Anticipate Customer Needs Quotes

Grief turns out to be a place none of us know until we reach it. We anticipate (we know) that someone close to us could die, but we do not look beyond the few days or weeks that immediately follow such an imagined death. We misconstrue the nature of even those few days or weeks. We might expect if the death is sudden to feel shock. We do not expect this shock to be obliterative, dislocating to both body and mind. We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe their husband is about to return and need his shoes.

Grief turns out to be a place none of us know until we reach it. We anticipate (we know) that someone close to us could die, but we do not look beyond the few days or weeks that immediately follow such an imagined death. We misconstrue the nature of even those few days or weeks. We might expect if the death is sudden to feel shock. We do not expect the shock to be obliterative, dislocating to both body and mind. We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief we imagine, the model will be "healing." A certain forward movement will prevail. The worst days will be the earliest days. We imagine that the moment to most severely test us will be the funeral, after which this hypothetical healing will take place. When we anticipate the funeral we wonder about failing to "get through it," rise to the occasion, exhibit the "strength" that invariably gets mentioned as the correct response to death. We anticipate needing to steel ourselves the for the moment: will I be able to greet people, will I be able to leave the scene, will I be able even to get dressed that day? We have no way of knowing that this will not be the issue. We have no way of knowing that the funeral itself will be anodyne, a kind of narcotic regression in which we are wrapped in the care of others and the gravity and meaning of the occasion. Nor can we know ahead of the fact (and here lies the heart of the difference between grief was we imagine it and grief as it is) the unending absence that follows, the void, the very opposite of meaning, the relentless succession of moments during which we will confront the experience of meaninglessness itself.

In fact, sometimes customers may ask for one thing without realizing that they really need another. It’s your job to anticipate their needs and provide for them.

customers aren’t looking for reps to anticipate, or “discover,” needs they already know they have, but rather to teach them about opportunities to make or save money that they didn’t even know were possible.

Sometimes being helpful means anticipating your customers’ needs before they even have to articulate them.

Grief turns out to be a place none of us know until we reach it. We anticipate (we know) that someone close to us could die, but we do not look beyond the few days or weeks that immediately follow such an imagined death. We misconstrue the nature of even those few days or weeks. We might expect if the death is sudden to feel shock. We do not expect this shock to be obliterative, dislocating to both body and mind. We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief

Second hand books had so much life in them. They'd lived, sometimes in many homes, or maybe just one. They'd been on airplanes, traveled to sunny beaches, or crowded into a backpack and taken high up a mountain where the air thinned. "Some had been held aloft tepid rose-scented baths, and thickened and warped with moisture. Others had child-like scrawls on the acknowledgement page, little fingers looking for a blank space to leave their mark. Then there were the pristine novels, ones that had been read carefully, bookmarks used, almost like their owner barely pried the pages open so loathe were they to damage their treasure. I loved them all. And I found it hard to part with them. Though years of book selling had steeled me. I had to let them go, and each time made a fervent wish they'd be read well, and often. Missy, my best friend, said I was completely cuckoo, and that I spent too much time alone in my shadowy shop, because I believed my books communicated with me. A soft sigh here, as they stretched their bindings when dawn broke, or a hum, as they anticipated a customer hovering close who might run a hand along their cover, tempting them to flutter their pages hello. Books were fussy when it came to their owners, and gave off a type of sound, an almost imperceptible whirr, when the right person was near. Most people weren't aware that books chose us, at the time when we needed them.

Grief turns out to be a place none of us know until we reach it...We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief we imagine, the model will be 'healing.' A Certain forward movement will prevail. The worst days will be the earliest days. We imagine that the moment to most severely test us will be the funeral, after which this hypothetical healing will take place. When we anticipate the funeral we wonder about failing to 'get through it,' rise to the occasion, exhibit the 'strength' that invariably gets mentioned as the correct response to death. We anticipate needing to steel ourselves for the moment: will I be able to greet people, will I be able to leave the scene, will I be able even to get dressed that day? We have no way of knowing that this will not be the issue. We have no way of knowing that the funeral itself will be anodyne, a kind of narcotic regression in which we are wrapped in the care of others and the gravity and meaning of the occasion. Nor can we know ahead of the fact the unending absence that follows, the void, the very opposite of meaning, the relentless succession of moments during which we will confront the experience of meaninglessness itself.

