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A competitive market also tends to guarantee productive efficiency because the best way for sellers to keep prices low is to make sure that they re using all their resources efficiently and that nothing is going to waste. Because competition is ongoing, the pressure to be efficient is constant. Sellers also have a big incentive to improve efficiency in order to undersell their rivals and steal their customers. In terms of the PPF (which we discuss in the earlier section Graphing your production possibilities ), market production with a lot of competition tends to ensure not only that economies produce along the frontier, but also that they have frontiers that are constantly being pushed outward as firms improve efficiency. Markets also have the benefit of working out, automatically, the things that people want. To grasp why this is so amazing, consider that we live in a world of nearly seven billion people. It would be very hard for any one person to gather enough information to figure out what each of those nearly seven billion people most wants to buy. Several lifetimes would be needed to speak with each of them, even just to find out what they want for dinner, let alone all the other things they may most like to purchase on a typical day. But because production and distribution in modern economies aren t centralised, you don t need to know the big picture. In fact, the real magic of market economies is that they are just a collection of millions and billions of small face-to-face transactions between buyers and sellers. For example, the person who sells you a TV at the local store has no idea about the total demand for TVs in the world, how many tons of steel or plastic are needed to produce them, or how many other things weren t produced because the steel and plastic needed to make the TVs were used for TVs rather than other things. All they know is that you re willing to pay them for a TV. And if they re making a profit selling TVs, they will take account of the greater potential sales by ordering more TVs from the factory. The factory, in turn, increases production, taking resources away from the production of other things. Reallocation of resources also occurs in markets because each resource has a price, and whoever is willing to pay the price gets the resource. In fact, market economies are often called price systems because prices serve as the signals that allocate resources. Things in high demand have high prices, and things in low demand have low prices. Because businesses like to make money, they follow the price signals and produce more of what has a high price and less of what has a low price. In this way, markets tend to take our limited resources and use them to produce what people most want or, at least, what people are most willing to pay for. And they do it all in a completely decentralised manner.
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in SIM was a cut-down IC card obtained by simply cutting away the excessive plastic of an ID-1 SIM and thus reducing the size to 25 15 mm. This realisation would allow the use of existing technology for production and personalisation and the interface to the ME would be identical to the that of the ID-1 card. The discussions about the advantages and disadvantages of the two proposals centred sometimes around interesting aspects of removable, though potentially rarely removed components. Concerns were raised about the handling of the cut-out version which was, however, equally applicable to a DIL package. Would a little tool coming with the DIL package and similar to the one used by a dentist for testing a lling, satisfy the requirement in Recommendation GSM 02.17 that the SIM is a removable module which can (easily) be inserted and removed by the subscriber Would the consistent pressure and connection cause gold wandering between the contacts of the cut-out version and the card reader It was clari ed that voltage and current would clearly not be high enough to cause any such problem. As GSM-WP1 wanted the nal say in this issue, SIMEG was requested to elaborate a decision document outlining the advantages and disadvantages of the two proposals. Respective documents were elaborated by both delegations but in the end not required. The matter was resolved by SIMEG itself at its eighth plenary meeting which took place in Issy-lesMoulineaux (Paris) in January 1989. As no delegation no longer supported the 24 pin DIL package or the modi ed proposal, unanimous agreement was reached in favour of the cut-out version. GSM-WP1 endorsed the proposal at its meeting in Madrid a month later in February. The statement about the SIM being a removable module was also clari ed at that meeting for the Plug-in SIM by inserting the following text in GSM 02.17: It is intended to be semipermanently installed in the ME . The precise meaning of semi-permanently was left to the manufacturers who have come up with a lot of good and compact solutions since then (Figure 13.1).
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Equation (6.3.4) indicates that the phase velocity depends strongly on the superconducting layer thickness, penetration depth of the superconducting layers, and dielectric constants of the dielectric layers. Since the penetration depth is a function of temperature given by lL 0 lL T q 1 T=Tc 4 6:3:5
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SIX SIGMA AND THE COLLECTION PROCESS Applying high-level management improvement concepts, such as Six Sigma, to the nitty-gritty everyday credit and collections world is not an easy undertaking. However, that is exactly what Adams Associates Cary W. Adams did in a recent Webcast produced by I-many. He began by explaining the basics of Six Sigma and then proceeded to demonstrate how they could be applied to the collection process. Six Sigma, he explains, is the structured application of tools and techniques on a project basis to achieve sustained strategic results. (The Six Sigma project process is sometimes referred to as DMAIC: define, measure, analyze, improve, and control.) It is a proven process that has been applied to manufacturing but can work in any business process, including collections. Fewer defects and Adams views poor collections results as a defect can mean lower costs and improved customer loyalty. He believes that by applying Six Sigma principles, a credit manager can: Improve collector efficiency Reduce DSO Reduce days deductions outstanding (DDO) Improve cash flow Reduce processing and reconciliation costs
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pairing. That is, correlation coefficients are expected to weaken as the volatility between two currencies (as measured by standard deviation) increases. Accordingly, and in contrast with what an investor might expect to see, Panama is shown as having a closer orbit to the U.S. dollar than Canada. The reason for this is that there is no volatility whatsoever between Panama s
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FIGURE 15-5: My BlackBerry is now paired with my printer.
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