United States Patient Scales Industry 2016 Market Insights Shared In Detailed Report

QY-Research-Groups141The United States Patient Scales Industry 2016 Market Research Report is a professional and in-depth study on the current state of the Patient Scales industry.

The report provides a basic overview of the industry including definitions, classifications, applications and industry chain structure. The Patient Scales market analysis is provided for the United States markets including development trends, competitive landscape analysis, and key regions development status.

Development policies and plans are discussed as well as manufacturing processes and Bill of Materials cost structures are also analyzed. This report also states import/export consumption, supply and demand Figures, cost, price, revenue and gross margins.

The report focuses on United States major leading industry players providing information such as company profiles, product picture and specification, capacity, production, price, cost, revenue and contact information. Upstream raw materials and equipment and downstream demand analysis is also carried out. The Patient Scales industry development trends and marketing channels are analyzed. Finally the feasibility of new investment projects are assessed and overall research conclusions offered.

With 142 tables and figures the report provides key statistics on the state of the industry and is a valuable source of guidance and direction for companies and individuals interested in the market.

To know more about this Report, Click here http://www.qyresearchgroups.com/report/united-states-patient-scales-industry-2016-market-research-report

Table of Contents

1 Industry Overview
1.1 Definition and Specifications of Patient Scales
1.1.1 Definition of Patient Scales
1.1.2 Specifications of Patient Scales
1.2 Classification of Patient Scales
1.3 Applications of Patient Scales
1.4 Industry Chain Structure of Patient Scales
1.5 Industry Overview of Patient Scales
1.6 Industry Policy Analysis of Patient Scales
1.7 Industry News Analysis of Patient Scales

2 Manufacturing Cost Structure Analysis of Patient Scales
2.1 Bill of Materials (BOM) of Patient Scales
2.2 BOM Price Analysis of Patient Scales
2.3 Labor Cost Analysis of Patient Scales
2.4 Depreciation Cost Analysis of Patient Scales
2.5 Manufacturing Cost Structure Analysis of Patient Scales
2.6 Manufacturing Process Analysis of Patient Scales
2.7 United States Price, Cost and Gross of Patient Scales 2011-2016

3 Technical Data and Manufacturing Plants Analysis
3.1 Capacity and Commercial Production Date of United States Key Manufacturers in 2015
3.2 Manufacturing Plants Distribution of United States Key Patient Scales Manufacturers in 2015
3.3 R&D Status and Technology Source of United States Patient Scales Key Manufacturers in 2015
3.4 Raw Materials Sources Analysis of United States Patient Scales Key Manufacturers in 2015

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4 Production Analysis of Patient Scales by Regions, Type, and Applications
4.1 United States Production of Patient Scales by Regions 2011-2016
4.2 United States Production of Patient Scales by Type 2011-2016
4.3 United States Sales of Patient Scales by Applications 2011-2016
4.4 Price Analysis of United States Patient Scales Key Manufacturers in 2015
4.5 United States Capacity, Production, Import, Export, Sales, Price, Cost and Revenue of Patient Scales 2011-2016

5 Consumption Volume and Consumption Value Analysis of Patient Scales by Regions
5.1 United States Consumption Volume of Patient Scales by Regions 2011-2016
5.2 United States Consumption Value of Patient Scales by Regions 2011-2016
5.3 United States Consumption Price Analysis of Patient Scales by Regions 2011-2016

6 Analysis of Patient Scales Production, Supply, Sales and Market Status 2011-2016
6.1 Capacity, Production, Sales, and Revenue of Patient Scales 2011-2016
6.2 Production Market Share and Sales Market Share Analysis of Patient Scales 2014-2015
6.3 Sales Overview of Patient Scales 2011-2016
6.4 Supply, Consumption and Gap of Patient Scales 2011-2016
6.5 Import, Export and Consumption of Patient Scales 2011-2016
6.6 Cost, Price, Revenue and Gross Margin of Patient Scales 2011-2016

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Gas Giant Planet KELT-4Ab Offers Insights On Evolution Of Three-Star Systems

Super-Earth Gliese 667 Cc

Unlike our solar system, other star systems contain two or more host stars with planets that may or may not surround it.