In the ever-shifting computer world of the late 1980s, building breathless anticipation for his Next Big Thing was crucial to attracting potential customers and investors, and Steve would need plenty of the latter, given that NeXT would take nearly five years to produce a working computer.

When Elizabeth finally descended the stairs on her way to the dining room she was two hours late. Deliberately. “Good heavens, you’re tardy, my dear!” Sir Francis said, shoving back his chair and rushing to the doorway where Elizabeth had been standing, trying to gather her courage to do what needed to be done. “Come and meet my guests,” he said, drawing her forward after a swift, disappointed look at her drab attire and severe coiffure. “We did as you suggested in your note and went ahead with supper. What kept you abovestairs so long?” “I was at prayer,” Elizabeth said, managing to look him straight in the eye. Sir Francis recovered from his surprise in time to introduce her to the three other people at the table-two men who resembled him in age and features and two women of perhaps five and thirty who were both attired in the most shockingly revealing gowns Elizabeth had ever seen. Elizabeth accepted a helping of cold meat to silence her protesting stomach while both women studied her with unhidden scorn. “That is a most unusual ensemble you’re wearing, I must say,” remarked the woman named Eloise. “Is it the custom where you come from to dress so…simply?” Elizabeth took a dainty bite of meat. “Not really. I disapprove of too much personal adornment.” She turned to Sir Francis with an innocent stare. “Gowns are expensive. I consider them a great waste of money.” Sir Francis was suddenly inclined to agree, particularly since he intended to keep her naked as much as possible. “Quite right!” he beamed, eyeing the other ladies with pointed disapproval. “No sense in spending all that money on gowns. No point in spending money at all.” “My sentiments exactly,” Elizabeth said, nodding. “I prefer to give every shilling I can find to charity instead.” “Give it away?” he said in a muted roar, half rising out of his chair. Then he forced himself to sit back down and reconsider the wisdom of wedding her. She was lovely-her face more mature then he remembered it, but not even the black veil and scraped-back hair could detract from the beauty of her emerald-green eyes with their long, sooty lashes. Her eyes had dark circles beneath them-shadows he didn’t recall seeing there earlier in the day. He put the shadows down to her far-too-serious nature. Her dowry was creditable, and her body beneath that shapeless black gown…he wished he could see her shape. Perhaps it, too, had changed, and not for the better, in the past few years. “I had hoped, my dear,” Sir Francis said, covering her hand with his and squeezing it affectionately, “that you might wear something else down to supper, as I suggested you should.” Elizabeth gave him an innocent stare. “This is all I brought.” “All you brought?” he uttered. “B-But I definitely saw my footmen carrying several trunks upstairs.” “They belong to my aunt-only one of them is mine,” she fabricated hastily, already anticipating his next question and thinking madly for some satisfactory answer. “Really?” He continued to eye her gown with great dissatisfaction, and then he asked exactly the question she’d expected: “What, may I ask, does your one truck contain if not gowns?” Inspiration struck, and Elizabeth smiled radiantly. “Something of great value. Priceless value,” she confided. All faces at the table watched her with alert fascination-particularly the greedy Sir Francis. “Well, don’t keep us in suspense, love. What’s in it?” “The mortal remains of Saint Jacob.

We anticipate (we know) that someone close to us could die, but we do not look beyond the few days or weeks that immediately follow such an imagined death. We misconstrue the nature of even those few days or weeks. We might expect if the death is sudden to feel shock. We do not expect this shock to be obliterative, dislocating to both body and mind. We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes.

Grief turns out to be a place none of us know until we reach it. We anticipate (we know) that someone close to us could die, but we do not look beyond the few days or weeks that immediately follow such an imagined death. We misconstrue the nature of even those few days or weeks. We might expect if the death is sudden to feel shock. We do not expect this shock to be obliterative, dislocating to both body and mind. We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief we imagine, the model will be “healing.” A certain forward movement will prevail. The worst days will be the earliest days. We imagine that the moment to most severely test us will be the funeral, after which this hypothetical healing will take place. When we anticipate the funeral we wonder about failing to “get through it,” rise to the occasion, exhibit the “strength” that invariably gets mentioned as the correct response to death. We anticipate needing to steel ourselves for the moment: will I be able to greet people, will I be able to leave the scene, will I be able even to get dressed that day? We have no way of knowing that this will not be the issue. We have no way of knowing that the funeral itself will be anodyne, a kind of narcotic regression in which we are wrapped in the care of others and the gravity and meaning of the occasion. Nor can we know ahead of the fact (and here lies the heart of the difference between grief as we imagine it and grief as it is) the unending absence that follows, the void, the very opposite of meaning, the relentless succession of moments during which we will confront the experience of meaninglessness itself.           A

