Aws Customer Quotes

CUSTOMER: Hi, I just wanted to ask: did Anne Frank ever write a sequel? BOOKSELLER: ........ CUSTOMER: I really enjoyed her first book. BOOKSELLER: Her diary? CUSTOMER: Yes, the diary. BOOKSELLER: Her diary wasn’t fictional. CUSTOMER: Really? BOOKSELLER: Yes... She really dies at the end – that’s why the diary finishes. She was taken to a concentration camp. CUSTOMER: Oh... that’s terrible. BOOKSELLER: Yes, it was awful - CUSTOMER: I mean, it’s such a shame, you know? She was such a good writer.

Most big technology companies are competitor focused. They see what others are doing, and then work to fast follow. In contrast, 90 to 95 percent of what we build in AWS is driven by what customers tell us they want.

Why do you need that thing?" September asked. "None of the airports back home have them." "They do. You just can't see them right," Betsy Basilstalk said with a grin. "All customs agents have them, otherwise, why would people agree to stand in line and be peered at and inspected? We all live inside the terrible engine of authority, and it grinds and shrieks and burns so that no one will say, lines on maps are silly. Where you live, the awful machinery is smaller, harder to see. Less honest, that's all. Whereas Rupert here? He's as honest as they come. Does what it says on the box.

I think that it’s extraordinarily important that we in computer science keep fun in computing. When it started out it was an awful lot of fun. Of course the paying customers got shafted every now and then and after a while we began to take their complaints seriously. We began to feel as if we really were responsible for the successful error-free perfect use of these machines. I don’t think we are. I think we’re responsible for stretching them setting them off in new directions and keeping fun in the house. I hope the field of computer science never loses its sense of fun. Above all I hope we don’t become missionaries. Don’t feel as if you’re Bible sales-men. The world has too many of those already. What you know about computing other people will learn. Don’t feel as if the key to successful computing is only in your hands. What’s in your hands I think and hope is intelligence: the ability to see the machine as more than when you were first led up to it that you can make it more.

The thick baffling blades of false world customs rip off my views and ideas,like breaking every string of my aesthetic thoughts in disdain and jealousy;pain pain enough your tigrine roars before I die.

Do you think it's a good idea?" Awful question! Here’s the thing: only the market can tell if your idea is good. Everything else is just opinion. Unless you’re talking to a deep industry expert, this is self-indulgent noise with a high risk of false positives.

The “olden times” are only such in reference to us. The past is rendered strange, mysterious, visionary, awful from this great gap in time that parts us from it, and the long perspective of waning years. Things gone by and almost forgotten, look dim and dull, uncouth and quaint, from our ignorance of them, and the mutability of customs. But in their day—they were fresh, unimpaired, in full vigour, familiar and glossy.

AWS is customer obsessed, inventive and experimental, long-term oriented, and cares deeply about operational excellence.

I had no particular problem about getting divorced. For all intents and purposes we already were divorced. And I had no emotional hang up about signing and sealing the official documents. If that's what she wanted, fine. It was a legal formality, nothing more. But when it came to why, and how, things had turned out this way, the sequence of events was beyond me. I understood, of course, that over time, and as circumstances changed, a couple could grow closer, or move apart. Changes in a person's feelings aren't regulated by custom, logic, or the law. They're fluid, unstable, free to spread their wings and fly away. Like migratory birds have no concept of borders between countries. But these were all just generalizations, and I couldn't easily grasp the individual case here-that this woman, Yuzu, refused to love this man, me, and chose instead to be loved by someone else. It felt terribly absurd, a horribly ugly way to be treated. There wasn't any anger involved (I think). I mean, what was I supposed to be angry with? What I was feeling was a fundamental numbness. The numbness your heart automatically activates to lessen the awful pain when you want some-body desperately and they reject you. A kind of emotional morphine.

