchase product
The actual purchase transaction.

Post purchase evaluation
Cognitive dissonance occurs as consumers seek out positive reinforcement to reaffirm their purchase decision and to minimize negative uncertainty that can cause dissatisfaction. This dissatisfaction is most often referred to as "buyers remorse".

Adoption process for new products
Occurs when a consumer's previous buying experiences are not relevant to the current problem he or she would like to solve.

 * Awareness: consumer is aware of, but lacks details of, the brand
 * Interest: consumer gathers information about the brand
 * Evaluation: consumer imagines trying the brand and anticipates the benefit from its use
 * Trial: consumer tries the brand
 * Decision: consumer adopts the brand for future use or rejects it
 * Confirmation: consumer will seek information to support his or her decision and to reduce tension (cognitive dissonance)

Consumer behavior for industrial markets
Characterized by buyers who:

 * Less emotional than consumer buyer markets
 * Look for specific product attributes, such as economy in cost and use, productivity, and quality
 * Want to partner with businesses that are reliable, fair, consistent, speedy, and cooperative
 * Are generally spending a larger amount of money. thus, the process tends to be more complex and lengthy
 * Is more task oriented and rational than consumer product buyer.
 * Has firm motives of Quality, price and delivery against emotional motives in the other cases.

title: Marketing/Consumer Behavior


text:
Marketing/Product Development

Marketing Book Sections

Marketing

CH.1-Introduction CH.2-Marketing Strategy  CH.3-Marketing Plan  CH.4-Targeting & Segmentation

CH.5-Consumer Behavior CH.6-Product Development  CH.7-Market Research  CH.8-Marketing Ethics

---

My experience has been that creating a compelling new technology is so much harder than you think it will be that you're almost dead when you get to the other shore.

-Steve Jobs

Introduction
In business and engineering, new product development (NPD) is the term used to describe the complete process of bringing a new product or service to market. There are two parallel paths involved in the NPD process : one involves the idea generation, product design, and detail engineering ; the other involves market research and marketing analysis. Companies typically see new product development as the first stage in generating and commercializing new products within the overall strategic process of product life cycle management used to maintain or grow their market share.

Types of new products
There are several general categories of new products. Some are new to the market (ex. DVD players into the home movie market), some are new to the company (ex. Game consoles for Sony), some are completely novel and create totally new markets (ex. the airline industry). When viewed against a different criteria, some new product concepts are merely minor modifications of existing products while some are completely innovative to the company. These different characterizations are displayed in the following diagram.

Types of new products

The process
There are several stages in the new product development process...not always followed in order:
 * 1) Idea Generation (The "fuzzy front end" of the NPD process, see below)
 * 2) *ideas for new products can be obtained from customers (employing user innovation), the company's R&D department, competitors, focus groups, employees, salespeople, corporate spys, trade shows, or through a policy of Open Innovation
 * 3) *formal idea generating techniques include attribute listing, forced relationships, brainstorming, morphological analysis, problem analysis
 * 4) Idea Screening
 * 5) *the object is to eliminate unsound concepts prior to devoting resources to them.
 * 6) *the screeners must ask at least three questions:
 * 7) **will the customer in the target market benefit from the product?
 * 8) **is it technically feasible to manufacture the product?
 * 9) **will the product be profitable when manufactured and delivered to the customer at the target price?
 * 10) Concept Development and Testing
 * 11) *develop the marketing and engineering details
 * 12) **who is the target market and who is the decision maker in the purchasing process?
 * 13) **what product features must the product incorporate?
 * 14) **what benefits will the product provide?
 * 15) **how will consumers react to the product?
 * 16) **how will the product be produced most cost effectively?
 * 17) **prove feasibility through virtual computer aided rendering, and rapid prototyping
 * 18) **what will it cost to produce it?
 * 19) *test the concept by asking a sample of prospective customers what they think of the idea
 * 20) Business Analysis
 * 21) *estimate likely selling price based upon competition and customer feedback
 * 22) *estimate sales volume based upon size of market
 * 23) *estimate profitability and break even point
 * 24) Beta Testing and Market Testing
 * 25) *produce a physical prototype or mock-up
 * 26) *test the product in typical usage situations
 * 27) *conduct focus group customer interviews or introduce at trade show
 * 28) *make adjustments where necessary
 * 29) *produce an initial run of the product and sell it in a test market area to determine customer acceptance
 * 30) Technical Implementation
 * 31) *New program initiation
 * 32) *Resource estimation
 * 33) *Requirement publication
 * 34) *Engineering operations planning
 * 35) *Department scheduling
 * 36) *Supplier collaboration
 * 37) *Resource plan publication
 * 38) *Program review and monitoring
 * 39) *Contingencies - what-if planning
 * 40) Commercialization (often considered post-NPD)
 * 41) *launch the product
 * 42) *produce and place advertising and other promotions
 * 43) *fill the distribution (business) pipeline with product
 * 44) *critical path analysis is most useful at this stage

