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This is a more extreme variant on the Utrecht scam. There are several lessons: using crypto keys (or other authentication mechanisms) in more than one application can be dangerous; and letting other people bootstrap their own application security off yours can be downright foolish.
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This chapter introduces the Laplace transform as a tool for analyzing both the transient and frequency response characteristics of control systems. Since it is used extensively by the control systems community it is important that we address the topic in this book. While the term transform implies mathematical complexity the good news is that the subject can be covered at a fairly high level leaving the reader able to readily apply Laplace transforms to control system problems and to bene t substantially from the insight into the complex frequency domain that is provided. For completeness the mathematics of the Laplace transform is developed here for those readers interested in the proof of the general case; however, it is not essential reading for applying Laplace transforms to control systems analysis or for appreciating the visibility into the functional behavior of control systems that this topic provides.
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31: Distributing Access Applications
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MORTALITY RATES (PER 100,000) OF ADULTS (AGES 35 TO 74)
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For IR to be effective, management and the board of directors must trust the function and give IR full immunity to create a secure conduit to and from The Street. Given the fact that access is king on Wall Street, and criticizing a CEO jeopardizes that access, some management teams become insulated from reality, particularly when the CEO s ego is an issue. This situation demands a strong, objective hand to come in for a reality check. In 2002, a fairly new, but very successful technology company saw its products gathering momentum. As a result of its success, the company publicly set high financial goals, which seemed set to garner a high short-term valuation. Subsequently, executives felt pressure to meet those goals and were trapped in a make-the-number pattern that crushed so many companies at that time. Management, as well as IR, failed this company in several respects. There was no managing of expectations, guidance was aggressive, short-term
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We started this chapter with a discussion of the various available capitalbudgeting tools in banks and their ability both to identify the potential for value creation and to reflect the bank s concern with total risk. We, thus, identified RAROC as the most promising candidate, because it uses an adequate total risk measure (economic capital) and is linked to (traditional) shareholder value concepts via the comparison to a CAPM-determined (bankwide) hurdle rate. Despite its advantages, we found that RAROC is based on rigid assumptions and is subject to various deficiencies. Moreover, there are fundamental theoretical concerns with RAROC when it comes to the determination of value creation:
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Of these, the expression using the DateAdd function is less ambiguous and more specific to the task.
VERILOG OPERATORS
Mappings between Logical and Transmission Levels TRANSLATIONS I->O I(p)->O(p) I->O I->O O->I I->D D->O Any I NSI DE SEN DS TO Default gateway [1] Default gateway [1] Default gateway [1] Default gateway [1] Default gateway [1] Default gateway [1] Must retain state among all NAT devices, or use static translations OTH ER n(I) = n(O) n(I) > n(O) n(I) = (O) n(I) = n(O) DNS ALG needed
A classic technique to add a balanced sweet-sour accent to a sauce is to add a gastrique, which is caramelized sugar dissolved in vinegar. For example, a gastrique gives necessary sweetness and acidity to sauce bigarade, the classic orange sauce served with roast duck. A quantity of gastrique can be made in advance, stored, and used as needed. Heat 4 oz (120 g) sugar until it melts and then caramelizes to a light golden brown. Let cool brie y. Add 3 oz (90 mL) wine vinegar and simmer until the caramel is dissolved.
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take the risk out of the news, even if it s bad. Ideally, management should never allow another shoe to drop. If bad news does dribble out, the analyst has no choice but to negatively comment on every announcement. This painful, drawn-out process will affect future earnings and the stock s multiple will likely compress. A slow roll-out of bad news has a ripple effect as the media latches on to the problems, and as employees and vendors lose confidence in management. These factors can fundamentally weaken the business, leading to a low valuation and a high cost of capital. Companies need to get all bad news out at once if possible. Explain it, quantify it, boil it down to conservative earnings guidance, and rebuild the share base through effective targeting. 3. Don t diminish: Management must be transparent and accountable because analysts ultimately listen to management teams that own up to mistakes. They don t want to hear excuses that downplay the news. We knew a company that treated earnings releases as an opportunity to promote the business. They glossed over financial results in favor of promotional language that always cast the business in the best light. The fact was, management was viewed poorly by The Street despite their chronically rosy outlook that attempted to perpetually mask poor earnings. That game can be played only so many times without investors running for the exits. In fact, they did. Another often-used excuse is blaming poor earnings on events outside of management s control, such as the economy, weather, or our recent favorite, geopolitical issues. This type of deflection, although sometimes very true, can often be a management crutch. One company had for several quarters had been blaming sub-par performance on the economy. At the same time industry peers were announcing positive results in those same markets due to a rebounding economy. IR s job is to monitor competitor results because, as in this case, it can avoid embarrassment. Had management blamed the economy again when others were doing well, credibility would have been further damaged. This is just another example of a proactive IR effort managing an unexpected event.
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