Boutique Owner Quotes

Money drives the Mercedes called Manhattan. Individuality and eccentricity take the bus. Gentrification, boutique hotels, prefab Olive Gardens and Home Depots are the coils tightening around the Chelsea. No more getting on bended knee to beg Stanley Bard to give you a room. In fact, the new owner, busy with intensive renovations, isn’t admitting anyone into the hotel. No doubt, if he does, it’ll be the moneyed elite, standing surrounded by their Louis Vuitton bags, checking in while dialing their iPhones. But that’s another story.

Degradation of work. Compelling the people in an organization to focus their efforts on the narrow range of what gets measured leads to a degradation of the experience of work. Edmund Phelps, a Nobel Prize winning economist, claims in his book Mass Flourishing: How Grassroots Innovation Created Jobs, Challenge, and Change that one of the virtues of capitalism is its ability to provide “the experience of mental stimulation, the challenge of new problems to solve, the chance to try the new, and the excitement of venturing into the unknown.”9 That is indeed a possibility under capitalism. But those subject to performance metrics are forced to focus their efforts on limited goals, imposed by others, who may not understand the work that they do. For the workers under scrutiny, mental stimulation is dulled, they decide neither the problems to be solved nor how to solve them, and there is no excitement of venturing into the unknown because the unknown is beyond the measureable. In short, the entrepreneurial element of human nature—which extends beyond the owners of enterprises—may be stifled by metric fixation.10 One result is to motivate those with greater initiative and enterprise to move out of mainstream, large-scale organizations where the culture of accountable performance prevails. Teachers move out of public schools to private schools and charter schools. Engineers move out of large corporations to boutique firms. Enterprising government employees become consultants. There is a healthy element in this. But surely the large-scale organizations of our society are the poorer for driving out those most likely to innovate and initiate. The more that work becomes a matter of filling in the boxes by which performance is to be measured and rewarded, the more it will repel those who think outside the box.

The Suzy Kassem quote, “Fear kills more dreams than failure ever will” rings all too true for many business owners.

In order for your price to work for you, you need to know who your competition is and who it’s not. It’s not big-box stores, and it’s not other business owners running hobbies. Don’t base your pricing on what the wrong people are charging. Instead price for your business and your customer.

Why this café instead of another? Because of the owner, Madame Chadly, who never seemed surprised by anything and demonstrated a certain indulgence toward her customers. Many years later, the streets of the neighborhood no longer offering anything but the windows of luxury boutiques, the site of the Condé since replaced by a leather shop, I ran into Madame Chadly on the other bank of the Seine, on the way up rue Blanche. She didn’t recognize me right away. We walked a while, side by side, talking about the Condé. Her husband, an Algerian, had purchased the business after the war. She remembered all of our names. She often wondered what had become of us, although she had no illusions. She had known right from the outset that things would turn out badly for us. Stray dogs, she told me.

After the Second and Third Avenue Els were torn down, East Side property owners had prospered as brownstones, loft buildings, and tenements were replaced by high-rise offices and apartment buildings. The area east of Central Park between 59th and 96th Streets, known as the Upper East Side, became home to fashionable boutiques, luxury restaurants, and expensive furniture houses. With thousands of well-educated young professionals moving there, the neighborhood contained the greatest concentration of single people in the entire country.3 Even though the number of cars registered in the United States grew by 47 percent in the 1950s, New York City’s economy still relied on the subway in the early 1960s. During the 8:00 to 9:00 a.m. rush hour, 72 percent of the people entering the CBD traveled by subway, which could move people far more efficiently than automobiles. Each subway car could carry approximately one hundred people, and a ten-car train could accommodate a thousand. Since trains could operate every two minutes, each track could carry thirty thousand people per hour. By comparison, one lane of a highway could carry only about two thousand cars in an hour.4 Although Manhattan and the region were dependent on the rail transit system, 750,000 cars and trucks were entering the CBD on a typical weekday, three times more than had been the case thirty years earlier. Many New Yorkers expected the city to accommodate the growing number of cars. For example, the Greater New York Safety Council’s transportation division claimed that Americans had a fundamental freedom to drive, and that it was the city’s obligation to accommodate drivers by building more parking spaces in Manhattan. The members argued that without more parking, Manhattan would not be able to continue its role as the region’s CBD because a growing number of suburbanites were so highly conditioned to using their cars.5 In

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