Recap
These steps may be iterated as needed. Some steps may be eliminated. To reduce the time that the NPD process takes, many companies are completing several steps at the same time (referred to as concurrent engineering or time to market). Most industry leaders see new product development as a proactive process where resources are allocated to identify market changes and seize upon new product opportunities before they occur (in contrast to a reactive strategy in which nothing is done until problems occur or the competitor introduces an innovation). Many industry leaders see new product development as an ongoing process (referred to as continuous development) in which the entire organization is always looking for opportunities.

For the more innovative products indicated on the diagram above, great amounts of uncertainty and change may exist, which makes it difficult or impossible to plan the complete project before starting it. In this case, a more flexible approach may be advisable.

Because the NPD process typically requires both engineering and marketing expertise, cross-functional teams are a common way of organizing projects. The team is responsible for all aspects of the project, from initial idea generation to final commercialization, and they usually report to senior management (often to a vice president or Program Manager). In those industries where products are technically complex, development research is typically expensive, and product life cycles are relatively short, strategic alliances among several organizations helps to spread the costs, provide access to a wider skill sets, and speeds the overall process.

title: Marketing/Product Development


text:
Marketing/Market Research

Marketing Book Sections

Marketing

CH.1-Introduction CH.2-Marketing Strategy  CH.3-Marketing Plan  CH.4-Targeting & Segmentation

CH.5-Consumer Behavior[Consumer Research] CH.6-Product Development CH.7-Market Research  CH.8-Marketing Ethics

---

Thinking is the hardest work there is. Which is the probable reason why so few engage in it.

-Henry Ford

Introduction
Market research is the process of systematic gathering, recording, and analyzing of data about customers, competitors, and the market. Market research can help create a business plan, launch a new product or service, optimize existing products and services, guide expansion into new markets, and more. It can be used to determine which portion of the population will be most likely to purchase a product or service, based on variables like age, gender, location, and income level. The research can inform what characteristics your target market has. With market research, companies can learn more about current and potential customers, often through satisfaction tracking programs.

The purpose of market research is to help companies make better business decisions and gain advantages against the competition. Market research represents the voice of the consumer in a company.

A list of questions that can be answered through market research:

 * What is happening in the market? What are the trends? Who are the competitors?
 * How do consumers talk about the products in the market?
 * Which consumer needs are important? Are the needs being met by current products?

A simple example of what market research can do for a business is the following. At the Chevrolet division of General Motors, they brought several disciplines together in a cross-functional team to develop a concept for a completely new Corvette. This team enabled the marketers to come up with an alternative concept, one that balanced 4 attributes: comfort and convenience, quality, styling, and performance. This was considered radical because comfort and convenience were not traditional Corvette values. However, market research demonstrated that consumers supported the alternative concept. As a result, the new Corvette was a huge success in the market.

Define the problem
Identify the research objectives and how the research results will be implemented. This is the most important step and often requires input from several departments (ex.: R&D, production, Finance, Operations).

We have to differentiate between what is called "Management Decision problem" (MDP) and "Marketing Research Problem" (MRP). As a researched, you have to listen to the managements' stories about the problem. You have to transfer these stories into an issue that is worth researching for that will help the management take their decisions. To a researched, MDP are the symptoms of a problem, where MRP is the core of the problem.

Analyze the situation
Determine what specific decisions need to be made. Identify what information is needed to support the decision making process, how this information will be gathered and at what cost.

Get problem specific data
First gather information from secondary data (Information published already) sources. Next, gather primary data (Information gathered through research) specific to the problem at hand. There are several methods of collecting data.

Analyze and interpret the data
Analyze the data using statistical market research tools. Assess the validity of the results (how well the data measures what it is supposed to measure).