A circumbinary planet is one that definitively orbits two stars or a binary star system — just like the harsh desert world of Tatooine in the Star Wars universe. A real-life example of a circumbinary planet is Kepler-16b, whose host stars regularly eclipse one another.

A system with three stars — known as trinary-star system — also exists. For instance, in 2005, scientists discovered the first three-star system called HD 188753. Another example is the trinary-star system Gliese 667 C, which is home to Super-Earth Gliese 667 Cc, an exoplanet pictured in the side.

Just recently, scientists from the Harvard-Smithsonian Center for Astrophysics (CfA) have identified a planet located in another trinary-star system — a gas giant called KELT-4Ab.


Confirmed by the Kilodegree Extremely Little Telescope (KELT), the existence of exoplanet KELT-4Ab brings astrophysicists the opportunity to study the evolution of triple-star systems.

The star system of exoplanet KELT-4Ab in particular would help experts understand how gas giants are able to withstand nearness to host stars.

What We Could Learn From This Cosmic Affair

Although scientists have yet to find out the composition of KELT-4Ab’s atmosphere, this exoplanet could offer insight about the evolution of gas giants close to their parent stars.

Because of the inflated atmosphere, as well as its similarities in size and characteristics with our solar system’s fifth planet, exoplanet KELT-4Ab has been dubbed as a “hot Jupiter.”

KELT-4Ab’s three suns are located in KELT-4, which is a system that scientists have long been aware of but initially thought of as a two-star system.

The gas giant revolves around its sun-like star KELT-A every three days. The exoplanet’s distance to KELT-A has caused its atmosphere to become inflated by heat.

Its two other stars KELT-B and -C orbit each other every thirty days. Both of them then orbit KELT-A and KELT-4Ab every 4,000 years. This intricate orbit is eight times the size of dwarf planet Pluto’s revolution around our Sun.

Jason Eastman, lead researcher of the project, said gas giants are supposed to form much farther from their host star, just like Jupiter. In fact, hot Jupiters such as KELT-4Ab are theoretically not supposed to exist.

He said exactly how these gas giants got so close is an unresolved question, but it could be that KELT-4BC — a binary system — may have ultimately driven KELT-4Ab so near to KELT-A, he said.

“One theory is that it migrates due to hot interactions with a third body — in this case, the third and fourth bodies KELT-BC,” added Eastman.

The team’s findings are published in the Astronomical Journal.


txtNation launches the public beta of MytxtNation’s new ‘Insights’ feature

Insights Screenshot of Mobile Billing

A responsive web feature that provides txtNation’s customers real-time insights into Mobile Billing services

txtNation’s ‘Insights’ allows clients to view all Mobile Billing activity across Direct Billing and Premium SMS services in much more detail than ever before.

Insights Screenshot of Mobile Billing

‘Insights’ is available from the MytxtNation web panel and is accessible from every (mobile) web browser. It is unique in its kind as it provides real time information into all types of Mobile Billing, is transparent and presents trends in performance.

Key data allows customers to forecast future payment trends and deliver the best customer growth and revenue performance. The ‘Insights’ analytics tool provides a unified view of Mobile Billing performance, customers, what they are buying and how much they are spending.

The new monitoring and analytics feature saves clients time and using at a glance it shows which countries and, or operators have trouble processing worldwide messaging services.

Marketing can build stronger services by being optimised and targeted to generate maximum customer engagement across incremental or subscription revenues.

txtNation ‘Insights’ saves time, provides unparalleled information on user spend, allows clients to adapt marketing strategy directly. It provides views into the status and performance of billing campaigns including direct recognition of technical or billing flow bottlenecks, general overviews for billing rates and end user spend.

txtNation ‘Insights’ is so powerful and easy-to-use, even other large worldwide Mobile Billing aggregators use this to look at their results. And the best of it all: it’s completely free of charge for txtNation clients.

Try ‘Insights’ using the MytxtNation web panel; http://my.txtnation.com.


INNOVATION INSIGHTS: Here’s an inside look at the platform that made Atlassian famous

Photo: Atlassian/ Facebook.

