Security personal value

This sulfonamide was previously synthesized back in 1908, but the chemist and his colleagues who synthesized it did not discover its wonderful antibacterial properties. As a consequence, Domagk was unable to secure a patent for his invention, but he was awarded the Nobel Prize for Medicine in 1939 for discovering the therapeutic values of the compound. He was unable to receive it in person because of the Nazi policy of the German government, and finally received it after the war in 1947. 

Assets The list of money on hand, marketable securities, monies due, investments, plants, properties, intellectual property, inventory, etc., at cost or market value, whichever is smaller. The assets are what a company (or person) owns. 

The patent, a form of IP, "confers the right to secure the enforcement power of the state in excluding unauthorized persons, for a specified number of years, from making commercial use of a clearly identified invention" (Machlup 1958). As with all forms of IP, patents exist only because government says they do. Unlike real property, a house, a chair, a book, IP is non-rivalrous. There is no natural limit to the number of users of IP and no natural economic value except the production cost of the physical support. Thus, patents do "not arise out of the scarcity of the objects which become appropriated" (Plant 1934). 

The same phenomenon occurred in Britain. Ida Smedley (see Chap. 2) was used as a benchmark for women applicants for the Position of Reader in Chemistry at the King s College of Household and Social Science (see Chap. 3) "... it would be of great value to the Department to secure the services of a woman with the high scientific standing and personality of Dr. Ida [Smedley] Maclean. 17... 

Thus, we should think of the business model as a dynamic concept, continually adapting to the opportunities and threats in the business environment. These dynamics can be seen in Fig. 7-4. There, customer value finds its origins in a set of societal needs, which spring from the values, aspirations, and worries of the culture in which the new enterprise dwells. For the hydrogen transition, these needs include environmental protection and fuel security in addition to the more customary needs for personal mobility, which seems common to all humankind. 

The challenge of a successful e-MPF implementation is to develop a transparent, seamless alliance-based value network (Bakos Brynjolfsson, 1998) that allows the customer to choose the best product combination for his or her personal needs without having to research the complex supplier market. Convenience and flexibility must be provided without compromising on security and privacy issues. Since e-MPF services have just been launched, it... 

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