Arrange for a debriefing session with the client (marketeer) where ideas on how to implement the findings from market research can be brain-stormed.

title: Marketing/Market Research


text:
Marketing/Marketing Ethics

Marketing Book Sections

Marketing

CH.1-Introduction CH.2-Marketing Strategy  CH.3-Marketing Plan  CH.4-Targeting & Segmentation

CH.5-Consumer Behavior CH.6-Product Development  CH.7-Market Research  CH.8-Marketing Ethics

---

When I do good, I feel good; when I do bad, I feel bad. That's my religion.

-Abe Lincoln

Introduction
Marketing ethics is the area of applied ethics which deals with the moral principles behind the operation and regulation of marketing.

General guidelines

 * Marketing managers must accept responsibility for the consequences of their actions
 * Managers should refrain from knowingly doing harm, adhere to all relevant laws and regulations, and accurately represent themselves, their firms, and their brands
 * Managers must make every effort to verify that their choices and actions serve the best interests of all related customers, organizations, and societies. Specifically they should:
 * Adhere to basic ethical guidelines stated above
 * Engage in honest and fair practices with clients, employees, and partners
 * Offer goods and services that are safe and fit for use
 * Refrain from advertising falsely and misleading consumers
 * Maintain market research integrity by adhering to market research guidelines
 * Respect consumers privacy rights and ensure confidentiality of information
 * Adhere to standards and guidelines of international marketing associations and to the legal requirements of governing bodies

Social responsibility
A marketing manager's social responsibility includes developing marketing programs and increasing the awareness and acceptability of social ideas and practices. An often associated concept is not-for-profit marketing, which champions a cause for the betterment of individuals and society rather than for financial profits.

title: Marketing/Marketing Ethics


text:
User:LearningNerd

Hi, I'm LearningNerd, a new Wikibooks contributor. This user page is under construction.

See my blog: LearningNerd.

title: User:LearningNerd


text: Template:Danger

title: Template:Danger


text:
Poker/Baseball

Blind Baseball is a poker game where several cards are dealt to players but they are kept face down and put in a stack in front of the player. The number of cards can vary depending on the number of players but seven cards each is common.

Play starts to the left of the dealer with the player turning over his first card. This is now obviously the best hand and the player may bet. Each successive player in turn then exposes cards until he beats the best hand or runs out of cards and is therefore out.

title: Poker/Baseball


text:
Poker/FollowQueen

Follow the queen is a variation of seven card stud. The queen is a wild card at all times. When a queen is dealt as an up card, the very next card is the second wild card. If another queen comes up, the second wild card changes to the next card. If no queen comes up or a queen is the last up card, then there is no second wild card.

A variation is to charge an fixed ante to be paid by a player when he is dealt an up wild card.

title: Poker/FollowQueen


text:
User talk:150.101.54.34

Please stop adding nonsense to wikibooks. I have removed what you have added, and ask that you add no more. If you continue, your IP will be temporarily blocked from editing. --Whiteknight (talk) (projects) 01:58, 28 August 2006 (UTC)

 * You've been blocked for 2 hours. If you continue, the block will be extended. --Whiteknight (talk) (projects) 02:00, 28 August 2006 (UTC)

title: User talk:150.101.54.34


text:
Poker/HighChicago

High Chicago is a variation of seven card stud. It is a split pot game where the best poker hand takes half the pot and the highest spade in the hole (i.e. a down card) takes half the pot.

Low Chicago is the same except the low spade card in the hole is the winner. The ace of spades can be high or low so it is always the best hole card.

title: Poker/HighChicago


text:
Radiation Oncology/NSCLC/Locally Advanced Unresectable/Induction-Chemo RT

 * First benefit of chemotherapy in addition to RT was established by CALGB 8433 published in 1990 (Dillman)
 * Overall, there appears to be a modest survival benefit with induction chemo followed by RT, in patients with good performance status and no weight loss.
 * There is a significantly higher proportion of long term survivors and improved distal failure-free survival, but essentially no impact on local recurrence

