...Global Open Versity Labs Step-by-Step Install Guide Enterprise Liferay Portal v1.0 Global Open Versity IT Systems Integration Hands-on Labs Training Manual Step by Step Install Guide Liferay Portal Enterprise on Linux Kefa Rabah Global Open Versity, Vancouver Canada krabah@globalopenversity.org www.globalopenversity.org Table of Contents Page No. STEP-BY-STEP INSTALL GUIDE LIFERAY PORTAL ENTERPRISE ON LINUX Part 1: Install JDK6 Part 2: Quick Liferay Portal Installation with Default HSQL Database Part 3: Install MySQL Database for Liferay Enterprise Step 1: Install and configure MySQL Database Server Part 4: Install Liferay for an Enterprise Step 1: Remove Default Bundled Sample Data Step 2: Create Portal.Ext.Properties File Part 5: Need More Training 2 3 4 6 6 7 8 8 11 © A GOV Open Knowledge Access Technical Academic Publications License Enhancing education & empowering people worldwide through eLearning in the 21st Century © April 2007, Kefa Rabah, Global Open Versity, Vancouver Canada 1 www.globalopenversity.org ICT202 - Linux Enterprise Infrastructure Engineering Diploma Global Open Versity Labs Step-by-Step Install Guide Enterprise Liferay Portal v1.0 Global Open Versity IT Systems Integration Hands-on Labs Training Manual Step-by-Step Install Guide Liferay Portal Enterprise on Linux By Kefa Rabah, krabah@globalopenversity.org Feb 09, 2010 SerengetiSys Labs Project: your company – an enterprise business concern recently is deploying a new network infrastructure...
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...Join Search Browse Saved Papers Home Page » Business and Management Business Plan of a Boutique Shop in Bangladesh In: Business and Management Business Plan of a Boutique Shop in Bangladesh Term Paper On Business Plan of a Boutique House Submitted To Maruf Reza Byron Senior Lecturer Submitted By Gazi Tasnuva Ibtesam ID # 111072045 Sumaya Sultana ID # 111081120 A. S. M. Shamiul Imrose ID #111081039 Khaled Saifullah ID # 111081142 Md. Asif Muztoba Khan ID # 111081095 Sec D, Group A Submission Date: April 12, 2009 Table of Content Topic | Page | Letter of Transmittal | i. | Letter of Caution | ii. | Student Declaration | iii. | Acknowledgement | iv. | Abstract | v. | Summary | vi. | Partnership Agreement | vii – ix | The Industry, the Company and the Service | x – xiii | Marketing Plan | xiii – xiv | Financial Data | xiv | Picture of our Products | xiv | Letter of Transmittal April 12, 2009 Maruf Reza Byron School of Business United International University Dear Sir: Subject: Submission of...
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...SPOTLIGHT ON HOW TO MANAGE DISRUPTION Spotlight ARTWORK Henrique Oliveira, Tapumes Rice Gallery, Houston, 2009, plywood 4.7 x 13.4 x 2m It’s not enough to know that a threat is coming. You need to know whether it’s coming right for you. by Maxwell Wessel and Clayton M. Christensen 56 Harvard Business Review December 2012 PHOTOGRAPHY: NASH BAKER Surviving Disruption HBR.ORG Maxwell Wessel is a fellow at the Forum for Growth and Innovation and a senior researcher at Harvard Business School. Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at HBS. D SPOTLIGHT ON HOW TO MANAGE DISRUPTION Disruptive innovations are like missiles launched at your business. For 20 years we’ve described missile after missile that took aim and annihilated its target: Napster, Amazon, and the Apple Store devastated Tower Records and Musicland; tiny, underpowered personal computers grew to replace minicomputers and mainframes; digital photography made lm practically obsolete. And all along we’ve prescribed a single response to ensure that when the dust settles, you’ll still have a viable business: Develop a disruption of your own before it’s too late to reap the rewards of participation in new, high-growth markets—as Procter & Gamble did with Swiffer, Dow Corning with Xiameter, and Apple with the iPod, iTunes, the iPad, and (most spectacularly) the iPhone. That prescription is, if anything, even more imperative in an increasingly volatile world...
