Study Case Essay

Study Case Essay Study Case Essay Child V. Kim, Study Case Anna Smith Guideline Kaplan University Arranged for Paul S. Franklin, EJP CPA August 12, 2014 This contextual investigation includes two people: Stephen Son and Jinsoo Kim, and the subject of the case to decide whether Kim, offended party, ought to be conceded repayment of misfortunes guaranteed by Son. Jinsoo Kim, financial specialist, put $170,000 into one of the Stephen Son’s organizations. Be that as it may, Son’s enterprises didn't continue rivalry and fizzled. Afterward, the two accidently met at the café. Feeling regretful, in the wake of devouring rich measure of liquor, Son vowed to reimburse the obligation. To help the words, Son gave Kim a guarantee written in blood. Kim acknowledged the archive in return for vow not to sue Son for got harms. In any case, later on, at that point the Son calmed down, he would not respect the guarantee. Kim documented a suit attempting to fortify the agreement (Beatty, Samuelson, Bredeson, 2013, p. 164). To attempt to make sense of who was directly in this circumstance, I need to distinguish a law that ought to be utilized to help the contention: Common Law or UCC. To have the option to settle on a decision, let’s give the laws definitions; and take a gander at the contrasts between them. Uniform Commercial Code (UCC) discovers application in deeds related with trade, and manages exchanges of individual property. It is utilized in deals and rents, bunking and exchanges with utilization of debatable instruments, bank stores and moves, mass exchanges, title moves, tasks with land (Application of the UCC p.5). Customary law is received by the greater part of the states, barring Louisiana, and manages land, administration, protection immaterial resources and business contracts. The laws are comparative, yet have contrasts. The distinctions are as followed: 1. In the Common Law, reflect impact and counter offer would be considered as a dismissal of the existed offer. It doesn't really occur in UCC. At the point when counter offer is made it doesn't prompt crossing out of the agreement; 2. In UCC the primary center is amount, though in Common Law, the fundamental terms are: amount, value, execution time, nature of work and personality of offer; 3. At the point when the Common Law doesn't permit denying of the alternative agreements, the offers made by a firm is irreversible if the arrangement is made recorded as a hard copy in UCC; 4. Diverse time period in Statute of Limitation: it is four to six years in Common Law; and only four years in UCC (Pabhat, 2010, p.9). In this way, subsequent to investigating the two laws, I would allude this case to properties of UCC. Notwithstanding, to tell precisely if Kim can seek after cure of the misfortunes, we likewise need to check whether the thought was made while speaking with the respondent. Thought implies that in the event that you need to get something you need to give something back. It must be something of significant worth, not really a similar worth, yet important to the individual right now; and an object of significant worth mentioned by promisor. For this situation the thought is legal, except if: It is illicit; It is fake; It includes or infers injury of someone else; It is unethical, or against open wellbeing (CSJune89, 2009). Agreement can likewise be voidable if on the snapshot of entering the agreement the individual was inebriated. For this situation the reality can be demonstrated. It doesn't occur regularly that the debate is settled for inebriated individual since it is difficult to demonstrate that on the snapshot of making the agreement the individual was as well

Role of Ecotourism in Sustainable Development

Job of Ecotourism in Sustainable Development These days in creating nations, ecotourism is utilized as a phenomenal instrument for advancing practical turn of events. It is helpful for neighborhood networks making natural, financial and social advantages. Ecotourism is done by numerous travel industry organizers and advertisers these days. The significant perspective associated with ecotourism is its appropriate arranging and execution. On account of inappropriate arranging it changes over all the monetary increases into social and natural calamities. Ecotourism has picked up prevalence formed into an overall marvel giving no indications of easing back down. Despite the fact that it's anything but an all inclusive solution for accomplishing practical turn of events, its potential towards advancing reasonable improvement merits extensive consideration. The motivation behind this paper is to investigate the effect of ecotourism in achieving maintainable advancement in Costa Rica. Ecotourism The idea of ecotourism was very much recognized in 1960s by Hetzer who added to this by distinguishing four standards of ecotourism. They are limiting ecological effects, regarding host societies, augmenting advantages to neighborhood networks amplifying visitor fulfillment. Ecotourism is a reconciliation of social, ecological and efficient advantages meeting both human and natural needs. One of the significant foundations for the advancement of ecotourism is the disappointment with mass the travel industry making over turn of events, contamination and remote speculation. As per International Ecotourism Society (2004) Ecotourism is a Responsible travel to regular zones that monitors the earth and continues the prosperity of neighborhood individuals. Manageable Development The term manageable advancement got universal acknowledgment in 1980s. In 1987, Bruntland commission characterized reasonable advancement as Development that addresses the issues of the present without bargaining the capacity of things to come ages to address their own issues. It is a blend of social, affordable and natural turn of events. Ecotourism Sustainable Development It is only manageable the travel industry. In 1995 World Trade Organization expressed in Agenda 21 that Sustainable the travel industry improvement addresses the issues of present visitors and host locales while securing and upgrading open door for what's to come. Manageable the travel industry includes various standards in it. Feasible improvement isn't the main objective of ecotourism, yet economical advancement is significant for accomplishing the objective of ecotourism. About Costa Rica Costa Rica which implies Rich Cost is a nation in South America flanked by Nicaragua in north, Panamma in south, Caribbean Sea in east and Pacific Ocean in west. The administration is unavoidably majority rule. It intrinsically abrogated its military for all time in 1949 getting military impartial. It was positioned first among the Americas for Environmental Performance Index in 2010. All out territory 19,653 sq.m Water rate 0.7 Populace 4,253,897 Gross domestic product (ostensible) $29.318 billion It contains 5% of the universes biodiversity. Around 25% of the countrys land territory is secured by ensured national stops and secured regions. Around 24 national parks are found in Costa Rica. The Monteverde cloud timberland save is a home for around 2000 plant species, more than 400 feathered creatures, more than 100 types of warm blooded creatures and various orchids. Development of ecotourism in Costa Rica Costa Rica earned notoriety as a chief ecotourism goal on the planet likewise considered as ecotourisms post youngster. A portion of the elements that affected ecotourism in Costa Rica are charming atmosphere, great national park, best general human services framework, best government funded instruction, most elevated education rate in Latin America and so on. It is additionally honored with plenteous characteristic assets, for example, sea shores, mangroves, mountains, caverns, cascades, volcanoes and tropical rainforests which is one of the most organically