Brand New Month Quotes

Time is tricky. You have whole months, even years, when nothing changes a speck, when you don’t go anywhere or do anything or think one new thought. And then you can get hit with a day, or an hour, or a half a second when so much happens it’s almost like you got born all over again into some brand-new person you for damn sure never expected to meet.

As time passes, the system becomes less and less well-ordered. Sooner or later the fixing cease to gain any ground. Each forward step is matched by a backward one. Although in principle usable forever, the system has worn out as a base for progress. ...A brand-new, from-the-ground-up redesign is necessary.

No, you don't feel it now. Some day, when you are old and wrinkled and ugly, when thought has seared your forehead with its lines, and passion branded your lips with itshideous fires, you will feel it, you will feel it terribly.Now, wherever you go, you charm the world. Will it always be so? . . . You have a wonderfully beautiful face, Mr. Gray. Don't frown. You have. And beauty is a form of genius-- is higher, indeed, than genius, as it needs no explanation. It is of the great facts of the world, like sunlight, or spring-time, or the reflection in dark waters of that silver shell we call the moon. It cannot be questioned. It has its divine right of sovereignty. It makes princes of those who have it.You smile? Ah! when you have lost it you won't smile. . . . People say sometimes that beauty is only superficial.That may be so, but at least it is not so superficial as thought is. To me, beauty is the wonder of wonders.It is only shallow people who do not judge by appearances. The true mystery of the world is the visible, not the invisible. . . . Yes, Mr. Gray, the gods have been good to you.But what the gods give they quickly take away. You have only a few years in which to live really, perfectly, and fully.When your youth goes, your beauty will go with it, and then you will suddenly discover that there are no triumphs left for you, or have to content yourself with those mean triumphs that the memory of your past will make more bitter than defeats.Every month as it wanes brings you nearer to something dreadful. Time is jealous of you, and wars against your lilies and your roses. You will become sallow, and hollow-cheeked, and dull-eyed. You will suffer horribly.... Ah! realize your youth while you have it. Don't squander the gold of your days,listening to the tedious, trying to improve the hopeless failure,or giving away your life to the ignorant, the common, and the vulgar. These are the sickly aims, the false ideals,of our age. Live! Live the wonderful life that is in you! Let nothing be lost upon you. Be always searching for new sensations. Be afraid of nothing. . . . A new Hedonism-- that is what our century wants. You might be its visible symbol.With your personality there is nothing you could not do.The world belongs to you for a season. . . . The moment I met you I saw that you were quite unconscious of what you really are, of what you really might be. There was so much in you that charmed me that I felt I must tell you something about yourself.I thought how tragic it would be if you were wasted. For there is such a little time that your youth will last--such a little time.The common hill-flowers wither, but they blossom again.The laburnum will be as yellow next June as it is now.In a month there will be purple stars on the clematis, and year after year the green night of its leaves will hold its purple stars. But we never get back our youth. The pulse of joy that beats in us at twenty becomes sluggish. Our limbs fail, our senses rot. We degenerate into hideous puppets, haunted by the memory of the passions of which we were too much afraid, and the exquisite temptations that we had not the courage to yield to. Youth! Youth! There is absolutely nothing in the world but youth!

I want you to start a brand-new section in your notebooks and call it Mr. Browne’s Precepts.” He kept talking as we did what he was telling us to do. “Put today’s date at the top of the first page. And from now on, at the beginning of every month, I’m going to write a new Mr. Browne precept on the chalkboard and you’re going to write it down in your notebook. Then we’re going to discuss that precept and what it means. And at the end of the month, you’re going to write an essay about it, about what it means to you. So by the end of the year, you’ll all have your own list of precepts to take away with you.

Did you ever get fed up?" I said. "I mean did you ever get scared that everything was going to go lousy unless you did something? I mean do you like school and all that stuff?" "It's a terrific bore." "I mean do you hate it? I know it's a terrific bore, but do you hate it, is what I mean." "Well, I don't exactly hate it. You always have to--" "Well, I hate it. Boy, do I hate it," I said. "But it isn't just that. It's everything. I hate living in New York and all. Taxicabs, and Madison Avenue buses, with the drivers and all always yelling at you to get out at the rear door, and being introduced to phony guys that call the Lunts angels, and going up and down in elevators when you just want to go outside, and guys fitting your pants all the time at Brooks, and people always--" "Don't shout, please," old Sally said. Which was very funny, because I wasn't even shouting. "Take cars," I said. I said it in this very quiet voice. "Take most people, they're crazy about cars. They worry if they get a little scratch on them, and they're always talking about how many miles they get to a gallon, and if they get a brand-new car already they start thinking about trading it in for one that's even newer. I don't even like old cars. I mean they don't even interest me. I'd rather have a goddam horse. A horse is at least human, for God's sake. A horse you can at least--" "I don't know what you're even talking about," old Sally said. "You jump from one--" "You know something?" I said. You're probably the only reason I'm in New York right now, or anywhere. If you weren't around, I'd probably be someplace way the hell off. In the woods or some goddam place. You're the only reason I'm around, practically." "You're sweet," she said. But you could tell she wanted me to change the damn subject. "You ought to go to a boys' school sometime. Try it sometime," I said. "It's full of phonies, and all you do is study so that you can learn enough to be smart enough to be able to buy a goddam Cadillac some day, and you have to keep making believe you give a damn if the football team loses, and all you do is talk about girls and liquor and sex all day, and everybody sticks together in these dirty little goddam cliques. The guys that are on the basketball team stuck together, the Catholics stick together, the guys that play bridge stick together. Even the guys that belong to the goddam Book-of-the-Month Club stick together. If you try to have a little intelligent--" "Now, listen," old Sally said. "Lots of boys get more out of school that that." "I agree! I agree they do, some of them! But that's all I get out of it. See? That's my point. That's exactly my goddamn point," I said. "I don't get hardly anything out of anything. I'm in bad shape. I'm in lousy shape." "You certainly are.

Proud Songsters The thrushes sing as the sun is going, And the finches whistle in ones and pairs, And as it gets dark loud nightingales In bushes Pipe, as they can when April wears, As if all Time were theirs. These are brand-new birds of twelve-months’ growing, Which a year ago, or less than twain, No finches were, nor nightingales, Nor thrushes, But only particles of grain, And earth, and air, and rain.

It’s that time of the month again… As we head into those dog days of July, Mike would like to thank those who helped him get the toys he needs to enjoy his summer. Thanks to you, he bought a new bass boat, which we don’t need; a condo in Florida, where we don’t spend any time; and a $2,000 set of golf clubs…which he had been using as an alibi to cover the fact that he has been remorselessly banging his secretary, Beebee, for the last six months. Tragically, I didn’t suspect a thing. Right up until the moment Cherry Glick inadvertently delivered a lovely floral arrangement to our house, apparently intended to celebrate the anniversary of the first time Beebee provided Mike with her special brand of administrative support. Sadly, even after this damning evidence-and seeing Mike ram his tongue down Beebee’s throat-I didn’t quite grasp the depth of his deception. It took reading the contents of his secret e-mail account before I was convinced. I learned that cheap motel rooms have been christened. Office equipment has been sullied. And you should think twice before calling Mike’s work number during his lunch hour, because there’s a good chance that Beebee will be under his desk “assisting” him. I must confess that I was disappointed by Mike’s over-wrought prose, but I now understand why he insisted that I write this newsletter every month. I would say this is a case of those who can write, do; and those who can’t do Taxes. And since seeing is believing, I could have included a Hustler-ready pictorial layout of the photos of Mike’s work wife. However, I believe distributing these photos would be a felony. The camera work isn’t half-bad, though. It’s good to see that Mike has some skill in the bedroom, even if it’s just photography. And what does Beebee have to say for herself? Not Much. In fact, attempts to interview her for this issue were met with spaced-out indifference. I’ve had a hard time not blaming the conniving, store-bought-cleavage-baring Oompa Loompa-skinned adulteress for her part in the destruction of my marriage. But considering what she’s getting, Beebee has my sympathies. I blame Mike. I blame Mike for not honoring the vows he made to me. I blame Mike for not being strong enough to pass up the temptation of readily available extramarital sex. And I blame Mike for not being enough of a man to tell me he was having an affair, instead letting me find out via a misdirected floral delivery. I hope you have enjoyed this new digital version of the Terwilliger and Associates Newsletter. Next month’s newsletter will not be written by me as I will be divorcing Mike’s cheating ass. As soon as I press send on this e-mail, I’m hiring Sammy “the Shark” Shackleton. I don’t know why they call him “the Shark” but I did hear about a case where Sammy got a woman her soon-to-be ex-husband’s house, his car, his boat and his manhood in a mayonnaise jar. And one last thing, believe me when I say I will not be letting Mike off with “irreconcilable differences” in divorce court. Mike Terwilliger will own up to being the faithless, loveless, spineless, useless, dickless wonder he is.

While India is undoubtedly complex, there still are some simple truths that managers have to accept. Indian consumers are very value-conscious. They may be poor, but they are not backward. Even in media-dark India, consumers are well informed. They are not overwhelmed by Western brands. And they can make a difference to the global positions of individual firms. Consider cellphones. The Indian market is growing at the rate of 6 million new subscribers per month.

Every couple of days, western news outlets report the latest findings as if it was brand new information. Meanwhile the same stuff has been published in Chinese studies weeks or even months ago. We’re wasting so much valuable time reinventing the wheel.

Everything is brand-new, I will be the first and only tribute to use this Launch Room. The arenas are historic sites, preserved after the Games. Popular destinations for Capitol residents to visit, to vacation. Go for a month, rewatch the Games, tour the catacombs, visit the sites where the deaths took place. You can even take part in reenactments.

When the Down Days first came swinging, the government hired workers in plastic suits to spray the streets each week. Everyone was told to wash their hands with chlorine, disinfect with bleach. Within six months the shelves at your local shop were filled with new brands, plastic bottle after plastic bottle promising all sorts of miracle properties. Some people took the ads to heart, started cleaning like their salvation depended on it. A few suckers even started drinking diluted bleach, thinking it would cure them from the inside out.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

That new reality, it takes place for you at a normal pace, but within that giant fabric of time. What felt like months to you was actually days here, because again, time was compressed the minute you left that other life.” “I don’t really understand,” I say. “You’re not supposed to,” Rayanne tells me. “Most lives end and get compressed into that tiny, tiny hole and we pick up a new thread—a brand-new existence that goes on and on until it’s over and gets condensed down into a single stitch in the fabric again. But for you, the needle jumped. For you, death wasn’t a stitch. It was a veil. You got to peek through, and see what was on the other side.