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...PRICES & MARKETS Tutorial Exercises and Supplementary Materials RMIT University This document has been prepared for use in the Prices & Markets course at RMIT UniA versity. The file was compiled using L TEX, an open source typesetting system, and is viewable in all standards compliant PDF viewers. The PDF has been formatted for two-sided printing. Please address any queries to: pricesandmarkets@rmit.edu.au Copyright Martin C. Byford (2012). This version compiled on Thursday 6th December, 2012. Contents Using This Volume 1 Introduction to Demand and Supply 1.1 Quiz . . . . . . . . . . . . . . . . . . 1.2 Group Exercise . . . . . . . . . . . . 1.3 Homework Questions . . . . . . . . . 1.4 Homework Solutions . . . . . . . . . 2 Elasticity 2.1 Quiz . . . . . . . . . 2.2 Group Exercise . . . 2.3 Homework Questions 2.4 Homework Solutions iii 1 1 3 4 5 9 9 11 12 13 15 15 17 18 19 25 25 27 28 29 33 33 35 36 37 39 39 41 42 43 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
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...Chapter 3 Augmented Reality – Where it Started from and Where It’s Going Veronika Szucs, Silvia Paxian and Cecília Sik Lanyi Additional information is available at the end of the chapter http://dx.doi.org/10.5772/59796 1. Introduction This study provides an overview of augmented reality (Augmented Reality, AR) and some of its important and popular areas of application. Augmented reality technology integrates 3D virtual objects into a real 3D environment, in real time. This book chapter presents the areas of everyday life where AR can be used (including, but not limited to): medical informatics, production repair, visualization, route planning, entertainment and military applications, marketing tasks and education. The basic characteristics of AR systems, the need for compro‐ mise in their applicability, and optical and video mixing approaches are presented in the chapter. The chapter introduces the two main areas of sensor errors, which are considered as a basic problem during the design of efficient augmented reality systems. We summarize how the current devices are able to solve these problems. The expected future direction of AR technology developments and the areas where further research is needed are simultaneously introduced. 1.1. Aims In the course of preparing the study, the actualities of augmented reality technologies have been reviewed. Questions associated with differing scope of application, design and imple‐ mentation problems of augmented...
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...Veer.1 —Royal Dut Shell’s for Peter V Voser, CFO an soon-to-be CEO of the oil and gas c nd e company Roy Dutch She (hereafter Shell) yal ell realized th the “optic surrounding the comp hat cs” position of his just-announ s nced Executiv Committee (EC) ve e were not g good. It was May 27, 2009 and Voser w addressin 200 of She 9, was ng ell’s top mana agers in Berlin His n. all-white, male, Swiss, American, an British eig nd ght-person team was a sig gnificant depa arture from th of hat his predecessor, Jeroen van der V n Veer. Absent were the two female members: Linda Cook, a 25 year o a 5 veteran w who had lost the battle to become CE and whos track recor in growin the firm’s LNG o EO se rd ng business h had brought her wide rec cognition, an Roxanne D nd Decyk, forme erly Corporat Affairs dir te rector, who took on a new po osition as hea of governm ad ment relations in the Unite States. The were no D s ed ere Dutch members, strange for a firm headqu uartered in Th Hague and founded in 1907 through the alliance of the he d h oil compa any Royal Du utch Petroleum Company and the Brit tish Shell Tra ansport and T Trading Com mpany. Nor were there any Asian membe e A ers—despite i being a ma it ajor thrust of Shell’s strategic growth (See f h. Exhibit 1 for the 2008 and 2009 EC Voser wo Cs.) orried that the new EC wo e ould be seen as a signal th he hat was moving away fr...