 * CALGB 30105 -- Induction and concurrent carboplatin/paclitaxel vs. carboplatin/gemcitabine, RT 74 Gy
 * Randomized Phase II. Closed prematurely after Arm 2 had high Grade 4-5 pulmonary toxicity. 69 patients. Stage IIIA-B NSCLC. Arm 1) Induction carboplatin AUC 6 + paclitaxel 225 mg/m2 followed by concurrent RT 74 Gy + carboplatin AUC 2 + paclitaxel 45 mg/m2 vs. Arm 2) carboplatin AUC 5 + gemcitabine 1000 mg/m2
 * 2008 PMID 18487565 -- "Randomized phase II trial of induction chemotherapy followed by concurrent chemotherapy and dose-escalated thoracic conformal radiotherapy (74 Gy) in stage III non-small-cell lung cancer: CALGB 30105." (Socinski MA, J Clin Oncol. 2008 May 20;26(15):2457-63.)
 * Outcome: median OS carbo/taxol 2.0 years vs. carbo/gem 1.0 year; 1-year OS 67% vs. 50%
 * Toxicity: grade 4-5 pulmonary toxicity 5% vs. 16% (8% death)
 * Conclusion: Carboplatin/paclitaxel arm will be compared with standard RT in Phase III trial

 * Big Lung Trial, 2005 (UK) (1995-2001) PMID 16094738 — "A randomised comparison of radical radiotherapy with or without chemotherapy for patients with non-small cell lung cancer: Results from the Big Lung Trial." Fairlamb D et al. Radiother Oncol. 2005;75(2):134-40.
 * 288 pts. Randomized to radical RT alone or sequential chemotherapy + radical RT. No surgery. Enrolled any pt eligible to receive radical RT (not limited by stage, ~70% III/IV). 3 cycles of chemotherapy q3week. Did not control for details of treatment. Chemotherapy was cisplatin-based, one of 4 types chosen by doctor. Could be given neoadjuvantly or adjuvantly (chosen by doctor, 60% induction, 40% concurrent). RT dose was most commonly 50-55 Gy in 20 fx (2.5-2.75 Gy/fx).
 * Median OS: 13 vs. 13.2 months. OS 50% at 1 yr, 30% at 2 yr. No difference in OS or PFS between arms

 * Seoul, 2002 (Korea) PMID 12040280 -- "A phase III randomized trial of combined chemoradiotherapy versus radiotherapy alone in locally advanced non-small-cell lung cancer." (Kim TY, Am J Clin Oncol. 2002 Jun;25(3):238-43.)
 * Randomized. 89/101 patients unresectable IIIA/IIIB NSCLC. RT 60-65 Gy in 1.8-2Gy/fx +/- induction chemo (PEV - cisplatin, etoposide, vinblastine)
 * Median OS: Combined 13.8 months vs. RT alone 8.5 months (NS); nonsquamous histology 14 vs. 3.6 months (SS); stage IIIB 11.1 months vs. 7.2 months (SS). "Low risk" (squamous, IIIA) long survival 18.3 vs. 20.8 months (NS)
 * Conclusion: should use prognostic factors (histology, stage) to decide who gets chemo

 * MIC-1 (UK) (1988-96)
 * 446 patients. Inoperable NSCLC (inoperable IIIA/non-bulky IIIB). Randomized to RT +/- MIC chemotherapy (mitomycin, ifosfamide, cisplatin).
 * 2001 PMID 11843243 — "The benefits of chemotherapy in patient subgroups with unresectable non-small-cell lung cancer." Billingham LJ et al. Ann Oncol. 2001 Dec;12(12):1671-5.
 * Subgroup analysis: OS benefit in patients with better performance status; palliation better but no OS benefit with poor performance status
 * 1999 PMID 10506617 — "Mitomycin, ifosfamide, and cisplatin in unresectable non-small-cell lung cancer: effects on survival and quality of life." Cullen MH et al. J Clin Oncol. 1999 Oct;17(10):3188-94.
 * Median OS: 11.7 vs 9.7 months (NS).
 * Note: OS benefit in MIC-2, which looked at palliative care +/- MIC in advanced patients

