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Although they come down to us joined together, it seems likely that the two tests originally circulated separately. To begin with, there is no need for two since either one will have the desired effect. Furthermore, the famous passage in the Babylonian Talmud about the four rabbis who entered paradise (b. Hagigah 14b), which pre-dates the composition of Hekhalot Rabbati and Hekhalot Zutarti by some time, alludes to the water test but does not mention the invitation. Nor is the relationship of the tests to the instructions in Hekhalot Rabbati and Hekhalot Zutarti clear. Both tests presuppose the picture of the gates of the hekhalot guarded by angelic gatekeepers found in the instructions, but in neither work do the tests appear in the course of the instructions.
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CHAPTER 12: WHY SOME TRADERS MAKE MORE MISTAKES r Never take your eyes off a trade! r Log every one of your mistakes. r Your mistake is another trader s pro t, so understand what he did r Focus on eliminating your chronic mistakes. r Instead of shrugging them off, learn and grow from your errors.
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Taking the product/market matrix rst, the main hazard you face is being overoptimistic about the prospects for sales growth and pro t margins when adopting a market development strategy. The main dif culty is that new markets are de ned as those where you have no prior experience of customer behaviour. So how can you understand them Apart from gut feel , the only ways are through customer feedback (not particularly useful in this instance), market research (which can establish basic facts, but not covert factors) and piloting or test marketing in a controlled way, before taking the plunge and committing large-scale resources to prize open the market. A more cautious approach should prevail over excessive optimism, for a number of reasons: Customer loyalty to existing suppliers what will the marketing costs be of gaining their loyalty Consider their motivation: what convincing reasons can you give them to break from existing suppliers If none, downgrade your forecasts. Lack of customer education or knowledge customers might not understand product bene ts, particularly if you are launching a new generation of products, e.g. an invention or innovation. New markets might require new products or services, not necessarily the ones that have served you well in the past. The product preferences and buying behaviour of prospective customers in new markets can be uncovered to a certain extent, but you will always be left with some uncertainties. The dif culty is budgeting for additional unexpected product development costs and making a decision about their likely effect on prices and margins. By venturing into new markets with new products simultaneously, you are in effect pursuing a diversi cation strategy (Figure 2.2). This is many times more risky than either product development or market development on its own. New markets always require a different approach to marketing. Unless marketing is already professionally organized and is a core competence of your business, it is very risky venturing into new markets expecting substantial growth. A different approach is called for, one that emphasizes caution and recognizes that marketing is effectively weak when it comes to understanding customer behaviour in new marketplaces. Where previous sales growth has come about through applying a distinctive competence enthusiastically and diligently to a well-de ned, narrow market segment, wider markets are typically more competitive and therefore always require a different marketing approach, driven by professional marketing people and larger-scale resources than the business has typically employed in its existing markets. It takes many years to build up such a capability from scratch and there are some tough recruitment decisions along the way. Growth by acquisition or merger is sometimes preferred as a means of gaining the appropriate capabilities quickly for accessing new markets. Nevertheless, they come with plenty of their own potential pitfalls and it is well known that few of the putative bene ts of acquisition or merger ever materialize. Even if your forecasts of demand prove to be accurate and margins turn out as predicted, you aren t out of the woods yet, which brings us to another hazard. Weaknesses in operations especially production and logistics can
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The stiffness to which meringues are beaten may vary, as long as they are not beaten until they are too stiff and dry. For most purposes, they are beaten until they form stiff, or nearly stiff, moist peaks. 1. Common meringue is made from egg whites at room temperature, beaten with sugar.It is the easiest to make,and it is reasonably stable due to the high percentage of sugar. Swiss meringue is made from egg whites and sugar warmed over a double boiler while beating.Warming gives this meringue better volume and stability. Italian meringue is made by beating a hot sugar syrup into the egg whites.This meringue is the most stable of the three because the egg whites are actually cooked by the heat of the syrup.When avored with vanilla, this meringue is also known as boiled icing. It is also used in meringue-type buttercream icings.
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Customers and orders: Each customer (the one side) has placed several orders (the many side), but each order is sent to a single customer. Teacher and student: Each teacher has many students, but each student has a single teacher (within a particular class, of course). Employees and paychecks: Each employee has received several paychecks, but each paycheck is given to one and only one employee. Patients and treatments: Each patient receives zero or more treatments for a disease, but each treatment is given to multiple patients.
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When Dreamweaver inserts a Flash movie on a Web page, some HTML and ActiveX code is inserted into the document. If you inspect the code, you ll find two seemingly identical instructions on how to display the movie. These OBJECT and EMBED tags in these
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As a result, proposed software modi cations that could streamline operations and enable more effective allocation of resources are often vetoed because the steep cost of change is perceived to outweigh the potential bene ts. Even if you work for a privately owned company and you do not have to worry about Wall Street analysts breathing down your neck, it is still hard to make the business case for a project with high initial costs and a long payback period. So the leaky roof does not get xed until there s a ood of water pouring through the ceiling.
A simple validation rule goes a long way toward preserving the database s integrity.
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