Pioneered in Iraq, for-profit relief and reconstruction has already become the new global paradigm, regardless of whether the original destruction occurred from a preemptive war, such as Israel’s 2006 attack on Lebanon, or a hurricane. With resource scarcity and climate change providing a steadily increasing flow of new disasters, responding to emergencies is simply too hot an emerging market to be left to the nonprofits—why should UNICEF rebuild schools when it can be done by Bechtel, one of the largest engineering firms in the U.S.? Why put displaced people from Mississippi in subsidized empty apartments when they can be housed on Carnival cruise ships? Why deploy UN peacekeepers to Darfur when private security companies like Blackwater are looking for new clients? And that is the post-September 11 difference: before, wars and disasters provided opportunities for a narrow sector of the economy—the makers of fighter jets, for instance, or the construction companies that rebuilt bombed-out bridges. The primary economic role of wars, however, was as a means to open new markets that had been sealed off and to generate postwar peacetime booms. Now wars and disaster responses are so fully privatized that they are themselves the new market; there is no need to wait until after the war for the boom—the medium is the message. One distinct advantage of this postmodern approach is that in market terms, it cannot fail. As a market analyst remarked of a particularly good quarter for the earnings of the energy services company Halliburton, “Iraq was better than expected.”31 That was in October 2006, then the most violent month of the war on record, with 3,709 Iraqi civilian casualties.32 Still, few shareholders could fail to be impressed by a war that had generated $20 billion in revenues for this one company.33 Amid the weapons trade, the private soldiers, for-profit reconstruction and the homeland security industry, what has emerged as a result of the Bush administration’s particular brand of post-September 11 shock therapy is a fully articulated new economy. It was built in the Bush era, but it now exists quite apart from any one administration and will remain entrenched until the corporate supremacist ideology that underpins it is identified, isolated and challenged.

Captured in Africa, beginning in the fifteen hundreds, they were marched for months across savannah and rainforest to the coast where slave ships waited to transport them to the New World. At the notorious “slave castles” that dotted (and still dot) the coast of Africa they were forced to kneel before a statue of Jesus, have water sprinkled over their shaven heads by a priest, and have their “old” names taken from them. They were given Christian names that went with their new summarily acquired (with the help of the lash and the threat of annihilation) religion, and then, having been branded on face or body, they were prodded onto the ships, packed, as the cliché goes, like sardines in a can. We will never know how many died of grief, or disease, or starvation. Or how many made the despairing leap into the sea.

Though my mother and I hadn't parted on good terms, once a month, huge boxes would arrive, reminders I was never far from her mind. Sweet honey-puffed rice, twenty-four packs of individually wrapped seasoned seaweed, microwavable rice, shrimp crackers, boxes of Pepero, and cups of Shin ramen I would subsist on for weeks on end in an effort to avoid the dining hall. She sent clothing steamers, lint rollers, BB creams, packages of socks. A new "this is nice brand" skirt she'd found on sale at T.J. Maxx. The cowboy boots arrived in one of these packages after my parents had vacationed in Mexico. When I slipped them on I discovered they'd already been broken in. My mother had worn them around the house for a week, smoothing the hard edges in two pairs of socks for an hour every day, molding the flat sole with the bottom of her feet, wearing in the stiffness, breaking the tough leather to spare me all discomfort.

I want to proudly acknowledge all the women we love: married mothers, single mothers, new mothers, "act brand new" mothers, patient mothers, "lose it in a hot second" mothers, older mothers, the "Yeahh, I still got it" mothers, working mothers, stay at home mothers, "wish I could stay at home" mothers, afro chic mothers, relaxed hair mothers, "new weave every 3 months" mothers, "make a weave last 6 months" mothers, the "all the neighborhood kids stay at my house" mother, the "go play in your own dam house" mother, cook every night mothers, "you better learn how to cook" mothers, old navy flip flop mothers, stiletto mothers, the "money is tight" mothers, "I'm tight with my money" mothers, throw-back mothers, throwed off mothers, the "Life Is Not Complicated, You Are" and "The Other 99 TYMES" loving mothers, and definitely all the "Girl, we bout to go hard at the next Sol-Caritas" show mothers!! We love you all! Happy Mother’s Day

Let us go and sit in the shade," said Lord Henry. "Parker has brought out the drinks, and if you stay any longer in this glare, you will be quite spoiled, and Basil will never paint you again. You really must not allow yourself to become sunburnt. It would be unbecoming." "What can it matter?" cried Dorian Gray, laughing, as he sat down on the seat at the end of the garden. "It should matter everything to you, Mr. Gray." "Why?" "Because you have the most marvellous youth, and youth is the one thing worth having." "I don't feel that, Lord Henry." "No, you don't feel it now. Some day, when you are old and wrinkled and ugly, when thought has seared your forehead with its lines, and passion branded your lips with its hideous fires, you will feel it, you will feel it terribly. Now, wherever you go, you charm the world. Will it always be so? ... You have a wonderfully beautiful face, Mr. Gray. Don't frown. You have. And beauty is a form of genius--is higher, indeed, than genius, as it needs no explanation. It is of the great facts of the world, like sunlight, or spring-time, or the reflection in dark waters of that silver shell we call the moon. It cannot be questioned. It has its divine right of sovereignty. It makes princes of those who have it. You smile? Ah! when you have lost it you won't smile.... People say sometimes that beauty is only superficial. That may be so, but at least it is not so superficial as thought is. To me, beauty is the wonder of wonders. It is only shallow people who do not judge by appearances. The true mystery of the world is the visible, not the invisible.... Yes, Mr. Gray, the gods have been good to you. But what the gods give they quickly take away. You have only a few years in which to live really, perfectly, and fully. When your youth goes, your beauty will go with it, and then you will suddenly discover that there are no triumphs left for you, or have to content yourself with those mean triumphs that the memory of your past will make more bitter than defeats. Every month as it wanes brings you nearer to something dreadful. Time is jealous of you, and wars against your lilies and your roses. You will become sallow, and hollow-cheeked, and dull-eyed. You will suffer horribly.... Ah! realize your youth while you have it. Don't squander the gold of your days, listening to the tedious, trying to improve the hopeless failure, or giving away your life to the ignorant, the common, and the vulgar. These are the sickly aims, the false ideals, of our age. Live! Live the wonderful life that is in you! Let nothing be lost upon you. Be always searching for new sensations. Be afraid of nothing.... A new Hedonism--that is what our century wants. You might be its visible symbol. With your personality there is nothing you could not do. The world belongs to you for a season.... The moment I met you I saw that you were quite unconscious of what you really are, of what you really might be. There was so much in you that charmed me that I felt I must tell you something about yourself. I thought how tragic it would be if you were wasted. For there is such a little time that your youth will last--such a little time. The common hill-flowers wither, but they blossom again. The laburnum will be as yellow next June as it is now. In a month there will be purple stars on the clematis, and year after year the green night of its leaves will hold its purple stars. But we never get back our youth. The pulse of joy that beats in us at twenty becomes sluggish. Our limbs fail, our senses rot. We degenerate into hideous puppets, haunted by the memory of the passions of which we were too much afraid, and the exquisite temptations that we had not the courage to yield to. Youth! Youth! There is absolutely nothing in the world but youth!

Once Hopkins showed that this worked in creating one atomic network, the effort could be repeated in building the second, third, and so on: We proved out this plan in several cities of moderate size. Then we undertook New York City. There the market was dominated by a rival brand. Van Camp had slight distribution. In three weeks we secured, largely by letter, 97 per cent distribution. Every grocer saw the necessity of being prepared for that coupon demand. Then one Sunday in a page ad, we inserted the coupon. This just in Greater New York. As a result of that ad, 1,460,000 coupons were presented. We paid $146,000 to the grocers to redeem them. But 1,460,000 homes were trying Van Camp’s Milk after reading our story, and all in a single day. The total cost of that enterprise, including the advertising, was $175,000, mostly spent in redeeming those coupons. In less than nine months that cost came back with a profit. We captured the New York market.

Fire the Boss. “Big Al, when you join our business, here is what happens. Six months from now you walk into your boss’ office. You sit down in the chair, you put your feet up on his desk and you leave little scuff marks with your heels. “Then you put your hands behind your head and you calmly tell the boss that you can’t fit him into your schedule any longer. You’ve enjoyed working there, but if they have any problems after you leave, they can call you any Tuesday morning at 11:00 a.m. at your normal consulting rate. “Then you get up from the boss’ office, walk out to the main office desk, pick up your personal belongings, wave good-bye to all your fellow workers who said it couldn’t be done, hop into your brand-new bonus car, drive down to the drive-in teller window, deposit this month’s bonus check, and say to the bank teller: “‘Oh, I don’t know. Put this bonus check in savings or checking. It really doesn’t matter. I get these checks every month.’ “And then you drive home and relax, and have a nice glass of your favorite beverage.

Racism was a constant presence and absence in the Obama White House. We didn’t talk about it much. We didn’t need to—it was always there, everywhere, like white noise. It was there when Obama said that it was stupid for a black professor to be arrested in his own home and got criticized for days while the white police officer was turned into a victim. It was there when a white Southern member of Congress yelled “You lie!” at Obama while he addressed a joint session of Congress. It was there when a New York reality show star built an entire political brand on the idea that Obama wasn’t born in the United States, an idea that was covered as national news for months and is still believed by a majority of Republicans. It was there in the way Obama was talked about in the right-wing media, which spent eight years insisting that he hated America, disparaging his every move, inventing scandals where there were none, attacking him for any time that he took off from work. It was there in the social media messages I got that called him a Kenyan monkey, a boy, a Muslim. And it was there in the refusal of Republicans in Congress to work with him for eight full years, something that Obama was also blamed for no matter what he did. One time, Obama invited congressional Republicans to attend a screening of Lincoln in the White House movie theater—a Steven Spielberg film about how Abraham Lincoln worked with Congress to pass the Thirteenth Amendment abolishing slavery. Not one of them came. Obama didn’t talk about it much. Every now and then, he’d show flashes of dark humor in practicing the answer he could give on a particular topic. What do you think it will take for these protests to stop? “Cops need to stop shooting unarmed black folks.” Why do you think you have failed to bring the country together? “Because my being president appears to have literally driven some white people insane.” Do you think some of the opposition you face is about race? “Yes! Of course! Next question.” But he was guarded in public. When he was asked if racism informed the strident opposition to his presidency, he’d carefully ascribe it to other factors.

Well, I hate it. Boy, do I hate it,” I said. “But it isn’t just that. It’s everything. I hate living in New York and all. Taxicabs, and Madison Avenue buses, with the drivers and all always yelling at you to get out at the rear door, and being introduced to phony guys that call the Lunts angels, and going up and down in elevators when you just want to go outside, and guys fitting your pants all the time at Brooks, and people always—” “Don’t shout, please,” old Sally said. Which was very funny, because I wasn’t even shouting. “Take cars,” I said. I said it in this very quiet voice. “Take most people, they’re crazy about cars. They worry if they get a little scratch on them, and they’re always talking about how many miles they get to a gallon, and if they get a brand-new car already they start thinking about trading it in for one that’s even newer. I don’t even like old cars. I mean they don’t even interest me. I’d rather have a goddam horse. A horse is at least human, for God’s sake. A horse you can at least—” “I don’t know what you’re even talking about,” old Sally said. “You jump from one—” “You know something?” I said. “You’re probably the only reason I’m in New York right now, or anywhere. If you weren’t around, I’d probably be someplace way the hell off. In the woods or some goddam place. You’re the only reason I’m around, practically.” “You’re sweet,” she said. But you could tell she wanted me to change the damn subject. “You ought to go to a boys’ school sometime. Try it sometime,” I said. “It’s full of phonies, and all you do is study so that you can learn enough to be smart enough to be able to buy a goddam Cadillac some day, and you have to keep making believe you give a damn if the football team loses, and all you do is talk about girls and liquor and sex all day, and everybody sticks together in these dirty little goddam cliques. The guys that are on the basketball team stick together, the Catholics stick together, the goddam intellectuals stick together, the guys that play bridge stick together. Even the guys that belong to the goddam Book-of-the-Month Club stick together. If you try to have a little intelligent—” “Now, listen,” old Sally said. “Lots of boys get more out of school than that.” “I agree! I agree they do, some of them! But that’s all I get out of it. See? That’s my point. That’s exactly my goddam point,” I said. “I don’t get hardly anything out of anything. I’m in bad shape. I’m in lousy shape.” “You certainly are.

