Business Rivals Quotes

You have to admit that anatomically, this ear business rivals my father’s fear that a bicycle seat could ruin your virginity

Fearing a competition is okay, but what is not okay is not making yourself strong enough to face that fear.

In an effort to eliminate the possibility of any rival growing up, some monopolists would sacrifice democracy itself.

Dearest creature in creation, Study English pronunciation. I will teach you in my verse Sounds like corpse, corps, horse, and worse. I will keep you, Suzy, busy, Make your head with heat grow dizzy. Tear in eye, your dress will tear. So shall I! Oh hear my prayer. Just compare heart, beard, and heard, Dies and diet, lord and word, Sword and sward, retain and Britain. (Mind the latter, how it’s written.) Now I surely will not plague you With such words as plaque and ague. But be careful how you speak: Say break and steak, but bleak and streak; Cloven, oven, how and low, Script, receipt, show, poem, and toe. Hear me say, devoid of trickery, Daughter, laughter, and Terpsichore, Typhoid, measles, topsails, aisles, Exiles, similes, and reviles; Scholar, vicar, and cigar, Solar, mica, war and far; One, anemone, Balmoral, Kitchen, lichen, laundry, laurel; Gertrude, German, wind and mind, Scene, Melpomene, mankind. Billet does not rhyme with ballet, Bouquet, wallet, mallet, chalet. Blood and flood are not like food, Nor is mould like should and would. Viscous, viscount, load and broad, Toward, to forward, to reward. And your pronunciation’s OK When you correctly say croquet, Rounded, wounded, grieve and sieve, Friend and fiend, alive and live. Ivy, privy, famous; clamour And enamour rhyme with hammer. River, rival, tomb, bomb, comb, Doll and roll and some and home. Stranger does not rhyme with anger, Neither does devour with clangour. Souls but foul, haunt but aunt, Font, front, wont, want, grand, and grant, Shoes, goes, does. Now first say finger, And then singer, ginger, linger, Real, zeal, mauve, gauze, gouge and gauge, Marriage, foliage, mirage, and age. Query does not rhyme with very, Nor does fury sound like bury. Dost, lost, post and doth, cloth, loth. Job, nob, bosom, transom, oath. Though the differences seem little, We say actual but victual. Refer does not rhyme with deafer. Foeffer does, and zephyr, heifer. Mint, pint, senate and sedate; Dull, bull, and George ate late. Scenic, Arabic, Pacific, Science, conscience, scientific. Liberty, library, heave and heaven, Rachel, ache, moustache, eleven. We say hallowed, but allowed, People, leopard, towed, but vowed. Mark the differences, moreover, Between mover, cover, clover; Leeches, breeches, wise, precise, Chalice, but police and lice; Camel, constable, unstable, Principle, disciple, label. Petal, panel, and canal, Wait, surprise, plait, promise, pal. Worm and storm, chaise, chaos, chair, Senator, spectator, mayor. Tour, but our and succour, four. Gas, alas, and Arkansas. Sea, idea, Korea, area, Psalm, Maria, but malaria. Youth, south, southern, cleanse and clean. Doctrine, turpentine, marine. Compare alien with Italian, Dandelion and battalion. Sally with ally, yea, ye, Eye, I, ay, aye, whey, and key. Say aver, but ever, fever, Neither, leisure, skein, deceiver. Heron, granary, canary. Crevice and device and aerie. Face, but preface, not efface. Phlegm, phlegmatic, ass, glass, bass. Large, but target, gin, give, verging, Ought, out, joust and scour, scourging. Ear, but earn and wear and tear Do not rhyme with here but ere. Seven is right, but so is even, Hyphen, roughen, nephew Stephen, Monkey, donkey, Turk and jerk, Ask, grasp, wasp, and cork and work. Pronunciation (think of Psyche!) Is a paling stout and spikey? Won’t it make you lose your wits, Writing groats and saying grits? It’s a dark abyss or tunnel: Strewn with stones, stowed, solace, gunwale, Islington and Isle of Wight, Housewife, verdict and indict. Finally, which rhymes with enough, Though, through, plough, or dough, or cough? Hiccough has the sound of cup. My advice is to give up!!!

When I see an arrogant man, I see one less competitor.