differing territories of the world containing 5% of whole planets biodiversity. In a brief period Costa Rica has arrived at significant level of development in ecotourism making both valuable impacts and hindering results on supportable turn of events. It is considered as a model in actualizing ecotourism in numerous different zones. Monetary effects Globalization assumes a significant job in worldwide monetary dynamic. As globalization and unbridled monetary rivalry keep on ruling the worldwide motivation, the trip specialists who thought of the possibility of ecotourism were currently searching for new markets and not the approaches to spare the world. In view of this issue, many ensured locales of Costa Rica are progressively incorporated into the worldwide economy. Park passage expenses and other type of incomes increment the estimation of ensured land as opposed to the income acquired from deforestation. Ecotourism additionally procures remote trade to creating nations by bringing sightseers from north ( from created nations). An overview expresses that in mid 1990s Costa Rica was the main abroad ecotourism goal for U.S explorers, yet just 20% of its income went to the neighborhood network and the remaining was paid to the visit administrators, tickets on remote possessed aircrafts, to import items that intrigue outside sightseers. A specific level of benefits can be reused to the neighborhood network advancement through enactment with the goal that income spillage is decreased. When all is said in done, the work chances of the individuals living close to ecotourism goals depends on the visitors. In Costa Rica, individuals living close to Monteverde cloud woods save is a magnificent model who have increased extraordinary monetary qualities with this. Complexity to the past point, Osa promontory an ecotourism spot in Costa Rica has made its occupants significantly more less fortunate than before over fascination by ecotourists which made benefit to pariahs. Advertising as a rule is utilized to expound a buisness scale. In Costa Rica in districts where outcasts command, advertising is utilized es an effective apparatus by the nearby network to expand their buisness. Counterfeit showcasing is likewise done in certain locales which is of no natural obligation. Since ecotourism is a regular movement, it can change after some time to time and the neighborhood network can't completely rely upon this for their profit which prompts financial uneasiness. Pariahs took over numerous locales in Costa Rica which have gotten mutilated and the costs have expanded radically with the goal that numerous Costa Ricans have been evaluated out of land and home proprietorship. Social effects Despite the fact that the nearby networks are not generally engaged with ecotourism arranging and execution, it gets fundamental for them to engage in various periods of it for their own advantages. Additionally the nearby networks are exceptionally acquainted with the neighborhood assets, it settles on them basic to include in dynamic. Partner support and network inclusion are significant in dynamic procedure since they have the best stake in the result of any ecotourism venture. The way of life of the nearby network assumes a significant job in ecotourism. For a practical ecotourism, social structures of the neighborhood network must be surely known so the breaking down of the nearby networks can likewise be dodged. In Costa Rica, individuals in numerous rustic regions didn't bolster ecotourism rather they felt it as a danger to their social elements. Ecotourism carries numerous favorable circumstances to the neighborhood network on the off chance that they incorporate themselves with it else it can prompt commofication bringing about disintegration of culture and network union. Ecotourism gives some work chances to the nearby network, for example, inn adjusting, making, government organization staff, visit administrators and so on. In Costa Rica nearby network individuals are prepared in the regions of park maintanance, living space rebuilding, the executives and so on so as to consolidate them in secured zone the board. Govrnment ought to give a few sponsorships and intensives to neighborhood needy individuals to claim a buisness. Numerous inventive and resposible privately possessed ecotourism ventures bomb because of lacking speculations and their opposition with enormous remote organizations. The objective of ecotourism is that the benefits from ecotourism must be reinvested into the neighborhood network to meet their fundamental needs. Extra incomes are diverted into programs which legitimately advantage the nearby individuals in their wellbeing and training. At the point when individuals get engaged to ecotourism getting support from their locale, they will give their time and vitality to it, understanting that the accomplishment of ecotourism is legitimately connected to their individual ability to accomplish more noteworthy guidelines of life. Natural effects National stops in Costa Rica are the foundation of its ecotourism industry contributing a lot to the countrys the travel industry all in all. In 1960s Costa Ricas first carefully ensured zone was built up, after that four national parks were offically made in 1970s to save its biodiversity. There are 30 or more national parks and in excess of 230 ensured regions in costa Rica. Cost Rica structures an assortment of biological system with 850 feathered creature species, 1260 tree species, 1200 orchid species, 270 warm blooded animal species, 361 types of reptiles and creatures of land and water and in excess of 35,000 types of creepy crawlies. The formation of parks and secured zones ensure characteristic species, however it brought about deforestation. National parks structure the vital piece of ecotourism in Costa Rica which was expanding since 1980s and accomplished development toward the finish of 1990s. Indeed, even ecotourism profit have contuined to build, the Costa Rican government isn't appropriately subsidizing to the parks and ensured zones prompting dependancy on outside gifts a lot. Other than national stops and ensured zones, private stores have risen as another significant method to secure Costa Ricas characteristic assets and biodiversity. Around 68 stores were found in Costa Rica in which more than 40 includes in ecotourism in which La Selva, Rara Avis, Monteverde cloud woodland

How Ballet Can Make You a Better Leader

How Ballet Can Make You a Better Leader Leading a company to business success is not an easy task. Therefore, it isn’t a surprise to encounter countless articles and studies examining the abilities and qualities successful leaders hold. The focus is often not only on accomplished business leaders, but also on auspicious individuals in other sectors. © Shutterstock.com | Eugene MynzulSurprisingly, a hobby that could hold the key to turning you into a better leader is ballet. It is time to explore 1) the origins of ballet and examine 2) the leadership qualities as well as 3) the abilities this 4) dance can teach a leader.THE ORIGINS OF BALLETBefore we examine the qualities and abilities ballet can provide to leaders, lets take a moment to understand the history of ballet. Indeed, once you look into the origins of this dance, you can see it has been attractive to many famous leaders of the past.The dance took its first steps during the Renaissance in Italy around 1500. The word ‘ballet’ has its origins in the Italian word ‘ballare’, which means ‘to dance’. The first dancers wore masks and restrictive and sumptuous clothing. The difficulties dancers had carrying these heavy and decorative clothes led to the dance developing as a form of small hops, slides and gentle turns.From Italy, ballet was brought to France when Ca therine de Medici married the King of France, Henry II. The dance developed