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Outsourcing is the process in which one business provides speci c services and results for another business instead of performing the same services and results themselves. Instead of packaging, handling, and shipping products, a business can outsource this process to a packaging and shipping service. Opportunities abound in every business to outsource functions such as physically delivering products to customers, handling all of the billing and customer service, preparing governmental reports, handling tax issues and insurance, and all human resources functions. Companies such as NetLedger offer online accounting and general services that eliminate all such in-house functions for a small business. In essence, you get to use the technologies and expertise of others, thus eliminating your own capital investment and staf ng requirements. Many times you can have customized versions of their technologies meet your very speci c needs. If you re a start-up business, this is a great way to reduce your costs. Additional bene ts of outsourcing relationships are paying only for the results, components, or products received, the hours worked, the products sold, and so on. Outsourcing allows you to know exactly what each product or result will cost before you decide to obtain it. Using outsourcing allows you to establish a more accurate price for the product or service you

Hiring a relative, friend, or acquaintance of a group member. Hiring a consultant who doesn t understand your kind of organization or is not comfortable in your kind of work environment. Hiring a consultant without defining the problem he or she must address. Hiring a consultant without buy-in from key members of your organization. Hiring a consultant who has preconceived ideas about what your organization should be doing. Hiring a consultant without documenting expectations, responsibilities, and remuneration in a clearly stated contract or letter of understanding. Hiring a consultant without clarifying the roles of board members, staff, and volunteers in the consultation. Hiring a consultant and later unofficially broadening the scope of the assignment and/or the time required. Hiring a consultant without believing fully in the process. Hiring a consultant and then taking a back seat, allowing the process to get off course without making every effort to get it back on-track.

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INDEX Porter, Michael, 15 Postproduction costs, 186 189, 190 192 Post-sale services, 118 Predator food chain, 99 101, 112, 124 Predictive accounting, 138 139 Predictive analysis, 258 Predictive CLV, 169 170 Predictive planning, 87, 135 Premium-pro t customers, 130 Price elasticity, 175 Price optimization, 175 Pricing, 138, 180 184 Prioritizing, 48 49, 52, 166, 216 Proactive management, 245 Process ef ciencies, 2 Process intelligence: business process reengineering (BPR), 194 195 characteristics of, 146 lean management, 196 197, 208 212 quality cost measurement, 202 207 six sigma, 196 202, 207 total quality management, 197 198, 200 202 Process managers, 16 17 Product development cycle time, 11 Product development management (PDM), 151 152 Product diversity, 91 92 Product lines: budgeting process and, 134 pro tability margins, 165, 168 pro t contribution, 124 126 Pro t contribution, 124 126, 154 Product mix, 108, 117 118, 233 Pro t, see Customer pro tability constraints, 2 contribution margin, 124 distribution matrix, 126 129 growth rate, 152, 167 in uential factors, 50 margin, see Pro t margin Pro tability, measurement of, 77. See also Customer pro tability Pro t and Loss (P&L) statement, 124 126, 185, 232 Pro t cliff curve, 121, 129 130 Pro t margin: acceptance testing, 171, 261 implications of, 87, 110, 112, 116, 123 value chain management and, 181, 187 Pro forma ABM calculation, 137 138, 141 Purchasing systems, 87 Quality costs, 202 206 Quality initiatives, 199 200 Quality management, 115,196 198 Quality-related costs, types of, 203, 205 Quantitative analysis, 270 Quantitative approach, 25, 271 Quantitative measures, 61, 63 Queuing, 209

Let s take a closer look at the use of new(ELeave) to allocate an object on the heap, which leaves if the memory is unavailable. If the allocation occurs successfully, no leave occurs and the returned pointer may be used without a further test that the allocation was successful as would otherwise be required. We have already seen it used in the code for CClanger::NewL(), shown previously:

Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies. (82) In the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products. The real sources of advantage are to be found in management s ability to consolidate corporatewide [sic] technologies and production skills into competencies that empower individual business to adapt quickly to changing opportunities. (81)

if(myRsiVal < overSold and myRsiVal[1] > overSold) then begin osCount = osCount + 1; obCount = 0; {Reset the OB counter since we are OS} end;

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incorporated a much broader range of stimuli than his later experience, even though the objective stimulus conditions were essentially the same. Because of his more precise discriminative capacity, he now must have his fear extinguished in a variety of situations to compensate for the single but widely generalized early experience. These three interlocking conditions presymbolic, random, and generalized learning account in large measure for the unusual difficulty of reexperiencing the events of early life and the consequent difficulty of unlearning the feelings, behaviors, and attitudes generated by these events.

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