 * RTOG 88-08/Intergroup (1989-92)
 * 458 pts. Stage II medically inoperable (6%) or unresectable IIIA and IIIB (94%). Randomized to 1) Standard RT (60 Gy), 2) induction cisplatin/vinblastine x2 months followed by standard RT (as in CALGB), or 3) hyperfractionated RT 69.6 Gy in 1.2 Gy BID. KPS >=70, weight loss <5%
 * 1995 PMID 7707407 — "Radiation Therapy Oncology Group (RTOG) 88-08 and Eastern Cooperative Oncology Group (ECOG) 4588: preliminary results of a phase III trial in regionally advanced, unresectable non-small-cell lung cancer." Sause WT et al. J Natl Cancer Inst. 1995 Feb 1;87(3):198-205.
 * Conclusion: chemo/RT arm superior to other 2 arms. Median survival 13.8 months, 60% 1-yr OS vs 11.4m/46% and 12.3m/51%. Confirmed findings from CALGB/Dillman.
 * 2002 Final results PMID 10669675 Full text — "Final results of phase III trial in regionally advanced unresectable non-small cell lung cancer: Radiation Therapy Oncology Group, Eastern Cooperative Oncology Group, and Southwest Oncology Group." Sause W et al. Chest. 2000 Feb;117(2):358-64.
 * Median survival and 5-year OS, Std RT (11.4 m / 5%), Chemo/RT (13.2 m / 8%), HF RT(12 m / 6%).
 * Failure patterns: PMID 9336129 (1997): less distant mets for chemo/RT
 * Trial conclusion: chemo/RT somewhat (SS) better OS; no difference between statndard and HF RT alone

 * Le Chevalier (France) 1983-89
 * Randomized. 353 pts, squamous or large cell only (no adeno), medically inoperable Stage I/II (33 pts) or unresectable (320 pts). Arms:
 * RT alone (split course). RT dose 65 Gy (40+15+10 Gy; 2.5 Gy/fx)
 * Neoadjuvant chemotherapy + RT + adjuvant chemotherapy. 3 cycles of monthly VCPC chemotherapy (vindesine, lomustine, cisplatin, cyclophosphamide), followed by same dose of RT, then 3 additional cycles of VCPC.
 * PMID 1847977 Full text — "Radiotherapy alone versus combined chemotherapy and radiotherapy in nonresectable non-small-cell lung cancer: first analysis of a randomized trial in 353 patients." Le Chevalier T et al. J Natl Cancer Inst. 1991 Mar 20;83(6):417-23.
 * Survival 1-yr (41% RT vs 50% chemo/RT), 2-yr (14% vs 21%), 3-yr (5% vs 11%), trend p=0.08. Decreased risk of distant mets for chemotherapy arm (HR=2.0 for no chemo).
 * Distant mets: 67% vs. 45% (SS)
 * Update 1994: (Abstract) Lung Cancer, Volume 10 (Suppl 1), March 1994, S239-244.
 * 2-yr OS 14% vs 21% (S.S.). Decreased distant mets. 1-yr LC poor: 17% and 15%.
 * Trial conclusion: No difference in survival. Improved control of distant mets with chemotherapy. No difference in local control.

 * NCCTG (1983-87) PMID 1656827 — "Thoracic radiation therapy alone compared with combined chemoradiotherapy for locally unresectable non-small cell lung cancer. A randomized, phase III trial." Morton RF et al. Ann Intern Med. 1991 Nov 1;115(9):681-6.
 * Randomized. 121 pts. Unresectable Stage III. RT to 60 Gy. MACC is methotrexate, doxorubicin, cyclophosphamide, and oral lomustine(CCNU). Randomized:
 * 1) RT alone
 * 2) 2 cycles MACC -> RT -> 2 cycles MACC
 * No benefit

 * CALGB 8433 (Dillman) (1984-87)
 * Randomized. 155 patients. T3 or N2 (Stage III, which is currently IIIA or IIIB). Induction chemo followed by RT vs RT alone. Chemotherapy: cisplatin (100 mg/m2) q28 days x 2, vinblastine weekly x 5. XRT began on day 50 to 60 Gy. KPS >=80, weight loss <5%
 * PMID 2169587, 1990 — "A randomized trial of induction chemotherapy plus high-dose radiation versus radiation alone in stage III non-small-cell lung cancer." Dillman RO et al. N Engl J Med. 1990 Oct 4;323(14):940-5.
 * Median survival 13.8 months (chemo + RT) vs 9.7 months (SS). OS 1-year 55% vs 40%, 2-year 26% vs 13%, 3-yr 23% vs 11%
 * Update 1996: PMID 8780630 Full text — "Improved survival in stage III non-small-cell lung cancer: seven-year follow-up of cancer and leukemia group B (CALGB) 8433 trial." Dillman RO et al. J Natl Cancer Inst. 1996 Sep 4;88(17):1210-5.
 * Median survival 13.7 vs 9.6 months (SS). OS 1-year 54% vs 40%, 2-year 26% vs 13%, 3-yr 24% vs 10%, 5-yr 17% vs 6%, 7-yr 13% vs 6%.
 * Trial conclusion: chemo induction + RT increases median survival by 50%, and 5-year survivors x3 compared to RT alone