Atlassian is one of Australia’s biggest tech success stories. JIRA, its signature project management platform, is used by countless teams around the world from NASA to Tinder. The company has grown from a small office in Sydney, funded with a credit card, to over a thousand employees and a multi-billion dollar IPO last year.

Like many successful products, JIRA grew out of a need faced by the founders, Mike Cannon-Brookes and Scott Farquhar. Cannon-Brookes and Farquhar needed a way to stay on top of all the work their consulting company was receiving, across numerous clients. Not able to find a user-friendly solution that fit their needs, they built one instead.

As it exists now, JIRA provides a centralised platform tracking bugs and issues as well as breaking down projects. Initially beloved by developers, its project management functions have seen its usecases expand and its strength in agile development employed across industries.

Being user-friendly was key from the beginning. It was the reason the product was created, the company started, and the strategy to winning new customers.

“Mike and Scott’s consulting clients were impressed with their ability to track projects, and soon JIRA grew as a tool to help teams across multiple companies more effectively manage their work,” says Jason Wong, principal product manager at Atlassian.

“The alternatives to JIRA at the time were not that user-friendly. We invested a lot in building JIRA to be user-friendly. Lustworthy was the actual word we used to describe the kind of user experience we strived for.”

Cannon-Brookes confirmed user-friendliness as a sales strategy in 2008, explaining the “Atlassian model” meant creating a product that sold itself. JIRA would be a product customers bought, not one Atlassian sold.

A March 2008 presentation on ‘Scaling Atlassian’ by Mike Cannon-Brookes.

In this respect, Atlassian was at the forefront of the dramatic shift in enterprise software — designed with users in mind, rather than technical officers. Over the years, it has seen Apple displace Blackberry, Google launch business apps, including Atlassian-competitor Slack, which has become a multi-billion dollar startup. These are all products and companies that captured consumer imagination, filtering into businesses from the bottom up.

And not having to invest in sales and marketing — relying instead on user evangelism — Atlassian was able to plow the proceeds into research and development. This kicked off a virtuous cycle for the company.

“Without a traditional sales team we are able to invest significantly more in R&D. That investment drives product advancements that in turn deliver customer value and fuels the word-of-mouth evangelism,” says Wong.

JIRA’s rise was textbook disruption as Atlassian targeted segments of the market incumbent productivity products neglected. After establishing a beachhead at the low-end, functionality steadily increased as a marketplace was created with thousands of plugins adding to its appeal. Soon, competitors were scrambling to buy the company.

And according to Wong, the company always knew its collaboration software — which includes group messenger Hipchat — had a huge potential market. Analysts are starting to catch up, withIDC research recently forecasting the enterprise-social market will reach $US 3.5 billion by 2019, up from $US 1.46 billion in 2014.

“At the very basic level, we always believed the market was bigger than others believed it to be. We knew project tracking, particularly in context of software projects, was broken. The products that existed were cumbersome and expensive and the alternative was tracking issues in Excel or Word,” says Wong.

“It was a disaster, but it was thought to be a small, or tolerable, problem. By doubling down and building a high value product that was easy to buy and easy to implement we found ourselves quickly becoming mission control for thousands of teams across organizations in every industry.”

JIRA has evolved significantly from the software Cannon-Brookes and Farquhar needed to keep track of their projects. The JIRA marketplace has added innumerable functions, from customer relations to feedback generation. From what was initially a self-hosted product — something customers had to download and run themselves, Atlassian has since added cloud-hosting, lowering the barrier for smaller and less-technical teams.

Lowering barriers has been a consistent theme, as the company introduced agile software development in 2009, supporting popular agile methodologies like Scrum and Kanban. JIRA is now a platform supporting three distinct usecases; software, IT and business.

“With the release of JIRA 7.0 in October, 2015, JIRA matured into a platform product with unique offerings that are purpose-built for software teams, IT teams, and business teams,” says Wong.

“This is how we landed at today’s product lineup of JIRA Core, JIRA Software and JIRA Service Desk, and because the products are interconnected, they are all being used by a lot more teams.”