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Via the centralized planning that is utilized in China today, plans that are promulgated from the central government and implemented by provincial and local governments, perhaps no other nation has the ability to initiate and complete the massive projects that we see undertaken here. Since the establishment of the People s Republic in 1949, ve-year plans have been, and continue to be, the norm. At minimum, your own plans need to be made along these lines because this is the benchmark upon which your partners will be operating. Numerous cities have had their entire landscape drastically changed just in the past ve years, with new districts and new towns being added to expanded and incorporated environs. During the 1990s, China witnessed an unprecedented construction of IT and telecommunications infrastructure. In just a decade, China went from the average citizen not having their own home telephone, to the largest mobile telecom market in the world and the world s second largest Internet user base. In 1995, the Internet rst dribbled into China via slow dial-up connections. Now, broadband is widely available and easily installed in rst- and even second-tier cities. A visitor landing at Beijing s Capital International Airport can buy a SIM card for a GSM phone before even

A BICC provides a central location for driving and supporting an organization s overall business intelligence strategy. It enables an organization to coordinate and complement existing efforts while reducing redundancy and increasing effectiveness. The centralization of these efforts ensures that information and best practices are communicated and shared through the entire organization so that everyone can bene t from successes and lessons learned. Decision making about organizational structure in regards to the deployment of analytical resources chronically suffers from an inability to see the big picture. Line of business executives, blinded by the glare of day-to-day, whack-a-mole responsibilities, fail to achieve the strategic mind-set that would let them contextualize the information management problem at hand. Rarely will one see a spectrum of innovative structural alternatives created to address information management problems. Time-pressured executives too often settle on the rst solution that partially ts the problem at hand. Future value-creating executives need to be able to set a much more robust table option-wise for deploying analytical resources. Many business schools fall embarrassingly short in their teaching of analytics and the appropriate use/structure of analytic resources. High-performing

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Before you can move a field s position, you must first select it. To select it, you will work with the field selector row. The field selector is the thin gray area at the top of each column in the QBE grid at the bottom of the query designer. Each column represents a field. To select the Category field, move the mouse pointer until a small selection arrow (in this case, a dark downward arrow) is visible in the selector row and then click and drag the column. Figure 4.12 shows the selection arrow above the Category column just before it s selected.

uring my amateur day-trading years, I was nishing my education at San Diego State. I left, both relieved and exhausted, in possession of a Bachelor of Science degree in Business Marketing. Right next to my collection of textbooks from school, I was building a personal library on day trading. When asked what I wanted for my birthday or Christmas, I requested more titles on the subject. During that time I also attended several day-trading training seminars. Everywhere I went, I sought day-trading knowledge. The subject soon came up with anyone I talked to. I noticed that professional mentors were scarce. I did have a couple of contacts who worked in the stock brokerage industry. Though they themselves didn t day trade, their advice armed and inspired me with a greater understanding of the stock market. As I struggled past the hazardous amateur phase, I came to see that I learned the most from my actual experience in day trading, and also from those advisors. The day-trading programs and college business courses did teach me good strategies and trading styles, but it was clear that the real education was hands-on, when I performed with real money. Now, please don t get me wrong here. I m not suggesting that you shouldn t attend any training programs, courses, or seminars especially if you re a beginner. Amateurs need structured guidance, and that s what such tutoring offers. I feel I must warn you, however, that consistent gains come only with experience. With that said, I ll now express my opinions of those training programs. There are basically two kinds. There are seminars out there for the 115

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