At last, Sturmhond straightened the lapels of his teal frock coat and said, “Well, Brekker, it’s obvious you only deal in half-truths and outright lies, so you’re clearly the man for the job.” “There’s just one thing,” said Kaz, studying the privateer’s broken nose and ruddy hair. “Before we join hands and jump off a cliff together, I want to know exactly who I’m running with.” Sturmhond lifted a brow. “We haven’t been on a road trip or exchanged clothes, but I think our introductions were civilized enough.” “Who are you really, privateer?” “Is this an existential question?” “No proper thief talks the way you do.” “How narrow-minded of you.” “I know the look of a rich man’s son, and I don’t believe a king would send an ordinary privateer to handle business this sensitive.” “Ordinary,” scoffed Sturmhond. “Are you so schooled in politics?” “I know my way around a deal. Who are you? We get the truth or my crew walks.” “Are you so sure that would be possible, Brekker? I know your plans now. I’m accompanied by two of the world’s most legendary Grisha, and I’m not too bad in a fight either.” “And I’m the canal rat who brought Kuwei Yul-Bo out of the Ice Court alive. Let me know how you like your chances.” His crew didn’t have clothes or titles to rival the Ravkans, but Kaz knew where he’d put his money if he had any left. Sturmhond clasped his hands behind his back, and Kaz saw the barest shift in his demeanor. His eyes lost their bemused gleam and took on a surprising weight. No ordinary privateer at all. “Let us say,” said Sturmhond, gaze trained on the Ketterdam street below, “hypothetically, of course, that the Ravkan king has intelligence networks that reach deep within Kerch, Fjerda, and the Shu Han, and that he knows exactly how important Kuwei Yul-Bo could be to the future of his country. Let us say that king would trust no one to negotiate such matters but himself, but that he also knows just how dangerous it is to travel under his own name when his country is in turmoil, when he has no heir and the Lantsov succession is in no way secured.” “So hypothetically,” Kaz said, “you might be addressed as Your Highness.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

The first law of business: Make the rules or your rivals will

Hug your customers but also offer handshake to your competitors.

Most economists are accustomed to treating companies as idyllic places where everyone is devoted to a common goal: making as much money as possible. In the real world, that’s not how things work at all. Companies aren’t big happy families where everyone plays together nicely. Rather, most workplaces are made up of fiefdoms where executives compete for power and credit, often in hidden skirmishes that make their own performances appear superior and their rivals’ seem worse. Divisions compete for resources and sabotage each other to steal glory. Bosses pit their subordinates against one another so that no one can mount a coup. Companies aren’t families. They’re battlefields in a civil war. Yet despite this capacity for internecine warfare, most companies roll along relatively peacefully, year after year, because they have routines – habits – that create truces that allow everyone to set aside their rivalries long enough to get a day’s work done.

Who are you? Where do you fit into poetry and myth? Do you know who I think you are, Ramsay? I think you are Fifth Business. You don't know what that is? Well, in opera in a permanent company of the kind we keep up in Europe you must have a prima donna -- always a soprano, always the heroine, often a fool; and a tenor who always plays the lover to her; and then you must have a contralto, who is a rival to the soprano, or a sorceress or something; and a basso, who is the villain or the rival or whatever threatens the tenor. "So far, so good. But you cannot make a plot work without another man, and he is usually a baritone, and he is called in the profession Fifth Business, because he is the odd man out, the person who has no opposite of the other sex. And you must have Fifth Business because he is the one who knows the secret of the hero's birth, or comes to the assistance of the heroine when she thinks all is lost, or keeps the hermitess in her cell, or may even be the cause of somebody's death if that is part of the plot. The prima donna and the tenor, the contralto and the basso, get all the best music and do all the spectacular things, but you cannot manage the plot without Fifth Business! It is not spectacular, but it is a good line of work, I can tell you, and those who play it sometimes have a career that outlasts the golden voices. Are you Fifth Business? You had better find out.

Find a bigger enemy than just a rival brand. It can be bad design. It can be time. It can be pollution. It can be ugliness. It can be bad service. It can be landfill. It can be complexity. But pick your enemy well. It will drive you forward.

In the world of business, at least, Shakespeare proves the superior guide. Inside a firm, people become obsessed with their competitors for career advancement. Then the firms themselves become obsessed with their competitors in the marketplace. Amid all the human drama, people lose sight of what matters and focus on their rivals instead.

And with every massive success you notch up, you ask for and get more money, not because you want it to buy things with but because it’s the only reliable way in this business of keeping score. If you’re getting x every night but your best friend and deadliest rival is getting x+1, it’s enough to break your heart. So you try harder, and harder still.

If the reason of your sleeplessness is competition, then you will make a successful businessman.

The Midland Midwest would develop as a center of moderation and tolerance, where people of many faiths and ethnicities lived side by side, largely minding their own business.

So at most companies, an unspoken compact emerges: It's okay to be ambitious, but if you play too rough, your peers will unite against you. On the other hand, if you focus on boosting your own department, rather than undermining your rival, you'll probably get taken care of over time.

I busied myself to think of a story, —a story to rival those which had excited us to this task. One which would speak to the mysterious fears of our nature, and awaken thrilling horror—one to make the reader dread to look round, to curdle the blood, and quicken the beatings of the heart.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience. An excessive focus on beating our competition not only gets exhausting over time, it can actually stifle innovation.

for it is the business and duty of historians to be exact, truthful, and wholly free from passion, and neither interest nor fear, hatred nor love, should make them swerve from the path of truth, whose mother is history, rival of time, storehouse of deeds, witness for the past, example and counsel for the present, and warning for the future.

Without question, the balance of power on the planet today lies in the hands of business. Corporations rival governments in wealth, influence, and power. Indeed, business all too often pulls the strings of government. Competing institutions-religion, the press, even the military-play subordinate roles in much of the world today. If a values-driven approach to business can begin to redirect this vast power toward more constructive ends than the simple accumulation of wealth, the human race and Planet Earth will have a fighting chance.

