This book attempts to show, in a style acceptable to both academics and hurried planning executives, how simple analytic tools may be used to bridge the substantial gap between producing an input-output table and using one. In pursuing this goal, we eschew all discussions of complex programming models, for example, and concentrate on, above all, interpretation of the transactions table itself, on such common tools as multipliers, impact analysis, projections models, and self-sufficiency analysis, and on a few innovations such as income-per-employee indices, development simulators, and market...