greatly in the French ballrooms and it was especially favored under the reign of Louis XIV. According to historians, the king himself liked to dance around. This is indeed an early indication that leaders have found this form of dancing intriguing and helpful.It was under King Louis XIV, that the dance became a professional form of art. His thirst for talent meant ballet wasn’t simply a leisure activity, but a routine that required professional training.In 1661, the first dance academy dedicated to ballet opened in Paris and soon everyone, not just the noblemen, were able to experience a ballet show.The dance quickly spread, with two clear centers forming in Russia and France. These two countries have undoubtedly played a major role in developing the dance to its current form and glory.In the 19th Century, the Romantic Movement became reflected in ballet and the dancers began dancing on the tips of their t oes. It was also when wearing the tutu â€" calf-length, full skirt made of tulle â€" became the norm for ballerinas.In Russia, the popularity of ballet skyrocketed during the 19th century. Russian choreographers added a more classical technique to the dance and made the precision and elegance of the movement the key parts of a ballet display. Part of the quest for showing off the detailed footwork and movement meant the tutu was cut shorter, to its current form.The origins of ballet include a number of strong visionaries, such as Serge Diaghilev and Pierre Beauchamps. Under King Louis XIV, it was a way to highlight power and influence. In Russia, the dance was practiced as a guide to accomplished behavior and the dancers trained to perfection. It’s therefore no wonder the dance can enhance leadership qualities.Before you read about these leadership qualities and abilities that come with training ballet, you can watch this interesting introductory of the development of ballet over time. This YouTube video specifically looks at the pointe work: THE LEADERSHIP QUALITIES YOU CAN LEARN FROM BALLETSo, what are the leadership qualities you could take home from this wonderful dance?FocusBallet is an intense dancing style. If you’ve seen a ballet performance, you know that the dancers must be able to perform complex routines, often without moving away from their spot. This requires focus, as you can’t take your eye of the ball at any point.The same applies to leadership. You need to be present on the ‘here and now’ when making decisions. A good leader must have the ability to focus on the present, while remembering to look forward to the next part.Furthermore, ballet dancers need to focus on a number of details. The greatest dancers have to establish the right exercise routines, follow the right diet and live according to a correct lifestyle (no late-night parties for the professionals!). Creating the perfect performance requires focus on these little details .Similarly, a leader can’t focus on any single aspect of leadership. The focus must be on a selection of details, which help the team to strive forward.PatienceBecoming a world-class ballet dancer doesn’t happen overnight. Professionals often start young and craft their skills for years before reaching their full potential.The style of ballet is also subtle and gentle. The understanding of the movements takes patience and practice. Patience is a key to improve in both, ballet and leadership skills.Leadership skills are not achieved overnight either and ensuring success as a leader will require plenty of patience.PassionSince ballet requires hard work and attention to small details, you’ll need passion to stay on course to mastering it. Ballet is by no means an easy form of art, even though it can be relatively accessible. Ballet lovers and dancers tend to be increasingly passionate about their art and live and breathe it at all times.When you watch a breath-taking ballet perfo rmance, you can see the passion and emotion. You don’t simply stare at the performance; you feel it and live it together with the performer.The same passion is required as a leader. Since you are leading the team , you need to be able to excite others and maintain the same intensity even when things don’t work out as you planned.Leadership and ballet aren’t just about technical perfection. You can be an intelligent and skilful person, yet lack the passion to lead others. In fact, you might be perfectly capable of achieving financial targets, but business isn’t just about money. If you are passionate about the product and the service, you can reach these goals while genuinely improving the world around you.PerseveranceBallet performances require the team to work together. But occasionally, a dancer might miss his or her steps. But this doesn’t and it shouldn’t stop the performance. Other dancers need to persevere and keep going.Furthermore, ballet shows rely on dancers pe rformance â€" even when their mind might be somewhere else. The dancer must be able to set aside his or her emotions and provide the team with a stunning show. This is also what great leaders do â€" they persevere, even when the situation looks dark.As a leader, you’ll know your team is relying on your performance. You are the dancer that needs to show example and show up, even when you’d rather put your feet up and rest.DisciplineThe levels of physical endurance needed for ballet can take many by surprise. Ballerina Misty Copeland told in an interview that during the performance season rehearsals start at noon and last until almost six in the evening, after which you must prepare for the show. The exercise routine is rigorous and when you are preparing for a ballet show, you repeat the same movements over and over again.The same discipline to organize is crucial for leadership. You set the example and if you are lazy, your team will quickly follow suit. You are in charge of org anizing the routine, ensuring everyone in the team follows it and setting the example of hard work.Goal OrientationAs a dance style, ballet is goal oriented, whether or not you are aiming at the top level. Even beginners will set out goals, whether they are about learning a specific move or simply improving their physique. For professional dancers, the goals might be about joining a famous ballet group or learning the routine for the next show.Leaders must be goal-oriented as well. In fact, you’ll often need to work towards multiple different goals. These could be about launching a new product, increasing the revenue stream or reducing the operational costs. You should always aim for something, whether it is a big or a small target. It can help clarify the right path, and help you and the team to stay focused.CompetitivenessBallet is an elegant and romantic dance, yet the professional world of ballet can be brutal. The competition for the best positions within the industry is toug h. Without a competitive spirit, you are unlikely to dance at the Bolshoi Ballet group.Ballet also has to compete with other forms of entertainment. Ever since its invention in the courts of Italy, France and Russia, the dance style has tried to improve and reinvent itself in order to reach a new audience. Ballerina Tamara Rojo told the Guardian,“We’re constantly trying to expand our audiences and reach people that have never thought they would love ballet”.Ballet needs to fight for its audience, as well as to attract new dancers to join its ranks.A leader has to have competitive qualities as well. You need the hunger to reach the top and the appetite to maintain your position. Becoming a team leader in a company doesn’t guarantee you a place in the sun forever. In fact, as soon as you gain that position, there will be a long line behind you waiting for you to slip.THE LEADERSHIP ABILITIES YOU LEARN FROM BALLETAs well as helping with the above leadership qualities, you can a lso gain essential leadership abilities