Decouplers often trip up on this step in two ways. First, they are overly generic in articulating the CVC. When mapping the process of buying a car, auto executives tend to describe it as: feel the need to buy car > become aware of a car brand > develop an interest in the brand > visit the dealer > purchase the car. This is a start, but it is not specific enough. Decouplers must ask: When do people actually need a new car? How exactly do people become aware of car brands? How do people become interested in a make or model? And so on. The generic process of awareness, interest, desire, and purchase isn’t specific enough to help. Decouplers also flounder by failing to identify all the relevant stages in the value chain. For the car-buying process, a better description of the CVC might be: become aware that your car lease will expire in one month > feel the need to purchase a new car > develop a heightened interest in car ads > visit car manufacturers’ websites > create a set of two or three brands of interest > visit third-party auto websites > compare options of cars in the same category > choose a model > shop online for the best price > visit the nearest dealer to see if they have the model in stock > see if they can beat the best online price > test-drive the cars > decide about financing, warranty, and other add-ons > negotiate a final price > sign the contract > pick up the car > use it > wait for the lease to expire again. With this far more detailed CVC, we can fully appreciate the complexity of the car-buying

Imagine you are Emma Faye Stewart, a thirty-year-old, single African American mother of two who was arrested as part of a drug sweep in Hearne, Texas.1 All but one of the people arrested were African American. You are innocent. After a week in jail, you have no one to care for your two small children and are eager to get home. Your court-appointed attorney urges you to plead guilty to a drug distribution charge, saying the prosecutor has offered probation. You refuse, steadfastly proclaiming your innocence. Finally, after almost a month in jail, you decide to plead guilty so you can return home to your children. Unwilling to risk a trial and years of imprisonment, you are sentenced to ten years probation and ordered to pay $1,000 in fines, as well as court and probation costs. You are also now branded a drug felon. You are no longer eligible for food stamps; you may be discriminated against in employment; you cannot vote for at least twelve years; and you are about to be evicted from public housing. Once homeless, your children will be taken from you and put in foster care. A judge eventually dismisses all cases against the defendants who did not plead guilty. At trial, the judge finds that the entire sweep was based on the testimony of a single informant who lied to the prosecution. You, however, are still a drug felon, homeless, and desperate to regain custody of your children. Now place yourself in the shoes of Clifford Runoalds, another African American victim of the Hearne drug bust.2 You returned home to Bryan, Texas, to attend the funeral of your eighteen-month-old daughter. Before the funeral services begin, the police show up and handcuff you. You beg the officers to let you take one last look at your daughter before she is buried. The police refuse. You are told by prosecutors that you are needed to testify against one of the defendants in a recent drug bust. You deny witnessing any drug transaction; you don’t know what they are talking about. Because of your refusal to cooperate, you are indicted on felony charges. After a month of being held in jail, the charges against you are dropped. You are technically free, but as a result of your arrest and period of incarceration, you lose your job, your apartment, your furniture, and your car. Not to mention the chance to say good-bye to your baby girl. This is the War on Drugs. The brutal stories described above are not isolated incidents, nor are the racial identities of Emma Faye Stewart and Clifford Runoalds random or accidental. In every state across our nation, African Americans—particularly in the poorest neighborhoods—are subjected to tactics and practices that would result in public outrage and scandal if committed in middle-class white neighborhoods.

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

No, you don't feel it now. Some day, when you are old and wrinkled and ugly, when thought has seared your forehead with its lines, and passion branded your lips with its hideous fires, you will feel it, you will feel it terribly. Now, wherever you go, you charm the world. Will it always be so? ... You have a wonderfully beautiful face, Mr. Gray. Don't frown. You have. And beauty is a form of genius--is higher, indeed, than genius, as it needs no explanation. It is of the great facts of the world, like sunlight, or spring-time, or the reflection in dark waters of that silver shell we call the moon. It cannot be questioned. It has its divine right of sovereignty. It makes princes of those who have it. You smile? Ah! when you have lost it you won't smile.... People say sometimes that beauty is only superficial. That may be so, but at least it is not so superficial as thought is. To me, beauty is the wonder of wonders. It is only shallow people who do not judge by appearances. The true mystery of the world is the visible, not the invisible.... Yes, Mr. Gray, the gods have been good to you. But what the gods give they quickly take away. You have only a few years in which to live really, perfectly, and fully. When your youth goes, your beauty will go with it, and then you will suddenly discover that there are no triumphs left for you, or have to content yourself with those mean triumphs that the memory of your past will make more bitter than defeats. Every month as it wanes brings you nearer to something dreadful. Time is jealous of you, and wars against your lilies and your roses. You will become sallow, and hollow-cheeked, and dull-eyed. You will suffer horribly.... Ah! realize your youth while you have it. Don't squander the gold of your days, listening to the tedious, trying to improve the hopeless failure, or giving away your life to the ignorant, the common, and the vulgar. These are the sickly aims, the false ideals, of our age. Live! Live the wonderful life that is in you! Let nothing be lost upon you. Be always searching for new sensations. Be afraid of nothing.... A new Hedonism--that is what our century wants. You might be its visible symbol. With your personality there is nothing you could not do. The world belongs to you for a season.... The moment I met you I saw that you were quite unconscious of what you really are, of what you really might be. There was so much in you that charmed me that I felt I must tell you something about yourself. I thought how tragic it would be if you were wasted. For there is such a little time that your youth will last--such a little time. The common hill-flowers wither, but they blossom again. The laburnum will be as yellow next June as it is now. In a month there will be purple stars on the clematis, and year after year the green night of its leaves will hold its purple stars. But we never get back our youth. The pulse of joy that beats in us at twenty becomes sluggish. Our limbs fail, our senses rot. We degenerate into hideous puppets, haunted by the memory of the passions of which we were too much afraid, and the exquisite temptations that we had not the courage to yield to. Youth! Youth! There is absolutely nothing in the world but youth!

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Racism was a constant presence and absence in the Obama White House. We didn’t talk about it much. We didn’t need to—it was always there, everywhere, like white noise. It was there when Obama said that it was stupid for a black professor to be arrested in his own home and got criticized for days while the white police officer was turned into a victim. It was there when a white Southern member of Congress yelled “You lie!” at Obama while he addressed a joint session of Congress. It was there when a New York reality show star built an entire political brand on the idea that Obama wasn’t born in the United States, an idea that was covered as national news for months and is still believed by a majority of Republicans. It was there in the way Obama was talked about in the right-wing media, which spent eight years insisting that he hated America, disparaging his every move, inventing scandals where there were none, attacking him for any time that he took off from work. It was there in the social media messages I got that called him a Kenyan monkey, a boy, a Muslim. And it was there in the refusal of Republicans in Congress to work with him for eight full years, something that Obama was also blamed for no matter what he did. One time, Obama invited congressional Republicans to attend a screening of Lincoln in the White House movie theater—a Steven Spielberg film about how Abraham Lincoln worked with Congress to pass the Thirteenth Amendment abolishing slavery. Not one of them came.

A commencement speech Mann gave two months before his death served as a clarion call for students to embrace his worldview: “I beseech you to treasure up in your hearts these my parting words: Be ashamed to die until you have won some victory for humanity.

The muscle cells in your thigh are completely replaced, one at a time, day and night, about every four months. Brand-new muscles, three times a year. The solid leg you’ve stood on so securely since childhood is mostly new since last summer. Your blood cells are replaced every three months, your platelets every ten days, your bones every couple of years. Your taste buds

Bakushan had only been open for a couple of months, but expectations were already sky-high. Still, few people had mentioned the food. Instead, everyone was writing about the up-and-coming chef, Pascal Fox. According to nearly every article, he'd dropped out of college and worked at top French restaurants around the world. Then, at twenty-five and on every "30 under 30" list in existence, he had received an offer to take over L'Escalier, a cathedral-ceilinged white-tablecloth institution in Midtown. But just as New York was ready to inaugurate him into a realm of Immortal Chefs synonymous with a certain level of luxurious precision, Pascal had said he would open a place on his own. He didn't have a location or a concept- or so he'd said in his interviews- just a conviction that he didn't want to fall into the trap of being yet another French chef at another fancy restaurant. So there we were, in front of his brand-new place. It was hard to label it. I had read neo-modernist and Asian-American eclectic. The food was hard to pin down, but the inside was just cool, at least from my sidewalk vantage point. It was 5:45 and already there was a forty-five-minute wait for a spot at one of the communal, no-reservation tables. I looked at the crowd while we waited and saw a couple of girls dressed in tight, short dresses. One of them held a food magazine with Pascal Fox's face on the cover against a blurred kitchen background. I stole a peek at the photo. His eyes were a deep black-brown with a streak of gold. His hair was charmingly messed up, longish bits going every which way, casting shadows on his sculpted cheekbones. That was the other thing. Pascal was exceedingly good-looking. I hadn't paid attention to the hype around his looks, but seeing these girls swoon over his photo made his handsomeness hard to ignore. And... the pictures. I'm only human.

Lehman and Belady have studied the history of successive releases in a large operating system.[6] They find that the total number of modules increases linearly with release number, but that the number of modules affected increases exponentially with release number. All repairs tend to destroy the structure, to increase the entropy and disorder of the system. Less and less effort is spent on fixing original design flaws; more and more is spent on fixing flaws introduced by earlier fixes. As time passes, the system becomes less and less well-ordered. Sooner or later the fixing ceases to gain any ground. Each forward step is matched by a backward one. Although in principle usable forever, the system has worn out as a base for progress. Furthermore, machines change, configurations change, and user requirements change, so the system is not in fact usable forever. A brand-new, from-the-ground-up redesign is necessary.