 * Finland PMID 2838288 — "Inoperable non-small cell lung cancer: radiation with or without chemotherapy." Mattson K et al. Eur J Cancer Clin Oncol. 1988 Mar;24(3):477-82.
 * 238 pts. Unresectable. RT was split course and consisted of 55 Gy (275 cGy x 20) over 7 weeks with a 3 week break. Chemotherapy was CAP (cyclophosphamide, adriamycin, cisplatin). Randomized:
 * 1) RT alone
 * 2) CAP x 2 cycles -> RT (with 1 cycle CAP given during split) -> CAP x 6 cycles
 * Conclusion: no significant survival advantage for chemo/RT


text:
Poker/Guts

In guts players pay an ante and receive two cards. Then players must all declare at the count of three whether they intend to contest the pot (e.g. you drop a chip on the table in front of you if you're in). If you lose, you pay the amount in the pot. Flushes and straights do not count.

In three card guts, flushes and straights do count. A variation is to have a one card draw after declaration.

A variation for declaration is to have players declare in order around the table.

title: Poker/Guts


text:
User talk:125.22.75.206

Please don't spam. --Snarius 02:14, 28 August 2006 (UTC)

title: User talk:125.22.75.206


text:
Cookbook:Runner Bean

Runner beans are the edible bean pod of the plant Phaseolus multiflorus. The bean is most highly valued in England, where it is often grown in gardens and allotments, partly for the beauty of its orange-red flowers.

The beans should be harvested fairly young, and cooked as fresh as possible.

To cook, slice the beans diagonally and plunge into boiling water for about five minutes. Toss in butter to serve. At their best, runner beans have a crispness and a slighly earthy flavour. Beans that have been left too long on the plant can become unpleasantly stringy.

title: Cookbook:Runner Bean


text:
Radiation Oncology/NSCLC/Locally Advanced Unresectable/Concurrent-Chemo RT

Concurrent Chemo-RT

Standard RT

 * RTOG 94-04 (1994-1998) PMID 11955727 -- "A phase III comparison of radiation therapy with or without recombinant beta-interferon for poor-risk patients with locally advanced non-small-cell lung cancer (RTOG 93-04)." (Bradley JD, Int J Radiat Oncol Biol Phys. 2002 Apr 1;52(5):1173-9.)
 * Randomized. 123 patients, poor status (KPS 50-70, or weight loss >5%). RT 60/30 +/- Betaseron (recombinant human interferon beta). Median F/U 4 years
 * Median OS: 9.5 months vs. 10.3 months (NS), 1-year OS: 44% vs. 42% (NS)
 * Toxicity: only 76% completed Betaseron arm due, primarily noncompliance for toxicity. Grade 3/4 toxicity (lung, esophagus) worse in betaseron arm (SS), including 1 death
 * Conclusion: Failed; same outcome, much worse toxicity with beta interferon

 * Australia, 1999 1989-1995 PMID 10577698 -- "A randomised phase III study of accelerated or standard fraction radiotherapy with or without concurrent carboplatin in inoperable non-small cell lung cancer: final report of an Australian multi-centre trial." (Ball D, Radiother Oncol. 1999 Aug;52(2):129-36.)
 * Phase III. 204 with inoperable NSCLC randomized to 1) 60/30 in 6 weeks (R6), 2) 60/30 in 3 weeks (R3), 3) R6 + concurrent carboplatin, or 4) R3 + concurrent carboplatin
 * No difference in OS among groups.
 * Toxicity: hematologic greater with chemo, esophageal greater with ART (R3)
 * Critique PMID 11258343: underpowered for 2x2 design. ART hazard ratio 0.86 (0.56, 1.30), which is consistent with CHART trial results (0.78, SS). Recommend not sacrificing dose intensification at expense of concurrent chemotherapy

 * Indiana, 1995 PMID 7751888 -- "Phase III trial of thoracic irradiation with or without cisplatin for locally advanced unresectable non-small-cell lung cancer: a Hoosier Oncology Group protocol." (Blanke C, J Clin Oncol. 1995 Jun;13(6):1425-9.)
 * Randomized. 215/240 patients, Stage III or lower Stage unresectable. Treated 1) RT 60-65 Gy vs. 2) RT + cisplatin 70 mg/m2 q3 weeks x3 cycles concurrent
 * Median OS: 10.7 months vs. 11.5 months (NS). 1-year, 2-year, 5-year OS: 43% vs. 45%, 18% vs. 13%, 5% vs. 2% (NS)
 * Conclusion: No difference