from ballet.The ability to multi-taskIf you’ve ever watched a ballet performance, you know that different things are happening at the same time. The dancers often need to be on top of what the other dancers are doing, while performing their own routine. But the dancer must also perform different choreographies with his or her hands and feet.This type of ability to multitask is essential for leaders. You’ll need to juggle different tasks at the same time. The focus must not be on just the big picture, but also the finer details. Furthermore, you aren’t simply just performing various tasks and scraping by, you are in fact, finishing it all with graze.The ability to deal with different peopleOne of the great aspects of ballet is its ability to bring together people from all walks of life. It’s a sport that attracts young dancers, but there are also groups for older enthusiast. Not to mention how ballet, as a form of art, has fans from dif ferent sections of society.For the dancers, aiming at the top of the profession, reaching the goal often requires them to travel to different parts of the world to train. Moving to a different culture and training with new people isn’t easy â€" good people skills are needed.In today’s interconnected world businesses are also gathering talent from different parts of the world. A leader has to be able to make everyone feel welcomed and find ways to use these differences as an advantage.The ability to let others shineBallet performance isn’t built around an individual performance. For the show to work and to impress the audience, everyone has to play their part. In ballet, you might be dancing at the centre of the stage in one minute and fall into the background the second.Whilst the performance has a lead dancer or two, every member of the group plays an important role in ensuring the performance is going to be a success. A dancer will need to know how to deal with their spot in the sunlight, but also how to support others with their time.The same ability to allow others to shine is crucial for a leader. You might be leading the pack, but you aren’t the only member of the team. In fact, the best leaders are often not the ones basking in glory, but who help bring out the best in other people.The ability to be presentIt’s hard to imagine anything more majestic than a ballet dancer striking a pose. Like we’ve mentioned above, the dancer can wholly captivate the audience and make them feel the passion the dancer has for his or her craft.The posture during the performance is all about the presence â€" the full stretch of the body, the expressiveness of the face ensures the dancer captivates the whole room with his or her presence.In a Huffington Post interview, Japanese ballerina Misa Kuranaga explained the importance of presence by talking about a performance that captivated her. She was watching a performance and felt radiating energy from a dancer, who wasn’t in a leading role.“The way she was performing on stage was so beautiful; she was giving everything she had for that moment, for those five minutes of demonstration,” Kuranaga said.A competent leader can stand out from the crowd in the same way. A leader must be able to capture the room’s attention, with authority, charm and passion. Leading isn’t just about saying and doing the right things; our communication is as much about the verbal cues as it is about the non-verbal cues.If you are looking to learn more about physical presence and its importance to leadership, ballet is a fantastic teacher.The ability to stay on your feetYou can understand the physical requirements of ballet, by simply getting on your toes for a few moments. If that seemed difficult, imagine maintaining the posture for hours, while also gliding around the room in an elegant manner.As well as requiring emotional perseverance, ballet dancers must be in shape. You need a strong body to withstand the physical stress, as well as the emotional drain long hours and disciplined routines can have.The same applies to leaders. The saying “a healthy mind in a healthy body” is a great rule to live by, especially as a leader. Leaders are required to work long hours, withstand the emotional stress and even jet across the country or the world. If you aren’t physically fit, all of this becomes harder.The ability to get things doneThe French King Louis XIV turned ballet into a professional art and the Russians transformed it into a military-like exercise. The dedication of the Russian choreographers and dancers added the effectiveness to this beautiful dance.In ballet, you need to follow your training to become excellent, you learn the routine to a performance, you go on stage, you dance your part, and you walk off the stage until you start the routine again.Leadership follows this same routine â€" the routine of getting things done. Leaders don’t have the luxury of analyzing ever y move for hours or discussing topics until dawn. Leaders must have the ability to know when to practice, when to perform and when to walk off the stage.DANCING TO BECOME A BETTER LEADERThe above qualities and abilities are essential to ballet and to business leadership. Ballet is such an eloquent display of what perseverance, discipline and hard work can accomplish. It highlights the essential aspects of leading, but also working as a part of a group. The ability of the dancers to focus and endure is something valuable every leader, who wishes to accomplish success, should study and learn from. So next time you go experience a ballet performance, remember to look at the show through a new lens.

The World Health Organization ( 2014 ) Defines Mental Health

Mental Health SYNOPSIS OF THE TOPIC The World Health Organisation (2014) defines Mental Health â€Å"as a state of well-being in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community† (para. 1). Mental health refers to an individual’s psychological, emotional and social wellbeing; it has the ability affect people’s perceptions, thought, feelings, actions and capacity to respond to change, stresses and challenges within their lives (Headspace, 2013, para. 1). It influences how individuals perceive themselves, their resilience, life decisions and the people around them. Maintaining a stable, healthy and positive mental state is crucial for all individuals throughout their lives in order to avoid developing mental health problems and illnesses. 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Research Paper Therapeutic Services - 1619 Words

Capstone Research Paper: Therapeutic Services For many Americans, there comes a time when people are in need of therapeutic services and need help finding the right treatment for them and or loved one. Often times therapy is very beneficial to people, but is not always offered with their insurance. Therapeutic services should be provided to all patients as a non-evasive treatment option because these services provide nontraditional alternatives that enhance patient care and therefore, insurance companies should cover these services. Therapeutic services are non-evasive medical therapy. There are many different types of therapy that is out there for people, depending on what treatment they need and what it will be used for. One of the†¦show more content†¦He or she can also evaluate how a person does an activity and make suggestions for doing the activity in a way that is less likely to result in an injury. Another common type of therapy that is frequently needed is psycholog ical therapy that helps people with Psychotherapy, or talk therapy. Psychotherapy is (National Institute of Mental Health). Within this type of therapy, there are different types. Such as cognitive behavioral therapy, CBT for depression, anxiety and bipolar disorders and much more. For example, CBT helps people with depression restructure negative thought patterns. Doing so helps people interpret their environment and interactions with others in a positive and realistic way. It may also help a person recognize things that may be contributing to the depression and help him or her change behaviors that may be making the depression worse (National Institute of Mental Health). Another example of a type of psychotherapy is CBT for bipolar disorder. People with bipolar disorder usually need to take medication, such as a mood stabilizer. But CBT is often used as an added treatment. The medication can help stabilize a person s mood so that he or she is receptive to psychotherapy and can get the most out of it. CBT can help a person cope with bipolar symptoms and learn to recognize when a mood shift is about to occur (National Institute of Mental Health). Although physical and

