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Most modern slicers have blades set at an angle.Slices fall away from these blades with less breaking and folding than from vertical blades. With manual machines,the operator must move the carriage back and forth to slice the food. Automatic machines move the carriage with an electric motor.
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It is more common for a class or code module to de ne a panic function, a panic category string and a set of speci c panic enumerators. For example, the following enumeration could be added to CTestClass, so as not to pollute the global namespace:
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Your media library isn t set in stone. You can change the information you see at any time. Typically you just right-click the thing you want to change and choose Edit to change it or Delete to remove it. I ll get to the specifics in a moment. But first let s talk about selecting items in the library. Selecting two or more items allows you to make the same change to all those selected items in one fell swoop. Selecting items in Media Library is much like selecting icons in folders. So if you already know how to do that you re ahead of the game. You can select items in any view. But you might find it easiest to work in the Details view. For example, click Songs in the Navigation pane at the left side of the window. Then choose Details from the View Options button. And finally click whatever column heading arranges the songs in a way that groups them in whatever way is easiest for you to work with at the moment. One way to select all the items in a group is to click the heading that precedes the group. For example, in Figure 23.21, I clicked the artist name Dick Dale and his Dell Tones to select all the songs under that category. The selected songs are highlighted. Any change you make to one of the selected songs is applied to all the selected songs. Another way to select multiple adjacent songs is to click the first one you want to select. Then hold down the Shift key and click the last one you want to select. The two songs you clicked and all the songs in between are selected. To select multiple songs that aren t adjacent to one another, click the first one that you want to select. Then hold down the Ctrl key while clicking other songs you want to select. That same technique lets you unselect one selected song without unselecting any other songs. You can also use the keyboard to select songs, as follows: n To select every song in the library, click Songs in the Navigation pane, click a song title, then press Ctrl+A. n To select all the songs from the current song to the bottom of the list, click the first song you want to select and then press Shift+End. n To select all the songs to the top of the list, click the first song and then press Shift+Home.
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e hope this book has demonstrated that a strong, integrated investor relations program can have considerable impact on how Wall Street perceives and values a business. Information flow between a company and the financial markets needs to be based on a shared perception of the company s business. This is, somewhat surprisingly however, rarely the case. In our minds, solid information flow clearly lowers the risk perception of the investor. By definition, a lower level of perceived risk means that an investor will pay more for the same equity or debt, implying a lower cost of capital. Maximizing the delta that often exists between a company s current valuation and its potential valuation is a job that falls squarely on the shoulders of the investor relations function. Investor relations, as a practice and as an industry, must undergo some fundamental changes in order to truly fulfill the task with which it s charged. First and foremost, IR really must be executed by someone who has direct knowledge of the capital markets. Without a real understanding of how the various sales, trading, sales-trading, investment banking, research, and portfolio management functions interrelate and are motivated, many IROs start with a disadvantage. The traditional agencies continue to approach IR as a largely administrative function and staff their accounts in this manner. Without a capital markets mindset that thinks constantly about the value equation, little value can be added to management s communications, and even further, to its strategic thinking. Rest assured, cost of capital is high on the list of priorities. Of course, the charge of every public company is to operate the business to the benefit of the shareholders. At our company, Integrated Corporate Relations, we made a strategic decision at the outset that we would turn the industry service model on its
If all reasonable attempts to recover the debt fail and there is no prospect of collecting it without legal action, you will have to decide whether the reward is worth the likely costs, bearing in mind that there is no certainty that you will have the costs of the action awarded against the defendant, should you win. The larger the customer, the more likely it is that you will end up paying out more to pursue your rights than you would wish and the more damaging this could be nancially. To avoid this, design a procedure that comes into effect when a bill is late for payment, starting with a telephone call, following through with a strong letter and ending with a threat to take the customer to court. If you adopt this procedure, you must be prepared to carry out your threat, which can be time-consuming and there is no guarantee that, even if judgment is entered against the defendant, you will ever be paid. Another option is to use professional debt collectors who work on a commission basis; a nal option is to pass the responsibility of collecting debts to a factoring company, which will manage your sales ledger and collect any slow or doubtful debts on your behalf. In the end, you will have to consider whether the bad feeling engendered by continual badgering of slow payers is worth the potential reward. At some point you will decide that it is not worth having customers who pay late and cause you endless grief. The costs of chasing them up could start to affect other parts of the business. At this point it would be prudent to bite the bullet and write off the worst cases.
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