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Fig. 6.16 (a) Priority function with slope b,. (b) Mean queuelength 0, for an M/M/l priority system with time-dependent priorities having slope b,.
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marking embedding hidden copyright messages so that ownership of a work could be proved in court. This has turned out to be mistaken. Intellectual property lawyers almost never have any difficulty in proving ownership of an exhibit; and they don t rely on technical measures that might confuse a jury, but on documents such as contracts with bands and model release forms. The legal use of copyright marks may rather be for fingerprints, namely hidden serial numbers. The first large vendor of marking systems Digimarc then set up a service to track intellectual property on the Web. This has clearly got some potential, as one the main costs faced by multimedia producers is tracking the copyright of large numbers of images and the royalties due to their owners. However, the Digimarc system could be easily defeated by guessing the master password or by modifying the marking software so that it would overwrite existing marks. They also had a Marc spider, a bot that crawled the Web looking for marked pictures and reporting them to the copyright owner; but there were a number of ways to defeat this [610].
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Before a comparison between these stand-alone and integrated ABC tools can be made, a definition for each application needs to be established. What exactly is a stand-alone analytic ABC or an integrated ABC system It is very hard, actually impossible, to find a standard definition for either. To define them, the pieces need to be understood. A stand-alone analytical ABC system breaks down as follows:
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Construct a closed model that contains only jobs of the closed classes and solve this model using the MVA. Iterate for k = 0,. . . , K: I] r = l,... [] (8.46). Determine Ti, (k) for all nodes i = 1, . . . , N and all closed classes , CL using Eqs. (8.53), (8.54), and (10.90) and (10.91), respectively. Determine X,(k) for all closed classes r = 1, . . . , CL using Eq.
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That s not to say you can do without the ability to seal the deal. You can t. After all, if you cannot close sales, you won t be in business for long. Think about this part of the sales process as both an end and a beginning. You re working to wrap up the current sale, but you are also (hopefully) embarking on a new phase in the client relationship. You have to balance your need to strike a fair bargain with the desire to keep the client relationship on an even keel. To do that, instead of pushing for a close, think collaboration and shared commitment with your client. Your goal should be a mutually bene cial exchange of value with the buyer. Reach that point, and your buyer will close the sale for you.
IR can only go so far on SEC disclosures and press releases. Management has to fill in the blanks and talk about strategy. The IRO and/or outside IR counsel should sit down with management and learn the executives philosophy on business and the current and future plans for the company. In addition to gaining valuable information, these interviews help IR gauge the executive s capacity for dealing with analysts and portfolio managers and can play into the decision about who will talk to The Street and when. The content of the interview should be as follows: Ask both the easy and tough questions. The latter is important to understand how the CEO reacts under pressure. Also, the CEO would rather field a tough question from a team member rather than from a portfolio manager when he s unprepared. Methodically go through the top line and the drivers of the business. If the company has several business units, IR needs to go through the top line of each. Discern management s thoughts on its competitive advantages and barriers to entry first-mover advantage, patents, experience, and relationships of the sales force. Discuss marketing, market share, and advertising. Do those expenditures translate to the bottom line Does the business respond to promotions How has the company taken market share from competitors and under what circumstances Ask about culture and the principles management attempts to instill in the company and the employees. Talk through the expense side of the income statement with both the CEO and the CFO together. Go through every line and talk about how these line items, such as Selling, General, & Administrative (SG&A) expenses, marketing, will increase relative to sales. Try and get at the operating leverage of the company. If sales go up $5 and the expenses only go up $1, that s leverage and a great selling point to Wall Street. Interview the CEO and CFO about the balance sheet. How much cash is on hand How much net cash does the company generate every quarter, and what does management plan on doing with it What s the historic return on equity Does it sit in the bank and earn 1 percent, or is it reinvested in the business Is it used to buy a business or repay debt or repurchase shares These critical questions will definitely be asked by the sell- and buy-sides.
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Troubleshooting Folders, Files, and Shortcuts ..........................................................................821 The Classic Menu bar is missing from Explorer ..............................................................821 Where is the Up button to go to the parent folder ........................................................821 What happened to the Folders list ................................................................................821 Slide Show is not available as an option in the Explorer Toolbar ....................................822 I don t see the file extensions on files ..............................................................................822 When I try to select by dragging, the icons move, and nothing is selected ......................822 Error message Application is using this file. You must close the file before proceeding. 822
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