This is an excellent adventure book that takes a Conan like hero and plots him against all sorts of evil (and good), including some Cthulhu creations as well.
Originally Ghor was an unfinished story by Conan creator Robert Howard. Upon finding this unfinished story, a magazine decided to finish it. What they did was have a different chapter every month written by a different top fantasy writer. It made the reading interesting.
While most of the chapters were great. Some were excellent. Unfortunately there were a couple chapters that I just wanted to get through to reach the next writers' chapter. Overall a really good read.
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The book also covers, in a very understandable way, some introductory material on Lie groups and Lie algebras.
I would have given 5 stars but for the large number of typos. Still, I would highly recommend this book for anyone interested in the use of spinors in physics.
The contents are:
I Spinors in Three-Dimensional Space 1. Two-Component Spinor Geometry 2. Spinors and SU(2) Group Representations 3. Spinor Representation of SO(3) 4. Pauli Spinors
II Spinors in Four-Dimensional Space 5. The Lorentz Group 6. Representations of the Lorentz Group 7. Dirac Spinors 8. Clifford and Lie Algebras
Appendix: Groups and Their Representations
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The authors' calculation of value does not include the indirect results of the customer's patronage. Will their buying habits influence others, such as their children, to remain loyal to the brand? Will their recommendations influence others to buy? This whole chain of reasoning appears absent from the text -- a puzzling omission since the importance of referrals as a positive influence in affecting sales has been known for eons.
Similarly, the authors are strangely absent with regards to providng value and quality across all products and services, not just those offering the most attractive "customer value". It should be remembered that today's carpenter, may be tomorrow's subcontractor and then may be a future home builder. By selecting and focusing only on select groups, the company's performance may be viewed by such a customer as inconsistent or spotty. Indeed, such a customer may very well ask themselves, "Will I be in the next group slighted because I'm viewed as 'low value'?" (NOTE: This is not to say that differing services can be provided to different types, levels or classes of customers. On the contrary, to fail to offer this would be foolish. Companies can, however, offer customers the *choice*, and not pre-ordain their fates, esp. when such a fate is dictated by such an abstraction.)
Relying on a highy volatile measure such as "customer value" is inherently very, very risky and one wonders if the recurrent churning of those calculations would, in fact, yield meaningful results in a fast-paced business environment.
After reading this book, you will know what is the customer relationship model, that is the value compass and foundation of customer connection strategy.
I do agree that the author did present the book in an academic way which is quite bored. For the value compass, it is a complicated model and it is not easy to be understood. However, I remember that the author did distinguish the difference among the product manager, process manager and the network manager, this part is quite good and clear.
Also the author did explain the customer equity by using the equation, it¡¦s quite good and impressed.
Generally, I think you can learn something from this book, for example, we know that we need to create long term relationship with our customers and the critical success factor for running a business is to create value to the customers but not to reduce cost for the business.
I think that it is important for the company to understand that ¡§reduce cost¡¨ is not the most important element to achieve success. Instead, company should put effort on creating value in order to achieve goal. And we have already known that the cost of retaining customer is much lower than the cost of acquiring new customers. So, why look for new customers, when you can improve the ones you¡¦ve already got?
Customer satisfaction is one of the elements of retaining customers. And customer satisfaction can be done by ¡§creating value¡¨. This book introduced you with ¡§The Value Compass¡¨ which provided you a great tool to create value and thus build up long-term customer relationship.
With the help of ¡§The Value Compass¡¨, company can position itself among different dimensions of relationship value. After know ¡§where you are¡¨, company should decide ¡§where are you going to be¡¨, according to ¡§The Value Compass¡¨. Then the company can achieve the target position by prepare customer connection strategy, which has discussed by this book.
So, if you are in the management level of your company, if you want your company to create value to the customers in order to build long-term customers relationship, you may read this book to achieve your goal more efficiently and effectively.
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Still, at just 48 pages, this book seems very expensive at its retail price of $18.95. Plus I had some serious issues with the text. The writing style is in a fairly sterile, just-the-facts format that actually makes the event seem rather dull. Worse are the many mistakes I found in the text. Here is a list of the major errors I caught:
On page 12 the author states "Even if three of the sixteen watertight compartments became filled with water, the ship would still stay afloat". Actually the ship could stay afloat if any two compartments were flooded, or if any three of just the first five compartments.
Also on this page is Captain Smith's famous quote "I cannot conceive of any vital disaster happening to this vessel. Modern shipbuilding has gone beyond that". The author insinuates that Smith is talking about Titanic, but the captain gave this quote years earlier about an entirely different ship.
On page 23, there is the statement "The ship's general alarm was never sounded. The alarm might have caused a panic among the passengers.....". Titanic did not have an alarm, general or otherwise, to sound.
On page 25 the text has Second Officer Lightoller in charge of the starboard lifeboats and First Officer Murdoch in charge of the port boats. Actually, the reverse is correct, Lightoller on the port side, Murdoch on the starboard.
On page 32 there is the statement "Boilers within the ship exploded, killing crewmen and passengers who were still below". There is no solid evidence that any boilers exploded and a great deal of proof they did not.
Then on page 33, "The Carpathia shot flares into the sky to alert other ships that the survivors had been found". Wrong again. Carpathia did fire off flares, but she did so to alert the Titanic's passengers and crew that help was rushing to their aid.
Again on page 33, "Many of the lifeboats were close to sinking by the time the Carpathia got to them". There was an overturned collapsible men were standing on that was in serious trouble, and one of the other lifeboats was so overcrowded that it was wallowing dangerously; does that qualify as many?
Page 35 " The White Star Line hired a ship from Nova Scotia to search for bodies....". In reality, four ships were sent out for this purpose, not just one.
Finally on page 37 is this, "During the hours after the collision, the Californian was the only ship that passed near the Titanic". In fact the Californian was stopped for the night. You can argue (any many do!) whether Californian was close enough to help or not, but stating that the ship 'passed' the Titanic is not only wrong, its misleading.
Because of the uninspired style of the writing, and the many errors in the text, I cannot recommend this book to any but the most avid completist collectors. Especially at that high retail price.
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