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Both chapters form part of a cognitive-behavioural approach to problem drinking, but 5 deals with assessment and intervention procedures designed to facilitate an initial change in behaviour, whereas 6 is concerned with the attempt to ensure that initial gains are maintained over time With regard to the latter, the work of G Alan Marlatt and his colleagues in the late 1970s and early 1980s, summarized in the book by Marlatt & Gordon (1985), ushered in a revolutionary change in thinking about and treating alcohol use disorders While others may have observed before that alcohol dependence and other addictive behaviours were essentially relapsing conditions, the implications of this simple observation had not previously been logically explored, rigorously investigated and developed into a highly.

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1-1 Solve the product-form network for all possible numbers of jobs K using an algorithm such as MVA and determine the throughput as a function of K. This throughput XPF(K) of the product-form network is approxXFJ(/C) of the fork-join subnetwork for the imately equal to the throughput value of K corresponding to Ic. Replace the subnetwork in the given system by a composite node whose load-dependent service rates are equal to the determined throughput rates:

Value Equity For all customers, choice is in uenced by perceptions of value, which are formed primarily by perceptions of quality, price, and convenience.These perceptions tend to be relatively cognitive, objective, and rational (for example, there may be little argument about a product s price, or its objective attributes). . . . Brand Equity Customers may also have perceptions of a brand that are not explained by a rm s objective attributes . . . For example, a car may be considered sexy, or exciting, or classic.These perceptions tend to be relatively emotional, subjective, and irrational. . . . Retention Equity Customer Equity comes from customers choosing to do business with the company. Some of the rm s business comes from customers who chose the company in their most recent purchase occasion and this time choose it again, and some of the rm s business comes from customers who did not choose the rm last time or are new to the market. For repeat customers, retention programs and relationship-building activities can increase the odds that the customer will continue to choose the rm.14

A Symbian OS store is a collection of streams, and is generally used to implement the persistence of objects. The store class hierarchy is illustrated in Figure 12.1, where concrete classes are highlighted in bold text. The abstract base class for all stores is CStreamStore, whose API de nes all the functionality needed to create and modify streams. The classes derived from CStreamStore selectively implement the API according to their needs. Stores can use a variety of different media, including memory (CBufStore), a stream (CEmbeddedStore) and other stores (for example, CSecureStore, which allows an entire store to be encrypted and decrypted). The most commonly used medium is a le. An important distinction between the different store types is whether or not they are persistent. A persistent store can be closed and, at a later time, re-opened and its content accessed. The data in such a store continues after a program has closed it and even after the program itself has terminated. A le-based store is persistent. CBufStore is not persistent, since the store consists of in-memory data which will be lost when it is closed.

I m not going to argue about the wisdom of that advice. But I m going to suggest that it s only half the story. The other half, the piece that is usually missing from conversations about innovation, competitiveness, and the opening of new markets is this: It is time for business to learn more about IT. Speci cally, it is time for CEOs, CFOs, COOs, and other C-level executives to start acting more like CIOs. Why now Why should top management expend the energy required to learn more about IT, a large amorphous aggregation of multiple technologies that is constantly moving, changing shape, and evolving into who knows what BusinessWeek Research Services recently polled 353 C-level executives spread across multiple sectors of the economy such as nancial services, health care, pharmaceuticals, transportation, retail, and manufacturing. One goal of the survey was determining which factors drive C-level decisions about IT. Nearly half of the executives surveyed were CEOs and precisely one-third were CIOs. Here is how executives ranked their top ve crucial business goals for 2008: 1. Sales and revenue growth 2. Reaching new customers 3. Improving customer service and retention 4. Increasing pro t margins 5. Increasing market share

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