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Thirty years ago, Peter Drucker taught us that there are but three things that must be managed for business survival: liquidity, productivity and tomorrow. Internet supply integration and partnering are increasing liquidity by reducing inventories that slow conversion to cash. If cyberbrokerage for print is advancing the liquidity cause in that respect (and it may be), then we must applaud. We must also learn whether the brokerage intermediary hastens or slows the collection cycle of receivables as a liquidity utility.
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