ï· Assess common hardware and software issues by logically applying fundamental IT tools and methods
ï· Determine basic hardware and software options that meet general technology needs for organizations
ï· Illustrate appropriate network and multi-user operating system methods that support key business objectives
ï· Identify information security procedures that reflect best practices for managing access and reducing risk to digital information stores
Scenario: You have been hired as an IT consultant by an entrepreneur starting a small advertising company called MilleniAds. As a start-up, your clientâs company is relatively small and has a limited budget. There are only 10 employees, including a few creative directors, graphic designers, sales staff, a financial accountant, and an office administrator, with the entrepreneur acting as CEO. The current IT budget cannot exceed $25,000 and ideally should come in as far under that number as possible. MilleniAds will produce customized sales flyers, brochures, and other branded items, such as letterhead and business cards, that apply a youthful, fresh perspective targeting millennial demographics. Therefore, the company needs the ability to store and manipulate digital images and to produce physical copies of their products for their clients. The CEO wants to keep track of inventory, sales, and expenses digitally, but she does not anticipate having very complex records for the first year. She projects having only a dozen or so accounts but hopes to scale up in the coming years. It would be ideal to have a simple and user-friendly system for sharing information and files between employees. Many of the employees are millennials themselves who have indicated that their current desktop PCs are limiting their capabilities and that they prefer using their phones and other mobile devices for their professional and personal responsibilities. Two of the ten employees will operate primarily outside of the office, soliciting business from regional firms, and they will need to access company information while on the road, in their home offices, and at customer sites.
Sample Solution
lthough costs have increased, the development of new drugs has seen a decline since the 1990s (True cost). The process of pharmaceutical development is long, costly, and uncertain. According to the Food and Drug Administration, the average cost of developing a new drug is $2.6 billion dollars (FDA). Approximately 50% of developed medications reach screening while a low 5% of medications are approved (FDA). With these risks, pharmaceutical companies have fixated on the promotion of their current drugs as opposed to the release of new medications. However, pharmaceutical companies have long justified their pricing by defensively arguing that revenue goes towards the research and development of new medication. In a six year review (2011-2017) of thirteen of the large pharmaceutical companies, 17% of total revenue was spent on research and development with a staggering 60% spent on the marketing of their current products (True). Over the years, pharmaceutical companies have been able to allocate their profits towards their gains. After all, the pharmaceutical industry is a lucrative business that have thrived under the laxity of regulations and have figured out ways to further increase profit margins. As these problems have become more apparent, bills such as Californiaâs drug transparency bill of 2017 have been enacted. This bill mandates these companies to provide 60 day warnings of greater than or equal to 16% price increases (Upenn). Although the idea behind this bill is a step towards better regulations, it has yet to be adapted on a national level. As mentioned previously, the Food and Drug Administration is the sector that awards market exclusivity while the US Patent and Trademark Office is responsible for patent exclusivity. Despite having a specific timeframe for patents, pharmaceutical companies actively seek extensions through many ways. Some of their methodology includes simply applying for and extension and submitting patent applications for non-therapeutic aspects of drugs such as coating and formulation (JAMA). The delay >
lthough costs have increased, the development of new drugs has seen a decline since the 1990s (True cost). The process of pharmaceutical development is long, costly, and uncertain. According to the Food and Drug Administration, the average cost of developing a new drug is $2.6 billion dollars (FDA). Approximately 50% of developed medications reach screening while a low 5% of medications are approved (FDA). With these risks, pharmaceutical companies have fixated on the promotion of their current drugs as opposed to the release of new medications. However, pharmaceutical companies have long justified their pricing by defensively arguing that revenue goes towards the research and development of new medication. In a six year review (2011-2017) of thirteen of the large pharmaceutical companies, 17% of total revenue was spent on research and development with a staggering 60% spent on the marketing of their current products (True). Over the years, pharmaceutical companies have been able to allocate their profits towards their gains. After all, the pharmaceutical industry is a lucrative business that have thrived under the laxity of regulations and have figured out ways to further increase profit margins. As these problems have become more apparent, bills such as Californiaâs drug transparency bill of 2017 have been enacted. This bill mandates these companies to provide 60 day warnings of greater than or equal to 16% price increases (Upenn). Although the idea behind this bill is a step towards better regulations, it has yet to be adapted on a national level. As mentioned previously, the Food and Drug Administration is the sector that awards market exclusivity while the US Patent and Trademark Office is responsible for patent exclusivity. Despite having a specific timeframe for patents, pharmaceutical companies actively seek extensions through many ways. Some of their methodology includes simply applying for and extension and submitting patent applications for non-therapeutic aspects of drugs such as coating and formulation (JAMA). The delay >