Whether it be brand marketers trumpeting the new BMW X5, game developers getting players to spend real money on virtual goods, or someone selling an online nursing degree, the only difference is the time frame in which those different goals occur—in other words, the time between attention and action. If the time frame is very short, like browsing for and buying a shirt at nordstroms.com, it’s called “direct response,” or “DR” advertising. If the time frame is very long, such as making you believe life is unlivable outside the pricey mantle of a Burberry coat, it’s called “brand advertising.” Note that the goal is the same in both: to make you buy shit you likely don’t need with money you likely don’t have. In the former case, the trail is easily trackable, as the “conversion” usually happens online, usually after clicking on the very ad you were served.* In the latter, the media employed is a multipronged strategy of Super Bowl ads, Internet advertising, postal mail, free keychains, and God knows what else. Also, the conversion happens way after the initial exposure to the media, and often offline and in a physical space, like at a car dealership. The tracking and attribution are much harder, due to both the manifold media used and the months or years gone by between the exposure and the sale. As such, brand advertising budgets, which are far larger than direct-response ones, are spent in embarrassingly large broadsides, barely targeted or tracked in any way. Now you know all there is to know about advertising. The rest is technical detail and self-promoting bullshit spun by agencies. You’re officially as informed as the media tycoons who run the handful of agencies that manage our media world.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

Steve loved showing off his new son. When we brought him home, all the zoo staff welcomed the new arrival. We have always had a good relationship with a group of Buddhist monks from Tibet. They had blessed Bindi when she was a newborn. As Robert celebrated his one-month birthday, we decided to hold a fund-raiser for a Buddhist nun’s convent where the well had dried up. A new well would cost forty thousand dollars. We felt that amount might be achievable in a series of fund-raising events. We invited the nuns to stay at Australia Zoo and planned to hold a fund-raiser at our brand-new Crocoseum, doing our part to help raise some money for the new well. The nuns wished to know if we wanted them to bless the animals while they were at the zoo. “Would you please bless Robert?” we asked. Bindi had been blessed along with the crocodiles when she was a month old. Now we would do the same for Robert. The nuns came into the Crocoseum for the ceremony. I brought a sleepy little Robert, adorned with his prayer flag and a scarf. We invited press to help publicize the plight of the nuns. Robert was very peaceful. The nuns sang, chanted, and gave him their special blessing. The ceremony was over, and the croc show was about to begin. Steve wanted to share Robert’s first crocodile show with everyone at the Crocoseum, as he was going to feed Murray the crocodile. Just as we had done with Bindi at this age, we brought Robert out for the show. Steve talked to the visitors about how proud he was of his son. He pointed out the crocodile to Baby Bob. Although Robert had been in with the crocodiles before, and would be again, this was an event where we could share the moment with everybody. When the croc show was over, Steve brought Robert back underneath the Crocoseum and I put him in his stroller. His eyes were big and he was waving his arms. This event would mark the beginning of a lifetime of working with his father as a wildlife warrior. Steve and Bindi were regulars during the croc shows, and now it looked as though Robert would be joining in as well.

When Starbucks launched its instant coffee brand in Japan in April 2010, they invited customers to participate in a four-day taste challenge to see whether they could taste the different between Starbucks VIA Coffee Essence (known as VIA Ready Brew everywhere else) and their fresh-brewed coffee. Over one million samples were given away at their 870 retail stores, and five months later more than 10 million sticks had been sold, making it one of their most successful new product launches. Starbucks

Technically, Sheena predates even Superman, having first appeared in the primordial dawn of comic books in 1937. But her true origins are older than that. Sheena is often described as the female version of Edgar Rice Burroughs’ 1912 creation, Tarzan. The majority of Burroughs’ popular works revolves around a tension between the savage and the civilized, also seen in Sheena’s adventures. Burroughs’ work, like that of fellow adventure writer H. Rider Haggard, came out of the colonial era, and was written for men and boys who yearned for an escape from stifling modern life, through tales of dangerous worlds and exotic women. The common theme of these stories is that a man from the civilized world finds his way to a fantastic, often barbaric, world of adventure, where he falls in love with an intoxicating savage princess. While most of Burroughs’ heroines, like Dejah Thoris or Dian the Beautiful, were in need of rescuing, Haggard’s 1886 novel She introduced a stronger heroine. The novel’s English protagonist encounters the beautiful queen Ayesha, the ruler of a lost city in Africa. Ayesha is referred to as “she who must be obeyed,” and is a creature that provokes both fear and lust. Ayesha was the ultimate fantasy of civilized man: the beautiful, savage white queen, ruling a kingdom unhindered by the laws of modern morality. This brand of men’s fiction produced the swirling foam of exotic and erotic fantasy from which rose the jungle Venus known as Sheena. (...) Now that we have some historical context on these female monarchs, let’s talk about their specific origins. In the 1930s, there were several studios that produced art and stories for the various publishers who were getting into the new field of comic books. One of the most successful and prolific was the Universal Phoenix Studio, operated by two young artists named Will Eisner and Jerry Iger. In 1937, they created a female Tarzan-type character named Sheena for the British tabloid Wags. The strip was credited to the pseudonym W. Morgan Thomas, and the heroine’s name was meant to remind readers of H. Rider Haggard’s She. Demand for new comic book material was growing in the United States, and American pulp magazine publisher Fiction House was looking for material for a new comic book. Sheena made her American debut in 1938’s Jumbo Comics #1, just three months after Superman’s now legendary first appearance. She was the first female adventure character in comic books. This would be just one of her claims to fame.

map out all the activities in that group’s typical customer value chain. Decouplers often trip up on this step in two ways. First, they are overly generic in articulating the CVC. When mapping the process of buying a car, auto executives tend to describe it as: feel the need to buy car > become aware of a car brand > develop an interest in the brand > visit the dealer > purchase the car. This is a start, but it is not specific enough. Decouplers must ask: When do people actually need a new car? How exactly do people become aware of car brands? How do people become interested in a make or model? And so on. The generic process of awareness, interest, desire, and purchase isn’t specific enough to help. Decouplers also flounder by failing to identify all the relevant stages in the value chain. For the car-buying process, a better description of the CVC might be: become aware that your car lease will expire in one month > feel the need to purchase a new car > develop a heightened interest in car ads > visit car manufacturers’ websites > create a set of two or three brands of interest > visit third-party auto websites > compare options of cars in the same category > choose a model > shop online for the best price > visit the nearest dealer to see if they have the model in stock > see if they can beat the best online price > test-drive the cars > decide about financing, warranty, and other add-ons > negotiate a final price > sign the contract > pick up the car > use it > wait for the lease to expire again. With this far more detailed CVC, we can fully appreciate the complexity of the car-buying

Online Marketing Strategy and Trends to Dominate in 2022 After observing some marketing strategies and trends that have emerged in the last few months, it seems fitting that we just hop on the bandwagon and give our take on them as well. After all, the landscape of online marketing is always changing. What worked last year might not do as much this year. And the same thing can be said of what will work and not work in the coming years. But our observations right now show a landscape full of new opportunities to try out. 2021 was a bit of a roller coaster for Meta. Besides just changing their name, they introduced something that appears to have gained a large foothold Don’t misunderstand, this isn’t just Facebook anymore. This is an entirely new world within the aspects of virtue and augmented reality. Before fully introducing this concept last October, it was just thought that the Metaverse would just be another video game console. As it turns out, it could be the next evolution of social media. This opens the doors for a new era of marketing strategy, with many brands already taking advantage of what the Metaverse has to offer. No matter what avenue you decide to take, always make sure you are creating top-notch quality content. Your marketing strategy has a higher chance of success when you do. Don’t get caught up in the rush to create as much content as possible. If you’re doing it by yourself, allow yourself to go slow at first. As you get comfortable with your new skills, you can then start to churn out more content that is high quality. As always, no matter what marketing strategy you decide, we at the Marketing Agency in Utah are here to assist you. Contact us to set up a consultation where we can discuss these and other marketing strategies that best fit your business needs!

Huang was skeptical when his doctors told him there was a new drug option called semaglutide (sold under the brand name Ozempic). The doctor had seen some astounding results from this new drug, including a 50 percent drop in HbA1c levels and a weight loss of as much as 50 pounds. What’s more, these dramatic improvements could happen quickly—sometimes within a couple of months. Huang’s doctor mailed him some Ozempic pens, which he would use to inject himself with this groundbreaking drug once a week. He started on a low dose, which was then slowly increased. In the past, Huang had experienced almost every side effect under the sun from his medications. But you know what? With Ozempic, he experienced no side effects at all.

I was speaking to a brand-new Christian who told me about a cocktail party he went to recently. Some of Henry’s friends were a little perplexed by his “finding religion”. One of them said, “Why on earth would you go to church?” Henry threw it straight back at him: “Come with me on Sunday and you can see for yourself!” That is a believer who enjoys his church service! And why wouldn’t he? It was a church service that hooked him in the first place. Henry had not attended church since the enforced chapel services of his Catholic school days. But one day his wife, Sandra, decided she wanted to take the kids to Sunday school-she had been invited to the church by a local school mum. Sandra went and loved it and within a few months found herself trusting in Christ. Naturally, she asked Henry to come along. Reluctantly, he did, and to his surprise he too loved the experience. He couldn’t put his finger on it but something about the singing and the prayers and the preaching (and the people) captivated him. He says it was an hour of depth and solace in an otherwise full and frantic life. Henry came back again and again. He soon found himself joining in with the songs and the prayers and finding that he really meant it. Christ had become real to him. Henry and Sandra have not looked back. They are among the most regular members of my church and remain eager to throw down the challenge to their friends and family: “Come with me on Sunday and you can see for yourself!

Under Welch, GE was changing rapidly. He famously gave a speech in his first year as CEO titled "Growing Fast in a Slow-Growth Economy." With the power of the GE brand providing credibility to his strategy, the new CEO oversaw almost one thousand acquisitions, or about four deals a month over his two decades, with a value topping $130 billion. p17

First, let us take a quick pass of the 11 questions. Some of them might seem trite or useless at first glance. . . . But lo! Things are not always what they appear. What is the book (or books) you’ve given most as a gift, and why? Or what are one to three books that have greatly influenced your life? What purchase of $100 or less has most positively impacted your life in the last six months (or in recent memory)? My readers love specifics like brand and model, where you found it, etc. How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? If you could have a gigantic billboard anywhere with anything on it—metaphorically speaking, getting a message out to millions or billions—what would it say and why? It could be a few words or a paragraph. (If helpful, it can be someone else’s quote: Are there any quotes you think of often or live your life by?) What is one of the best or most worthwhile investments you’ve ever made? (Could be an investment of money, time, energy, etc.) What is an unusual habit or an absurd thing that you love? In the last five years, what new belief, behavior, or habit has most improved your life? What advice would you give to a smart, driven college student about to enter the “real world”? What advice should they ignore? What are bad recommendations you hear in your profession or area of expertise? In the last five years, what have you become better at saying no to (distractions, invitations, etc.)? What new realizations and/or approaches helped? Any other tips? When you feel overwhelmed or unfocused, or have lost your focus temporarily, what do you do? (If helpful: What questions do you ask yourself?)

Dick’s own Jung-inflected mythologizing framed “2-3-74” as a “metanoia,” a transcendence that results in a greater integration of the personality and thus healing. Biographer Arnold argues persuasively that it was nothing of the sort. His “intoxicating taste of radical wholeness and connectedness to the world” gradually slipped from his grasp, leaving him with the same sufferings and problems as well as a brand-new emptiness, a brand-new abandonment to add to his list. Over the following eight years until his death, Dick wrote thousands of pages of analysis to try and understand what had happened to him, and it does not lessen the value or genius of this text, the Exegesis, to say that it was the product of a nervous breakdown. “The Exegesis is the embodiment of Dick’s psychospiritual nostalgia,” Arnold writes.28 It may be that many of the world’s greatest spiritual texts have been produced in such a state of crisis. Fortunately for later students of precognition, this period in Dick’s life also produced some striking precognitive experiences that the writer recorded in fascinating and compelling detail thanks to a new pen pal—and muse—that entered his life just a month after his “2-3-74” visions and dreams began.

