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After you ve grouped the controls together, whenever you click on any of the controls inside the group, the entire group is selected. Double-click on a control to select just that one control. After a single control in the group is selected, you can click on any other control to select it. To resize the entire group, put your mouse on the side you want to resize. After the double arrow appears, drag until you reach the desired size. Every control in the group changes in size. To move the entire group, drag the group to its new location. With grouped controls, you don t have to select all the controls every time you change something about them. To remove a group, select the group by clicking any eld inside the group, and then select the Ungroup command from the Layout Ribbon s Control Layout group.

Eight Table 8.1 # 1 a. 2. 2a . 3. r > 3. 4. Sequence of Operations for "Activate" OPERATION PERFORMED The CEE sends "activate" to wVendor, which ignores it other than to . . . . . .delegate it directly to wBase (that is, wVendor does not process this message at all) . wBase sends a "restore" message to "itself" (that is, to the bottom of the delegate chain-in this example, wVendor) . This allows any DC in the chain to handle its own data restore if it wishes and to ignore the framework . wBase sends "restore data" to the wPersistence component. The wPersistence component (a kind of local RDC in the UWD) retrieves the appropriate data from some form of persistent storage . Return of control (to wBase) occurs from inter-DC invocation 3 . The return carries with it data retrieved from the database by the wPersistence component. wBase then sends an "internalize" message to "itself ." The data retrieved by wBase from wPersistence is passed on this message as a string parameter containing tagged data . On receipt of this message, wVendor extracts the data it needs, and . . .

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The objective of this section is to derive alternative batch algorithms for extraction of colored sources with di erent autocorrelation functions. Let us consider the processing unit shown in Fig. 5.6 with the following constrained minimization problem: Minimize the cost function J (w1 , b1 ) = subject to the constraint ||w1 || = 1,

For the examples in this book, the DAD is the same name as the schema the DAD accesses PORTAL30. However, although this practice is the default way of assigning names to a DAD, the DAD does not have to be the same as the schema name.

ever, we should be telling the world how good we are Seek out high-visibility clients, take on select pro bono assignments, hit the speech circuit Chase publicity The reason: You can only cut expenses so far, and no more But even if expenses are zero, you can t stay in business when sales become zero, too But while the potential to decrease operating costs is finite, the potential increase in revenues you can achieve has practically no upper limit A big boost in revenue is the fastest way out of business doldrums, and marketing is one of the only ways to revitalize sagging sales Now that you ve fine-tuned your communication and interpersonal skills and prepared yourself for taking massive action, it s time to market your product aggressively and watch sales go up By contrast, stop marketing, and watch leads, orders, and sales dry up.

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Sounds logical in theory, but does it work in reality Most assuredly According to the American Business Press, companies that maintain or increase advertising during recession years do better in sales and profits in those and later years than do companies that do not advertise Example: By 1985, the sales of companies that were aggressive advertisers during the 1981 1982 recession had risen 256 percent over those that didn t advertise during the recession Companies that cut advertising during hard times jeopardize their future sales and profits, said Wesley Rosberg, president of Buchen Advertising, in an article in Industrial Marketing magazine According to a research study from Yankelovich/Harris, companies that advertise in a down economy achieve greater top-of-mind awareness with customers when purchase decisions are being made, and create more positive impressions about their commitment to their products and services.

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FIGURE 18-19

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