I think that it's extraordinarily important that we in computer science keep fun in computing. When it started out, it was an awful lot of fun. Of course, the paying customers got shafted every now and then, and after a while we began to take their complaints seriously. We began to feel as if we really were responsible for the successful, error-free perfect use of these machines. I don't think we are. I think we're responsible for stretching them, setting them off in new directions, and keeping fun in the house. I hope the field of computer science never loses its sense of fun. Above all, I hope we don't become missionaries. Don't feel as if you're Bible salesmen. The world has too many of those already. What you know about computing other people will learn. Don't feel as if the key to successful computing is only in your hands. What's in your hands, I think and hope, is intelligence: the ability to see the machine as more than when you were first led up to it, that you can make it more.

gonna need this if you go out on the next set of rounds.” “Apart from the weather, how is it out there?” said Bob. “What kind of activity is taking place around town?” “Awful quiet,” replied Fred, shrugging out of his own bulky slicker and carrying it over to hang it on a peg next to where Bob had hung his earlier. “The storm’s got everybody sort of hunkered in close and tight. Only a handful of customers in Bullock’s, nothing like it usually would be. Little livelier up in New Town. You know how those miners are hell-bent on having their fun, no matter what, when they get down out of the hills. But even there, in the saloons and gambling dens, it’s a little slower than normal. And all those tents up and down Gold Avenue? Boy, are they flapping and shivering and shuddering in this wind. Wouldn’t be surprised if some of them don’t tear loose and end up over in Nebraska somewhere before

The most important of all perceptions is the continual perception of cause and effect—in other words, the perception of the continuous development of the universe—in still other words, the perception of the course of evolution. When one has thoroughly got imbued into one's head the leading truth that nothing happens without a cause, one grows not only large-minded, but large-hearted. It is hard to have one's watch stolen, but one reflects that the thief of the watch became a thief from causes of heredity and environment which are as interesting as they are scientifically comprehensible; and one buys another watch, if not with joy, at any rate with a philosophy that makes bitterness impossible. One loses, in the study of cause and effect, that absurd air which so many people have of being always shocked and pained by the curiousness of life. Such people live amid human nature as if human nature were a foreign country full of awful foreign customs. But, having reached maturity, one ought surely to be ashamed of being a stranger in a strange land!

The trader was not shocked nor amazed; because, as we said before, he was used to a great many things that you are not used to. Even the awful presence of Death struck no solemn chill upon him. He had seen Death many times,—met him in the way of trade, and got acquainted with him,—and he only thought of him as a hard customer, that embarrassed his property operations very unfairly; and so he only swore that the gal was a baggage, and that he was devilish unlucky, and that, if things went on in this way, he should not make a cent on the trip.

I had the grace to say that he flattered me but let it lie when he answered that I was too modest—even though I’m not handsome now and wasn’t then and modesty has never been one of my vices. “But Noisy thought all the girls were beautiful, too—and in one case this may have been true and certainly several of them were pretty. “But he asked me what had become of Olga and added, ‘Golly, what a little beauty she was!’ “Kinfolk, Olga wasn’t even homely, she was ugly. Face like a mud pie, figure like a gunnysack—only on an outpost like Mars could she get by. What she did have was a warm and gentle voice and a sweet personality—which was enough, as a customer might pick her through Hobson’s choice on a busy night, but once he had done so, he picked her some later time on purpose. Mean to say, dears, beauty will lure a man into bed, but it won’t bring him back a second time, unless he’s awfully young or very stupid.

It seemed to me that Rita’s current despair about Myron was tied to an old despair, and that was why it was hard for her to enjoy any of the ways her life had expanded. She was used to viewing the world from a place of deficit, and as a result, joy felt foreign to her. If you’re used to feeling abandoned, if you already know what it’s like for people to disappoint or reject you—well, it may not feel good, but at least there are no surprises; you know the customs in your own homeland. Once you step into foreign territory, though—if you spend time with reliable people who find you appealing and interesting—you might feel anxious and disoriented. All of a sudden, nothing’s familiar. You have no landmarks, nothing to go by, and all of the predictability of the world you’re used to is gone. The place you came from may not be great—it might, in fact, be pretty awful—but you knew exactly what you’d get there (disappointment, chaos, isolation, criticism).

Ring-ring. Ring-ring. Ring-ring. “Hello, yes? Yes, that’s right. Yes. You’ll ’ave to speak up, there’s an awful lot of noise in ’ere. What? “No, I only do the bar in the evenings. It’s Yvonne who does lunch, and Jim he’s the landlord. No, I wasn’t on. What? “You’ll have to speak up. “What? No, don’t know nothing about no raffle. What? “No, don’t know nothing about it. ’Old on, I’ll call Jim.” The barmaid put her hand over the receiver and called over the noisy bar. “ ’Ere, Jim, bloke on the phone says something about he’s won a raffle. He keeps on saying it’s ticket 37 and he’s won.” “No, there was a guy in the pub here won,” shouted back the barman. “He says ’ave we got the ticket.” “Well, how can he think he’s won if he hasn’t even got a ticket?” “Jim says ’ow can you think you’ve won if you ’aven’t even got the ticket. What?” She put her hand over the receiver again. “Jim, ’e keeps effing at me. Says there’s a number on the ticket.” “ ’Course there was a number on the ticket, it was a bloody raffle ticket, wasn’t it?” “ ’E says ’e means it’s a telephone number on the ticket.” “Put the phone down and serve the bloody customers, will you?