At the same time, surveillance will change the very nature of insurance. Insurance is an industry, traditionally, that draws on the majority of the community to respond to the needs of an unfortunate minority. In the villages we lived in centuries ago, families, religious groups, and neighbors helped look after each other when fire, accident, or illness struck. In the market economy, we outsource this care to insurance companies, which keep a portion of the money for themselves and call it profit. As insurance companies learn more about us, they’ll be able to pinpoint those who appear to be the riskiest customers and then either drive their rates to the stratosphere or, where legal, deny them coverage. This is a far cry from insurance’s original purpose, which is to help society balance its risk. In a targeted world, we no longer pay the average. Instead, we’re saddled with anticipated costs. Instead of smoothing out life’s bumps, insurance companies will demand payment for those bumps in advance. This undermines the point of insurance, and the hits will fall especially hard on those who can least afford them.

Yes, monsieur, I believe so; for until now, no man has found himself in a position similar to mine. The dominions of kings are limited either by mountains or rivers, or a change of manners, or an alteration of language. My kingdom is bounded only by the world, for I am not an Italian, or a Frenchman, or a Hindu, or an American, or a Spaniard—I am a cosmopolite. No country can say it saw my birth. God alone knows what country will see me die. I adopt all customs, speak all languages. You believe me to be a Frenchman, for I speak French with the same facility and purity as yourself. Well, Ali, my Nubian, believes me to be an Arab; Bertuccio, my steward, takes me for a Roman; Haydée, my slave, thinks me a Greek. You may, therefore, comprehend, that being of no country, asking no protection from any government, acknowledging no man as my brother, not one of the scruples that arrest the powerful, or the obstacles which paralyze the weak, paralyzes or arrests me. I have only two adversaries—I will not say two conquerors, for with perseverance I subdue even them,—they are time and distance. There is a third, and the most terrible—that is my condition as a mortal being. This alone can stop me in my onward career, before I have attained the goal at which I aim, for all the rest I have reduced to mathematical terms. What men call the chances of fate—namely, ruin, change, circumstances—I have fully anticipated, and if any of these should overtake me, yet it will not overwhelm me. Unless I die, I shall always be what I am, and therefore it is that I utter the things you have never heard, even from the mouths of kings—for kings have need, and other persons have fear of you. For who is there who does not say to himself, in a society as incongruously organized as ours, 'Perhaps some day I shall have to do with the king's attorney'?

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

Great brands solve problems for their customers in profound ways because they understand the pain points and anticipate needs based on that understanding.

You don’t tip before I’ve delivered the service, mate.” I may be a prostitute but I don’t accept payment when I haven’t worked for it. I’ll be vulnerable to peculiar demands later on. “I want you to have it.” Ali shifts his feet uncomfortably. He gazes at me for a long moment, seemingly debating what to say. “I...I want us to have sex as though we’re making love.” Making love? Jaysus. I scratch my head. I am at a loss why the words scare me. It’s not like I don’t understand what it’s about, theoretically. “Okay. You mean more kisses and shit?” Ali laughs. “And shit.” His face lights up and he looks about ten years younger. “Like cuddles.” Cuddles. Hugs. Kisses. Luxuries for other people. Sex has been only sex to me in the last few years. I guess grown-ups sometimes need some tender loving care. Fuck knows why Ali wants that from me, but if it’s what he fancies, it’s not the weirdest request I’ve ever heard. “’Course. The customer is always right.” A frown appears briefly on his handsome face. I take his hand and lead him into the bedroom. We are still standing when I start kissing him, slowly at first as if I need to taste his lips and savour them. All the while, I try to think of him as someone I want. Strangely, it turns me on more than I care to admit. As I undress him, each small button of his shirt I undo brings expectation that thrills me. His strong hands seem too big for the same task, but they are delicate at the same time with the act of revealing my body. Soon, we are both topless and breathing heavily with anticipation. Even with my boyfriends, I have always been a fuck first, think later kind of guy, so this is brand new

To make an emotional connection with any customer, it follows that you should segment the market in a way that is needs-based, and connect with prospects at the moments when those needs are greatest. The best way to address fast food customers would be on the basis of needs-based usage occasions: “the don’t-have-to-think-about-it quick bite when on the go,” “socializing with friends and family” or “craving a particular menu item.” Those were the segments that helped shape our strategies, not the usual demographic segments broken down by age and income. Age and income cannot help you fully anticipate and satisfy emotional needs. Needs-states can. (See Chapter Four to learn how to identify customer needs-states.)

