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operations are able to produce and service the sales. The investors in the Spring Time Hotel project will want to determine projected sales in all departments (such as food and beverage, garage, gift shop, athletic facilities, and rentals). This total income gure will provide the basis for total projected sales. Further consideration must be given to related expenses, such as food and beverage costs, furnishings, labor, administrative costs, loan repayments, overhead, utilities, and advertising. These costs are assembled in a standard pro t-and-loss statement. With the computer application of electronic spreadsheets, it is easy to determine whether anticipated income will be adequate to cover incurred costs and provide pro t. If the projected income is inadequate, the investors will manipulate the average room rate raising it, for example, from $70 to $75 or from $90 to $95 and analyze the results. While the income generated may seem favorable, the pricesensitive market where the hotel will be located may not be able to produce the number of projected sales at the higher room rates. Clearly, room rates involve many factors, including manipulation of projected sales and related expenses along with realistic considerations of market competition, marketing and sales efforts, operations, price sensitivity, and tax investment opportunities. The room rate set for one season may be adjusted up or down for a different season. If a competitor lowers or raises room rates, the front of ce manager will have to consult with the owners, general manager, and other department heads. The decision to lower or raise rates or offer a special package will depend on the effect this action will have on the pro t-andloss statement. In areas saturated with hotel rooms and experiencing a slowdown in tourism or business activity, price wars can spell disaster to a hotel operation. Projecting a hotel s nancial success using room sales alone does not take into account the possibility of oversaturation of rooms in an area at a later time. When room rates are adjusted to compete with those of other hotels, hotel revenues will be affected. Other hotel operations that are not cost-effective will then drain the pro ts from the total operation. Several methods are used to establish room rates. Each provides guidelines for the hotel real estate developer. These are only guidelines and should be reviewed with the previous discussion in mind. The front of ce manager must stay in touch with the general manager and controller to monitor room rate effectiveness. The general rule-of-thumb method for determining room rates stipulates that the room rate should be $1 for every $1,000 of construction costs. (This gure is from the 1960s; the current gure is $2 for every $1,000 of construction costs.) For example (using the $1 for every $1,000 of construction costs formula), if a new hotel is constructed at a cost of $45,000 per room, the room rate would initially be $45 per night. Clearly, this is a very general method of guesstimating room rates and should not be relied on alone. The Hubbart formula considers such factors as operating expenses, desired return on investment, and income from various departments in the hotel to establish room rates. This method relies on the front of ce to produce income that will cover operating expenses, overhead, and return on investment for the hotel operation. The following example applies these factors: A hotel with $4,017,236 of operating expenses (various departmental operating expenses and overhead), a desired return on investment of $1,500,000 and additional
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2.4. Substrates and Matrices Initially, cultures were prepared on glass for ease of observation, but cells may be made to grow on many different charged surfaces including metals and many polymers. Traditionally, a net negative charge was preferred, such as found on acidwashed glass or polystyrene treated by electric ion discharge, but some plastics are also available with a net positive charge (e.g., Falcon Primaria), which is claimed to add some cell selectivity. In either case, it is unlikely that the cell attaches directly to synthetic substrates and more likely that the cell secretes matrix products that adhere to the substrate and provide ligands for the interaction of matrix receptors such as integrins. Hence it is a logical step to treat the substrate with a matrix product, such as collagen type IV, bronectin, or laminin, to promote the adhesion of cells that would otherwise not attach. The subject of scaffolds will be dealt with in detail in later chapters (See Part II). Suf ce it to say at this stage that scaffolds have the same requirements as conventional substrates in terms of low toxicity and ability to promote cell adhesion, often with the additional requirement of a three-dimensional geometry. If the polymer or other material does not have these properties, derivatization and/or matrix coating will be required. Most studies suggest that cell cultivation on a three-dimensional scaffold is essential for promoting orderly regeneration of engineered tissues in vivo and in vitro. Scaffolds investigated to date vary with respect to material chemistry (e.g., collagen, synthetic polymers), geometry (e.g., gels, brous meshes, porous sponges, tubes), structure (e.g., porosity, distribution, orientation, and connectivity of the pores), physical properties (e.g., compressive stiffness, elasticity, conductivity, hydraulic permeability), and degradation (rate, pattern, products). In general, scaffolds should be made of biocompatible materials, preferentially those already approved for clinical use. Scaffold structure determines the transport of nutrients, metabolites, and regulatory molecules to and from the cells, whereas the scaffold chemistry may have an important role in cell attachment and differentiation. The scaffold should biodegrade at the same rate as the rate of tissue assembly and without toxic or inhibitory products. Mechanical properties of the scaffold should ideally match those of the native tissue being replaced, and the mechanical integrity should be maintained as long as necessary for the new tissue to mature and integrate. 3. ISOLATION OF CELLS FOR CULTURE 3.1. Tissue Collection and Transportation The rst, and most important, element in the collection of tissue is the cooperation and collaboration of the clinical staff. This is best achieved if a member of
related perspectives. We believe that the studies presented in this chapter have underlined this very clearly.
In each iteration, the decoder determines an estimate of the decoded vector by using expression (27). Two additional constants are de ned to facilitate calculations, as done in the vertical step. Since Q x = j f jx j
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