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The more irreverent and upsetting a new idea is to the status quo, the more chance it has of reaching a level of importance. The more often you hear, That s just a fad, the more likely it s not. Identifying and monitoring weak signals should be an ongoing, systematic process. The ability to see the next big thing before it happens is equal parts art and science. Weak signals often grow by joining forces with other weak signals. In other words, weak signals often need reinforcement from other ideas floating outside the established boundaries before they can be seen or heard. As a manager and a business leader, Uncle O believed his focus should be on the future. He estimated that, in his most productive periods, he was spending 75 percent of his time on identifying, monitoring, developing, and retooling initiatives designed to meet tomorrow s opportunities. Managing the day-to-day activities of today s opportunity was something he could delegate with confidence. It is interesting that most small business owners spend the majority of their time on today s issues (or even yesterday s issues), while managers of growth organizations have their gaze firmly fixed on tomorrow. To Uncle O, managing a current hit was relatively easy. Attempting to identify the next big thing is where he brought the most value to his organization. organizations which built large office buildings. A few were from publicly held companies, but most were smaller, privately held businesses. The conference organizers asked me to speak about growth and the future of opportunity in the commercial construction industry.

As of this writing, there are two competing approaches to the topic of customer equity. While both approaches emphasize treating customers as nancial assets and maximizing customer pro tability over product pro tability, they differ in what their advocates say are the drivers of customer equity and how customer equity should be calculated. The rst approach, which we will refer to as the Rust approach, is described by Rust, Zeithaml, and Lemon in their book, Driving Customer Equity: How Customer Lifetime Value is Reshaping Corporate Strategy. The second, which we will refer to as the Blattberg approach, is described by Blattberg, Getz, and Thomas in their book, Customer Equity: Building and Managing Relationships as Valuable Assets.

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This component shows you a playing field with cards (see Fig. B.7). You choose a card on the left-hand side, play the sound that is "stored" on it by hitting with the baton, then select the right-hand card with the matching instrument name and picture. Choosing two matching cards removes them with a fanfare sound, and you score two points. Wrong selections make you lose one point.

$m(t) = -k(t) + xTo(t)

Access has its equivalent of stored procedures, functions, and triggers, in the form of data macros, modules, and class modules.

7rl(O ( 1) = ~~(0 ( 1) = 7r3(0 ( 1) = n-4(0 1 1) = Iteration for k = 2: -1

= 0.239,

The iteration may be started with an arbitrary initial vector x(O). The closer the initial vector is to the solution, the faster the algorithm will generally converge. Note that the equations can be evaluated in parallel, a fact that can be used as a means for computational speed-up. The method is therefore called the method of simultaneous displacement or, simply, the Jacobi method. Although the method is strikingly simple, it suffers from poor convergence and hence is rarely applied in its raw form. Splitting the matrix A = D - L - U into its constituents of the diagonal matrix D, the strictly lower-triangular matrix -L, and the strictly uppertriangular matrix -U provides a way to present the main computation step of the Jacobi method in matrix notation: xc ) - (b + x( - ) (U + L)) D-l. (3.68)

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