And it occurred to me then that you would not escape, that there were awful men who’d laid plans for you, and I could not stop them. Prince Jones was the superlative of all my fears.And if he, good Christian, scion of a striving class, patron saint of the twice as good, could be forever bound, who then could not? And the plunder was not just of Prince alone. Think of all the love poured into him. Think of the tuitions for Montessori and music lessons. Think of the gasoline expended, the treads worn carting him to football games, basketball tournaments, and Little League. Think of the time spent regulating sleepovers. Think of the surprise birthday parties, the daycare, and the reference checks on babysitters. Think of World Book and Childcraft. Think of checks written for family photos. Think of credit cards charged for vacations. Think of soccer balls, science kits, chemistry sets, racetracks, and model trains. Think of all the embraces, all the private jokes, customs, greetings, names, dreams, all the shared knowledge and capacity of a black family injected into that vessel of flesh and bone. And think of how that vessel was taken, shattered on the concrete, and all its holy contents, all that had gone into him, sent flowing back to the earth.

Manton told me I was one of the first to have it.” “One of the first,” Jackson emphasized. “It appears Lady Celia was the first.” She shot him a warning look. He ignored it. “What Mr. Pinter meant to say,” she said smoothly, “was that Mr. Manton probably tells all his customers that.” “That is not what I meant to say, my lady,” Jackson retorted, unreasonably annoyed. “I said what I meant, and I’d thank you not to put words in my mouth.” “I’d thank you not to provoke m-“ She caught herself, casting a furtive glance at her listening suitors. “Forgive me, sir. I wasn’t trying to ‘put words in your mouth.’” “Of course you were.” He was more than willing to draw her fire if it drove her into showing her real self. “That’s why you spoke as if you could read my thoughts. Which we both know you can’t.” If she could, she’d know that right now he wanted nothing more than to drag her away from these curst gentlemen and kiss every inch of her. “I say, Pinter,” Gabe put in, “you’re awfully argumentative today.” “The word you’re looking for is ‘prickly,’” Celia said, a militant glint in her eye. “Mr. Pinter doesn’t like having a mere woman speaking for him.” That sparked his temper. “I don’t like having anyone , man or woman, speaking for me. I daresay you feel much the same.” She colored but didn’t turn away, her eyes flashing at him.

#1. No Escape and feature keys Today’s Apple Event confirmed many of the rumors surrounding the lengthy-awaited refresh of the Macbook Pro line. The Escape and Function keys at the laptops had been deserted in choose of a hint bar that changed relying at the software that is getting used. The last the Macbook Pro got a chief update was a shocking 4 years in the past and many guides are celebrating the brand new design. However, the lack of bodily Escape and Function keys is a disaster for one major set of Apple’s customers — Developers. Let’s test numbers: There are ~ 19 million developers inside the global. And Apple has managed to promote ~19 million Macs over the past four quarters. What a twist of fate! Yes, builders are drawn toward Apple products mainly for software program reasons: the Unix-like running gadget and the proprietary development atmosphere. But builders want to have a useful keyboard to make use of that software and now they don’t. Why Tim Cook, why? This isn’t to say that the contact bar is an inherently awful concept. You should locate it on pinnacle of the Esc and feature keys as opposed to doing away with them completely! Something like this: #2 Power. Almost no improvement for RAM and a processor The 2016 MacBook Pro ships with RAM and processor specifications that are nearly equal to the 2010 model. Deja vu? RAM: At least it appears like that, because the MacBook Pro has had alternatives of as much as 16 GB of RAM in view that 2010. The best difference now's that you pay for the update. Processors: The MacBook Pro had options with 2.4 gigahertz twin-middle processors again in 2010. Anything new in 2016? Not absolutely, well… nope.

