Direct-sequence spread spectrum

nombre d’équipes spécialisées ont été ainsi constituées à cet effet soit au sein de grandes structures de la Place, soit dans des sociétés entrepreneuriales dédiées. L’objectif consiste pour ces nouveaux acteurs à faire jouer une compétence de gestion directe ou de sélection de fonds tout en dotant le marché français de moyens propres autres que la simple importation de produits étrangers. * * * Les interrogations actuelles des autorités de régulation, légitimes certes, portent essentiellement sur deux

Once your team has created a single vision for the future and defined some of the indicators that demonstrate that your future world is truly unfolding, you’ve only completed part of the exercise. You must now place those indicators in logical sequence and create a timeline map for the five-year period. Don’t relax too soon. You now need to create three to four alternative, yet realistic and attainable, futures. They need to be different from your first ones, and each will have its own set of indicators

Studio One Professional. Vous pouvez y graver des CD audio à la norme Red Book en vigueur dans le secteur, créer des albums MP3 de haute qualité et des disques standard ainsi que des images DDP. Les morceaux et fichiers audio sont arrangés comme une séquence de pistes sur un axe chronologique continu (règle de temps ou "timeline"). Vous pouvez appliquer des effets individuellement aux pistes, ainsi qu'à la piste de sortie master, afin d'obtenir un projet à la sonorité homogène. Un navigateur intégré

balloonist n. (aéro.), ballonier m., aérostier m. balm n. (pharm.), baume m. balsam = balm bamboo n. (bot.), bambou m. banana jack n. (électr., instr.), fiche f. banane banana plug = banana jack band n., ~ model (phys.), schéma de bandes (d’énergie), ~ spectrum (phys.), spectre de bandes bandage n. (méd.), bandage m. bandpass filter n. (électr., méca., opt.), filtre m. passe-bande bandwidth n. (électr., méca., opt.), largeur f. de bande (spectroscopie), bande f. passante bank n. (géog.), rive f. (d’un fleuve)

balloonist n. (aéro.), ballonier m., aérostier m. balm n. (pharm.), baume m. balsam = balm bamboo n. (bot.), bambou m. banana jack n. (électr., instr.), fiche f. banane banana plug = banana jack band n., ~ model (phys.), schéma de bandes (d’énergie), ~ spectrum (phys.), spectre de bandes bandage n. (méd.), bandage m. bandpass filter n. (électr., méca., opt.), filtre m. passe-bande bandwidth n. (électr., méca., opt.), largeur f. de bande (spectroscopie), bande f. passante bank n. (géog.), rive f. (d’un fleuve)

to associate themselves with the survival of planet Earth. This idea is from the neoclassical theory, asserting that natural resources are capital because they constitute a store of indirect raw materials which can be transformed by production into direct products. The neoclassical theory does not consider nature as an unlimited reserve of natural resources; those present today are being consumed five to ten times faster than the discovery rate of new resources. Third, Green Marketing teaches an

project’s planning at the outset. Agile planning is spread more or less evenly across the duration of a project. Release planning sets the stage and is followed by a number of rounds of iteration planning, after which the entire process is repeated perhaps a handful of times on a project. So in defining agile planning we find that it: ◆ ◆ ◆ ◆ Is focused more on the planning than the plan Encourages change Results in plans that are easily changed Is spread throughout the project 10 |Chapter 1

is far more extensive than in the non-Chinese world; it implies beer, strong beer (sake), grape and other fruit juice, rice and other wheat 'wines', a large variety of distilled products, medicinal wines, etc. After a brief summary of this broad spectrum of drinks, attention is focused on the true grape-wines, the climates of their regions, the soils and the grapes. VIII Next over 30 wineries, pure Chinese or operating as joint ventures, are mentioned with their characteristics as far as these

research field is gradually building up Us own language. This work makes no daim to be either complète or final. It is a «first draft » and ail the author hopes is that its critics — no doubt numerous and justified — will try to be constructive and will direct their remarks towards clarifying the existing jargon so as to help a rapidly developing language become exact. It is necessary at timesfor someone to hâve the courage to offer for criticism, andthus improve, a work whose shortcomings will bring out

central research question and (by doing so) realise the research objective. The research starts with a literature overview, which is followed by empirical research and finally the results are described. The chapters of this research also follow this sequence. Literature overview Firm performance theories and M&As / synergy (1) Empirical research Results Integration strategies (2) Methodological plan for empirical part Operating synergy and its indicators (3) (5) Conduct and analyse interviews