The first time that Robin had ever entered Strike’s office had been on her first morning as an engaged woman. Unlocking the glass door today, she remembered watching the new sapphire on her finger darken, shortly before Strike had come hurtling out of the office and nearly knocked her down the metal staircase to her death. There was no ring on her finger anymore. The place where it had sat all these months felt hypersensitive, as though it had left her branded.

MANY YEARS AGO, I had joined the local news desk of a prominent newspaper in Bengaluru, the sleepy south Indian town that became the country’s Silicon Valley. After trying my hand at crime reporting and general business journalism, I developed an interest in tracking technology. Among other things in the mid noughties, I had half a page in the paper to feature new gadgets every week. Nokia, Blackberry, Samsung and a few other companies were regulars on the page. While I was enjoying my work, my salary needed a boost. (The media industry’s decline was just about beginning, and salaries were as poor then as they are today.) Getting out of the rather difficult circumstances that I found myself in, I moved on to the Economic Times to report on technology. The business daily was India’s largest pink paper by circulation, and I worked with some of the best journalists of the time. My job was mainly to write about technology services companies. Soon I got bored with tracking quarterly results and rehearsed statements. This was around 2012, and India’s start-up ecosystem was in its infancy. I quit the paper to join a start-up blog. I didn’t ask for a raise. I was just happy to be able to write about start-ups and their founders. It was something new, and their excitement was infectious. In those days, ‘start-up’ was not a mainstream beat in India. Only niche blogs wrote about them. On the personal front, there were months when I was flat broke. One evening I sold my old Nokia 5800 for ₹300 at a second-hand electronics shop to buy a packet of biryani. That is still the best biryani I’ve ever had. The two years at the start-up blog were also my best two years ever. As start-ups became the buzzword, I went back to the pink paper to write about them. I was able to upgrade my life a little. I moved into a middle-class apartment with my family. I got some furniture and so on. After selling the Nokia phone, I used a feature phone for a few days. But now I had to upgrade my phone. After much research, I zeroed in on a Micromax handset. Micromax, a Gurgaon-based company that began making handsets in 2008, had some smartphones that were affordable on a young journalist’s salary. It was also a leading brand and had some interesting features such as dual SIM and a great touchscreen display. Going from a phone that ran on Symbian (Nokia’s proprietary operating system that failed) to an Android-based phone was like suddenly being

Formed in 1950, Diners’ Club initiated the first universal restaurant charge card that prominent New York restaurants would accept. Cardholders charged for a meal, and the restaurant collected from the Club less a 5%–10% discount (which restaurants were willing to accept since cardholders typically spent more than those paying with cash on hand). Diners’ Club paid the restaurant and had to collect from cardholders. In the 1950s, credit cards took off in the United States. There were cards for specific companies as well as universal travel and entertainment charge cards.244 American Express debated the merits of creating a card. But by the 1950s, the company’s executives realized that people were using the cards for travel-related services, posing a risk for the travelers cheque. Furthermore, the money order business was becoming less important, with the rise of personal checking accounts stealing business away from money orders. The company finally decided it would be better for American Express to protect itself by making its own card rather than lose all that business.245 American Express debated entering the business by acquiring Diners’ Club. After that deal fell through, American Express decided to go forward by launching its own American Express Credit Card in 1958. The American Express Credit Card was, in reality, a charge card, not a credit card. The latter had a revolving line of credit whose balance could be carried over from month to month. While technically still an extension of credit, the charge card required all outstanding balances to be paid in full each month.246,247 Before launching, American Express reached a deal with the American Hotel Association, providing Amex with 150,000 cardholders and 4,500 participating hotels. American Express then bought 40,000 members from the Gourmet card.248 And when rumors spread that American Express was thinking of starting a card, people wanted in. In contrast to the banks, who literally had to mass-mail cards to people when they rolled out their offerings (a practice made illegal in 1970), people flocked to American Express.249 The brand, whose image had evolved from a guard dog to ‘the guardian of Rome,’ the centurion, had now become a status symbol.

Farah looked freaked out until Tawny hugged her and the tension faded from her face. A minute later, the table cloth lifted and Bailey appeared with beer bottles in her hands. “I figured you’d need booze to deal with the boredom of hiding.” “I can’t drink,” Farah said. “I’m off the pill and trying to get knocked up.” “I am knocked up. I also don’t like that brand of beer.” Handing the beers to Tawny, Bailey nodded. “Be back in a sec.” A minute later, Bailey returned with two cans of Coke for Farah and me. “So what are we talking about?” Bailey asked. “Men needing to protect their women,” I explained. “Lame. Talk about something I can join in on. What’s your sister like? Is she hotter than me?” “Yes.” “I hate her and you should tell her to watch out. If I see her, that pretty face is dead meat.” Grinning, I cuddled up with her as the table shook from fighting bodies knocking against it. “You’re having a baby?” she asked, wrapping her arms around me. “Everyone is getting married or having babies.” “Raven isn’t,” I said as Farah peeked out from under the table cloth to check on Cooper. She smiled and returned to her spot. “Judd and Aaron have stripped Mac down and are shoving him out the door.” Tawny laughed. “Judd finally got to punish Mac for letting me touch his arm months ago. Good for him.” Laughing, I leaned my head against Bailey. “Raven has bad taste in men. Going out with her will be great for you. If Raven likes someone, you’ll know he’s a loser. So she’ll distract all the shitty guys from you.” “Huh. And she’s hot, so she’ll draw guys to us. I think she might be my new best friend,” Bailey said, taking a swig. ‘Don’t be jealous. I just need a man because all of the kissing and fucking and marrying and baby making you guys keep doing. I can’t be the only one alone and Vaughn doesn’t count because he’ll be dead in a few months and shouldn’t be dating anyway.” We all frowned at Bailey who shrugged. “Those Devils fuck are going to kill him or he’ll try to kill them and get killed. Why do you think they call him Dead Man Walking?” “You’re bumming me out,” I told her while finishing my soda. “I wish Aaron was here.” “As you wish,” Aaron said, leaning down. “Look at you pretty girls hiding under here.” “We’re not hiding,” I said, crawling out. “We’re planning our attack. You know, just in case you couldn’t handle things.” When Aaron grinned, I noticed blood on his lip. “You’re hurt.” “You should see the other guys.” Glancing around, I noticed Mac’s friend was propped up on the pool table and the other guys were throwing pretzels and peanuts at him. In the corner, Kirk and Jodi sat as if on their porch drinking lemonade and admiring the sunset. “My hero,” I said, caressing the cobra. “Are you talking to me or the tattoo?” “Both, baby. Always both.

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

When Derek Sivers first built his business CDbaby.com, he set up a standard confirmation email to let customers know their order had been shipped. After a few months, Derek felt that this email wasn’t aligned with his mission—to make people smile. So he sat down and wrote a better one. Your CD has been gently taken from our CD Baby shelves with sterilized contamination-free gloves and placed on a satin pillow. A team of 50 employees inspected your CD and polished it to make sure it was in the best possible condition before mailing. Our packing specialist from Japan lit a candle and a hush fell over the crowd as he put your CD into the finest gold-lined box that money can buy. We all had a wonderful celebration afterwards and the whole party marched down the street to the post office where the entire town of Portland waved “Bon Voyage!” to your package, on its way to you, in our private CD Baby jet on this day, Friday, June 6th. I hope you had a wonderful time shopping at CD Baby. We sure did. Your picture is on our wall as “Customer of the Year.” We’re all exhausted but can’t wait for you to come back to CDBABY.COM!! —Derek Sivers, Anything You Want The result wasn’t just delighted customers. That one email brought thousands of new customers to CD Baby. The people who got it couldn’t help sharing it with their friends. Try Googling “private CD Baby jet”; you’ll find over 900,000 search results to date. Derek’s email has been cited by business blogs the world over as an example of how to authentically put your words to work for your business.

I’d be hard-pressed to find a better start to a brand story than the one that chronicles the birth of “the people’s car,” the Tata Nano. The story goes that Ratan Tata, chairman of the well-respected Tata Group, was travelling along in the pouring rain behind a family who was precariously perched on a scooter weaving in and out of traffic on the slick wet roads of Bangalore. Tata thought that surely this was a problem he and his company could solve. He wanted to bring safe, affordable transport to the poor—to design, build, and sell a family car that could replace the scooter for a price that was less than $2,500. It was a business idea born from a high ideal and coming from a man with a track record in the industry, someone with the capability to innovate, design, and produce a high-quality product. People were captivated by the idea of what would be the world’s cheapest car. The media and the world watched to see how delivering on this seemingly impossible promise might pan out. Ratan Tata did deliver on his promise when he unveiled the Nano at the New Delhi Auto Expo in 2009, six years after having the idea. The hype around the new “people’s car” and the media attention it received meant that any mistakes were very public (several production challenges and safety problems were reported along the way). And while the general public seemed to be behind the idea of a new and fun Indian-led innovation, the number of Facebook likes (almost 4 million to date) didn’t convert to actual sales. It seemed that while Tata Motors was telling a story about affordability and innovating with frugal engineering (perhaps “lean engineering” might have worked better for them), the story prospective customers were hearing was one about a car that was cheap. The positioning of the car was at odds with the buying public’s perception of it. In a country where a car is an aspirational purchase, the Nano became symbolic of the car to buy if you couldn’t afford anything else. Since its launch in 2009, just over 200,000 Nanos have sold. The factory has the capacity to produce 21,000 cars a month. It turns out that the modest numbers of people buying the Nano are not the scooter drivers but middle-class Indians who are looking for a second car, or a car for their parents or children. The car that was billed as a “game changer” hasn’t lived up to the hype in the hearts of the people who were expected to line up and buy it in the tens of thousands. Despite winning design and innovation awards, the Nano’s reputation amongst consumers—and the story they have come to believe—has been the thing that’s held it back.

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?