You can use user data scripts and cloud-init directives or AWS OpsWorks lifecycle events to automatically set up new EC2 instances.[6] You can use simple scripts, configuration management tools like Chef or Puppet. AWS OpsWorks natively supports Chef recipes or Bash/PowerShell scripts. In addition, through custom scripts and the AWS APIs, or through the use of AWS CloudFormation support for AWS Lambda-backed custom resources

Correlation is enough,” 2 then-Wired editor in chief Chris Anderson famously declared in 2008. We can, he implied, solve innovation problems by the sheer brute force of the data deluge. Ever since Michael Lewis chronicled the Oakland A’s unlikely success in Moneyball (who knew on-base percentage was a better indicator of offensive success than batting averages?), organizations have been trying to find the Moneyball equivalent of customer data that will lead to innovation success. Yet few have. Innovation processes in many companies are structured and disciplined, and the talent applying them is highly skilled. There are careful stage-gates, rapid iterations, and checks and balances built into most organizations’ innovation processes. Risks are carefully calculated and mitigated. Principles like six-sigma have pervaded innovation process design so we now have precise measurements and strict requirements for new products to meet at each stage of their development. From the outside, it looks like companies have mastered an awfully precise, scientific process. But for most of them, innovation is still painfully hit or miss. And worst of all, all this activity gives the illusion of progress, without actually causing it. Companies are spending exponentially more to achieve only modest incremental innovations while completely missing the mark on the breakthrough innovations critical to long-term, sustainable growth. As Yogi Berra famously observed: “We’re lost, but we’re making good time!” What’s gone so wrong? Here is the fundamental problem: the masses and masses of data that companies accumulate are not organized in a way that enables them to reliably predict which ideas will succeed. Instead the data is along the lines of “this customer looks like that one,” “this product has similar performance attributes as that one,” and “these people behaved the same way in the past,” or “68 percent of customers say they prefer version A over version B.” None of that data, however, actually tells you why customers make the choices that they do.

The equivalent to AWS on the hardware side is China. Hardware start-ups are able to manage infrastructure limitations and scale much more quickly by tapping into Chinese manufacturing capabilities, either directly or by working with companies like the custom manufacturing design firm PCH. The smart thermostat maker Nest, for example, had only 130 employees when it was acquired by Google for $ 3 billion, largely because it had outsourced all of its manufacturing to China. In contrast, Tesla Motors has seen its growth held back by infrastructure limitations. Due to the complexities of its manufacturing process, Tesla’s production rates have lagged behind those of other automakers, the result being that its award-winning vehicles are almost always sold out, with back orders measured in months and even years. Demand generation is not a problem for Tesla; meeting that demand is.

As such, the company’s value from a technology perspective isn’t software, strictly speaking, but rather outsourced effort. Any business can download and run software like MySQL or PostgreSQL at no cost. But hosting it, keeping it up and running, backing up the databases, and exposing them safely to other applications requires expertise and effort. For many customers, and AWS customers in particular, then, the value isn’t in the software itself — because that is available at no cost — but the saved expertise and effort of consuming the infrastructure software as a service. Amazon, in other words, is making money with software, rather than from software.

Here’s the thing that you learn almost immediately when you work in retail: the customer is absolutely never right.

THAT WOULD NEVER work in the real world.” You hear it all the time when you tell people about a fresh idea. This real world sounds like an awfully depressing place to live. It’s a place where new ideas, unfamiliar approaches, and foreign concepts always lose. The only things that win are what people already know and do, even if those things are flawed and inefficient. Scratch the surface and you’ll find these “real world” inhabitants are filled with pessimism and despair. They expect fresh concepts to fail. They assume society isn’t ready for or capable of change. Even worse, they want to drag others down into their tomb. If you’re hopeful and ambitious, they’ll try to convince you your ideas are impossible. They’ll say you’re wasting your time. Don’t believe them. That world may be real for them, but it doesn’t mean you have to live in it. We know because our company fails the real-world test in all kinds of ways. In the real world, you can’t have more than a dozen employees spread out in eight different cities on two continents. In the real world, you can’t attract millions of customers without any salespeople or advertising. In the real world, you can’t reveal your formula for success to the rest of the world. But we’ve done all those things and prospered. The real world isn’t a place, it’s an excuse. It’s a justification for not trying. It has nothing to do with you.

If a storyteller doesn’t clearly let an audience know what no-good, terrible, awful thing might befall their hero unless she overcomes her challenge, the story will have no stakes, and a story without stakes is boring.