 * EORTC
 * Randomized Phase III. 1) Split-course RT alone (30/10, 3 week rest, 25/10), 2) Split-course RT + 30mg/sqm cisplatin weekly, 3) Split-course RT + 6mg/sqm daily
 * 1992 PMID 1310160 -- "Effects of concomitant cisplatin and radiotherapy on inoperable non-small-cell lung cancer." (Schaake-Koning C, N Engl J Med. 1992 Feb 20;326(8):524-30.)
 * Surival: 1-year RT + daily cisplatin 54% vs. RT alone 46%, 2-years RT + daily cisplatin 26% vs. RT alone 13%, 3-years RT + daily cisplatin 16% vs. RT alone 2%. RT + weekly cisplatin intermediate.
 * Benefit due to better local control: 1-year RT + daily cisplatin 59% vs. RT alone 41%, 2-year RT + daily cisplatin 31% vs. RT alone 19%
 * Substantial side effects: cisplatin 78% N/V, severe in 28%
 * Conclusion: Survival and local control benefit, at cost of severe side-effects
 * 1990 PMID 2170309 — "Radiotherapy combined with low-dose cis-diammine dichloroplatinum (II) (CDDP) in inoperable nonmetastatic non-small cell lung cancer (NSCLC): a randomized three arm phase II study of the EORTC Lung Cancer and Radiotherapy Cooperative Groups." (Schaake-Koning C et al. Int J Radiat Oncol Biol Phys. 1990 Oct;19(4):967-72.)
 * Randomized Phase II. 100 pts. Inoperable. Randomized to 1) Split-course RT alone, 2) Split-course RT with weekly low-dose cisplatin, or 3) Split-course RT with daily cisplatin.
 * The 1 and 2-yr OS were 38% and 14% (RT alone), 49% and 17% (weekly cisplatin), and 50% and 32% (daily cisplatin).
 * Conclusion: supports the addition of chemotherapy. Study converted to Phase III.

 * GOCCNE 1992 (Italy) (1987-1991) PMID 1324895 -- "Radiotherapy versus radiotherapy enhanced by cisplatin in stage III non-small cell lung cancer." (Trovo MG, Int J Radiat Oncol Biol Phys. 1992;24(1):11-5.)
 * Randomized. 173 patients. RT 45/15 vs. RT 45/15 + platinum 6mg/m2 daily
 * Median OS: 10.3 vs. 10.0, time-to-progression: 10.6 vs. 14.2 months (NS)
 * Toxicity: acceptable
 * Conclusion: no benefit

 * Milan 1988 (1986-1987) PMID 2851172 -- "A randomized clinical trial comparing radiation therapy v radiation therapy plus cis-dichlorodiammine platinum (II) in the treatment of locally advanced non-small cell lung cancer." (Soresi E, Semin Oncol. 1988 Dec;15(6 Suppl 7):20-5.)
 * Randomized. 95 patients with IIIA/B to 1) RT 50 Gy vs. 2) RT 50 Gy + platinum 15mg/m2 qw
 * Median OS: 11 months vs. 16 months (NS), PFS 7 months vs. 9 months (NS)
 * LR rate: 46% vs 27% (SS); platinum seen as RT potentiator
 * Mild toxicity
 * Conclusion: no benefit

Hyperfractionated RT

 * 1996 Kragujevac - Jeremic II (Yugoslavia) 1990-1991 PMID 8648358 -- "Hyperfractionated radiation therapy with or without concurrent low-dose daily carboplatin/etoposide for stage III non-small-cell lung cancer: a randomized study." (Jeremic B, J Clin Oncol. 1996 Apr;14(4):1065-70.)
 * Randomized. 131 patients with Stage III NSCLC, KPS >=50 treated with 1) Hfx RT 69.6 Gy in 1.2 Gy/fx BID, 2) Hfx RT + carboplatin/etoposide daily
 * OS: median 14 months vs. 22 months (SS), 4-year OS: 9% vs. 23% (SS)
 * Recurrence: 4-year LR 19% vs. 42% (SS), distant mets comparable
 * Toxicity comparable
 * Conclusion: combined modality better

