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You might choose from four main styles: messenger bag, briefcase, backpack, or tote. Most men in professions with casual dress (software development, web design, and writing for example) choose messenger bag style. It s conveniently easy to carry without making you look like a grad student, as a backpack might. Women have more choices available to them. A backpack keeps you from knocking someone in the head as you maneuver through a plane aisle or a crowded coffee house, but it looks very casual for better or worse. Messenger bags offer convenient carrying with a more formal look than a backpack. A tote bag fits easily under your arm but maybe you want to carry your purse that way instead. If you will be traveling by airplane regularly, consider the size of the bag carefully. Some bags won t fit beneath the seat in front of you, and if you like to keep it there for easy access during the flight, you ll want one small enough to fit. When choosing a material, think of how formal you want to look. Leather is attractive but might seem overly professional in many settings; many men choose heavy-duty nylon instead. Women can choose from a variety of attractive fabrics such as pretty jacquards or colorful cotton prints. These fabrics, however, probably won t be as durable as ballistic nylon. You may want to look for the following:
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COMPACT EXPRESSIONS FOR CROSSTALK ANALYSIS
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built on the backs of so many different agents. So someone spoke up and said, Dave, you re a pilot. And we have this red, white, and blue balloon. Why don t we just launch it, and you fly around in a helicopter and take a picture of it, and we ll have a voice over saying, RE/MAX. Above the Crowd! Everyone loved the idea. So they decided to do it. Since RE/MAX was now all over the country, they wanted to get a simple shot, with just blue sky no mountains or distinctive regional features. It was incredibly tough getting a shot of the balloon from a moving airplane with a gyro-mounted camera on it without the shadow of the airplane falling across the balloon or without the mountains or ground in the background. But finally, after about two hours of hovering around, they had about 25 seconds worth of footage good enough to make a commercial. An eight-week campaign was launched, and they spent every dime in their advertising pool, just in time for the next annual survey of consumers in the Colorado region. The survey results came back and Liniger s consultant couldn t believe the numbers. It says here, you ve got 66 percent of people unaided who say that your corporate symbol is a red, white, and blue balloon. And 36 percent of people unaided say that your slogan is Above the Crowd! In all my studies of advertising, this is the greatest impact for a logo I have ever heard of. Liniger soaked that in, but the consultant wasn t finished. Now tell me, with the little money you spent on this balloon commercial, why the hell isn t this your corporate logo for real So Liniger flipped the colors on the balloon and gave his blessing. The balloon went onto signs, business cards, and corporate stationery from that moment forward.
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Canada when he was 20 years old, barely able to speak English, with only $30 in his pocket. He worked odd jobs in the Toronto area for five years until he ended up in real estate. After a year of selling, he picked up his real estate broker s license in 1959 and learned every aspect of the business. In 1967, he founded his own company, Polzler Real Estate, which grew to 160 people in six offices. But in the late 1970s, Polzler began to realize that no matter what he did or how he managed to survive, his company would always be a local real estate firm. Unlike the United States, Canada was dominated by large national companies. He knew he needed to affiliate himself with a brand name in order to grow. Polzler had a young manager working for him by the name of Walter Schneider. Schneider was only 24 at the time, barely out of college; but Polzler had already promoted him to development manager and head of training. Schneider had a corporate sensibility, an inclination to see the real estate business become more sophisticated; and he joined Polzler s hunt for a leading-edge product, some way to break through the hold that the large multinationals had on the Canadian real estate market. In 1979, Polzler and Schneider drove across the border to Detroit to attend a real estate symposium. Polzler had lunch with a colleague, one of the major brokers with more than a thousand agents in the Michigan area, and asked him what he saw that seemed new in the real estate industry. Technology was playing an increasing role. Firms were becoming more corporate. Franchises were going to become bigger and bigger because the little no-name companies needed a brand, better training, and some organization. This last comment hit Polzler to the quick, and he dug further. Is there anything specific you see out there His friend nodded. There s a little franchise out in Denver called RE/MAX. They ll only hire established, good people, and they re making major inroads all over the place. At the time, RE/MAX had only a few thousand associates. Polzler and Schneider continued at the symposium, neither of them making any further mention of the company. Then, during the five-hour car ride back to Toronto, Polzler brought it up again. Do you remember that franchise s name he asked. Schneider knew exactly what he was talking about. RE/MAX, Schneider answered. Polzler nodded. You ve been thinking about them, too, huh. Why don t you look into them when we get back.
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The situation changed for phase 2 which for SMG6 came not too long after phase 1. The complete set of phase 2 O&M speci cations was approved in the summer of 1996, 9 months after the freezing of phase 2 core speci cations in October 1995 and within the planned schedule. The only exception was the work on subscriber and equipment tracing which had started late in the process and was not completed until the spring of 1997. In phase 2, work in SMG6 had become much easier. The big battles of the beginning (which had in hindsight been very useful to de ne a clear road for O&M standardisation) had subsided, ef cient working and decision procedures had evolved and again PT 12 provided exemplary technical and administrative support. In addition, phase 1 speci cations had been completed not long before and therefore were quite up to date and provided an excellent basis to work on. The relevance of phase 2 O&M speci cations for the industry was considerably higher than in phase 1. First, the standards were available in a much more timely manner relative to the core speci cations, and both operators and manufacturers were much more aware of O&M issues than before. Phase 2 O&M standards were probably not implemented to the letter anywhere in the GSM world, but manufacturers took them into consideration for their new O&M releases, and operators had a better framework to stand on in contract negotiations. Another issue discussed during phase 2 was the extension of the O&M speci cations from the radio subsystem to also include the MSC or related components such as HLR, VLR, EIR or AuC. There was considerable interest in such work, particularly from the operators, but in the end a lack of resources resulted in maintaining the existing scope. MSCs differ much more strongly from vendor to vendor than the radio subsystem, and standardised O&M architectures would have been very dif cult. In addition, most of the alarms, faults, performance and con guration parameters are generated by the radio subsystem, so it is most ef cient to concentrate standardisation efforts there.
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the signalling carried either over the DCH or over the HSDPA/HSUPA. For user data, PDCP handles IP header compression. There are several PDCP and RLC entities shown in the gure to indicate the possibility of running parallel services. The BTS-based (fast) scheduling functionality is a MAC layer functionality, and thus there is now a new protocol entity, MAC-hs (hs for high speed), in the BTS. This is shown as part of the user plane protocol architecture in Figure 3.5, which covers HSDPAspeci c additions and their location in the network elements. The RNC retains the MAC-d (d for dedicated), but the only remaining functionality is transport channel switching as all other functionalities, such as scheduling and priority handling, are moved to MAC-hs. It is worth noting that the layer above the MAC layer namely, the RLC layer stays mainly unchanged, but some optimizations for RT services such as VoIP
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Replaying is difficult to prevent. The obvious solution is to tightly control the flow of network packets. This reinforces the concern we raised earlier about separating private from public networks, which is achieved by firewalls that we will discuss below.
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difference between tests in the <conditions> section and tests in the <bindings> section. Using these result sets, we are now ready to apply the <action> section to each result set, and the dynamically generated content is shown in Code Listing 6.18. Because a numpages variable does not exist in two of the result sets, the <action> section ignores the numpages variable for those cases. After loading the XUL file into the Mozilla browser and clicking on the A Tale Of Two Cities menu, Figure 6.8 shows the result.
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