医学图像分割方法研究

图像分割是图像处理和分析领域的经典难题,医学图像分割是图像分割中一个重要方面和应用领域,同时也是病变区域提取、临床实验、特定组织测量以及实现三维重建的基础。在临床应用和医学研究中具有重要的研究意义。本文主要对几类图像分割方法进行了分析、研究和实验,总结出各个方法的优缺点,从而可以达到更好的分割医学图像的目的。     

武陵源世界自然遗产地生态旅游者细分研究——基于环境态度与环境行为视角

以国内外知名生态旅游地之一的武陵源世界自然遗产地生态旅游者为研究对象,通过抽样调查,应用描述性统计、信度分析、因素分析、集群分析等方式,以生态旅游者的环境态度与环境行为视角来分析生态旅游者类群特征。研究表明,在以旅游者环境态度与环境行为构建的两维坐标系中,可以将武陵源世界自然遗产地生态旅游者分为友好型、破坏型、真正型、伪生态、可持续和偶尔型等6类;生态旅游者在环境意识、环境责任、参与状态、参与程度、环境解说、居民利益和行为表现上均有差异;武陵源世界自然遗产地的旅游市场仍然是一般生态观光为主,生态旅游为辅的格局。     

逆向选择视角下电子商务市场与传统市场间关系研究

电子商务的出现和快速成长反映出它对信息环境具有支配性的优点,这本身就意味着电子商务市场可能成为传统市场的替代。然而,逆向选择问题明显限制了这种替代效应程度。文章基于经典逆向选择模型,通过所构造的双市场(传统市场与电子商务市场)逆向选择模型,证明伴随着质量不确定性而诱发的逆向选择问题,在电子市场和传统市场之间会产生市场的不均衡,从而导致渠道冲突。文章试图揭示传统市场和电子商务市场并存的学理根源,得出两市场间市场细分的条件,对两市场间的渠道冲突提出新的解释,并据此提出了逆向选择下企业营销的策略建议。     

论高校田径队的训练方法

高校田径队在训练过程中有多方面的制约因素,如何克服这些因素的负面影响,使队员既能获得好的比赛成绩。又不影响学习,已成为很多高校体育教师关注的问题。或可根据高校田径队的实际情况,得出一些有益的经验总结。     

Local attendees' perceptions of festival impacts: A factor-cluster analysis approach to the Zanzibar International Film Festival

Appraising residents' perceptions of the impacts of festivals is imperative to festival success. Such residents can rightly claim ownership of the place where the festival is staged and the cultural aspects the festival showcases. This study aimed at elucidating local attendees' perceived festival impacts at the annual Zanzibar International Film Festival. Data for this study were collected using a structured questionnaire that yielded 263 responses conveniently drawn from festival-goers, which were then subjected to factor-cluster analysis. The results reveal the presence of three clusters (advocates, ambivalents, and cautious-advocates) that differ significantly on their perceived impacts of the festival with respect to its environmental, socio-cultural, and economic contributions. These results have both managerial and policy implications on the inclusion of the locals in planning and managing festivals.     

Analyzing Destination Images: A Perceptual Charting Approach

Abstract

Heterogeneity of perceptions is a neglected issue in market segmentation studies. Only recently parametric approaches toward modeling segmented perception-preference structures such as combined MDS and Latent Class procedures have been introduced. A completely different nonparametric method is based on topology-sensitive vector quantization (VQ) for consumers-by-brands-by-attributes data. It maps the segment-specific perceptual structures into bar charts with multiple brand positions exhibiting perceptual distinctiveness or similarity. A brief introduction into the VQ methodology is followed by a sample study on three urban destinations competing on the world travel markets. City images serve as the underlying behavioral constructs. Preferential data are based on respondents' comes-closest-to-ideal-city judgments and incorporated into the perceptual positions of city profiles. Perceptual charting works on two levels of aggregation named prototypes and perceptual sub-structures. The results demonstrate how this method prevents the analyst from drawing erroneous conclusions due to uncontrolled aggregation.     

基于Nutch的物流信息平台网页资源定向采集系统

针对物流信息平台中信息资源采集系统建设的不足,提出建立基于Nutch的网页资源定向采集系统,并对中文分词、主题相关度分析、结果排序、正文解析等关键模块进行重点探讨。最后在一定条件下进行了实验,并分析了实验结果。     

Delivering the Right Tourist Service to the Right People–A Comparison of Segmentation Approaches

ABSTRACT

Market segmentation has developed to become a generally accepted and widely applied concept in strategic marketing. However, the gap between academic research aiming at increased sophistication of the methodology and managerial use has steadily increased. This paper takes the perspective of a destination manager and compares two segmentation approaches. One typically used in destination management (a priorigeographical segmentation) and another one that is common in academic literature (a posterioribehavioural segmentation). The comparison emphasizes managerial usefulness (implying maximization of match between the tourists' vacation needs and the des-tinations' offer) and is illustrated with an empirical guest survey data set for Austria.     

Segmenting a market in the making: Industrial market segmentation as construction

This paper takes an empirical starting point in a claim that Biacore, a pioneering Swedish producer of affinity biosensors, was “in the enviable position of creating its own market” (Abelin, 1997). An in-depth case study traces how Biacore undertook segmentation activities while shaping the market for its new product technology, affinity biosensors. This involved stabilising the modes of exchange with customers, the product and the identity of the company. The efforts of Biacore highlight a constructive dimension of market segmentation that hitherto has received little attention. Rather than a process of describing, deciding and taking action, Biacore engaged in the gradual construction of market segments through an interactive and iterative process involving close collaboration with early users. Simultaneously, the market for the new technology gained shaped. Thus, the paper reports a ‘markets from networks’ story illustrating how the practice of segmenting a market may have consequences for that market.     

A critique of Porter＇s cost leadership and differentiation strategies

Porter identifies high market share with cost leadership, citing GM as a successful practitioner of this strategy. However, GM became a market share leader in the American automobile industry due to a strategy of market segmentation, differentiation and a broad scope shaped during the 1920s. Porter argues that cost leadership and differentiation offer an equally viable path to competitive success. Nevertheless, a differentiation strategy based on superior quality compared to competition is more profitable than cost leadership strategy. It can lead a business to become a market share leader, and consequently even a low-cost leader. Research indicates that differentiation and cost leadership can co-exist. However, Porter insists that each generic strategy requires a different culture and a totally different philosophy. The problem is that Porter＇s generic strategies are too broad. It is not his logic that is flawed, but his basic premise that prescribes cost leadership strategy as the only route to market share leadership, and presents a narrow view of differentiation with a unique product--sold at a premium price--on the one hand, and a ＂standard, or no-frills＂ product on the other. Mintzburg （1988） says Porter＇s cost leadership strategy should be called ＂price differentiation＂： a strategy that is based on a lower price than that of the competition. He suggests that business strategy has two dimensions： differentiation and scope. Thus, setting scope aside, competitive strategy has only one component： differentiation. So, the key question is not whether to differentiate, but how？ First, make customer-perceived quality as the foundation of competitive strategy because it is far more critical to long-term success than any other factor. Second, serve the middle class by competing in the mid-price segment, offering better quality than the competition at a somewhat higher price. It is this path that can lead to market share leadership--a strategy that can be both profitable--and sustainable.