- Choose one diuretic and provide a description regarding how it works on
the nephron. Include the part of the nephron that is affected as well as the
mechanism of action (ie..what does it do to the nephron to affect fluid
volume?). - Describe at least 3 similarities between the male and female reproductive
systems.
Sample Solution
react. Some data in this area originates from past Harvard Business School Case Studies: “Li and Fung: Beyond “Filling in the Mosaic”- 1995-98,” (HBS Publishing No. 398-092) Michael Y. Yoshino, Carin-Isabel Knoop, Anthony St. George; January 1, 1998; and “Li and Fung (Trading) Ltd.,” HBS Publishing (No. 396-075) Gary Loveman, Jamie O’Connell, October 26, 1995. With a public interview the next day, William was sure of the Group’s execution and lifung.com’s prospects. However, he realized that significant issues stayed uncertain: Was there any opportunity of channel strife or cannibalization between the disconnected business and the start-up? How might the market respond to the start-up once it was propelled the next year? What’s more, how explicitly would web based business at last change his family’s exceptionally old organization? Organization Background Li and Fung was established in 1906 by William’s granddad, Fung Pak-Liu and his accomplice, Li To-Ming in Guangzhou, China as a fare exchanging organization pitching to abroad dealers. During the 1930s the organization expanded into warehousing and the production of painstaking work. Soon after Fung Pak-Liu passed away in 1943, his child Fung Hon-Chu accepted charge of the organization. After two years, quiet accomplice Li To-Ming resigned and sold his offers to the organization. The organization held Li’s surname, a homophone “I’m not an Internet fellow, I’m a business fellow,” jested William Fung, overseeing executive of Li and Fung Trading Co. Clad in his chinos and dark American Eagle T-shirt, Fung looked significantly more like another economy business visionary than the selfdescribed disconnected, “old economy relic”: “I’m 51, I’m in excess of a silver hair in Internet terms, I’m a fossil.”1 Nor did lifung.com, his senior sibling Victor’s new online organization, take after an ordinary Internet start-up, especially with a 96-year-old parent conceived toward the finish of the Qing Dynasty. In August 2000, the day preceding beta dispatch of the new business-to-business (B2B) online business entrance, William depicted the difficulties confronting Li and Fung: About three or four years prior, Victor and I talked about the Internet and how it impacts us. Our beginning stage was a cautious stance: Would the Internet disintermediate us? Would we get Amazoned2 by somebody who will assemble the majority of the data about purchasers and production lines on the web? After a ton of research we understood that the Internet encourages production network the board and we wouldn’t have been disintermediated. The key is to have the old economy know-how but then be available to new economy thoughts>
react. Some data in this area originates from past Harvard Business School Case Studies: “Li and Fung: Beyond “Filling in the Mosaic”- 1995-98,” (HBS Publishing No. 398-092) Michael Y. Yoshino, Carin-Isabel Knoop, Anthony St. George; January 1, 1998; and “Li and Fung (Trading) Ltd.,” HBS Publishing (No. 396-075) Gary Loveman, Jamie O’Connell, October 26, 1995. With a public interview the next day, William was sure of the Group’s execution and lifung.com’s prospects. However, he realized that significant issues stayed uncertain: Was there any opportunity of channel strife or cannibalization between the disconnected business and the start-up? How might the market respond to the start-up once it was propelled the next year? What’s more, how explicitly would web based business at last change his family’s exceptionally old organization? Organization Background Li and Fung was established in 1906 by William’s granddad, Fung Pak-Liu and his accomplice, Li To-Ming in Guangzhou, China as a fare exchanging organization pitching to abroad dealers. During the 1930s the organization expanded into warehousing and the production of painstaking work. Soon after Fung Pak-Liu passed away in 1943, his child Fung Hon-Chu accepted charge of the organization. After two years, quiet accomplice Li To-Ming resigned and sold his offers to the organization. The organization held Li’s surname, a homophone “I’m not an Internet fellow, I’m a business fellow,” jested William Fung, overseeing executive of Li and Fung Trading Co. Clad in his chinos and dark American Eagle T-shirt, Fung looked significantly more like another economy business visionary than the selfdescribed disconnected, “old economy relic”: “I’m 51, I’m in excess of a silver hair in Internet terms, I’m a fossil.”1 Nor did lifung.com, his senior sibling Victor’s new online organization, take after an ordinary Internet start-up, especially with a 96-year-old parent conceived toward the finish of the Qing Dynasty. In August 2000, the day preceding beta dispatch of the new business-to-business (B2B) online business entrance, William depicted the difficulties confronting Li and Fung: About three or four years prior, Victor and I talked about the Internet and how it impacts us. Our beginning stage was a cautious stance: Would the Internet disintermediate us? Would we get Amazoned2 by somebody who will assemble the majority of the data about purchasers and production lines on the web? After a ton of research we understood that the Internet encourages production network the board and we wouldn’t have been disintermediated. The key is to have the old economy know-how but then be available to new economy thoughts>