A New Yorker by birth is David Karp, the child prodigy who at age 21, in 2007, founded Tumblr, whose headquarters are located just one block east of Hunch. The son of a composer and a science teacher, at 14 Karp began working as an intern in an online animation company; at 15, tired of traditional school, he continued to study at home alone, learning, among other things, Japanese; then he became the chief technology officer of the Internet site UrbanBaby and at 17 he went to Tokyo for five months by himself. In 2006, UrbanBaby was bought by CNET, and Karp used his share of proceeds to establish Tumblr, a blogging platform with elements of social networking that allows its users to follow other bloggers. Tumblr allows users to build a collection of content according to their own tastes and interests. Easy to use, with a format of short entries to be enriched with photos and videos, Tumblr has quickly gained many followers among the creative community as well as the public at large. Today it is home to nearly 70 million blogs, including those of Lady Gaga and Barack Obama, with a total audience of 140 million users. At 26, Karp is leading a company with over 100 employees, valued at more than $800 million, with shareholders of the caliber of Virgin Group’s Richard Branson. He defines Tumblr as new media, as opposed to technology, and seeks to attract non-traditional ads, inviting brands to create awareness and desire in their ads, rather than just trying to capture intent. Karp has already received several acquisition offers from other media groups, but he has always refused because he thinks big: he wants to reach billions, not millions of users and one day be in a position to acquire rather than be acquired. Meanwhile, in order to grow he is convinced that New York City, the capital of media and advertising, is the right city.[47]

Most recently, I worked for this advertising agency that specializes in perceptual marketing. They ensure that whatever ads you see in your everyday life are geared to your specific taste, style, demographic, purchasing history, and countless other interwoven criteria. If you walk by a billboard, it shows you something you actually want or an upgrade to something you already have. They use real-time rolling data feeds, so you might see a different ad depending on your mood before versus after lunch, if you were running late or had time to linger, whether you had sex that night or argued with your spouse that morning. Following a negative experience with some company’s wares, they’d give a competitor a shot at shifting your brand loyalty. My big idea was that clients could pay a monthly fee to see no ads at all. Instead of individualized niche marketing, you could experience a world blissfully emptied of promotional clutter. It was a total failure. Because it turns out people like ads. Especially when they’re targeted to warp the visual environment around you to emphasize your needs above all others, as if you’re the indispensable center of the global economy. Nobody wanted to pay for the privilege of being irrelevant to commercial interests. Except me. I essentially got my employer to launch an expensive new product solely for my use. An industry of one.

In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.

Our culture of achievement has grown to emphasize visions of success that are, for the most part, fairly predictable. Cole skipped a couple of steps. The basic plan is to go to Goldman Sachs, McKinsey, or the like, then maybe to a top-ranked business school, then back to banking, consulting, private equity, hedge funds, or a name-brand tech company. Or maybe go from law school to top firm to partner or in house at an investment firm, and live in New York, San Francisco, Boston, or Washington, DC.* Again, these institutions and roles are necessary, and they’re natural developments in our economy. We need them. But we need people doing other things too. We need people willing to take risks and, yes, to occasionally fail. Like real-world consequences fail. We need people committed over extended periods of time to creating value, no matter how hard that is. We need people who care deeply about the work they’re doing. Imagine someone who you think could stand to take on some risk—someone well educated who would always have something to fall back on, whose family might have some resources so he would be unlikely to starve. And this person would probably be young and free of major life obligations. Someone sort of like . . .  Cole. What’s interesting is that many of the people I meet who are young, highly educated, and from good families are among the most risk-averse. They feel like they need to be making progress along a ladder with each passing month or year. Their parents have often set high expectations for them. They measure themselves each period against their peers, who are generally following various well-defined paths.

And we need this. It could save us a year. Without it all we got is a regular manhunt. For a guy already four months AWOL, with a brand-new foreign passport. Instead of that we could have a Saudi kid in a pink shirt and pointed shoes lead us directly to him. Right here and now. Who wouldn’t take that deal? The future means nothing if we don’t live to see it.” “So you broke the law, but only because you thought you had a good reason. You and everyone else. There are lots of good reasons. Too many good reasons. Which is why we have a special structure, to decide between them, when they compete one against the other. That structure is called the National Security Council. We weigh things up and we judge priorities. You just blew a year’s hard work, major. You should resign. Before the after-action report comes out. You’ll get a better deal that way.” “OK,” Reacher said. “I will, if it turns out bad.

Children as young as twelve to eighteen months can recognize brands, it went on, and are “strongly influenced” by advertising and marketing. Yikes!

How Advocacy Boosts Retention One of the most critical challenges facing fitness clubs is retention. About 30 percent of club members do not renew their memberships, according to IHRSA. In some clubs, turnover rates are even higher. In larger fitness chains, like the fitness club, improving retention rates by even one percent can mean millions in revenues. So how can Brand Advocates help fitness clubs keep more members? Here are three ways: 1. Members are more likely not to renew if their usage levels are low. Brand Advocates can help educate other members about services they may not currently be using, like Group X classes, personal training, swimming lessons, spa services, and more. As the club's most enthusiastic and engaged members, Advocates are glad to tell others about these services. 2. Brand Advocates will happily create content about why they're loyal customers. Ask your Advocates why they stay with your club. Advocates will create compelling answers, which you can then share with other members and even prospects. 3. Sponsor fun events where Advocates encourage new members to participate in club events and take advantage of club services. 4. Lastly, engaging your Advocates increases the likelihood that these enthusiastic members themselves will continue renewing their memberships month after month, year after year. By building and nurturing relationships with your Advocates you deepen their commitment to your club.

CASE STUDY In 2012, investigators were trying to understand why supermarkets in the United States were being robbed every month of Tide detergent – and only Tide detergent. As with every investigation, they ‘followed the money’ only to find that Tide was the money. Bottles of Tide had become an ad hoc street currency, with 150-ounce bottles being exchanged for $5 or $10 worth of drugs, earning it the nickname ‘Liquid Gold’. As New York magazine pointed out: ‘this unlikely black market would not have formed if they weren’t so good at pushing their product’.37 It turns out that despite being considered a ‘low interest category’, people have very strong feelings about their detergents. Tide came in the top three brands that consumers were least likely to give up during tough times. This bond has allowed the producer, Procter & Gamble, to charge 50 per cent more than the average detergent and yet it still outsells its nearest competitor, which is also produced by P&G, by more than two to one. So, what is it about Tide that means more people will pay 50 per cent more for a functionally parity product from the same manufacturer? The investigating sergeant puts it well: ‘I’m a No. 1 Tide fan’, he says. ‘I don’t know if it’s all psychological, but you can tell the difference.’38

First of all, let’s look at the word “new” in Greek. Greek has two words for new – the first is neos, which means brand new – like you got a neos pair of shoes because the old ones fell apart.  The second is kainos, which means “renewed” like the moon every month.  When the moon goes black and the sky is darkened, it looks like the moon disappears and then with the first sliver sighting a day or two later, we get a new moon – but it isn’t a neos moon, it is a kainos moon.  It is simply renewed, now we can see the moon again.

EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.

Outside of the child support she receives every month for Paris, I pay her bills, keep her laced, and she riding in a brand new fucking Lexus. I’ve been fighting tooth and nail with my wife in this bitch’s defense. “Ahhhhhhh!

The Color of Justice Imagine you are Emma Faye Stewart, a thirty-year-old, single African American mother of two who was arrested as part of a drug sweep in Hearne, Texas.1 All but one of the people arrested were African American. You are innocent. After a week in jail, you have no one to care for your two small children and are eager to get home. Your court-appointed attorney urges you to plead guilty to a drug distribution charge, saying the prosecutor has offered probation. You refuse, steadfastly proclaiming your innocence. Finally, after almost a month in jail, you decide to plead guilty so you can return home to your children. Unwilling to risk a trial and years of imprisonment, you are sentenced to ten years probation and ordered to pay $1,000 in fines, as well as court and probation costs. You are also now branded a drug felon. You are no longer eligible for food stamps; you may be discriminated against in employment; you cannot vote for at least twelve years; and you are about to be evicted from public housing. Once homeless, your children will be taken from you and put in foster care. A judge eventually dismisses all cases against the defendants who did not plead guilty. At trial, the judge finds that the entire sweep was based on the testimony of a single informant who lied to the prosecution. You, however, are still a drug felon, homeless, and desperate to regain custody of your children.

Mr. Trump ordered his advance team to book only hotels that were less than six months old. He didn’t care if it was a Motel 6 or a Four Seasons, just as long as it was brand-new. He didn’t like the dust. And if you sneezed around him, he would make you go to the back of the plane. So they decided not to tell him that part of his Secret Service protection was a sweep of the jet by a bomb-sniffing dog. Mr. Trump would have exploded had he known that some wet-nosed mongrel was all over his beautiful leather seats, never mind the dog hairs that were undoubtedly everywhere.

It’s much more important today to be able to become an expert in a brand-new field in nine to twelve months than to have studied the “right” thing a long time ago. You really care about having studied the foundations, so you’re not scared of any book. If you go to the library and there’s a book you cannot understand, you have to dig down and say, “What is the foundation required for me to learn this?” Foundations are super important.

The aspiring leader has been set up to fail. He just doesn’t recognize it yet. The first few months go well, but reality soon sets in. It is not easy for one person to create change in a large corporation. After one year, the leader feels as though he is trying to make innovation happen inside an organization that is, in every way, determined to fight his every move. The general manager of the company’s largest product line is anxious about the possibility that the innovation will cannibalize him. Marketing is uncooperative, worried about possible damage to the company’s brand if the new product fails. Manufacturing is upset that it has to schedule small, inefficient runs for the new product. Salespeople are reluctant to push a product without a track record. Human resources is unwilling to waive compensation rules to hire a few experts that the project badly needs. Finance is concerned about margin dilution. Information technology claims that the project is too small to warrant exceptions to standard systems and processes.

People do stupid things when they have a giant budget—they overdesign, they overthink. That inevitably leads to longer runways, longer schedules, and slower heartbeats. Much, much slower. Generally any brand-new product should never take longer than 18 months to ship—24 at the limit. The sweet spot is somewhere between 9 and 18 months. That applies to hardware and software, atoms and bits.

I wouldn't want this to turn into a generic Asian hodgepodge, for example. Or a brand where the Korean part is no longer core to the business. Or the branding is offensive. Remember when Abercrombie and Fitch had all those offensive Asian T-shirts a few years back? I wouldn't want that to happen." Wyatt slurped his straw. "Jessie, sometimes you really overthink it all. For a company your size, the offer is more than fair. You'll have so much money, you can go invest it somewhere and retire on a secluded beach. These guys, Rich and Tommy, they have vision! They make magic happen with any business they acquire. Their Persian Eats cookbook based on their Netflix series has held the number one spot on the bestseller list for three months. The author is this fancy Culinary Institute of the Arts instructor. Dudley something; I forget his name, some English dude. Tommy, didn't you tell me he was chomping at the bit to do a splashy Seoul Sistas cookbook?" My whole body tensed. "We already have one coming out. And did you just say a White dude would be writing a Korean Seoul Sistas cookbook?" He backtracked in the most Wyatt-like way. "I never said that exactly. And I didn't say he was White." "With a name like Dudley, he's not exactly a sista." The silence in the room was palpable. Wyatt asked, "So no deal? Any smart business leader would jump at this opportunity." My God. Was he serious? "No deal." I looked at Daniel, pleading for any lifeline he could throw me to get me out of there. He stood from his chair. "Rich, Tommy, as always, it's been a pleasure working with you these last few weeks, but my contract ends now, at five P.M. And Wyatt, I'm respectfully declining your offer of full-time employment." Wyatt's mouth formed a perfect O. "But... why?" "I have a new client to counsel. Jessie Kim. And effective immediately, we'll be declining your offer and evaluating all of our options for selling or retaining her business." I stood and pushed the chair back with my leg. "Thank you so much for finding time to meet with me, and it was great meeting you, Rich and Tommy." Shooting a death stare at Wyatt, I continued, "As a smart business leader in a new and growing category, it's best for me now to consider my options and explore alternatives.

of cherry vanilla Diet Dr Pepper, and their cell phones splayed out on the coffee table. A month ago, Ali had come to school with a brand-new LG flip phone, and the others had rushed out to buy their own that very day. They all had pink leather holsters to match Ali’s, too—well, all except for Aria, whose holster was made of pink mohair. She’d knitted it herself. Aria moved the camera’s lever back and forth to zoom in and out. “And anyway, my face isn’t going to freeze like this. I’m concentrating on setting up this shot. This is for posterity. For when we become famous.” “Well, we all know I’m going to get famous.” Alison thrust back her shoulders and turned her head to the side, revealing her swanlike neck. “Why are you going to be famous?” Spencer challenged, sounding bitchier than she probably meant to. “I’m going to have my own show. I’ll

It’s much more important today to be able to become an expert in a brand-new field in nine to twelve months than to have studied the “right” thing a long time ago.