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...PRENTICE HALL MA NAGEMENT INFORMATION SYSTEMS TITLES MIS: Brown/DeHayes/Hoffer /Martin/Perkins, Managing Information Technology 6/e © 2009 JessuplValacich, Information Systems Today 31e © 2008 Kr oenke, Using MIS 21e © 2009 Kr oenke, Experiencing MIS © 2008 Laudon/Laudon, Management Information Systems 10le © 2007 Laudon/Laudon, Essentials of Management Information Systems 81e © 2009 Luftman et aI., Managing the IT Resource © 2004 Malaga, Information Systems Technology © 2005 McKeen/Smith, IT Strategy in Action © 2009 McLeod/Schell, Management Information Systems 10le © 2007 McNurlin/Spr ague, Information Systems Management In Practice 7Ie © 2006 Miller, MIS Cases: Decision Making with Application Software 41e © 2009 Senn, Information Technology 31e © 2004 Database Management: BordoloilBock, Oracle SOL © 2004 Bordoloi/Bock, SOL for SOL Server © 2004 Fr ost/DaylVanSlyke, Database Design and Development: A Visual Approach © 2006 Hoffer/Prescott/Topi, Modern Database Management 91e © 2009 Kroenke/Auer, Database Concepts 31e © 2007 Kroenke, Database Processing 10Ie © 2006 Perry/Post, Introduction to Oracle10g, © 2007 Per ry/Post, Introduction to SOL Server 2005 © 2007 Systems Analysis and Design: Hoffer /GeorgelValacich, Modern Systems Analysis qnd Design 5'/e © 2008 Kendall/Kendall, Systems Analysis and Design 7Ie © 2008 Valacich/George/Hoffer, Essentials of Systems Analysis and Design 31e © 2006 Object-Oriented Systems Analysis and Design: ...
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...This page has been intentionally left blank TABLE OF CONTENTS Page Introduction Governance − − − − Corporate Governance Business Resilience Group Security Group Risk and Audit 2 4 4 9 10 11 13 15 19 22 31 38 45 49 56 57 Stakeholder Engagement Financial Safety and Health Customer People Environment Procurement Community Measures Glossary The Group Strategy, supported by environment, procurement and community strategies, underpins the identification and reporting on material items. To support the Group’s core goal of delivering sustainable returns to shareholders, areas of focus are used to measure, monitor and report on the Group’s performance. Areas of focus and measures are reviewed and updated to ensure that they remain relevant. The Group Strategy drives sustainable outcomes Governance Corporate governance is core to ensuring the creation, protection and enhancement of shareholder value. Stakeholders We are committed to communicating effectively with our stakeholders. Financial Safety and Health To be recognised as the world’s leading airline group in air, ground and people safety and health. Customers Our Customers are the core of everything we do. The Group is continually striving towards providing exceptional customer experiences. Vision We strive to build a strong viable business capable of delivering sustainable returns to shareholders. Focus Qantas Sustainability Review 2013 » Long-term Profitability » Prudent...
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...RESERVED. No part of this work covered by the copyright herein LL RIGHT th repro reprodu ted, s may be reproduced, transmitted, stored or used in any form or by any means electro graphic, electronic, or mechanical, including but not limited to photocopying, scann di recording, scanning, digitizing, taping, Web distribution, information networks, a or information storage and retrieval systems, except as permitted under o t Section 107 or 108 of the 1976 United States Copyright Act, without the prior writ written permission of the publisher. pro For product information and technology assistance, contact us at Cen Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com This book contains select works from existing Cengage Learning resources and was produced by Cengage Learning Custom Solutions for collegiate use. As such, those adopting and/or contributing to this work are responsible for editorial content accuracy, continuity and...
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...affirmative action and reverse discrimination. The Supreme Court has made it clear that race classifications, whether benign or invidious, will trigger rigid strict scrutiny analysis, which requires that the government prove its program is narrowly tailored to serve a compelling interest. In 2003, the Court, in Gratz v. Bollinger,1 ruled that while student diversity in educational institutions may be a compelling interest, an affirmative action program that assigned points to applicants of minority races was unconstitutional.2 In 2007, in Parents Involved in Community Schools v. Seattle School District No. 1,3 it held that two public school district plans that used race-based enrollment targets for student assignments failed strict scrutiny because the districts neither proved a compelling interest, nor demonstrated that the plans were...
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...Global Product Quality and Corporate Social Responsibility Perceptions: A Cross-National Study of Halo Effects Thomas J. Madden, Martin S. Roth, and William R. Dillon ABSTRACT Attribute ratings often contain a holistic or global impression of the brand, commonly referred to as “halo.” A halo response can occur when perceptions of a brand’s performance on an attribute are influenced by performance percep- tions on another attribute or by a global impression of the brand. Using cross-national survey data from consumers in Argentina, China, Spain, and the United States, the authors examine the extent to which a halo response introduces bias to product quality and corporate social responsibility perceptions of competing brands. The findings show that halo is more pervasive for product quality than for corporate social responsibility associations, varies across brands and markets, and is strongly related to brand recommendations. Examining cross-national brand performance and halo perceptions can help international marketing managers understand key perceptual similarities and differences between and across markets, which can inform strategic considerations such as whether to pursue global, panregional, or national branding, positioning, and advertising strategies. Keywords: constrained components analysis, associative network models, automatic activation theory, branding and brand management, marketing standardization/adaptation, corporate social responsibility The strategic...