The world can be optimistic and anticipate the launch of newer shapes of aircraft in the future, with better capacity and integrated techniques meeting customer needs through enhanced inflight services. Overall increased flexibility, cybersecurity, and growth in budgeted airlines to encourage air travel, upgraded predictive technology, and the allied are some of the things that can be expected a decade from now. Withal the future of airports would be much reflected in the expansive use of AI (Artificial Intelligence) and the decade ahead would be brighter with enhanced and swift connectivity on one hand and upgraded facilities at airports and within aircraft on the other.

Written sales call objective. Needs-analysis questions to ask. Something to show. Anticipated customer concerns and objections. Points of difference vis-à-vis competitors. Meaningful benefits to customers. Dollarization approach; investment return analysis. Strategies to handle objections and eliminate customer concerns. Closing strategies.

We must validate our ideas on real users and customers. One of the most common traps in product is to believe that we can anticipate our customer's actual response to our products. We might be basing that on actual customer research or on our own experiences, but in any case, we know today that we must validate our actual ideas on real users and customers. We need to do this before we spend the time and expense to build an actual product, and not after.

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How can you anticipate and meet their needs so that they start to see you as a trusted source of information they need, and not as someone who just wants to sell them stuff?

The British public first fell in love with Jamie Oliver’s authentic, down-to-earth personality in the late ‘90s when he was featured in a documentary on the River Café. Jamie became a household name because of his energetic and infectious way of inspiring people to believe that anyone can cook and eat well. In his TV shows and cookery books and on his website, he made the concept of cooking good food practical and accessible to anyone. When Jamie Oliver opened a new restaurant in Perth, it naturally caused a bit of a buzz. High-profile personalities and big brands create an air of expectation. Brands like Jamie Oliver are talked about not just because of their fame and instant recognition, but because they have meaning attached to them. And people associate Jamie with simplicity, inclusiveness, energy, and creativity. If you’re one of the first people to have the experience of eating at the new Jamie’s Italian, then you’ve instantly got a story that you can share with your friends. The stories we tell to others (and to ourselves) are the reason that people were prepared to queue halfway down the street when Jamie’s Italian opened the doors to its Perth restaurant in March of 2013. As with pre-iPhone launch lines at the Apple store, the reaction of customers frames the scarcity of the experience. When you know there’s a three-month wait for a dinner booking (there is, although 50% of the restaurant is reserved for walk-ins), it feels like a win to be one of the few to have a booking. The reaction of other people makes the story better in the eyes of prospective diners. The hype and the scarcity just heighten the anticipation of the experience. People don’t go just for the food; they go for the story they can tell. Jamie told the UK press that 30,000 napkins are stolen from branches of his restaurant every month. Customers were also stealing expensive toilet flush handles until Jamie had them welded on. The loss of the linen and toilet fittings might impact Jamie’s profits, but it also helps to create the myth of the brand. QUESTIONS FOR YOU How would you like customers to react to your brand?

The problem with traditional approaches to abstraction and encapsulation is that they aim at complete information hiding. This characteristic anticipates being able to eliminate programming from parts of the software development process, those parts contained within module boundaries. As we've seen, though, the need to program is never eliminated because customization, modification, and maintenance are always required-that is, piecemeal growth.

13 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. 12. Use Gracious Words. "Thank you, thank you very much.

12 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. Use Gracious Words. "Thank you, thank you very much.

Disruptive technologies are dismissed as toys because when they are first launched they “undershoot” user needs. The first telephone could only carry voices a mile or two. The leading telco of the time, Western Union, passed on acquiring the phone because they didn’t see how it could possibly be useful to businesses and railroads—their primary customers. What they failed to anticipate was how rapidly telephone technology and infrastructure would improve (technology adoption is usually non-linear due to so-called complementary network effects). The same was true of how mainframe companies viewed the PC (microcomputer), and how modern telecom companies viewed Skype.

