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The subject of this chapter is growth by acquisition; few other business transactions receive more scrutiny in both the popular and academic presses. There are several reasons for this attention. One is the sweeping nature of the deals, which typically result in major upheaval and job losses up to the highest levels of the organizations. A second is the sheer magnitude of the deals the recently announced merger between Time-Warner and AOL, worth more than $150 billion, exceeds the annual GDP of 85% of the world s nations! Thirdly, the products involved are known to billions around the globe. Daimler-Benz, Coca Cola, and Louis Vuitton are just a few of the world-renowned brand names recently involved in merger and acquisition (M&A) transactions. Finally, the personalities and plots in M&A deals are worthy of any novelist or Hollywood scriptwriter. The 1988 acquisition of Nabisco Foods by RJR Tobacco at that time the largest deal ever, at $25 billion was the subject of a New York Times best-seller and a popular film, both called Barbarians at the Gate. Since then, there have been numerous other best-selling books and movies based on real and fictional M&A deals. In spite of this publicity and the huge amounts of money involved, it is important to remember that M&A transactions are similar to any other corporate investment, that is, they involve uncertainty and the fundamental tradeoff between risk and return. To lose sight of this simple fact or to succumb to the emotion and frenetic pace of M&A deal-making activities is a sure path to an unsuccessful result. Our goal in this chapter is to identify the potential pitfalls you may face and to create a road map for a successful corporate M&A strategy.

5

It works perfectly well. Your script waits patiently until either the button is clicked or the window is closed. It then reads out whatever you have typed into your HTML page and displays the results (see Figure 5-7).

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Practical Insight When goods or services are sold, the seller often gives the buyer some specified time to pay the invoice amount, such as 60 days, with no stated interest. This means that the seller obtains a short-term receivable and that the buyer obtains a short-term payable that meet the definition of financial instruments and are accounted for under IAS 39. Conceptually, such a receivable or payable should be measured at its present value (i.e., the present value of the invoice amount discounted using applicable current market interest rates). In that case, interest would be accrued over the term of the receivable for the difference between the initial present value and the invoice amount. As a practical accommodation, however, IAS 39 permits measuring short-term receivables and short-term payables with no stated interest at the original invoice amount if the effect of discounting is immaterial. For longer-term receivables or payables that do not pay interest or pay a below-market interest, IAS 39 does require measurement initially at the present value of the cash flows to be received or paid.

Both doers can also move to some meeting point, say, to complete this combined operation of node creation and physical object transference quicker. Involving a Third Doer. If both doers cannot move physically to meet, say, being xed in certain PW locations or are responsible for PW-bound nodes (these and other options are provided by WAVE-WP language), another, third, doer (let it be doer.3) may be requested to make the transference of physical matter between them. The control and rest of the program can be passed to (remote) doer.2 either electronically, straightforwardly, as in Figure 4.12, or within a direct electrical connection rst between doer.1 and doer.3 and then between doer.3 and doer.2, along with transference of the physical matter or object (PMO). In Figure 4.15, the electronic transmission between doer.1 and doer.2 is shown as performed after the transmission of physical matter between them via doer.3 (numbers at arrows re ect the order of operations).

20: Extending XPath Yourself A final reason for writing an extension function, rather than a named template, is that it's a lot easier to call. However, because different processors use different methods for defining extension functions, you should have a good reason for using one if you care about portability. This chapter described the methods used in implementations of the XSLT 1.1 Working Draft, MSXML, Saxon, and Xalan for defining extension functions in various languages, focusing on Java and JavaScript. You learned how to use the func:function extension from the EXSLT initiative to define functions using XSLT. With these methods in your arsenal, you can use XSLT to do just about anything.

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