PERBEDAAN EFEKTIVITAS PEWARNAAN GIEMSA, RAPID ST REAGENSIA, DAN IMMUNOHISTOKIMIA UNTUK DETEKSI HELICOBACTER PYLORI PADA BIOPSI GASTRITIS KRONIS

Latar Belakang: 50% gastritis disebabkan infeksi H. pylori. Dibutuhkan diagnosis cepat deteksi H. pylori pada biopsi jaringan lambung. Immunohistokimia (IHC) merupakan gold standard yang digunakan untuk deteksi keberadaan H. pylori. Metode ini mahal dan membutuhkan waktu cukup lama. Laboratorium Patologi Anatomi RS Dr. Moewardi Surakarta menggunakan 3 pewarnaan yakni Diff-kwik, Giemsa, dan Rapid ST Reagensia (RST) untuk mendeteksi H. pylori pada jaringan biopsi lambung. Penelitian ini bertujuan untuk mengetahui perbedaan efektivitas pewarnaan H. pylori antara Giemsa, Rapid ST Reagensia, dibandingkan dengan pemeriksaan gold standard IHC. Metode Penelitian: Sampel berupa sediaan jaringan biopsi gastritis kronis dari tahun 2014-2015 dan dipilih dengan metode consecutive random sampling. Data berjumlah 10 preparat dan 1 preparat kontrol positif. Uji efektivitas pewarnaan dilakukan dengan uji Fisher, kemudian diuji kesesuaiannya menggunakan uji Kappa. Hasil Penelitian: Didapatkan 5 preparat negatif (45,5%) dan 6 preparat positif (54,5%) pada pewarnaan Giemsa, 5 preparat negatif (45,5%) dan 6 preparat positif (54,5%) pada pewarnaan Rapid ST Reagensia, dan 6 preparat negatif (54,5%) dan 5 preparat positif (45,5%). Uji kappa antara IHC-Giemsa dan IHC-RST) sebesar 0,820 dan nilai kappa 1,000 pada Giemsa-RST Simpulan Penelitian: Terdapat perbedaan antara pewarnaan Immunohistokimia-Rapid ST Reagensia dan Immunohistokimia-Giemsa, dan tidak didapatkan perbedaan antara pewarnaan Giemsa-Rapid ST Reagensia. Efektivitas ketiga pewarnaan memiliki hasil yang signifikan sehingga ketiga pewarnaan tersebut dapat digunakan sebagai diagnosis rutin pemeriksaan histopatologis H. pylori pada biopsi lambung. Kata Kunci : H. pylori, pewarnaan histopatologi, biopsi gastritis kroni

Initial Public Offerings in the Hospitality Industry: Underpricing and Overperformance

Underwriters may view the primary issue of most hotel and casino stocks as more risky than stocks of new companies generally. Still, newly issued stocks of hospitality companies have generally outperformed the market in their first year

Good News for Buyers and Sellers: Acquisitions in the Lodging Industry

[Excerpt] In the last two decades of the twentieth century the lodging industry experienced an unprecedented level of consolidation. In particular, mergers and acquisitions among lodging companies took place at record levels in the late 1990s. From 1982 through 2000 the industry saw a total of 57 acquisitions with an aggregate market value in the target companies’ stocks of over $53 billion dollars. Exhibit 1 (overleaf) reports the annual number and annual market value of target stocks for all lodging acquisitions completed during that 1982–2000 period. The sample, supplied by Securities Data Corporation (SDC), includes mergers of both public and private companies in which at least one of the companies involved operates in the lodging industry. A noticeable trend in the data is that the value of lodging mergers increased dramatically since 1993. In 1993 the industry saw two mergers valued at$29.7 million, while in 1998 a total of 11 mergers were valued at $25 billion. That is, the value of acquisitions in the lodging industry was almost 1,000 times greater in 1998 than in 1993

Understanding First-day Returns of Hospitality Initial Public Offerings

[Excerpt] The decision for a company to issue shares publicly for the first time is not to be taken lightly. The manager-owner of a private firm must carefully weigh the benefits of an initial public offering (IPO) against the costs. Potential benefits include the ability to raise capital in the public markets on more attractive terms than in private circles; increased liquidity for managers and other insiders who wish to sell ownership stakes; and increased recognition and credibility with customers, employees, and suppliers. These benefits, however, come at considerable direct and indirect costs. For U.S. firms, the direct costs, such as investment banking commissions, average about 11 percent of IPO proceeds.1 Less obvious, but sometimes more painful for issuing firms, is an additional indirect cost commonly referred to as “IPO underpricing.