The Kindle Press Release Kindle was the first product offered by the digital media group, and it, along with several AWS products, was among the first at Amazon to be created using the press release approach. Kindle was a breakthrough in multiple dimensions. It used an E Ink display. The customer could shop for, buy, and download books directly from the device—no need to connect to a PC or to Wi-Fi. Kindle offered more e-books than any other device or service available at the time and the price was lower. Today, that set of features sounds absolutely standard. In 2007, it was pioneering. But Kindle had not started out that way. In the early stages of its development—before we got started on the press release approach and when we were still using PowerPoint and Excel—we had not described a device that could do all these things from the customer perspective. We had focused on the technology challenges, business constraints, sales and financial projections, and marketing opportunities. We were working forward, trying to invent a product that would be good for Amazon, the company, not the customer. When we wrote a Kindle press release and started working backwards, everything changed. We focused instead on what would be great for customers. An excellent screen for a great reading experience. An ordering process that would make buying and downloading books easy. A huge selection of titles. Low prices. We would never have had the breakthroughs necessary to achieve that customer experience were it not for the press release process, which forced the team to invent multiple solutions to customer problems. (We tell the whole Kindle story in chapter seven.)

She was a regular customer at the deli and you couldn’t miss her. It was her size and those awful clothes, as if she didn’t give a shit what she looked like, or what people thought of her.

The unnatural principle of human sacrifice was carried by the British Druids to a ruthless pitch. The mysterious priesthoods of the forests bound themselves and their votaries together by the most deadly sacrament that men can take. Here, perhaps, upon these wooden altars of a sullen island, there lay one of the secrets, awful, inflaming, unifying, of the tribes of Gaul. And whence did this sombre custom come?

And it occurred to me then that you would not escape, that there were awful men who’d laid plans for you, and I could not stop them. Prince Jones was the superlative of all my fears. And if he, good Christian, scion of a striving class, patron saint of the twice as good, could be forever bound, who then could not? And the plunder was not just of Prince alone. Think of all the love poured into him. Think of the tuitions for Montessori and music lessons. Think of the gasoline expended, the treads worn carting him to football games, basketball tournaments, and Little League. Think of the time spent regulating sleepovers. Think of the surprise birthday parties, the daycare, and the reference checks on babysitters. Think of World Book and Childcraft. Think of checks written for family photos. Think of credit cards charged for vacations. Think of soccer balls, science kits, chemistry sets, racetracks, and model trains. Think of all the embraces, all the private jokes, customs, greetings, names, dreams, all the shared knowledge and capacity of a black family injected into that vessel of flesh and bone. And think of how that vessel was taken, shattered on the concrete, and all its holy contents, all that had gone into him, sent flowing back to the earth. Think of your mother, who had no father. And your grandmother, who was abandoned by her father. And your grandfather, who was left behind by his father. And think of how Prince’s daughter was now drafted into those solemn ranks and deprived of her birthright—that vessel which was her father, which brimmed with twenty-five years of love and was the investment of her grandparents and was to be her legacy.

I think it’s extraordinarily important that we in computer science keep fun in computing. When it started out, it was an awful lot of fun. Of course, the paying customers got shafted every now and then, and after a while we began to take their complaints seriously. We began to feel as though we really were responsible for the successful, error-free, perfect use of these machines. I don’t think we are. I think we’re responsible for stretching them, setting them off in new directions, and keeping fun in the house. Fun comes in many ways. Fun comes in making a discovery, proving a theorem, writing a program, breaking a code. Whatever form or sense it comes in I hope the field of computer science never loses its sense of fun. Above all, I hope we don’t become missionaries. What you know about computing other people will learn. Don’t feel as though the key to successful computing is only in your hands. What’s in your hands, I think and hope, is intelligence: the ability to see the machine as more than when you were first led up to it, that you can make it more.

The difference between these two alternatives couldn’t be starker. At Starbucks, the drink sizes are Italian words, not English ones. The array of coffee concoctions that one can choose from takes up multiple boards above the barista’s preparation station. There is, by contrast, no “barista” at Dunkin’ Donuts. Until recently, there weren’t an awful lot of choices at Dunkin’, either. Small, medium, or large. Cream, sugar, or both. (James usually goes with a medium coffee with sugar. It is practical and costs about two bucks. It gets the job done efficiently.) You’re unlikely to walk out of Starbucks with a two-dollar cup of coffee. But that’s not what the Bleus are looking for. Starbucks offers a kaleidoscope of options, many of them daringly offbeat, and the company’s ethos clearly aligns with the priorities of fluid people—even if it occasionally stumbles, as with its #RaceTogether campaign, which was intended to foster conversations about race among its customers, but which drew a harsh and speedy backlash from across the political spectrum. But that hasn’t stopped the Bleus from frequenting the chain. Indeed, the fluid’s love of nuance, the less traditional, and the pursuit of individual fulfillment is on full display at Starbucks (or any of the other cutting-edge coffee shops in the Bleus’ neighborhood, which are full of people expressing their individuality with lots of tattoos and piercings).

