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When you experience a downturn in sales, it does not mean that your customers have no money and cannot afford your product or service. However, they may be more concerned about money and therefore more careful about parting with it. They will still spend, but what they are telling you by not placing orders is that they want more value for their money. Give them added value and they will start buying again. Jon Spoelstra, former president of the New Jersey Nets, said that games between the Nets and the Los Angeles Clippers never sold out. He increased value by severely reducing the price, adding a free meal, and giving away a free basketball. We sold out every time we did this, says Spoelstra. Today s customers are fussier and more demanding than ever, which makes them a difficult bunch to satisfy. However, it s still possible, even in the Age of the Customer, to keep customers happy and run a successful business based on high customer retention through continual customer satisfaction. What s more, the secret to keeping your customers satisfied can be summed up in a single statement: To keep your customers satisfied, don t just give them their money s worth give them more than their money s worth. I certainly didn t invent this principle, and it s been stated in different ways in many different places. Jerry Hardy, publisher of TimeLife Books, made that division fabulously successful by declaring, Our policy will be to give the customer more than he has any right to expect. What this means is that the vendor who merely fulfills the contract or proposal and does what the customer asks is missing an enormous opportunity for creating a high level of customer satisfaction. The secret to

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5. Return to the Device Manager s Computer Properties windows and remove the reservation of the IRQ reserved in Step 2. 6. Click OK on each succeeding window and restart the PC when requested.

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A new four-color design is employed to enhance and clarify both text and illustratio ns. This sharply improves the pedagogical presen tation, particu larly w ith complex illustrati ons. Fo r exa mple, see Figure 2.5 o n page 29. New chapte r prev iews prov ide moti vati on for stud ying the material in the chapter. See page 758 fo r a chapter preview sampl e. Learning goals for each chapter have been updated and appear as pan of the new openers. End-of-chapter hom ework problems have been substanti all y revised and augmented. There are now ove r 1200 prob lems in the Ninth Editio n! Multiple-c hoice Fundamentals of Engineering (FE) Exa m problem s now appear at the end of each chapter. Practical applications have been added for nearly eve ry topic in the tex t. Since these are items sllldenlS will natura ll y enco unter on a reg ul ar basis, they serve 10 answer qu estio ns such as, " Wh y is this im portant " or " How am I goin g to use what I learn from thi s co urse " Fo r a typical example app li cation, see page 338. Proble m-Solvi ng Videos have bee n c reated showin g student s step-by-step how to solve selected Learn in g Assessment problems wit hin each chapter and suppleme nt al

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I n this chapter we explain how to differentiate a scalar-valued function g ( z ) with respect to a complex-valued argument, z , and its complex conjugate, z * . The argument z could be either a jcalar or a vector.

1. Select the record that you want to link to the free-standing label. 2. Click the down arrow next to Link and Label Settings on the Data View s toolbar, and choose Create Freestanding Labels. 3. Click Create Freestanding Labels on the Data View s toolbar. 4. At the Specify point for label: prompt, pick a point in your drawing. AutoCAD places the free-standing label and displays this message on the command line: 1 Record(s) linked with 1 Label(s).

I always try to do my darnedest to make the best out of whatever is happening in the market But there is a difference between the targeted average return rates you can safely assume you ll get over an extended number of years and what you manage to get in a given year When establishing goals ve years out or more, four basic ranges can be assumed A conservative return-rate range is 5 to 6 percent Moderate would be 7 to 8 percent Aggressive, in my book, would be any assumed rate of 9 to 10 percent or more Of course, to some degree these ranges shift up or down according to the particular cycle of the market we re in.

Discounting hourly or daily rates is a slippery slope. Some consultants believe that quoting a low rate initially will help sell the work and that, at a later date, they can raise their rates. Don t be so sure. Unless you ve done something truly remarkable, you ll find clients stubbornly resistant to raising rates as quickly as you d like, if ever. If clients press for lower rates because they want projects to cost less, suggest reductions in the scope of projects to bring the overall costs down.

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