Diabetes Mellitus Study Guide Free Essays

DIABETES MELLITUS * Chronic multisystem dz , abnormal insulin production / impaired utilization * Disorder of glucose metabolism related to absent/ insuff insulin supply or poor utilization of inslin that’s available * 7th leading cause of death * leading cause of blindness, ESRD, lower limb amputation * contributing factor for heart dz/ stroke risk 2-4 x higher than without DM * INSULIN – hormone produced by cells in islets of Langerhans of pancreas. Normal – continously into bloodstream ( basal rate), or increased w/ meals (bolus) * Normal glucose range 70-120 mg/dL, average insulin secreted daily 40-50 U 0. 6 U/kg * Glucagon, epinephrine, GH, cortisol oppose effects of insulin counterregulatory hormones they blood glucose lebels, stimulate glucose production by liver, movement of glucose into cells. We will write a custom essay sample on Diabetes Mellitus Study Guide or any similar topic only for you Order Now Insulin released from cells – as precursor / proinsulin thru liver enzymes form insulin C-peptide ( C-peptide in serum urine indicator of cell function) * in plasma insulin after meal storage of glucose as glycogen in liver/ muscle, inhibits gluconeogenesis, fat deposition, protein synthesis * Nl overnight fasting release of stored g;ucose from liver, protein from muscle, fat from adipose tissue * Skeletal muscle adipose tissue receptors for insulin insulin-dependent tissues Type I Diabetes Juvenile onset, insulin-dependent, s/s abrupt but dz process present for several yrs, 5-10%, absent or minimal insulin production, virus/toxins, under 40, 40% before 20 yr * s/s thirst( polydipsia), polyuria, polyphagia ( hunger), fatigue, wt loss, Kussmaul respirations * immune mediated dz; T-cells attack destroy cells * genetic predisposition exposure to virus * Idiopathic diabetes – not atoimmune, strongly inherited, in small # pt w/ type I DM , African/Asian * Predispositio n HLAs human leukocyte ntigens when exposed to viral infection cells destroyed * Long preclinical period, s/s develop when pancreas can no longer produce sufficient insulin to maintain nl glucose levels * Req. insulin from outside source exogenous insulin eg. injection * No insulin diabetic ketoacidosis (DKA) life threatening, results in metabolic acidosis * â€Å"honeymoon period† – newely diagnosed pts, tx initiated pt experience remissions req little insulin because cells produce suff amount of insulin lasts 3-12 mths then req permanent insulin Prediabetes * risk for developing diabetes glucose levels high but not high enough for diabetes diagnosis * impaired fasting glucose IGF 100-125 mg/dL * 2 hr oral glucose tolerance test OGTT 140-199 mg/dL * HgB A1C – 5. 7%-6. 4% risk for diabetes * Increased risk for developing DM type II – if no preventive measures develop DM in 10 yrs * Long term damage to body heart, blood vessels occur in prediabetes * Usual ly no symptoms * Maintain healthy weight, exercise regularly, healthy diet risk of developing diabetes Type II Diabetes * Adult onset, non-insulin dependent, 90% * 35, overweight, tendency to run n families * African Am, Asian, Hispanics, Amerian Indians Some insulin is produced but either insufficient for body needs / poorly utilized * Gradual onset, many yrs undetected hyperglycemia, 500-1000mg/dL * Early usu. asymptomatic; high risk pt screen annually * Fatigue, recurrent inf, vaginal yeast inf, candida inf, prolonged wound healing, visual changes * Risk factor obesity ( abdominal/ visceral ) * 4 major metabolic abnormalities * insulin resistance tissue no response to insulin / unresp receptors – receptors are located on skeletal muscles, fat liver * ability of pancreas to produce insulin – fatigued from compensatory prod of insulin, ell mass lost * inappropriate glucose by liver – too much glucose for body needs – type II * altered prod. of hormone s cytokines by adipose tissue ( adipokines) role in glucose fat metabolism – type II. Two adipokines ( adiponectin leptin ) affect insulin sensitivity altered mechanism in type I I * Metabolic syndrome risk for type II cardio dz, cluster of abnormalities, insulin resistance, insulin levels, triglycerides, HDLs, LDLs, HTN * Risk factors for metabolic syndrome central obesity, sedentary lifestyle, urbanization, westernization Gestational Diabetes During pregnancy, 7% of pregnancies * High risk – severe obesity, prior hx of gestational DM, glycosuria, polycystic ovary syndrome, family hx of DM II screened at 1st prenatal visit * Average risk OGTT at 24-28 wks of gestation * Higher risk of cesarean delivery, perinatal death, neonatal complications * Will have nl glucose levels within 6 wks postpartum but risk of DM II in 5-10 yrs * Nutritional therapy – 1st line , if doesn’t work insulin therapy Other specific types of diabetes * Due to other medical co ndition or treatment causes abn blood glucose levels * Damage , injury, destruction of cell function Cushing’s, hyperthyroidism, pancreatitis, cystic fibrosis, hemochromatosis, TPN * Meds corticosteroid (prednisone), thiazides, phenytoin(Dilantin), antipsychotics – clozapine * Tx underlying condition, stop meds Diagnostic studies * A1C 6. 5 % ; greater convenience, no fasting req, less day to day alterations during stress/ illness * FPG 126 – no caloric intake for 8 hrs prior testing ; confirmed by repeated testing another day; if has s/s and FPG126 further testing OGTT not req * 2 hr OGTT 200, glucose load 75g accuracy depends on pt preparation, and factors that influence results. False negative impaired GI absorption, falsely elevated severe restrictions of carbs, acute illness, meds corticosteroids, contraceptives, bed rest * IFG impaired fasting glucose IGT prediabetes, 100-125 mg/dL, IGT 2 hr 140-199 * Glycosylated HgB – HgB A1C amount of glucose attached to HgB molecules over lifespan ( RBC 90-120 days ) DM pts should check it regularly, done to monitor success of tx / make changes to tx 6. % – risk of retinopathy, nephropathy, neuropathy dz affecting RBCs – can affect A1C results Treatment * Goals s/s, promote well being, prevent acute complications, prevent/ delay onset/ progression; met when pt maintain glucose level as near to nl, daily decisions about food intake, blood glucose testing meds, exercise * Rapid acting insulin – lispro (Humalog), aspart (NovoLog) – onset 0-15 min, peak 60-90 min, dur. -4 hrs , clear, give 15 min before meals ; bolus * Short acting – Regular (Humulin R, Novolin R) onste ? -1 hr, peak 2-3hr, dur 3-6 hrs, injected 30-45 min before meals; bolus * Intermediate acting – NPH, basal insulin, onset 2-4hrs, peak 4-10hrs can result in hypoglycemia, dur. 10-16 hrs, can be mixed w/ short rapid, cloudy, must be agitated before adm. Long acting – glargine (Lantus), detemir ( Levemir) addition to mealtime insulin, type I, to control glucose between meals overnight, without it risk of developing DKA, no peak – risk of hypoglycemia , not diluted or mixed, clear; onset 1-2 hrs, dur. 24hrs +, basal * Combination pt don’t want 2 separate injections, 2 type of insulin mixed together, not same control of glucose levels as with basal-bolus; ahort/rapid mixed w/ ntermediate provide both mealtime basal coverage * Storage vials room temperature 4 wks, heat freezing alter insulin, between 32-86 F; avoid direct exp to sunlight, extra insulin in fridge/ traveling-thermos, Prefilled syringes – sight impaired, manual dexterity; syringes w/ c;udy solution in vertical position needle up to avoid clumping of suspension, rolled gently, warm before injection. * Injection abdomen fastest absorption arm, thigh, buttock, rotate within 1 particular site; never into site that’s about to be exercised (heat = absorption onset), vial 1ml=100U, SQ 90 degrees * Needles ? 