I use my mixer often enough for it to be a pain to move into the center of the counter so I can use it. The rubber on the bottom is great for allowing the mixer not to move at higher speeds but makes it so that I have to lift it from the back courner of some counter space. It lives under a cabinet that is too low to lift the head of the mixer. I'm looking for some kind of base with wheels or a sliding part that would allow me to set the mixer on it and slide it on some sort of track into the middle of the counter. Does anyone know of something like this or have any creative ideas? Any help is appreciated. Thanks!

The management of Kitchen Shop is thinking of buying a new drill press to aid in adapting parts for different machines. The press is expected to save Kitchen Shop $8,000 per year in costs. However, Kitchen Shop has an old punch machine that isn’t worth anything on the market and that will probably last indefinitely. The new press will last 12 years and will cost $41,595. (Ignore income tax effects.) Required: 1. Compute the payback period of the new machine. 2. Compute the internal rate of return. 3. Interpretive Question: What uncertainties are involved in this decision? Discuss how they might be dealt with.

How does the set work to hack meat. In which order to I have to put the parts together? I tried and it began to stink somehow and between the processed meat where silver/black colored pieces, is this normal, did I mount something wrong? Please help? what is the cross-shaped thing about??

Two Faces of J.C. penney In 2000, Dallas retailer Jcpenney (JCpenney.con) enhanced its e-retail position in time for the holiday rush by adding homegrown site features that let customers more quickly locate and pay for merchandise. With JcPenney.com, the company unveiled express checkout services that let customers zip through a purchase in as few as two clicks. It also inaugurated electronic gift certificates that can be redeemed online, plus improved order tracking to give customers more accurate delivery estimates. These features followed the earty November 2000 launch of Mercado Search, a search engine that lets shoppers prowl JcPenney's site by product category and receive results ranked according to relevance. In 2001, the company rolled out specialized sites dedicated to name-brand merchandise, making it easier for customers to find ceriain products. All these steps were designed to boost the company's online strategy. The success of JCPenney,com, in large measure, is a result of a customer service and logistics infrastructure built to support a multibillion-dollar catalog business that has been extended online. JcPenney.com broadened its appeal by launching specialiy sites to promote high margin brands, including Sony, Levi Strauss, Nike, and Kitchen Aid (appliances) The idea is to drive purchases of name-brand merchandise by providing more detailed information on those products, as well as direct links to the manufacturers. JcPenney is also conducting auctlons on its Web site. The company boasts strong integration between its Web site and its offline infrastructure that helps the site reach its aggressive sales targets. Anything purchased online can be picked up or returned at any JcPenney or Eckerd store. JCPenney has 14 customer-service centers nationwide that handle catalog and phone inquiries, and employees have been cross-trained in e-mail United Parcel Service (UPS) delivers most merchandise ordered online within 24 to 72 hours. JCPenney serves cu