As the Vietnam War raged on and protests tore the country apart, Brand did his best to stay above the fray. When he set out to become a publisher in the fall of 1968, just months after Chicago police beat and tear-gassed protesters, he decreed the new publication would have nothing to say about the Vietnam War, and he stuck to what he believed was a no-politics editorial policy for the first three years he published the Catalog.

Generally any brand-new product should never take longer than 18 months to ship—24 at the limit. The sweet spot is somewhere between 9 and 18 months. That applies to hardware and software, atoms and bits.

Cocktail Club: Learn to Make One New Cocktail Each Month”—This was a monthly event surprisingly put on by a garden store that taught attendees how to infuse bitters and simple syrups with herbs. The objective for this promotion was to create a community around their store. Business is booming (or should I say blooming) because people want to attend their classes.

Time ran out on Hamilton’s military ambitions. By February 1800, Congress halted enlistments for the new army that he was assembling and that had monopolized his valuable time. That same month, Americans learned that Napoleon Bonaparte had eliminated the Directory in November and pronounced himself first consul, in precisely the turn to despotism that Hamilton had long prophesied for France. The fulfillment of his prediction, however, left him stranded in an awkward situation. Napoleon’s coup marked the end of the French Revolution and thereby weakened the case for military preparations against a country that the Federalists had identified with Jacobinism.52 Hamilton saw his vision of a brand-new army evaporate:

Zhang is her brand’s face, design inspiration, marketing department, and much more. She and other web celebs find their customers on social media. The companies that run the back end are small, often no more than one or two hundred people, supporting over a dozen brands like LIN’s. They only sell online; they keep little to no inventory and own no factories. Yet they do a rousing business. In the first four months of 2015, LIN had 80 million RMB in sales (about US$11 million), keeping nearly 30 percent as pure profit.8 LIN and other web-celeb companies have evolved quickly since 2015 and can show readers from traditional industries a new approach to operations, marketing, and data-driven strategy.

Jenna, you are halfway to freedom from Wayne. A few more months and you can hand him back to us, and not have to deal with him anymore. If you launch this business with him, you are locked in, day in and day out, for a minimum of four or five years. And really, can you imagine him really helping at these events? I just see him knocking over ice sculptures, and tipping over cakes, and generally being a bull in the china shop everywhere he goes. A bull on steroids. With an inner ear imbalance. On roller skates." "Enough, lawdouche, she gets it." "I know. But again, Wayne is pretty clear that his area here would be identifying and helping land clients, and consulting on thematic details and event brainstorming, and keeping up with all industry aspects of the target market." "You mean going to movies, reading comics, and playing video games." "Yep, something like that." "You can't really be thinking you are going to do this." "I can be thinking that. And I'm pretty sure that the only opinion I asked you for on this was legal ramifications and financial obligations. I don't really care about your personal opinions." "Well, that hurts my feelings, because I still care about you on a personal level, and I think this is a huge mistake for you personally." I wait for my heart to race, for the sweats to start, for my colon to twist itself into a pretzel. And when none of that happens, I look at Brian. "I think, that being the case, that perhaps you ought to speak to your partners about who might be the best attorney to work with me moving forward." "You're firing me? Because I care about you?" "I'm firing you because I need an attorney who is less personally interested in the decisions I make. I'm a big girl, and I have a dad. And clearly, this is no longer a good fit. I'll appreciate a call from the other partners by the end of the week with a plan that I can review." "Seriously, I feel like you've completely lost your mind!" "Careful, Brian. At the moment, I'm asking you be removed from my account. However uncomfortable that may be for you with your partners, I assume you would rather that, than having to explain why I'm leaving the firm entirely. And I will be advising Wayne to shift to the same person I am with, obviously, for convenience." His chiseled jaw snaps shut, and while I can see a dozen retorts on the tip of his tongue, he doesn't speak. "Thank you. I'll review this further, and will discuss my decision with my new attorney. You'll get formal word from Wayne on his choice soon, I'm sure.

Todo.ly is an online to-do list and task manager. The founders had a goal to reach millions of new users and make Todo.ly widely available as a web application. They succeeded in securing a partnership with Google Chrome and were able to leverage their 200 million user database to help them achieve their one-year growth goal in just three weeks: ● 1000% increase in average daily traffic ● 780% increase in user base ● 400,000 new tasks each month The key was that the Chrome platform was brand new and the Todo.ly application was submitted three to four months prior its launch date. As the Todo.ly app was exactly what Google was looking for to add to the Chrome Webstore, they have contacted the founders and asked for an integrated two clicks login through Google OpenID. Todo.ly has implemented that and became featured from day one. There was a huge marketing campaign around the Chrome Webstore, TV spots, prints, and press conference. Peter Varadi, the founder of Todo.ly, shared his advice based on his personal experience: “Look for new waves of technology, new platforms that are expected to be used by a massive number of people and try to be on that platform as one of first.” In Todo. ly case, it was clearly visible that Chrome had 200 million users already and when they launched their webstore, they would obviously put it front of all their users. Google needed web apps to fill their webstore for the launch and they opened the app submission process a few months earlier. That was a timely opportunity for Todo.ly to jump in. What could be your new wave and chance?

Origin stories are like birthday parties: very exciting and colorful and noisy; but in the end, they’re all the same. Anticipation sizzles around for weeks before the Big Day, but when it comes, your shindig looks pretty much like the little one Peter had last month. That’s an order of operations: take off your coats, pin the tail on the donkey, infection, singing, cake, mutation, balloon, gifts, branding, maybe a magician or a clown, exhaustion, and a bag of toys to take home. You’re the same person today as yesterday. You just got a really big present and a shiny new hat to wear.

What is the book (or books) you’ve given most as a gift, and why? Or what are one to three books that have greatly influenced your life? What purchase of $100 or less has most positively impacted your life in the last six months (or in recent memory)? My readers love specifics like brand and model, where you found it, etc. How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? If you could have a gigantic billboard anywhere with anything on it—metaphorically speaking, getting a message out to millions or billions—what would it say and why? It could be a few words or a paragraph. (If helpful, it can be someone else’s quote: Are there any quotes you think of often or live your life by?) What is one of the best or most worthwhile investments you’ve ever made? (Could be an investment of money, time, energy, etc.) What is an unusual habit or an absurd thing that you love? In the last five years, what new belief, behavior, or habit has most improved your life? What advice would you give to a smart, driven college student about to enter the “real world”? What advice should they ignore? What are bad recommendations you hear in your profession or area of expertise? In the last five years, what have you become better at saying no to (distractions, invitations, etc.)? What new realizations and/or approaches helped? Any other tips? When you feel overwhelmed or unfocused, or have lost your focus temporarily, what do you do? (If helpful: What questions do you ask yourself?)

the case of Nelene Fox. Fox was from Temecula, California, and was diagnosed with metastatic breast cancer in 1991, when she was thirty-eight years old. Surgery and conventional chemotherapy failed, and the cancer spread to her bone marrow. The disease was terminal. Doctors at the University of Southern California offered her a radical but seemingly promising new treatment—high-dose chemotherapy with bone marrow transplantation. To Fox, it was her one chance of cure. Her insurer, Health Net, denied her request for coverage of the costs, arguing that it was an experimental treatment whose benefits were unproven and that it was therefore excluded under the terms of her policy. The insurer pressed her to get a second opinion from an Independent medical center. Fox refused—who were they to tell her to get another opinion? Her life was at stake. Raising $212,000 through charitable donations, she paid the costs of therapy herself, but it was delayed. She died eight months after the treatment. Her husband sued Health Net for bad faith, breach of contract, intentional infliction of emotional damage, and punitive damages and won. The jury awarded her estate $89 million. The HMO executives were branded killers. Ten states enacted laws requiring insurers to pay for bone marrow transplantation for breast cancer. Never mind that Health Net was right. Research ultimately showed the treatment to have no benefit for breast cancer patients and to actually worsen their lives. But the jury verdict shook the American insurance industry. Raising questions about doctors’ and patients’ treatment decisions in terminal illness was judged political suicide.

Dinnertime brought a big announcement from Mom and Dad. “How would you like to have a new baby brother or sister in six months?” I didn’t have to think twice. I got off my chair and started laughing and jumping up and down, dancing with my little sister, Linda, who didn’t understand, but it sure made me happy so that had to be a good thing. Janet Elise, (named for my Grandma whose name is Elisa), arrived on a cold day in February on the 25th, 1954. I had just turned six years old two days before Christmas and she was like a birthday present that arrived two months late. I was too young to remember Linda being born, so this was a brand new fantastic experience for a little girl who loved every one of her dolls and put them all to bed with great care every night.

In July 2014, Ted tapped Brian Wright, a senior vice president at Nickelodeon, to lead young adult content deals. (Brian’s first Netflix claim to fame is signing the deal for a show called Stranger Things just a few months into the job.) Brian tells this story about Ted receiving feedback publicly on Brian’s first day at Netflix: In all my past jobs, it was all about who’s in and who’s out of favor. If you gave the boss feedback or disagreed with her in a meeting in front of others, that would be political death. You would find yourself in Siberia. Monday morning, it’s my first day of this brand-new job, and I’m on hyperalert trying to find out what are the politics of the place. At eleven a.m. I attend my first meeting led by Ted (my boss’s boss, who is from my perspective a superstar), with about fifteen people at various levels in the company. Ted was talking about the release of The Blacklist season 2. A guy four levels below him hierarchically stopped him in the middle of his point: “Ted, I think you’ve missed something. You’re misunderstanding the licensing deal. That approach won’t work.” Ted stuck to his guns, but this guy didn’t back down. “It won’t work. You’re mixing up two separate reports, Ted. You’ve got it wrong. We need to meet with Sony directly.” I could not believe that this low-level guy would confront Ted Sarandos himself in front of a group of people. From my past experience, this was equivalent to committing career suicide. I was literally scandalized. My face was completely flushed. I wanted to hide under my chair. When the meeting ended, Ted got up and put his hand on this guy’s shoulder. “Great meeting. Thanks for your input today,” he said with a smile. I practically had to hold my jaw shut, I was so surprised. Later I ran into Ted in the men’s washroom. He asked how my first day was going so I told him, “Wow Ted, I couldn’t believe the way that guy was going at you in the meeting.” Ted looked totally mystified. He said, “Brian, the day you find yourself sitting on your feedback because you’re worried you’ll be unpopular is the day you’ll need to leave Netflix. We hire you for your opinions. Every person in that room is responsible for telling me frankly what they think.