Love! How many legends were organized for it? It was said that it is the most mysterious human feeling that pushes us to do things we are not ready for and heedless of us. Despite the reality, and the difficulties, we do the impossible, and in the name of love, we do miracles. Just legends but the truth is that history did not mention that any miracle has happened thanks to love. Myths, of which there is no use but our consolation, and the justification of our blind rush behind unjustified, incomprehensible feelings, to do what we were not ready to do, and then we pay the price with a reassuring conscience, and with a comfortable mind, in the name of love. If we analyze these feelings, love, anger, hate, tranquility, fear, we will find that they are another face of pain, just chemical reactions inside our bodies, and hormones controlled by our mind, it decides when to kindle the fire of love in us, and when to make hate blind us. If you know how to motivate the mind to produce the hormone needed to produce the desired emotions, then you do not have to talk about anything anymore. It is all your emotions, which are yours. This inevitably makes human feelings subject to causation in the universe, unless our feelings are from another world, not causal. Therefore, the most magical words remain, those that come out of the mouth of a lover describing his love for his lover, “I love you without reason.” This is the impossibility desired, and in the subconscious, these words have charm and glamour, and the tongue of the lover says, “My love for you is not from this causal world, neither the color of your hair, nor your eyes, nor your body, nor your sweet voice, nor your way of speaking, nor anything that you possess is a reason why I love you, because my love for you is not causal, does not belong to this world.” A lie loved by the mind of the lovers, a legend among the millions which says, that nothing in this world can anticipate the feelings and moods of human beings before they occur, and more precisely, the private feelings and fluctuations, of an individual, to be precise, and not just of a large group of people, the more we try to customize it, the more difficult it becomes. And where the indicators of the collective mind, the demagogue, can give us an idea of the general direction and the future fluctuations of a society or group of people, not because of a weakness in the lines of defense of feelings, but rather because we know that the mob, the collective mind, and the herd, will force many to follow it, even if it violates what they feel, what they want at their core. The mind is designed for survival, and you know that survival’s chances are stronger with the stronger group, the more number, it will secrete all the necessary hormones, to force you to follow the herd. However, the feelings assigned to a particular person remain an impossible task, so many people are able to deceive each other by showing signs of expected trends and fluctuations that contradict the reality of what they feel. Humans and scientists have treated it as something unpredictable, coming from another world, a curse on science, as if it were a whiff of a magical spell cast on us from the immemorial. But in fact, emotions are causal, and every cause has a causative. Like everything else in this world, the laws of chaos and randomness apply to them. They can be accurately predicted, formulated into mathematical equations, and even manipulated. All it takes is to have something that contains all the cosmic events, a number we did not imagine, starting with the flutter of a butterfly, a breath of air, temperatures across the universe, a word a man says to his son, a donkey’s kick, a rabbit’s jump, and ending with the movement of stars and planets, and cosmic explosions, and beyond, and able to deal with them, and with the hierarchical possibilities of their occurrence.

Underlying omotenashi is having an idea of what the customer wants without asking, so that their needs can be anticipated.

We’re talking about sales as the front line, so it’s the person who can approach the client with the ability to listen and react in a very helpful way, and eventually anticipate those needs, that is valued above someone who already has the IT expertise but is without the necessary people skills. Again, there are other departments better suited to the tech-minded person with an inward personality. We need sharp, reactive, social types on the floor making the sales and retaining customers. We need intermediary-type personalities weighted toward the technical on the Genius Bar for repairs and tweaks. The customers need the best people for each kind of job, and we see to that. But customer service is everything here. Without it,” he smiled, “we would not be Apple.

Here’s another fascinating example of Amazon enabling and anticipating customer needs despite traditional views of competition. As this book was going to press, Amazon announced on September 24, 2019 that it was joining 30 different companies in the “Voice Interoperability Initiative” to ensure as many devices as possible will work with digital assistants from different companies. Amazon is pulling together with its competitors to create an industry standard for voice assistant software and hardware. Notably, Google, Apple, and Samsung are so far sitting out the initiative. “As much as people would like the headline that there’s going to be one voice assistant that rules them all, we don’t agree,” says Amazon’s SVP of devices and services Dave Limp in The Verge. “This isn’t a sporting event. There’s not going to be one winner.” “The