5/16 inch (short – children, thin adults); gauges 28,29,30,31 – higher gauge = smaller diameter = more comfortable injection * Recapping done only by person using syringe, never recap syringe used by pt; alcohol swabs in health care facility before inj to HAI, at home soap water * Insulin pump – continuous subq insulin infusion 24 hr/d basal rate , loaded w/ rapid acting insulin via plastic tubing to catheter in subq tissue. At meal time – bolus . (+) tight glucose control, similar to nl physiologic pattern, nl lifestyle, more flexibility (-) infection at site, risk of DKA, cost Problems w/ insulin therapy * Hypoglycemia * Allergic rxn – itching, erythema, burning around inj. site, may improve w/ low dose antihistamine ; rxns to Zinc, protamine, latex , rubber stoppers on vials * Lipodystrophy – atrophy of subq tissue if same inj site used Somogyi effect – rebound effect, overdose of insulin induces undetected hypoglycemia in hrs of sleep, produces glucose decline in response to too much insulin s/s headaches, night sweats, nightmares ; if in morning glucose – adcised to check glucose levels at 2-4am if hypoglycemia present at that time. If it is insulin dosage in affecting morning blood glucose is reduced TX : less insulin * Dawn phenomenon – hyperglycemia on awakening in the morning due to release counterregulatory hormones in predawn hrs ( possibly GH/cortisol) adolescence/ young; TX: adjustment in timing of insulin adm. or in insulin. Predawn fasting glucose levels insulin production from pancreas , s. ff wt gain, hypoglycemia * Meglitinides repaglinide(Prandin) insulin prod, less likely cause hypoglycemia because more rapidly absorbed/eliminated, cause wt gain, take 30 min before meal, not if skipped * Biguanides – Metformin glucose lowering, first choice DM II/prediabetes, obese â€Å"starch blockers† slow down carbs absorption, taken with â€Å"first bite†, effectiveness check 2 hr postprandial glucose levels * Thiazolidinediones – Avandia â€Å"insulin sensitizers†, for pts w/ insulin resistance, don’t insulin Production, not cause hypoglycemia; risk of MI, stroke , not for pt w/ HF * DPP4 inhibitor – Januvia new class, slow inactivation of incretin hormones; DDP4 inh are glucose dependent = risk of hypoglycemia, no wt gain * Incretin mimetics – exenatide (Byetta) stimulate incretin horm which are in DM II, stim. of insulin, Suppress glucagon, satiety = caloric intake, slows gastric emptying; prefilled pen * Amylin analog Amylin hormone secreted by cells, co secreted w/ insulin Pramlintide (Symlin) is Synthetic , type I II when glucose level not achieved w/ insulin at mealtimes , subq thigh or abdomen NOT arm , not mixed w/ insulin – cause severe hypoglycemia ! * blockers — masks s/s of hypoglycemia, prolong hypoglycemic effects of insulin * Thiazide / loop diuretic — hyperglycemia, K Nutrition Type I meal planning, exercise, developed w/ pt’s eating habits activity pattern in mind, day to day consistency in timing amount of food eaten * Type II wt loss = improved insulin resistance, t otal fats simple sugars = calorie carbs intake; Spacing meals , wt loss 5-7% = glycemic control, regular exercise * Carbohydrates sugar, starches, fiber whole grains, fruits, veggies, low fat milk included min 130g/d * Glycemic index GI describe blood glucose levels 2 hrs after carb meal , GI of 100 = 50g glucose * Fiber intake 14g/1000 kcal * Fats 7% of total calories , 200mg/d cholesterol trans fats * Protein same for diabetes / normal renal function / gen. population, high proein diet not recommended * Alcohol inhibits gluconeogenesis ( breakdown of glycogenglucose) by liver; severe hypoglycemia in pt on insulin / oral hypoglycemic dx. Moderate alcohol consumption 2 drinks men, track carbs w/ each meal daily, set limit for max amount ( depends on age, wt, activity level) usu. 45-60g /meal ; also My Pyramid plate method ( ? nonstarchy veggies, ? starch, ? protein, nonfat milk fruit * Exercise 150 min/wk moderate intensity aerobic; DM II resistance training 3 x wk, most adults should 30 min moderate intensity activity 5 x most days * Exercise insulin resistance, blood glucose, wt loss which insulin resistance ( may need less meds), triglycerides, LDL, HDL, BP, circulation * Start slowly w/ progression. Insulin, sulfonylureas, meglitinides risk of hypoglycemia with increase physical activity esp if exercise at peak of dx or no food intake. Effect may last 48 hrs post exercise Exercise 1 hr after meal, have 10-15g carb snack every 30 min. during exercise (prevent hypoglycemia). Before exercise glucose immediate info about glucose levels – can make adjustments diet, activity, meds * Recomm. for all insulin-treated pts * Multiple insulin injections – 3 or more x day, done before meals, before after exercise esp in type I, whenever hypoglycemia suspected, when ill (stress), 2 hrs after start of meal – if effective Pancreas transplantation * For pt w/ ESRD, plan to have kidney transplant * Pancreas transplanted following kidney transplant, pancreas alone –rare * Pancreas alone only if hx of severe metabolic complications, emotional roblems w/ exogenous insulin, failure of insulin-based management * Improve quality of life, no exogenous insulin need, no dietary restrictions * Only partially able to reverse renal neurologic complications * Need lifelong immunosuppression to prevent rejection * Pa ncreatic islet cell transplantation in experimental stage, islets from deceased pancreas via catheter into abdomen portal vein Nursing management * Pt active participant in management of diabetes regimen * Few/no episodes of acute hyper/hypoglycemic episodes, maintain glucose level near nl * Prevent/ delay chronic complications * Adjust lifestyle to accommodate DM regimen w/ min. stress Nursing assessment Past hx mumps, rubella, viral inf, recent trauma, stress, pregnancy, infant9lbs, Cushing, acromegaly, family hx of DM * Meds compliance w/ insulin, OA; corticosteroids, phenytoin, diuretics * Eyes sunken eyeballs, vitreal hemorrhages, cataract * Skin dry, warm, inelastic, pigmented lesions on legs, ulcers(feet), loss of hair on toes * Respiratory Kussmaul – rapid, deep * Cardio hypotension, weak rapid pulse * GI dry mouth, vomiting, fruity breath * Neuro altered reflexes, restlessness, confusion, coma * MS muscle wasting * Also electrolyte abnormalities, fasting gluc ose level 126, tolerance test 200, leukocytosis, BUN, creatinine, triglycerides, cholesterol, LDL, HDL, A1C 45yrs without risk factors for diabetes Acute intervention * Hypoglycemia, DKA, HHS – hypersmolar hyperglycemic syndrome * Stress f acute illness/ surgery counterregulatory hormones hyperglycemia ( even minor upper resp infection or flu can cause this) * Continue regular diet, noncaloric fluids (broth, water, diet gelatin, decaffeinated), take OA/insulin as prescribed, monitor glucose Q4H * Acutely ill DM I , glucose240 test urine for ketones Q3-4H , medium/large report to MD * Ill eat than normal continue OA meds/ insulin as prescribed + carbohydrate containing fluids (soup, juices, decaffeinated) * Unable to keep fluids/ food down MD * Don’t stop insulin when ill counterregulatory mechanisms will glucose level * Food intake important body needs