Understanding First-day Returns of Hospitality Initial Public Offerings

[Excerpt] The decision for a company to issue shares publicly for the first time is not to be taken lightly. The manager-owner of a private firm must carefully weigh the benefits of an initial public offering (IPO) against the costs. Potential benefits include the ability to raise capital in the public markets on more attractive terms than in private circles; increased liquidity for managers and other insiders who wish to sell ownership stakes; and increased recognition and credibility with customers, employees, and suppliers. These benefits, however, come at considerable direct and indirect costs. For U.S. firms, the direct costs, such as investment banking commissions, average about 11 percent of IPO proceeds.1 Less obvious, but sometimes more painful for issuing firms, is an additional indirect cost commonly referred to as “IPO underpricing.”Canina24_Understanding_first_day_returns.pdf: 243 downloads, before Aug. 1, 2020

Competitive Pricing in European Hotels

This chapter examines the pricing, demand (occupancy), and revenue per available room (RevPAR) dynamics of European hotels for the period 2006-2007. The importance of understanding the pricing behavior of direct competitors is critical to effective strategy formulation and meaningful industry analysis. Nevertheless, existing demand studies miss a critical link to local market dynamics. This study offers an alternative approach to examining competitive set pricing behavior that yields insights into the inelasticity of lodging demand. The results of this study of over 3,000 European hotel observations reveal that hotels that offered average daily rates (ADRs) above those of their direct competitors had lower comparative occupancies but higher relative RevPARs. The observed pattern of demand and revenue behavior was consistent for hotels in all market segments from luxury to economy. Country-specific analyses reveal a similar pattern, with more volatility in the results for hotels in Spain and Italy. Overall, the results suggest that the best way for a hotel to have higher revenue performance than its competitive group is to maintain higher rates. The results of this study support the position that hotel operators who resist pressures to undercut competitor’s prices may be better served with higher revenues

A Comparison of Static Measures of Liquidity to Integrative Measures of Financial and Operating Liquidity: An Application to Restaurant Operators and Restaurant Franchisors

The results presented in this paper show that integrative financial and operating measures of liquidity provide investors and creditors with additional information beyond that provided by static measures of short-term liquidity such as the current and quick ratios. Analyzing a sample of restaurant firms over the period 1994-2003, our analysis of these dynamic measures of liquidity provide a drastically different view of short-term solvency than those produced from the static measures. Specifically, the static measures of liquidity imply that restaurant companies are not liquid However, restaurant companies, when evaluated under this integrative framework, were shown to be more liquid based on their financial and operating liquidity than their current and quick ratios implied. Thus, financial analysts, creditors and managers should evaluate both dynamic liquidity measures as well as static measures in their evaluation of the risk associated with covering their short-term obligations when evaluating the short-term financial liquidity and short-term credit worthiness of firms. In addition, careful attention should be paid to both financial and operating measures of liquidity to establish what changes, if any, have occurred in a company’s liquidity position over time. This is an important finding for managers and investors in all industries since short-term illiquidity implies a high risk of default if the banks refuse to refinance all or part of the debt. This in turn may impact the cost of short-term financing and may result in an impact on their overall financing costs and required returns from equity investors

A practical tool to measure digital competences: Teamschamp

[EN] Digital competence is currently a widely-used term that refers to skills, abilities and capabilities that 21st century workers should demonstrate in order to overcome current challenges. Although it has been a researched concept in numerous studies, the literature and industry lack from practical studies and applications. The measurement of digital competences is a key dare that organisations must address with the aim of evaluating the digital behaviour and skills of their workforce. With this information, they will be able to design training programs for the employees to generate personal and professional development on them. Therefore, this study encompasses a theoretical review of several definitions and studies and presents a practical and real tool to evaluate digital competences.Canina, L.; Orero-Blat, M. (2021). A practical tool to measure digital competences: Teamschamp. International Journal of Services Operations and Informatics (Online). 11(1):1-12. https://doi.org/10.1504/IJSOI.2021.11410711211

Competitive Sets for Lodging Properties

This article illustrates the differences in the composition, characteristics, and performance evaluation of competitive sets of hotels determined using two methods—the common product type classification scheme and the less commonly used cluster analysis based on average daily rate (ADR) as the clustering variable. The analysis examined annual ADR, occupancy, and revenue per available room (RevPAR) for a group of hotels in a portion of a single U.S. metropolitan market. The comparison of the two methods shows the following: the average variability of ADR and RevPAR is less for the cluster-based competitors than it is for competitor groups determined using product type; most clusters contain a variety of product types (confirming that competition occurs across product types); most product types are categorized into different clusters; and the average RevPAR difference between the particular hotel and its reference competitive group is less for the ADR-cluster-based reference group than it is for the product type reference group, indicating that the performance of hotels within cluster competitive groups is more similar than in product type competitive groups. Comparing competing hotels based on the two methods can provide information regarding the extent of congruence between the hotel’s intended competitive position and its position as seen by customers

Product Tiers and ADR Clusters: Integrating Two Methods for Determining Hotel Competitive Sets

Despite the importance of accurately identifying a hotel’s competitors, determining those competitors is not a simple task. A common and easily implemented approach is to categorize products in terms of product type, but competition may occur across different types of products depending on how consumers perceive goods as substitutes. As an alternative, we identify the competitive set using cluster analysis based on hotels’ average daily rate (ADR). A cluster analysis of the ADR of 49 hotels in one urban tract in the U.S. found five competitive clusters, in which upscale properties were in some cases competing directly with economy hotels. This analysis indicates that some properties have a discrepancy between their intended product type and their perceived competitive position, based on ADR. By integrating and comparing the results of the two methods for the purpose of performance evaluation, managers, owners, analysts, and investors can ascertain the market position of a hotel as determined by its guests, and make inferences regarding the hotel’s value proposition, property condition, service offerings, and management acumen. In particular, the analysis points out performance benchmarks for hotels that are underperforming their competitive set and those that are outperforming their competitors