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...Lindt & SprüngLi AnnUAL REPORT 2011 For the past 165 years, premium chocolate manufacturer Lindt & Sprüngli has been committed to render top quality. With six production sites in Europe and two in the USA, 18 subsidiaries as well as numerous independent distribution partners, LINDT products are in the meantime available nearly all around the globe. To ensure an impressive presentation of the LINDT product variety and to grant our loyal chocolate lovers an extraordinary shopping experience, increased investments have been made in the past years for the expansion of the LINDT retail department. For this reason, we will take you in this annual report on a journey, starting in New York, with stopovers in Zurich, Tokyo, Sydney and San Francisco where we will show you some impressions of selected worldwide LINDT Boutiques, Shops and Chocolate Cafés. We look forward to welcoming you during your next trip in one of our stores. K e y F i n a n c i a l data A n n uA L r e p o rt 2011 InCOME STATEMEnT 2011 2010 Change in % Sales EBITDA in % of sales EBIT in % of sales net income in % of sales Operating cash flow in % of sales CHF million CHF million % CHF million % CHF million % CHF million % 2,488.6 421.9 17.0 328.7 13.2 246.5 9.9 345.4 13.9 2,579.3 423.3 16.4 325.3 12.6 241.9 9.4 363.7 14.1 – 3.5 – 0.3 1.0 1.9 – 5.0 BALAnCE SHEET 2011 2010 Change in % Total assets Current assets in % of total assets non-current assets in % of total...
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...“WHAT IS THE RELATIONSHIP BETWEEN DIVERSIFICATION AND PERFORMANCE, PARTICULARLY IN EMERGING ECONOMIES? WHAT ARE THE FACTORS WHICH ARE RELEVANT FOR SETTING THE CONTENTS OF THAT RELATIONSHIP?” By João de Almeida Frazão Caro de Sousa Master Thesis Submitted to ESADE Business School in fulfilment of the requirements for the Degree of Master of Science in International Management ESADE Business School May 2012 Master of Science in International Management – ESADE Business School i Master of Science in International Management – ESADE Business School Table of Contents Introduction ..................................................................................................................................... 1 Theoretical Background 1. Diversification ......................................................................................................................... 5 1.1 General Observations ........................................................................................................ 6 1.2 Different types of diversification strategies....................................................................... 7 1.3 The costs and benefits of diversification ........................................................................... 8 1.4 Diversification Trends ....................................................................................................... 9 A. The Lack of Significant Relationship ................................
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...Media History Contents 1 Introduction 1.1 Mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.1.7 1.1.8 1.1.9 Issues with definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Forms of mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purposes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professions involving mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Influence and sociology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ethical issues and criticism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . See also . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1 1 2 6 6 7 8 10 10 10 10 11 11 12 12 12 12 16 16 17 17 17 17 17 17 18 19 20 21 21 21 1.1.10 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.11 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.12 Further reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.13 External links . . . . . . . . ....
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...448 Field-Level Functions 449 More Complex Transformations 451 Tools to Support Data Reconciliation 451 Data Quality Tools 451 Data Conversion Tools 452 Data Cleansing Tools 452 Selecting Tools 452 The Derived Data Layer 452 Characteristics of Derived Data 452 The Star Schema 453 Fact Tables and Dimension Tables 453 Example Star Schema 454 Surrogate Key 455 Grain of Fact Table 456 Duration of the Database 456 Size of the Fact Table 457 Modeling Date and Time 458 Variations of the Star Schema 458 Multiple Fact Tables 458 Factless Fact Tables 459 Normalizing Dimension Tables 460 Multivalued Dimensions 461 Hierarchies 461 Slowly Changing Dimensions 464 The User Interface 465 Role of Metadata 466 Querying Tools 466 Online Analytical Processing (OLAP) Tools Slicing a Cube 468 Drill-Down 468 Data Mining Tools 469 Data Mining Techniques 469 Data Mining Applications 469 Data Visualization 470 467 437 xvii 430...
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