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Later, when they mailed me a catalog, I saw that they had produced a $10 book that contained some of the basic material in the other items I ordered immediately and became a customer I have since bought many other things from them, moving up the price scale with each new purchase as I become more comfortable with them Lower or Waive Your Minimum Order Requirement If you require a minimum order, you should think about lowering or eliminating it What happens when a valued customer picks up the phone to place a small order and is told she can t, because it doesn t meet your minimum order amount She ll probably remind the order taker that she is a regular customer and request that the order be taken anyway.

When the order taker says he can t, she will immediately call your competitors, because she s in a hurry and has no time to waste The competitor fills the order, and your customer realizes, Hey, it s the same product, and it s just as easy to order, and they helped me out And suddenly she has moved all her business to your competitor a loss you could have prevented by being more flexible and accommodating A key strategy to keeping customers satisfied is to remove all barriers to doing business the way they want to do it and to be totally accommodating and flexible Waiving the minimum order requirement for existing accounts is one example of doing that In a soft economy or when your business slows, the average project will be smaller in scope, the average purchase smaller in size.

Table 36-1 shows that there are times when queries and elds in tables are not updateable. As a general rule, any query that performs aggregate operations or uses an Open DataBase Connectivity (ODBC) data source is not updateable; most other queries can be updated. When

-0.5884 0.8086

Accommodate that with a lowerpriced starting point so the customer can sample your wares before making a bigger commitment..

average of the vector p( ) and the vector p ck+ ) that would have been used in the (pure) Gauss-Seidel iteration. That is, we have, for i = 1,. . . , N: (15.23) where w E (0,2) is the relaxation factor. When w = 1, this method reduces to the Gauss-

dif cult to take action accordingly [36]. These arguments and this psychological context merit close analysis. Analysis of the potential impact of climate change indicates that it is essential to act immediately, by launching a decisive action plan designed to reduce CO2 emissions: There is increasingly convincing evidence demonstrating the risk of major catastrophes if a suitable response is not found. The observations and the forecasts of the models available all converge to the same conclusion. If the actions required to reduce CO2 emissions are delayed, it will prove increasingly dif cult to respect the limits which must not be exceeded to avoid catastrophic effects. The longer we continue behaving as we do now, in other words increasing the quantities emitted every year, the more drastic the future reduction will have to be; we will reach a point of no return when it will be quite impossible to reach the targeted objective. The more we deviate from the current equilibrium, the more the uncertainties concerning the maximum amplitude of the climatic differences increase, with a rapidly growing risk of totally uncontrolled phenomena. In addition, positive retroaction effects, such as the release of methane trapped as hydrates or the disappearance of a sea current may occur above a certain threshold, with sudden consequences. The urgency of the measures to be taken is therefore evident. Given the contribution of fossil energies to CO2 emissions, it is vital to initiate without delay the energy transition which will allow us to prevent a major energy crisis as well as an irreversible climatic catastrophe. Strong action by the Public Authorities is therefore necessary, rmly backed by public opinion in the various countries.

t E (O,m),

reach of current KM practices include rapid growth, geographical expansion, and feedback from knowledge workers that the current infrastructure isn t supportive of their KM efforts. The potential downside of driving a cultural change through the introduction of an enabling technology is that the amount of time from when the early adopters start using the technology to when laggards embrace the technology can span several years. For example, when e-mail was first introduced into a large organization, it typically took several years for everyone to come online. There are exceptions, of course, as when senior management dictates that paper memos are no longer allowed. However, it s impossible for management to dictate the formation of communities of practice and expect them to produce meaningful results. The easiest, quickest path to Knowledge Management is when technology follows and enables established KM practices.