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harmony to sustain the enormous needs of a large organization or business. Again, with the exception of a few spectacular hiccups, most enterprise software applications run smoothly and uneventfully for many years. And that is the problem right there. Enterprise computing applications are so complex that when they are running smoothly, only a fool would try to modify them. Even if you manage to convince the CIO that a major modi cation is absolutely necessary to achieve a signi cant business objective, the CIO s IT team will struggle furiously to resist anything but modest and mostly super cial changes in the existing system. They will not resist change because they are hopeless Luddites they will resist change because they know from bitter experience that even the smallest alteration in a complex IT environment will likely trigger a cascade of unexpected and hugely expensive consequences. They also know in their bones that any change in the system can easily make things a whole lot worse! No matter what the IT vendor or software consultant says, the truth is this: Every system modi cation requires a signi cant investment of money, time, and effort.

It is as if, suddenly, many different parts of our brain were privy to information that was previously confined to some specialized subsystem 37 Via consciousness, information in some specialized subsystem (one of the players) moves onstage into the spotlight of the dynamic core and then becomes available to many different parts of the brain, in other words, to the audience who all witness what is in the spotlight..

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well, you can then prune your garden to get rid of the deadwood The people who always grill you on price and pay you late are also the ones that complain the most Anyone who says, We love all our customers is probably lying (and not growing) With most companies, the bottom 10 or 20 percent of their customers (in terms of revenue) take up as much as 50 percent of their time Can you ever really make money on these kinds of customers For most business owners, it is very difficult to give up any customer we all remember a time when we didn t have any.

Low-density complex carbohydrates are fruits, legumes, peas, seeds, nuts and whole grains. They are made up of simple carbohydrates complexed with a lot of fiber in a natural state. Vegetables are very-low-density complex carbohydrates. High-density simple carbohydrates have a lot of carbohydrates with very little fiber. They break down to bloodstream glucose faster than table sugar and cause a giant hit of insulin to forcefully drive the excessive blood glucose levels down. They are found mostly in refined grain products and processed food.

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But how much more productive and profitable could you be if you got rid of the marginal customers How many more good customers with attractive lifetime values could you service instead If the relationship isn t working, the two of you are probably not a good fit End the relationship Let your competitors deal with those customers Knowing whom you can serve well and whom you can t is critical to becoming a highgrowth company Be selective and give up the time wasters Your bottom line will improve dramatically 7 Time Bombs Any company interested in growth needs to do things cheaper, faster, and better to win business The only way we can consistently deliver on the faster part is to build and plant time bombs throughout our organization Time is of the essence in today s economy.

1. Add tblProducts and choose the Description, Category, and Cost fields. 2. Type CARS into the Criteria cell under the Category column. 3. Run the query.

Attention-getting time bombs of some type need to go off whenever you are not doing a good job of managing the customer s expectation of time The entire organization needs to see, hear, and feel the obvious warning signs of impending time problems PrintingForLesscom has set up a system where every order is being tracked at all times Orders that are close to being in trouble set off an alarm in the company system..

Source: Emanuel Rosen and Roger E. Scholl, The Anatomy of Buzz: How to Create Word-of-Mouth Marketing (New York: Random House, 2000), pp. 44 47.

When text changes in a text box or in the text-box portion of a combo box: KeyDown KeyPress Change KeyUp When a value that is not present in the drop-down list is entered into a combo box s text area: KeyDown KeyPress Change KeyUp NotInList Error When data in a control is changed and the user presses Tab to move to the next control: Control1: KeyDown BeforeUpdate AfterUpdate Exit LostFocus Control2: Enter GotFocus KeyPress KeyUp

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