Every nation had its Mysteries and hierophants. Even the Jews had their Peter — Tanaïm or Rabbin, like Hillel, Akiba, and other famous kabalists, who alone could impart the awful knowledge contained in the Merkaba. In India, there was in ancient times one, and now there are several hierophants scattered about the country, attached to the principal pagodas, who are known as the Brahma-âtmas. In Thibet the chief hierophant is the Dalay, or Taley-Lama of Lha-ssa. Among Christian nations, the Catholics alone have preserved this "heathen" custom, in the person of their Pope, albeit they have sadly disfigured its majesty and the dignity of the sacred office.

Dean Nelson, a Customer Success Manager at Google Cloud in Lexington, MA, brings 31 years of experience from renowned companies like Unisys, IBM, and AWS.

She was used to viewing the world from a place of deficit, and as a result, joy felt foreign to her. If you’re used to feeling abandoned, if you already know what it’s like for people to disappoint or reject you—well, it may not feel good, but at least there are no surprises; you know the customs in your own homeland. Once you step into foreign territory, though—if you spend time with reliable people who find you appealing and interesting—you might feel anxious and disoriented. All of a sudden, nothing’s familiar. You have no landmarks, nothing to go by, and all of the predictability of the world you’re used to is gone. The place you came from may not be great—it might, in fact, be pretty awful—but you knew exactly what you’d get there (disappointment, chaos, isolation, criticism).

And so it began. The seed had been planted there all along. He was born with it. But it was dormant, fast asleep, deep inside the frontal lobe of his brain's left hemisphere. It woke up when it was ready, not one moment before, and it started to grow. And the wild child would eventually learn his ABC's and how to count to ten. And he would acquire thousands of words and learn how to puzzle them together into meaningful speech. And he would one day come to master, like it was second nature, all the elegant behaviors and customs and protocols and etiquettes separating him from the lower forms of life. Like standing in line and waiting your turn because patience is a virtue. And chewing with your mouth closed because it is rude to let others see the awful mess inside. And watching the clock because they told him he should never be late.

The biggest needle movers will be things that customers don’t know to ask for. We must invent on their behalf. We have to tap into our own inner imagination about what’s possible. AWS itself—as a whole—is an example. No one asked for AWS. No one. Turns out the world was in fact ready and hungry for an offering like AWS but didn’t know it.

ANNIE LAIDLER HAD RECOGNIZED THE WOMAN detective as soon as she’d first walked into the Pilgrims’ House. She was a regular customer at the deli and you couldn’t miss her. It was her size and those awful clothes, as if she didn’t give a shit what she looked like, or what people thought of her.

It’s not actually the startups that are disrupting your organization, it’s your customers’ expectations

Then she performs the sacrament, swiping the card through its electromagnetic slot with a carefully modulated sweep of the arm, as though tearing back a veil, handing over the slip, mumbling that she needs a signature and daytime phone number. She might as well have been speaking Latin, but that’s okay, since this customer is familiar with the liturgy and signs and numbers it before the words are fully spoken. Then it just remains for the Word from On High. But computers and communications are awfully good these days, and it usually doesn’t take longer than a couple of seconds to perform a charge-card verification. The little machine beeps out its approval code, heavenly tunes sing out from tinny speakers, and a wide pair of pearlescent doors in the back of the room swing majestically open.

