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Roll puff dough into a very thin sheet about the size of a sheet pan. Blitz puff paste or rerolled trimmings may be used. Place on sheet pan and let rest 30 minutes. Dock with a fork to prevent blistering. Bake at 400 F (200 C) until brown and crisp. Trim the edges of the pastry sheet and cut with a serrated knife into equal strips 4 inches (10 cm) wide. Set the best one aside for the top layer. (If one of the strips breaks, don t be upset. It can be used as the middle layer.) Spread one rectangle with Vanilla Pastry Cream (p. 1009) or with a mixture of pastry cream and whipped cream. Top with a second sheet of pastry. Spread with another layer of pastry cream. Place a third pastry rectangle on top, attest side up. Ice top with fondant (p. 953). To decorate, pipe 4 strips of chocolate fondant lengthwise on the white fondant. Draw a spatula or the back of a knife across the top in opposite directions, 1 inch (2.5 cm) apart, as shown in Figure 34.7. Cut into strips 2 inches (5 cm) wide.

Packaging the product, targeting the audience and telling the story are all a good start, but the ongoing dialogue with investors and analysts is critical in supporting the approach. Dialogue includes nurturing relationships with capital markets: Collecting not just feedback, but constructive, strong, honest criticism Staying on top of Wall Street s ever-changing industry perceptions and hot buttons Balancing management s efforts for awareness vs. promotion Recognizing communication that distracts from the message This dialogue requires the IR professional to break down the buffer around the CEO and become a confidant to both senior management and their Street counterparts, stripping away any illusions that company executives may have about their standing on Wall Street. Access to management is essential, and very few portfolio managers or analysts are going to jeopardize that access by criticizing the CEO or CFO when they deserve it. This speaks to the classic Emperor Has No Clothes tale. CEOs and CFOs need to know what the crowd is saying, and IR should be the conduit. Additionally, IR is responsible for helping senior executives deliver bad news, keeping short-term disappointments or mistakes and their ramifications in perspective, and focusing on long-term goals. Investor relations cannot be the domain of a reactive administrator or a comfort zone for yes men or women.

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frmProducts, shown in Figure FM.3, illustrates one approach for building Access forms. It s also one of the forms used most frequently through the book. The Products form was developed with many of the Microsoft Access form control types that handle data types such as text, currency, date, yes/no, memo, and OLE pictures.

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Ingredients Chickens, about 2 lb (900 g) each Standard Breading Procedure (see note): Flour Salt White pepper Eggs Milk Dry bread crumbs

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rather than quantitative terms and seeks to alleviate the effects of poverty by improving the value that low-income people can get for their money Prahalad s reframing of impoverished populations as potential consumers with an active interest in their material betterment, rather than passive recipients of aid, completely transforms the issue of international economic development and creates a much larger role for commercial enterprise Suddenly, helping the global poor find their way to better lives is not just a matter of altruism, but a win-win opportunity for businesses, consumers, communities, governments, and NGOs Dignity, Not Dependency The shift in thinking has a subtle but profound impact on the mindset of young BOP populations Rather than stigmatizing consumerism and commerce, Prahalad s formulation enables dignity and choice, and ennobles entrepreneurism as the ultimate expression of doing well by doing good.

Large companies exhibit respect for BOP customers by making investments in products that fit their needs They also demonstrate a kind of ingenuity in terms of how they approach the market, which in turn rubs off on indigenous entrepreneurs who aspire to their success The recognition of the kinds of commercial opportunities that exist at the bottom of the pyramid has transformed the discourse around foreign aid In Dead Aid: Why Aid is Not Working and How There is a Better Way for Africa, African-born economist Dambisa Moyo challenges the prevailing mindset about the effectiveness of top-down foreign assistance for impoverished companies and suggests that better efforts at economic development can come from empowering local producers, local markets, and local entrepreneurs.

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Whether Moyo s critique is correct or not, the influence of her work indicates growing momentum behind alternative approaches to alleviating the poverty that afflicts much of the Young World, just at the moment when the rising generation is discovering new methods of expression, connection, and empowerment through ICT networks The challenge of serving the BOP market is that the consumers lack discretionary income Prahalad points to numerous examples of businesses that successfully overcome this problem by scaling their offerings to fit the budget and life conditions of BOP customers: single servings.

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