extra energy to deal w/ stress Extra insulin may be needed to meet this demand, prevent DKA in DM I * Intraoperati ve IV fluids insulin before, during, after sx when there’s no oral intake In DM II w/ OA – explain it’s temporary measure, doesn’t mean worsening of DM * If contrast medium (w/iodine) Metformin discontinued 1-2 days before sx, resumed 48 hrs after sx risk of acute renal failure. Resume after kidney function nl ( creatinine checked is nl) * Insulin adm teach proper administration, adjustments, side effects, assess response to insulin tx, if new to insulin assess ability to manage tx safely, cognitive status, ability to recognize/ tx hypoglycemia, if cognitive skill another responsible person must be assigned; diff to self inject/ afraid of needles * Follow ups inspect injection sites ( lipodystrophy ) * Short term memory deficit OA or short acting OA cuz doesn’t cause hypoglycemia * OA w/ diet activity, not take extra pill when overeating * Diligent skin care dental aily brushing/ flossing, inform dentist about DM * Foot care !!! scrapes, burns treated promptly monitored nonirritating antiseptic ointment dry sterile pad not start to heal in 24 hrs or infection MD * Regular eye exams * Travel – sedentary walk Q2H to prevent DVT prevent glucose , carry snacks, extra insulin COMPLICATIONS Diabetic Ketoacidosis DKA * Diabetic coma Profo und deficiency of insulin hyperglycemia, ketosis, acidosis, dehydration * Most likely in DM I pts, but sometimes in DM II ( severe illness/ stress) * Causes illness, infection, undiagnosed DM I, inadeq insulin dosage, poor self management, neglect * Insulin – glucose cant be properly used for energy fat broken for fuel ketones (by product) serious when excessive in blood alter pH, cause metabolic acidosis ketonuria (in urine) electrolyes depleted; impaired protein synthesis, nitrogen lost from tissues * Untreated depletion of Na, K, Cl, Mg, phosphate hypovolemiarenal failure/ retention of ketones glucose shockcoma (result of dehydration, lytes acidosis)death * s/s dehydration, poor turgor, dry mm, HR, orthostatic hypotension, Kussmaul , abdominal pain, sunken eyeballs, acetone fruity odor, early s/s lethargy,weakness * blood glucose 250, arterial blood pH IV access begin fluid/ electrolyte replacement NaCL 0. 45% or 0. 9% to restore urine output 30-60 ml/hr BP * gluco se level approach 250 5% dextrose added * Incorrect fluid repl sudden Na cerebral edema * Obtain K level before insulin started – insulin further K * Insulin withheld until fluid resuscitation K3. 5 * Too rapid IV fluids rapid lowering of glucose cerebral edema Hypersmolar hyperglycemic syndrome HHS * Life threatening, able to produce insulin to prevent DKA but not enough to prevent severe hyperglycemia, osmotic diuresis, ECF depletion * Less common than DKA * Often 60, in DM II Causes UTI, pneumonia, sepsis, acute illness, new DM II * Asymptomatic in early stages so glucose can rise very high 600mg/dL * The higher glucose in serum osm neurologic manifestations somnolence, coma, seizures, hemiparesis, aphasia * Resemble CVA (stroke) determine glucose level for correct dx * Ketones absent in urine * Tx similar to DKA * First IV 0. 45% or 0. 9% NS, regular insulin given after fluid replacement * Glucose fall to 250 – add glucose 5% dextrose * Hypokalemia not as significant as in DKA * HHs require greater fluid replacement * Assess VS, IO, turgor, labs, cardiac / renal monitoring related to hydration electrolyte levels, mental status, serum osm Hypoglycemia Low blood glucose glucagon epinephrine defense against hypoglycemia * s/s of epinephrine shaking, palpitations, nervousness, diaphoresis, anxiety, hunger, pallor * brain req constant supply of glucose when affect mental functioning LOC, diff speaking, visual disturbances, confusion, coma, death * Hypoglycemis unawareness no warning signs until glucose reach critical point incoherent, combative, LOC often elderly w/ beta blocker meds * When very high glucose level falls too rapidly, too vigorous management of hyperglycemia * Mismatch in timing of food intake peak of isulin/ OA * Can be quickly reversed Check glucose levels, if contain fat that glucose absorption; check glucose in 15 min * Still 70 eat regular meal/snack low peanut butter, bread, cheese, crackers, check glucose in 45 min * No significant imptovement after 2-3 doses of 15g carb MD * Pt not alert to swallow 1mg glucagon IM in deltoid muscle ( nausea, vomiting rebound hypoglycemia) * Hospital setting 20-50ml of 50% dextrose IV push * CHRONIC COMPLICATIONS OF DM Angiopathy * end organ dz from damage to blood vessels (angiopathy) 2nd to chronic hyperglycemia * leading cause of diabetes-related deaths, 68% deaths due to cardio, 16% strokes * causes: accumul. Of glucose metabolism by products (sorbitol) damage to nerve cells, abnormal glucose molecules in basement membrane of small blood vessels (eye,kidney), derangement in RBCs – oxygenation to tissues * DM I keep blood glucose levels near to normal – retinopathy nephropathy (complications of microvascular complications) Macrovascular complications * Dz of large, medium size blood vessels , earlier onset in pt w/ diabetes * W 4-6x risk of cardiovascular dz, M 2-3 x * risk factors obesity, smoking, HTN, fat intake sedentary lifestyle * Smoking injurious to pt w/DM, risk for blood vessel dz, CV dz, stroke, lower extremity amputations * Maintain BP control – prevention of CV / renal dz Microvascular complication * Thickening of vessel membranes in capillaries/ arterioles in response to chronic hyperglycemia * Are specific to diabetes Eyes ( retinopathy ), kidneys ( nephropathy ), skin (dermopathy ) * Some changes present w/DM II at time of dx, but s/s not appear u ntil 10-20 yrs after onset of DM * Diabetic retinopathy – microvascular damage to retina, most common cause of blindness 20-74 yrs old. Nonproliferative most common, partial occlusion of small blood vesselin retina microaneurysms, Proloferative most severe, involves retina vitreous neovasculization ( form new blood vessels to compensate) if macula involved vision is lost * DM II dilated eye exam at time of diagnosis annually, DM I within 5 yrs after DM onset * Laser photocoagulation * Virectomy * Glaucoma Nephropathy – microvascular complication, damage to small blood vessels that supply glomeruli / kidney. Leading cause of ESRD in US; same risk for DM I II HTN, smoking, genetic predisposition, chronic hyperglycemia * Screen for nephropathy annually w/ measurement albumin / creatinine ratio * If micro/macroalbuminuria ACE inh ( lisinopril ) or angiotensin II rec antagonist ( Cozaar ) tx HTN delay progression of nephropathy * Aggressive BP management tight glucose control Neuropathy Sensory neuropathy (PNS)– loss of protective sensation in lower extremities amputations * Hyperglycemia sorbitol fructose accumulate in nerves damage * Distal symmetric polyneuropathy hand/ feet bilaterally * Loss of sensation – to touch/ temperature * Pain burning, cramping, crushing, tearing , at night * Paresthesias tingling , burning, itching * At times skin too sensitive (hyperesthesia) * Foot injury ulcerations without having pain TX : blood glucose control, topical creams capsaicin ( Zostrix ) 3-4 X/d pain in 2-3 wks, selective serotonin, norepinephrine reuptake inh ( Cymbalta ), pregabali ( Lyrica ), gabapentin Autonomic neuropathy – can affect all body systems lead to hypoglycemic unawareness, bowel incontinence, diarrhea, urinary retention Complications : * Delayed gastric emptying ( gastroparesis ) anorexia, n/v, reflux, fullness, can trigger hypoglycemia by delaying food absorption * Cardiovascular abnormalities , postural hypotension assess change from lying, sitting, standing, painless MI, resting tachycardia HR * Risk for falls * Sexual dysfunction ED in diabetic men 1st s/s of autonomic failure * Neurogenic bladder urinary