The Beginning Sergeant Smelly was a normal man. He lived in a normal village, full of normal people and had a normal address. He lived at 1 Normall Street in the village of Normall Normall. The village was so normal they named it twice. His first name was eighty-three percent normal—Norman. Most people knew him as Normal Norman from Normall Normall; a rotund and jolly man who lived an exceedingly normal life. Well, normal, if appearing in court on exploding fart charges was normal. Normal, if producing fire from your butt was normal. All of his body parts were normal. Apart from one: his butt. His butt was abnormal. It used to be a normal butt, but everything changed in the blink of a fart. Sergeant Smelly's face glistened with sweat and his heartbeats quickened as the judge read out the charge. "Sergeant Smelly, you are here today because you could not control your soldiers, not to mention your bottom. You are hereby charged with the crime of producing exploding fire-farts. How do you plead?" asked Army Judge Mental. The stout sergeant considered the question and his thoughts transported him back to the day it all went smelly. One fateful morning, Sergeant Smelly lay in bed suffering from a horrible cold. Empty boxes lay scattered across the floor, and the bin overflowed with used tissues. He groaned as he pulled the last tissue from the box. A passer-by in the street below jumped as he heard the foghorn sound. He inspected the contents of the tissue (Sergeant Smelly, not the passer-by) and wished he had not. It was time for action. The suffering soldier dragged himself out of bed and got dressed. He wore a waterproof jacket on top of his uniform, as his army blazer was not snot-proof. Not that any of his other clothes were snot-proof. He trudged downstairs and made himself a hot lemon with honey, then switched on his laptop. After an extensive internet search, he found the best remedy to fix the cold was to feed it, so he plodded into town and searched for a place to eat. The first eatery he found had a ridiculous name, but the café was almost full. He watched the customers from the window as they tucked into their food. The plain wooden tables and basic white tablecloths oozed simplicity, but the gorgeous grub eclipsed the plain interior. Silence filled the air as customers tucked into delectable dishes and drifted off to food heaven.  But an odorous pong emanated from the café, and it was not the food. Sergeant Smelly did not smell the malodorous stench due to his blocked nose and cold. The cold was so bad it came alive. Colin the Cold smelled the awful pong and begged his owner to reconsider. He tried in vain to turn his attention to the sandwich shop, but Sergeant Smelly did not hear him. Colin the Cold saw disaster around the corner. Major Disaster walked around the corner and greeted him in a bright and cheery fashion. "Morning, Smelly," said Major Disaster in a bright and cheery fashion. Colin the Cold was correct and sensed nothing good would come of Sergeant Smelly eating at Café McPoo. It had Disaster Area written all over it, but the police apprehended the graffiti artist, and he was hard at work wiping the words ‘Disaster Area’ from the front of the café. Colin the Cold frowned and prepared himself for the worst. And so it began.

It is a cheering thought that Christ can adapt Himself to any race or age or people. He will give life and light to any man or woman anywhere in the world regardless of doctrinal emphasis or prevailing religious customs, provided that man or woman takes Him as

CRM doesn't have to be awful. Just plan how all the relevant parts will play together to achieve concrete business objectives before you start the implementation - and let your people know about it.

The Eight Myths of Hanukah 1. Hanukah is the Jewish Christmas. False. How many times have I been asked, “Is Hanukah the Jewish Christmas?” Let me set the record straight. Christmas is the Jewish Christmas. Mary and Joseph were Jewish, Jesus was Jewish, and at least one of the Wise Men was Jewish — the one that brought the fur. 2. Hanukah is the holiest of Jewish holidays. False. Hanukah isn’t even a religious holiday. The holiest of Jewish holidays is April 24, Barbra Streisand’s birthday. The second holiest Jewish holiday is December 29, the wedding anniversary of Steve Lawrence and Eydie Gorme. 3. Hanukah is another Jewish holiday where they tried to kill us, they didn’t, so we eat. True. Also known as the Festival of Lights, Hanukah is an eight-day Jewish holiday commemorating the re-dedication of the Holy Temple (the Second Temple) in Jerusalem at the time of the Maccabean Revolt of the second century BCE, which brings us to ... 4. Hanukah commemorates the miracle that one day’s worth of oil lasted eight days in the Holy Temple. True. But, this is hardly a miracle because I witnessed my grandmother doing the same thing with one tea bag. 5. During Hanukah, children get a gift every night for eight days. False. If you grew up in my house, you got a gift the first night, then for seven nights, you heard about how awful it was to grow up during The Great Depression. The ritual of gift giving is actually very American, since Jewish children in this country are totally exposed to Christmas customs. 6. Hanukah is a holiday when Jewish people eat bland, colorless foods that are fried in oil and difficult to digest. True for ALL Jewish holidays. On Hanukah, we eat latkes (potato pancakes) or sufganiot, if you are Sephardic. Sufganiot are similar to jelly donuts. I am part Sephardic, so I like donuts, just not jelly ones. 7. There are many popular songs about Hanukah, and Jewish people know the words to all of them. False. Other than “Dreidel, Dreidel, Dreidel,” there are no other Hanukah songs we can sing, except for “The Hanukah Song,” by Adam Sandler, which brings us to Number 8 ... 8. Steve & Eydie and Barbra Streisand have recorded Hanukah albums. SO NOT TRUE! Would you believe Steve and Eydie have recorded a Christmas album, and Barbra has recorded not one but two Christmas albums?! And all those Christmas songs we hear on the radio are mostly written, and oftentimes performed, by Jews! Oy vay! This brings us back to myth Number 1, proving once again that Christmas is the Jewish Christmas! So, from my Trailer Park to Yours, here is wishing you a very Happy Jewish Christmas and a Merry Hanukah! 261

Much of what we build at AWS is based on listening to customers. It’s critical to ask customers what they want, listen carefully to their answers, and figure out a plan to provide it thoughtfully and quickly (speed matters in business!). No business could thrive without that kind of customer obsession. But it’s also not enough. The biggest needle movers will be things that customers don’t know to ask for. We must invent on their behalf. We have to tap into our own inner imagination about what’s possible.

