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Take a rental property, for example: When a renovated property sells, renovation costs are tallied with the property s original purchase price and the sum is subtracted from the sale proceeds What s left over is the capital gain, which is taxed at 50 percent For a $150,000 home renovated at a cost of $25,000, the sum is $175,000 But if proceeds from the property s sale total $200,000, you ve realized a capital gain of $25,000 half of which you have to hand over to the government This may sound bad, but if the renovations weren t taken into account you would be paying capital gains on $50,000!

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The pressure, fear, and uncertainty involving the leveraging of rich-media content over the Internet are best exemplified by the recent rise and fall of Napster in the music space To the music industry, Napster was like a shark terrorizing the beach at a summer resort It came, it ate, and it was killed (more or less), but the sense that sequels to this familiar story are not far away offers little consolation (The dorsal fins of Audio Galaxy and Bearshare have been spotted in the distance, causing renewed consternation) The root concern is disintermediation, a term you can hopefully define for yourself as you read on Media companies mediate; at present, they bridge the gap between the creative endeavor and the public True, they make every effort to own their own content, and some succeed admirably And also true, some content creators are able to go directly to the public By virtue of owning airwaves (or pipe), cable plant, broadcast facilities, movie studios, movie theaters, printing presses, or so-called eyeballs, however, the media companies are the gatekeepers of the large majority of content for the public To be fair, the number of gatekeepers is expanding, with an increasing number of media outlets, including cable television, satellite distribution, and the Internet And gatekeeping per se is not a bad thing because we rely on the editorial sense of the gatekeepers to separate the wheat from the chaff for our continued viewing pleasure (and for their continued profit) What happens when the gatekeepers lose their gates, however The peer-topeer service of Napster began the process of disintermediation for the record companies Napster pulled down the gate Worse, the media companies themselves became unwitting accomplices in the process by spending millions to promote new acts, only to see profits eroded by the free exchange of content made desirable by virtue of the buzz they created It was like a supermarket chain spending millions on advertising a free food giveaway A nice promotion perhaps, but no way to run a business Having weathered the challenge from VTRs (analog at least), and now confronting personal digital recorders like TIVO, media companies with digital video (or digitizable video) now live in a schizophrenic world They both fear some kind of video Napster and simultaneously hope that a secure and comprehensive system will evolve for them to capitalize on the Internet for the distribution of digital video They will tread with caution because they do not want unwittingly to aid and abet the enemy (mass pirating of content) Yet they must be ready to move, rapidly if necessary, because if it has done anything, Napster has proven that successful systems can explode on the scene and disintermediate the gatekeepers When peer to peer suddenly can mean buyer to seller (a concept surely demonstrated by eBay), then new rules are written for the industry.

A variety of factors may influence your timing of a renovation: Market considerations: Property improvements could help make a property more attractive to potential tenants or purchasers Undertaking improvements at a low point in a market in anticipation of increased demand is a common strategy that can position your investment to deliver a decent return

Developing streaming alliance customers or partners is very important This case study is an example of what types of initiatives are taking place in today s marketplace

ongoing psychometric analyses for calibration, scoring, and equating with sparse data This chapter addresses some of these challenges within the context of the various systems and procedures that make up an operational CBT enterprise It emphasizes the need to recognize that a CBT enterprise is actually an integrated system of systems Accordingly, a solid architecture may need to be engineered for CBT from the ground up an architecture that is fully integrated, robust, ef cient, extensible, and change friendly in terms of emerging new technologies

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