1. Opportunity. What is the best opportunity for a new entrepreneur to build a successful business? Why is now the time to do it? How does the new landscape of e-commerce and social media create an environment of opportunity? And how do you fit into it all? You will discover why now is the perfect time to create your pie, and why there are others who are ready and willing to buy a slice. 2. Mindset. There’s a reason not every wantrepreneur becomes a successful entrepreneur, and psychology is a big piece of the puzzle. I’ll take you through the development of the right mindset to take a business from zero to one million in a year. 3. Getting customers. A million-dollar business doesn’t start with a product; it starts with a person. Your first step in building your business must be identifying your customer, and then answering his or her need. This builds a real brand, not just a revenue stream. If you get this piece right, you will have droves of repeat buyers who will eagerly “overpay” for your products, thank you for it, and tell all of their friends about you. 4. Product. Choosing your first product will be the biggest hurdle you face. It will take research, patience, and determination. Most importantly, it will require listening to what your customer is saying. I’ll take you through the whole process, from ideation to prototyping and refinement, helping you clear this hurdle in no time flat. 5. Funding. Sure, you’ve got a great product, and you know to whom you’re selling—but how do you fund your inventory? Here’s how to bootstrap, borrow, and build your way to a self-sustaining revenue machine, without stressing about money. 6. Stacking the deck. How do you nearly guarantee that your first product is successful, right out of the gate? Once you’ve decided what business you’re in, we will work to ensure that you don’t get stuck holding a product no one wants; this is where you stack the deck so your launch day is set up to blast off. 7. Launch. Your first product is ready to launch. What do you do now? Do you just let it ride? No. Here’s where building relationships and a few strategic marketing tips will take your business from a single product to a world-class brand, as we cover what you need to do to reach the key growth point of twenty-five sales per day.

Find Your Supplier I’ve come to trust and rely on suppliers from Alibaba.com, but I know it has its detractors. When it comes to user experience, the site is, frankly, a bit of a mess. There’s also a certain distance between you and the supplier that the more firm-handshake-loving, look-them-in-the-eye-while-you’re-negotiating types don’t like. These days, though, Alibaba has a lot of competition, so there are plenty of options out there if you want a different path to your product. You can search for wholesalers, manufacturing companies, or contract manufacturers for your chosen product and find any number of smaller companies you can contact personally to get that more direct experience. Or, if you’re feeling particularly old-fashioned, you can attend a trade show in the market you’re going into. Find out where the next event is, hop on a plane, and go speak to a room full of potential manufacturers in a new city. Some people even go so far as to fly to China to meet directly with manufacturers. I’ve never done that—and I never plan to do that—but plenty of my friends swear by it. Of these options, though, I’d still recommend starting on Alibaba or a similar site and ordering ready-made product samples. Something magical happens when you hold a product in your hand: You realize it’s real. While it may seem at the outset like the best way to make your perfect product is to go meet a contract manufacturer in person and get them to build your design from scratch, that option comes with a lot more risk: the risk of lost time. We’re talking about at least three months before you see your first prototype—more likely six, or even twelve. All of that and you won’t even know right away if the resulting prototype will be the one that will make your brand. That’s why I recommend you come up with the idea, get samples, and improve over time. Perfectionists hate the approach, but you can’t expect to make it to a million dollars in twelve months if it takes twelve months just to get a look at what you’re creating.

I get dozens of messages a day from entrepreneurs, and the most common question I get from people new to the startup process is “What product should I sell?” To figure out the answer to this question, you first need to understand you’re building a brand, not selling products. Ask someone to define the word brand. They’re likely to throw out a lot of descriptions: a cool name, a distinctive logo, a website, a great customer service touch they received. Those are all characteristics of a brand, but they’re not the foundation of what a brand is. A brand isn’t a logo. It’s not a fancy website or a pack of sponsorships. A brand is trust. A brand is an expectation that the customer will be happy with his or her purchase. A brand is something built by creating a group of products that all serve the same person.

In a matter of months, the Canadian physician developed a distinctive process for making illuminating gas from bitumen with coal oil as an intermediary. When he applied for a Nova Scotia patent on his process in June 1849, he used the patent to protect his products’ brand names as well, calling them kerosene and kerosene gas (from keros, Greek for “wax,” and -ene to associate the new products with familiar camphene).

Even before the first Soviet tanks crossed into Afghanistan in 1979, a movement of Islamists had sprung up nationwide in opposition to the Communist state. They were, at first, city-bound intellectuals, university students and professors with limited countryside appeal. But under unrelenting Soviet brutality they began to forge alliances with rural tribal leaders and clerics. The resulting Islamist insurgents—the mujahedeen—became proxies in a Cold War battle, with the Soviet Union on one side and the United States, Pakistan, and Saudi Arabia on the other. As the Soviets propped up the Afghan government, the CIA and other intelligence agencies funneled millions of dollars in aid to the mujahedeen, along with crate after crate of weaponry. In the process, traditional hierarchies came radically undone. When the Communists killed hundreds of tribal leaders and landlords, young men of more humble backgrounds used CIA money and arms to form a new warrior elite in their place. In the West, we would call such men “warlords.” In Afghanistan they are usually labeled “commanders.” Whatever the term, they represented a phenomenon previously unknown in Afghan history. Now, each valley and district had its own mujahedeen commanders, all fighting to free the country from Soviet rule but ultimately subservient to the CIA’s guns and money. The war revolutionized the very core of rural culture. With Afghan schools destroyed, millions of boys were instead educated across the border in Pakistani madrassas, or religious seminaries, where they were fed an extreme, violence-laden version of Islam. Looking to keep the war fueled, Washington—where the prevailing ethos was to bleed the Russians until the last Afghan—financed textbooks for schoolchildren in refugee camps festooned with illustrations of Kalashnikovs, swords, and overturned tanks. One edition declared: Jihad is a kind of war that Muslims fight in the name of God to free Muslims.… If infidels invade, jihad is the obligation of every Muslim. An American text designed to teach children Farsi: Tey [is for] Tofang (rifle); Javed obtains rifles for the mujahedeen Jeem [is for] Jihad; Jihad is an obligation. My mom went to the jihad. The cult of martyrdom, the veneration of jihad, the casting of music and cinema as sinful—once heard only from the pulpits of a few zealots—now became the common vocabulary of resistance nationwide. The US-backed mujahedeen branded those supporting the Communist government, or even simply refusing to pick sides, as “infidels,” and justified the killing of civilians by labeling them apostates. They waged assassination campaigns against professors and civil servants, bombed movie theaters, and kidnapped humanitarian workers. They sabotaged basic infrastructure and even razed schools and clinics. With foreign backing, the Afghan resistance eventually proved too much for the Russians. The last Soviet troops withdrew in 1989, leaving a battered nation, a tottering government that was Communist in name only, and a countryside in the sway of the commanders. For three long years following the withdrawal, the CIA kept the weapons and money flowing to the mujahedeen, while working to block any peace deal between them and the Soviet-funded government. The CIA and Pakistan’s spy agency pushed the rebels to shell Afghan cities still under government control, including a major assault on the eastern city of Jalalabad that flattened whole neighborhoods. As long as Soviet patronage continued though, the government withstood the onslaught. With the collapse of the Soviet Union in late 1991, however, Moscow and Washington agreed to cease all aid to their respective proxies. Within months, the Afghan government crumbled. The question of who would fill the vacuum, who would build a new state, has not been fully resolved to this day.

Imagine you are Emma Faye Stewart, a thirty-year-old, single African American mother of two who was arrested as part of a drug sweep in Hearne, Texas.1 All but one of the people arrested were African American. You are innocent. After a week in jail, you have no one to care for your two small children and are eager to get home. Your court-appointed attorney urges you to plead guilty to a drug distribution charge, saying the prosecutor has offered probation. You refuse, steadfastly proclaiming your innocence. Finally, after almost a month in jail, you decide to plead guilty so you can return home to your children. Unwilling to risk a trial and years of imprisonment, you are sentenced to ten years probation and ordered to pay $1,000 in fines, as well as court and probation costs. You are also now branded a drug felon. You are no longer eligible for food stamps; you may be discriminated against in employment; you cannot vote for at least twelve years; and you are about to be evicted from public housing. Once homeless, your children will be taken from you and put in foster care.

At the precocious age of twenty-two Franklin wrote what became one of the most famous epitaphs in that lapidary genre: The Body of B. Franklin, Printer; Like the Cover of an old Book, Its contents torn out, And stript of its Lettering and Gilding, Lies here, Food for Worms, But the Work shall not be wholly lost, For it will, as he believed, appear once more, In a new & more perfect Edition, Corrected and amended By the Author. When the time came, however, he preferred something simpler. In his will he directed that only “Benjamin and Deborah Franklin 1790” adorn the headstone he shared with his dear country Joan. A life as full as Franklin’s could not be captured in a phrase—or a volume. Yet if a few words had to suffice, a few words that summarized his legacy to the America he played such a central role in creating—and that, not incidentally, illustrated his wry, aphoristic style—they were those he uttered upon leaving the final session of the Constitutional Convention. A matron of Philadelphia demanded to know, after four months’ secrecy, what he and the other delegates had produced. “A republic,” he answered, “if you can keep it.

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It was people from these ranks, fleeing starvation or the sheriff, whom the Virginia Company recruited, together with gentlemen adventurers, often the younger sons of gentry families. In December 1606 three ships, the Susan Constant, the Godspeed, and the Discovery, left England and arrived in the Chesapeake Bay on April 26, 1607, with 105 men on board (39 had died at sea). Sailing some sixty miles up the James River to make their presence less obvious to the Spanish, the three ships anchored on May 13 at the site of what became Jamestown, named, like the river, for England’s king. But other than its relative security from Spanish assault, the chosen site, on the north bank of the James and beside a swamp, had very little to recommend it. The swamp, while perhaps providing some protection from Indians, bred mosquitoes by the millions in the spring and summer, and these spread malaria through the colonists. More, the water in the shallow wells the colonists dug was often brackish, especially when the river was running low. This caused salt poisoning among the colonists as they sweated in the fierce Virginia heat and drank copiously. And, when the river ran low, the garbage and sewage thrown into it did not pass out to sea, but festered and promoted such diseases as typhoid and dysentery. The result was a slaughter. Of the 105 original colonists, only 38 remained alive nine months later. The basic problem was that the Virginia Company was venturing into a brand-new business—American plantations—that had been made possible by a radically new technology—the full-rigged ship. As has so often been the case since—railroads in the early nineteenth century, the Internet in the late twentieth come to mind—there was a very steep and expensive learning curve to be mastered before steady profits could be achieved under these circumstances. The commercially savvy and often very wealthy London merchants who dominated the Virginia Company simply had no idea what it took to establish a successful colony on the edge of the American wilderness, three thousand miles and three months from home.

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