At AWS, however, a lot of customers were just ordinary developers. Individual engineers or department managers could spin up a server and storage capacity at AWS just by entering a credit card number. When the company started using that application the IT department didn’t move the code back to their in-house data center. They left it on AWS. As their usage went up, so did their monthly bills. And because of it, developers gained much more influence over how companies bought infrastructure.

They share a distinctive organizational culture that cares deeply about and acts with conviction on a small number of principles. I’m talking about customer obsession rather than competitor obsession, eagerness to invent and pioneer, willingness to fail, the patience to think long-term, and the taking of professional pride in operational excellence. Through that lens, AWS and Amazon retail are very similar indeed. A

Amazon Web Services (AWS), the most successful platform for providing cloud-based information storage and management, focuses on optimizing a handful of basic operations, including data storage, computation, and messaging.13 Other services, which are used by just a fraction of AWS customers, are restricted to the periphery of the platform and provided through purpose-built apps.

Because Lambda executes in a custom environment managed by AWS, it can be difficult to work through this cycle. Fortunately, a number of open source third-party libraries have sprung up to fill the need for testing. Ultimately, these tools mimic the “event” and “context” objects, along with their properties and method to simulate the environment in which Lambda functions launch once uploaded.

AWS and the Seven-Year Lead When creating Amazon Web Services (cloud computing), Amazon was essentially creating their own internal Internet Operating System (IOS) and then leveraging their technology infrastructure into a profit center. He said, “IT departments are recognizing that when they adopt AWS, they get more done. They spend less time on low value-add activities like managing datacenters, networking, operating system patches, capacity planning, database scaling, and so on and so on. Just as important, they get access to powerful APIs [Application Programing Interfaces] and tools that dramatically simplify building scalable, secure, robust, high-performance systems. And those APIs and tools are continuously and seamlessly upgraded behind the scenes, without customer effort.” —Bezos (2014 Letter) In other words, Amazon took the proprietary infrastructure they built for themselves and turned it into a service that any developer could use for their own purposes.

When we cut our price, we sold really well (because when you follow the method in this book, it works), but we ran out of stock. It was a predictable outcome. Being out of stock is the worst thing that can possibly happen to your new business because you’re essentially out of business when you can’t take orders. We had to wait out the four-week lag for another shipment to cross an ocean and get to the Amazon warehouse. When we finally got new stock back in, we were essentially starting over. Yes, we had customer reviews, but our momentum was dead. We had to run another discount to get moving again. We did recover, but that one mistake set us back months. I can’t say whether an extra month of planning would have kept us from making that awful choice; probably not, honestly. You can’t control for everything. Your goal is just to take your product from an idea to a physical item in a customer’s hand. It’s simpler than most people think it is. Find the right supplier, get samples, refine with research, put in a small order, and get the product online. That’s all you need to worry about right now. Don’t overthink it. Just fix the mistakes as they come.

In the old days of enterprise computing, companies typically paid millions of dollars to license a package of software, millions more to buy the hardware and to get the software installed properly, and then more money for yearly maintenance contracts. Think Oracle. Then came Software-as-a-Service, or SaaS. The customer negotiated a price with the software supplier and paid monthly to use software that ran in the cloud. Think Salesforce. Now, we have the utilization model, with payments based on consumption. You buy credits and use them when you need them. Think Amazon’s AWS and Snowflake. We believe it’s a superior model and that someday most enterprise software will be purchased and delivered this way.

At StoryBrand, we certainly give away the “why,” but we also give away an awful lot of the “how.” It’s never cost me to be generous with my customers.

The biggest needle movers will be things that customers don’t know to ask for. We must invent on their behalf. We have to tap into our own inner imagination about what’s possible. AWS itself–as a whole–is an example. No one asked for AWS. No one. Turns out the world was in fact ready and hungry for an offering like AWS but didn’t know it.

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