 * 1995 Kragujevac - Jeremic I PMID 7844608 -- "Randomized trial of hyperfractionated radiation therapy with or without concurrent chemotherapy for stage III non-small-cell lung cancer." (Jeremic B, J Clin Oncol. 1995 Feb;13(2):452-8.)
 * Randomized. 169 pts. Stage III NSCLC treated with 1) Hfx RT 64.8 Gy in 1.2 Gy/fx BID, 2) Hfx RT + carboplatin/etoposide weekly, 3) Hfx RT + carboplatin/etoposide every other week
 * OS: median 8 months vs. 18 months vs. 13 months. (SS). 3-year OS: 7% vs. 23% vs. 16%
 * Recurrence: best in group 2.
 * Toxicity: higher in group 2,3 but no deaths
 * Conclusion: combination therapy better

 * 2005 Kragujevac (Serbia) PMID 15718310 -- "Concurrent hyperfractionated radiotherapy and low-dose daily carboplatin and paclitaxel in patients with stage III non-small-cell lung cancer: long-term results of a phase II study." (Jeremic B, J Clin Oncol. 2005 Feb 20;23(6):1144-51.)
 * Phase II. 64 patients treated with Hfx RT (67.6 Gy in 1.3 Gy/fx BID) and concurrent carboplatin + paclitaxel
 * Response rate: CR 42%, PR 41%, SD 16%, PD 2%
 * Survival: median OS 28 months, 3-year OS 37%, 5-year OS 26%. Local control 3-year 37%, 5-year 33%
 * Toxicity (Grade 3+): hematologic 25%, esophageal 17%, pulmonary 13%
 * Conclusion: Results among best reported, warrants prospective evaluation

Dose Escalation

 * RTOG 0617 (ongoing) - Phase III. 4 arm randomization. 60 Gy vs 74 Gy. Concurrent RT + Carbo/Taxol +/- Cetuximab.
 * Arms B and D (the two 74 Gy arms) were closed in 6/2011 after an interim analysis showed the high dose arms crossed a futility boundary. The trial will continue to accrue the 60 Gy arms A and C.
 * See details at Radiation Oncology/NSCLC/Locally Advanced Unresectable

 * RTOG 0117 (closed)
 * Phase I/II. Stage I-IIIB NSCLC. RT + concurrent paclitaxel 50 mg/m2 + carboplatin AUC 2. Arm I 75.25/35 (17 patients) -> MTD (acute Grade 5 pneumonitis, acute Grade 3 pneumonitis; also late Grade 3 pneumonitis and Grade 4 pain) -> de-escalated to 74/37 + concurrent carbo/taxol.
 * See details at Radiation_Oncology/NSCLC/Early_Stage_Inoperable

Chemo Meta-analysis

 * Gustave-Roussy
 * 2006 PMID 16500915 -- "Concomitant radio-chemotherapy based on platin compounds in patients with locally advanced non-small cell lung cancer (NSCLC): a meta-analysis of individual data from 1764 patients." (Auperin A, Ann Oncol. 2006 Mar;17(3):473-83.)
 * 12 trials found, 9 trials data available (1764 patients) comparing RT alone vs RT with concurrent cisplatin or carboplatin. Median f/u 7.2 years
 * 2-year OS: 4% absolute benefit to CRT (HR 0.89)
 * Platin + etoposide more effective than platin alone
 * 2010 PMID 20351327 -- "Meta-Analysis of Concomitant Versus Sequential Radiochemotherapy in Locally Advanced Non–Small-Cell Lung Cancer." (Auperin A, J Clin Oncol 2010 May 1;28(13):2181-2190.)
 * 7 trial found, 6 trials data available (1205 patients) comparing concomitant vs sequential chemo/RT.
 * OS: benefit for concomitant chemo/RT, 5.7% absolute benefit at 3 years and 4.5% at 5 years (HR 0.84)
 * Decreased locoregional progression (HR 0.77). No difference in distant progression.
 * Increase in acute gr 3-4 esophageal toxicity from 4% to 18%. No difference in acute lung toxicity
 * Conclusion: increased survival with concurrent chemo/RT most likely due to decreased locoregional failure

 * Non-small Cell Lung Cancer Collaborative Group 1995 PMID 7580546 — "Chemotherapy in non-small cell lung cancer: a meta-analysis using updated data on individual patients from 52 randomised clinical trials." BMJ. 1995 Oct 7;311(7010):899-909.