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The Fashion Consumer and Organizational Buyer
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Drugstores For prescriptions and other pharmaceutical needs, go to Mini Mall, 1 West Mall, Explorer s Way, where you ll find L.M.R. Prescription Drugs (& 242/352-7327), next door to Burger King. Hours are Monday through Saturday from 8am to 9pm and Sunday 8am to 3pm. Embassies & Consulates See Fast Facts: The Bahamas, in chapter 2. Emergencies For all emergencies, call & 911, or dial 0 for the operator. Eyeglass Repair The biggest specialist in eyeglasses and contact lenses is the Optique Shoppe, 7 Regent Centre, downtown Freeport (& 242/352-9073). Hospitals If you have a medical emergency, contact the Rand Memorial Hospital, East Atlantic Drive (& 242/352-6735 or 242/352-2689 for ambulance emergency). This is a government-operated, 90-bed hospital. Information See Visitor Information, earlier in this chapter. Laundry & Dry Cleaning Try Jiffy Cleaners and Laundry, West Mall at Pioneer s Way (& 242/352-7079), open Monday through Saturday from 8am to 6pm. Newspapers & Magazines The Freeport News is a morning newspaper published Monday through Saturday except holidays. The two dailies published in Nassau, the Tribune and the Nassau Guardian, are also available here, as are some New York and Miami papers, especially the Miami Herald, usually on the date of publication. American news magazines, such as Time and Newsweek, are flown in on the day of publication. Police In an emergency, dial & 911. Post Office The main post office is on Explorer s Way in Freeport (& 242/352-9371). Safety Avoid walking or jogging along lonely roads. There are no particular danger zones, but stay alert: Grand Bahama is no stranger to drugs and crime. Taxes All visitors leaving The Bahamas from Freeport must pay an $22 departure tax in cash. (Both U.S. and Bahamian dollars are accepted.) There is no sales tax, but there s an 8% hotel tax. Taxis See Getting Around, earlier in this chapter. Weather Grand Bahama, in the north of The Bahamas, has temperatures in winter that vary from about 60 F to 75 F
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interesting people. Time saw the potential in expanding on this interest, and People magazine was born. So successful was People that it, in turn, spun off another publication, Teen People. Starbucks also sought new distribution channels, Bedbury notes third. In addition to their effort with United Airlines, Starbucks also put whole bean and ground coffee products into 30,000 grocery stores to create a complementary channel for their product. Now the folks coming off those United flights had even more opportunities to find the product to which they had been exposed. The fourth step cited by Bedbury is new product categories. Ralph Lauren now has a line of home paints. Martha Stewart moved from culinary interests into an entire line of clothing and other products. Starbucks, in the coffee business, launched a brand of coffee ice cream that in six months became the best-selling coffee ice cream in the country. Finally, per Bedbury, consider creating a subbrand. Nike is a successful brand, but Air Jordan is an even more successful subbrand. Toyota has long been a force in the automotive business, but its Lexus subbrand is even better known, and many buyers are only vaguely aware that it is a Toyota product. The possibilities of these concepts in the forensic profession are intriguing. Partnerships seem to be a natural avenue to explore, and perhaps many forensic professionals operate in that mode today. Other possibilities are surely present, if not evident. We need to think clearly about what we produce. Is it investigations, service, analysis of data, responsiveness, or some mixture Whatever it is, it is capable of being thought of as a product and, thereby, may well obey the laws of marketing and branding. We may wish to ponder the benefits of so doing. 7. The brand is too new and is yet to be accepted. Bedbury here notes that raising a brand is much like raising children. It takes commitment, consistent values, and a long time. The payoff is that it can be done, can be done well, and the brand can outlive the parents. This may not be possible if one is subject to excessive turnover and shuffled responsibilities. In this regard Bedbury is much like Kelling and Barsky, who have both commented on the need for consistency of leadership to achieve significant social change. The possibilities for change we are discussing within the forensic profession may be, in some instances, profound. Can we realistically expect these changes to take place if there is significant movement at the top Within a given organization that is probably a reasonable assessment. There are few long-tenured coaches in Division I-A college athletics, since immediate performance or rapid dismissal seems to be the common model; however, those coaches that have remained in place for decades are almost always associated with notable programs, both athletically and academically. We may find such tenure and security in some organizations, but it will probably not be the common case. One remedy we may have at hand is professional associ-
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1.5 THE EVOLUTION OF DATA NETWORKS
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By hypothesizing we refer to the formulation by the therapist of a hypothesis based upon the information he possesses regarding the family he is interviewing. The hypothesis establishes a starting point for his investigation
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Overall 78.7% 62.0 44.4 28.7 25.9 25.5 24.5 23.6 22.7 20.4 20.4 19.9 17.6 13.0 12.5 11.1 10.6 9.3 8.8 8.8 6.5 6.0 5.6
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1. Agrawal D, Metwally A, El Abbadi, A. Ef cient computation of frequent and top-k elements in data stream. Proceedings of the 10th International Conference on Database Theory; 2005. p 398 412. 2. Abello J, Buchsbaum A, Westbrook JR. A functional approach to external graph algorithms. Algorithmica 2002;32(3):437 458. 3. Aggarwal G, Datar M, Rajagopalan S, Ruhl M. On the streaming model augmented with a sorting primitive. Proceedings of the 45th Annual IEEE Symposium on Foundations of Computer Science (FOCS 04); 2004.
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