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unning out of assets and income is perhaps the biggest financial fear of most Americans. No one wants to run out of money before running out of breath. Much of retirement planning is designed to avoid just that. That s why the traditional retirement planning process involves estimating retirement spending and matching it with expected sources of income. If the two don t match, adjustments are made to the plan. Spending can be reduced, or perhaps income can be increased. The previous five chapters explained much of that process. If 3 was intimidating, seemed like too much work, or depended on too many assumptions, don t worry. There is a way to jump straight to the bottom line. With a lot less work, we can estimate how much can be spent safely each year in retirement or how much must be accumulated for the desired retirement. This method also serves as a check against the results of the traditional process. This method involves answering the question: What is the maximum amount that can be withdrawn from your portfolio each year without prematurely depleting the portfolio In other words, how much can be spent each year without taking the risk of running out of money In this chapter, I ll explain a method that virtually guarantees that your wealth will last through a worst-case scenario or how much needs to be accumulated for a best-case retirement.
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To rearrange Quick Launch icons, just drag the icon to a new location between existing icons. Make sure you get the tip of the mouse pointer between two existing Quick Launch icons before you release the mouse button to drop. If there are more icons than space on your Quick Launch toolbar, you ll see a >> symbol at the right side of the toolbar. To alphabetize Quick Launch icons by name, click that >> symbol. Then right-click any icon on the menu and choose Sort by Name.
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Identi cation: A long,slender member of the onion family with distinctive avor, milder than onions. Related Varieties: Ramps are wild leeks with broad, at leaves and bulbs that resemble those of scallions.They have a pungent, garlicky avor. Evaluation: Look for fresh green leaves; 2 3 inches (5 8 cm) of white.White part should be crisp and tender, not brous. Preparation: Cut off roots and green tops.Cut deeply through white part,separate the layers slightly,and wash carefully to remove all embedded soil (see Figure 16.10). Percentage Yield: 50%
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e liked your proposal, but . . . When a buyer starts a conversation that way, you d probably rather endure a multihour airport wait than listen to the rest. Once you hear, We re going with another company, your rst impulse might be to try and swing the apparent loss to the win column. Through questions and clari cations, some sellers have been known to persuade buyers to reconsider a decision. If nothing else, try to keep the door open for the future by asking whether it s okay to stay in touch. It s rare for a client to say no to that request, which represents a small victory. Even if the decision to use another seller is nal, there s a wealth of market intelligence buried in that decision, and it s too valuable to leave unearthed. Yet, in an extensive study of sales practices, only 26 percent of responding sales professionals agreed with the statement, Win or lose, we get accurate feedback on all proposals from our customers. 1 Why do so few services sellers get this feedback For some, the reason may be the pressure they feel to move on to the next opportunity. Others may be uncomfortable asking a client to explain a decision, especially if it was a rejection. To improve your odds of winning in the future, you have to face up to the reasons behind clients buying decisions.
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CrossReference Field of View is covered in more detail in 28, Working with Cameras.
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You can bypass the whole faxmodem/phone-line business and use the Internet to send and receive faxes. This isn t really a Windows XP thing per se. It s a service you subscribe to on the Internet. But once you ve established an account, you can certainly use Windows XP to send and receive faxes with that account. Exactly how you do that depends on which service you use. To learn more about these services, visit either of the following Web sites: eFax: Venali: If you use Microsoft Office, you may be able to sign up for a fax service right from an Office application. For example, if you open a document in Microsoft Word and choose File Send To Recipient Using Internet Fax Service (see Figure 23-3), you can work your way to the Office Marketplace, which may provide more offerings by the time you read this.
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An effective leader can go on vacation for two weeks or more and truly enjoy it. Why not Such a leader has hammered home the core values and has established well-defined goals for each manager. Most importantly, he or she has put a great team in place and has given people the latitude to make the right decisions without calling the business owner first. If the owner of a growing company who is on vacation has to call in every set break from her mixed doubles set, she has failed as a leader. Consider Ted Turner, the quintessential fast-growth entrepreneur. Have you ever wondered how ol Ted managed to lead his organization through its staggering growth, while simultaneously finding the time to win yachting races When Ted Turner won the America s Cup in 1977, he was running Turner Broadcasting and owned the Atlanta Braves and Atlanta Hawks. Throughout the launch of CNN in 1980, he was still racing boats and trying to recapture the Cup crown. Yvon Chouinard, the founder of adventure gear catalog Patagonia, worked in the company headquarters for only six months a year. The rest of the year he was off climbing other mountains literally. Their first mail order piece stated, Don t expect speedy delivery in the [prime climbing] months of May, June, July, August and September. Chouinard continued to climb mountains around the world as Patagonia became an Inc. 500 winner and a household name. Richard Branson s worldwide Virgin brands were never built while he sat in an office. Even while he was establishing Virgin Atlantic Airways, opening music superstores, and signing bands to his record label in the 1980s and 1990s, he was setting records in his hot air balloon and speedboat. FIND THE BEST SUPPLIERS, PARTNERS, AND CUSTOMERS One last note about having the best people on board: Small business owners and managers should not stop at the hiring
Advanced options for tweaking the search index are in the Indexing Options dialog box. There are a couple of different ways to open that dialog box: n Click the Start button, type ind, and click Indexing Options. n Or click the Start button, open Control Panel, choose System and Maintenance, and click Indexing Options. The Indexing Options dialog box opens as in Figure 31.9.
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1. Halve the red and green peppers and place under a hot grill until the skin is black and blistered. Cool. 2. Remove the skin and seeds, and cut peppers into 1 4-in. (1 2-cm) dice. 3. Boil the potatoes and prepare a basic potato pur e as explained on page 588. 4. Mix the peppers gently with the mashed potato, butter, and egg yolk. Season well. 5. With our-dusted hands, shape the potato mixture into 36 balls. Set up Standard Breading Procedure (p. 143) and bread the croquettes. 6. Just before service, deep-fry the croquettes at 350 F (175 C). Drain well.
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The primary purpose of Access forms is to display data. Not surprisingly then, Access forms have a number of events that are directly related to a form s data management. You ll see these events programmed over and over again in this book, and you ll encounter event procedures written for these events virtually every time you work on an Access application. These events are summarized in Table 12.4.
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