retention, diff. voiding, weak stream empty bladder Q3H in sitting position, Crede maneuver ( massage lower abdomen) * Cholinergic agonists benthanechol Feet lower extremities Risk for foot ulcerations lower extremity amputations * Sensory neuropathy major rosk for amputations due to loss of protective sensations LOPS * Unaware of foot injury, improper footwear, stepping on objects w/ bare feet * Screening using microfilament insensitivity to 10g Semmes-Weinstein risk for ulcers * Proper footwear, avoid injuries, diligent skin care, inspect feet daily * PAD risk for amputations due to blood flow to lower extremities * PAD s/s intermittent claudication, pain at rest, cold feet, loss of hair, cap refill, dependent rubor ( redness when extr in dependent position ) * DX : ankle brachial index ABI angiography * Casting to redistribute weight on plantar surface * Wound control debridement, dressings, vacuum, skin grafting etc. Charcot’s foot ankle foot changes joint deformity need fitted footwear * Acanthosis nigricans – dark, coarse, thickened skin in flexures neck * Necrobiosis lipoidica diabeticorum – DM I, red-yellow lesions w/ atrophic skin , shiny transparent revealing blood vessels under the surface – young women * Granuloma annulare – DM I, autoimmune, partial rings of papules, dorsal surface of hands/ feet Infection Candida albicans, boils, fur uncles, bladder infections (glycosuria) antibiotics Gerentologic * reduction in cells, insulin sensitivity, altered carbohydrate metabolism * 20 % 65 YO * # of conditions treated w/ meds that impair insulin action ( How to cite Diabetes Mellitus Study Guide, Essay examples

Toro Company

Introduction In the process of organizational management, several strategies are deployed to ensure that organizational goals and targets are met. Some of the strategies deployed include marketing, restructuring and new products launches. The situation presented in this case looks into a company by name of Toro involved in selling snowblowers and lawn products.Advertising We will write a custom case study sample on Toro Company specifically for you for only $16.05 $11/page Learn More The company had been facing problems related to the sale of snowblowers. However, a program launched by the company and an insurance company changed the company fortunes. As an analyst, it is imperative to analyze the changes conducted by the company on different perspectives to see if this program was successful. Program’s Perspective Toro has been conducting good business as a result of the Company’s S’No Risk program. This program made the company sel l more snowblowers through guarantees handed out to distributors. The company took up an insurance policy that cushioned the company from risks related to product recalls. Dick Pollick of Toro was against the continuation of the program given that consumers might not be enthusiastic of the deal in the second year. Toro’s perspective is based on the fact that the snowfall levels might drop slightly meaning customers will be partially funded for their snowblowers (Bell, 1994). As a result, the campaign might put off potential customers in the second year. The insurance in this case offered a good deal to Toro that ensured that the company could not suffer high financial losses as a result of customer product recall. The insurance raised its rates based on past statistics that showed the climate might change leading to decreased snowfall (Albright, 2010). As a result, the insurance had a reason to cushion itself from losses that might result from decreased snowfall in the future leading to massive product recall from customers. Based on the analysis of the sales figures for Toro and the past agreement they had with distributors, it is acceptable for the insurance company to charge 8% of sales as the insurance rate. This is because prior to the No Risk Program, Toro used to offer distributors of its snowblowers a 10% discount for every sale. As a result, if Toro incurred 2% on marketing fees and 8% as insurance rates then it would amount to the 10% rate that was there previously. The risk taken by the insurance company could also cover all regions where snowfall is going to be less than the anticipated levels.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Toro customers are pleased with the S’No Risk program which allows them to be repaid for unused snowblowers bought from Toro. However, the paybacks are restructured in a manner that paybacks will be offered when the snowfall falls below 50% of the historical snowfall levels (Bell, 1994). Although, the customer could suffer if snowfall falls below the 70 and 50% levels since no refunds would be availed. The paybacks could be restructured so that customers are repaid through the selling distributor instead of the issue being handled at Toro’s headquarters. Program Analysis The S’No Risk program was successful since sales increased to unprecedented levels and the customers felt that value for money was respected. In the case of Dick Pollick, I think he should continue on the program to protect the sales of the company. The program was successful based on the fact that the company increased its sales at no additional making the company achieve healthy financial margins. In case, management of the S’No Risk program was handed over to me, several factors would have to be looked at. One of the factors that I would look into is the insurance agreement which should be concise to avoid fluctuation in the insurance rates (Albright, 2010). The analysis of the three stakeholders in the case of the S’No Risk program a matrix of common factors they regard highly should be drawn as shown in figure 1. For instance, the customer is susceptible to payback not being respected while Toro is losses resulting from high payback request as a result of poor snowfall. The insurance company would suffer the greatest loss if poor snowfall was to occur in a consecutive manner. The S’No Risk program affects the customer in that the customer might regret purchasing snowblowers from Toro if paybacks take a long time or they are not honored. From Toro’s perspective, the payback form lists that the customer should write his/her name on purchase of the snowblower and mail the form to the company (Grant, 2005). Toro might deny the receipt of the customer forms while the insurance company would want to deal with Toro directly as opposed to the custome rs since the agreement was between them and Toro.Advertising We will write a custom case study sample on Toro Company specifically for you for only $16.05 $11/page Learn More Main Stakeholders Meaning of Scores 9- Very satisfied 4-Somewhat satisfied 1- Dissatisfied Objectives Customer Toro Insurance Be Profitable 1 9 9 Reduce Risks 1 4 9 Guaranteed Payback 9 4 1 Figure 1 Conclusion Insurance companies play a vital role in business because of their risk management line of business. In the case of Toro, the American Home takes care of the risk of product recalls for Toro while the company concentrates on selling its products. The analysis of the S’No Risk program shows that if American Home maintains it insurance rates then Toro could continue to sell its snowblowers without hitches. However, the S’No Risk program has its downside based on poor climatic conditions which could force the insurance companies or Toro to suffer los ses related to paybacks. Customers could also duffer the loss of paybacks taking long to materialize. References Albright, S. Winston, W. (2010). Data Analysis and Decision Making. Chicago, IL: John Wiley and Sons. Bell, D. Schleifer, A. (1994). Decision making under uncertainty. Detroit, MI: Course Technology. Grant, R. (2005). Contemporary strategy analysis. Boston, MA: Greenwood Publishing Group. This case study on Toro Company was written and submitted by user Liberty Z. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.