Understanding the Radiant Scattering Behavior of Vegetated Scenes

Knowledge of the physics of the scattering behavior of vegetation will ultimately serve the remote sensing and earth science community in many ways. For example, it will provide: (1) insight and guidance in developing new extraction techniques of canopy characteristics, (2) a basis for better interpretation of off-nadir satellite and aircraft data, (3) a basis for defining specifications of future earth observing sensor systems, and (4) a basis for defining important aspects of physical and biological processes of the plant system. The overall objective of the three-year study is to improve our fundamental understanding of the dynamics of directional scattering properties of vegetation canopies through analysis of field data and model simulation data. The specific objectives are to: (1) collect directional reflectance data covering the entire exitance hemisphere for several common vegetation canopies with various geometric structure (both homogeneous and row crop structures), (2) develop a scene radiation model with a general mathematical framework which will treat 3-D variability in heterogeneous scenes and account for 3-D radiant interactions within the scene, (3) conduct validations of the model on collected data sets, and (4) test and expand proposed physical scattering mechanisms involved in reflectance distribution dynamics by analyzing both field and modeling data

What I see for my future in the program

Hey everyone, I am Drew Kimes and the only male member of the 2024 River Stewards cohort! I take pride in that, and we all consider myself “a part of the girls.” I truly have become so close with these girls and if it was not for this program, I would not have met my best friend, Cassie Rafter. So, I thank this program and cannot wait to create more bonds, friendships and memories with this group

Marshall University Music Department Presents a Senior Recital, Christopher Kimes, Tenor Saxophone

https://mds.marshall.edu/music_perf/1231/thumbnail.jp

The Role of Technology in Restaurant Revenue Management

Technology systems can support restaurant managers\u27 efforts to improve sales and profits through revenue management. By subdividing a meal into its component sections, a manager can determine which systems to apply at a particular stage for the purpose of providing the greatest revenue benefit for a particular restaurant. In adopting technology, managers must first conduct a financial analysis to determine whether the technology\u27s cost will be more than offset by revenue improvements. If that financial calculation is favorable, management must then consider benefits to both employees and customers and must also take into account employees\u27 and customers\u27 perceptions of the technology\u27s utility and ease of use. Without those elements in place, the technology faces dim prospects no matter what its prospective financial benefit

Revenue Management: Advanced Strategies and Tools to Enhance Firm Profitability

Much of the past research on revenue management (RM) has focused on forecasting and optimization models and, more recently, on adaptation of RM to the specific needs in various industries, such as restaurants, car rental, transport and even health care services. Surprisingly, although many industries have become increasingly customer-focused, the customer seems to have been relatively forgotten in this stream of research. Our intent in this monograph is to help explore the role of marketing in RM in more depth

Relationships between Tennessee feeder pig producers\u27 personal characteristics, type of farm operations, contacts with Extension agents, and their use of selected swine management practices

The purpose of this study was to characterize feeder pig producers according to their personal characteristics, and their type of operation as related to their use of selected management practices, and their contacts with Extension. Data were collected through personal interviews with 1,167 randomly selected feeder pig producers in 75 Tennessee counties using the 1987 Swine Interview Schedule. Producers surveyed had a minimum of five sows. The data were coded and processed for computer analysis and computations at the University of Tennessee Computing Center. The chi square test was used to determine the strength of relationship between the dependent and independent variables. Chi square values which achieved the .05 probability level were accepted as significant. Major findings included the following: 1. The average age of the feeder pig producers was 48 years, with about 67 percent being part-time producers. 2. Fifty-three percent of producers attended at least one Extension swine meeting, while over 82 percent visited the Extension office at least once. 3. Over 90 percent of feeder pig producers used the following six management practices: dewormed sows, treated sows for external parasites, the addition of medication in sows gestation and lactation ration, the use of medication in pigs weaning ration, gave iron shots to pigs, and clipped needle teeth. 4. Full-time feeder pig producers attended more Extension swine meetings, received more visits from Extension agents, and had more total contacts with Extension than did part-time producers. 5. Producers 48 years old or under had more contacts with Extension through telephone calls made to the Extension office and had more total contacts with Extension than did producers 49 or over. 6. Feeder pig producers with six or more total contacts with Extension were more likely to use each of ten selected management practices than were producers with five or less contacts. 7. Full-time feeder pig producers were more likely than parttime producers to vaccinate sows for leptospirosis, treat sows for lice, use medication and antibiotics in water, give iron shots to pigs, and creep feed baby pigs

A Retrospective Commentary on “Discounting in the Hotel Industry: A New Approach”

The hotel industry is gradually catching on to this revenue-enhancing technique

Pricing and Revenue Management

The focus of this chapter is on the strategic role of price in revenue management (RM). In order to successfully use price as a strategic weapon, firms must address two questions: what prices to charge and how’ to determine which customers or market segments should be offered those prices. In addition, companies must study and understand both customer and competitive reaction to their use of RM pricing. In this chapter, I address these questions through a review of the relevant literature and of current practice

Restaurant Revenue Management

Research in revenue management has traditionally addressed the theoretical and practical strategic problems facing airlines and hotels, among other industries, but it has given little consideration to the restaurant industry. The restaurant business is similar enough to hotel and airline operations that restaurants should be able to apply revenue-management-type practices in a strategic fashion, but the applications have so far been mostly tactical. A broad theory of revenue management would permit restaurant operators to gain the benefits of strategic revenue management that they currently lack