Jamaica was the Ophir of the West of Scotland in those times. Upon its sugar fields and by the agency of its slave labour, Glasgow slowly emerged from its primeval state of small borough town, to be a business centre, rivalling and soon surpassing Bristol in its West India trade.

After a lull in white arrests, some towns increased the rewards for turning in collaborators. Folks informed on business rivals, ancient nemeses, and neighbors, recounting old conversations where the traitors had uttered forbidden sympathies. Children tattled on their parents, taught by schoolmistresses the hallmarks of sedition.

Gates and Allen’s use of Harvard’s lab space would return to haunt them over the years, as their rivals suggested time and again that Microsoft played a rigged business game,

Look, what happens to me is none of your business.” “What if I want it to be?

Success in business means doing things better than rivals, not just doing things well.

In business, multiple winners can thrive and coexist. Competition focuses more on meeting customers needs than on demolishing rivals. Just look around. Because there are so many needs to serve, there are many ways to win.

The key to competitive success—for businesses and nonprofits alike—lies in an organization’s ability to create unique value. Porter’s prescription: aim to be unique, not best. Creating value, not beating rivals, is at the heart of competition.

you have to accept that no matter where you work, you are not an employee—you are in a business with one employee: yourself. You are in competition with millions of similar businesses. There are millions of others all over the world, picking up the pace, capable of doing the same work that you can do and perhaps more eager to do it. Now, you may be tempted to look around your workplace and point to your fellow workers as rivals, but they are not. They are outnumbered—a thousand to one, one hundred thousand to one, a million to one—by people who work for organizations that compete with your firm. So if you want to work and continue to work, you must continually dedicate yourself to retaining your individual competitive advantage.

Sonia Gandhi and her son play an important part in all of this. Their job is to run the Department of Compassion and Charisma and to win elections. They are allowed to make (and also to take credit for) decisions which appear progressive but are actually tactical and symbolic, meant to take the edge off popular anger and allow the big ship to keep on rolling. (The best example of this is the rally that was organised for Rahul Gandhi to claim victory for the cancellation of Vedanta’s permission to mine Niyamgiri for bauxite—a battle that the Dongria Kondh tribe and a coalition of activists, local as well as international, have been fighting for years. At the rally, Rahul Gandhi announced that he was “a soldier for the tribal people”. He didn’t mention that the economic policies of his party are predicated on the mass displacement of tribal people. Or that every other bauxite “giri”—hill—in the neighbourhood was having the hell mined out of it, while this “soldier for the tribal people” looked away. Rahul Gandhi may be a decent man. But for him to go around talking about the two Indias—the “Rich India” and the “Poor India”—as though the party he represents has nothing to do with it, is an insult to everybody’s intelligence, including his own.) The division of labour between politicians who have a mass base and win elections, and those who actually run the country but either do not need to (judges and bureaucrats) or have been freed of the constraint of winning elections (like the prime minister) is a brilliant subversion of democratic practice. To imagine that Sonia and Rahul Gandhi are in charge of the government would be a mistake. The real power has passed into the hands of a coven of oligarchs—judges, bureaucrats and politicians. They in turn are run like prize race-horses by the few corporations who more or less own everything in the country. They may belong to different political parties and put up a great show of being political rivals, but that’s just subterfuge for public consumption. The only real rivalry is the business rivalry between corporations.

You’re killing me in this proper little suit,” he said, skating a heated look over her shirt. “My place or yours?” She swallowed thickly, the hand against his chest beginning to sweat. “I-I’m busy.” “You’re gonna be,” he said, smiling. “Need to know what bed you’re gonna be in, though. Bringing my A game.” “Don’t you think—?” “About you underneath me? Only every other minute. Now answer me, or else I’ll throw you on the nearest desk.” Heat burst onto her cheeks. He noticed. “Oh, really?” He smiled down at her.

Soon after being appointed CEO, Smith made a dramatic decision to sell the mills that produced the company’s core business of coated paper and invest instead in the consumer-paper-products industry, which he believed had better economics and a brighter future. Everyone said this was a huge mistake, and Wall Street downgraded Kimberly-Clark’s stock. But Smith, unmoved by the crowd, did what he thought was right. As a result, the company grew stronger and soon outpaced its rivals. Asked later about his strategy, Smith replied that he never stopped trying to become qualified for the job.

There was a big lake three days’ walk from Nya’s village. Every year when the rains stopped and the pond near the village dried up, Nya’s family moved from their home to a camp near the big lake. Nya’s family did not live by the lake all year round because of the fighting. Her tribe, the Nuer, often fought with the rival Dinka tribe over the land surrounding the lake. Men and boys were hurt and even killed when the two groups clashed. So Nya and the rest of her village lived at the lake only during the five months of the dry season, when both tribes were so busy struggling for survival that the fighting occurred far less often.

Socrates tried to soothe us, true enough. He said there were only two possibilities. Either the soul is immortal or, after death, things would be again as blank as they were before we were born. This is not absolutely comforting either. Anyway it was natural that theology and philosophy should take the deepest interest in this. They owe it to us not to be boring themselves. On this obligation they don’t always make good. However, Kierkegaard was not a bore. I planned to examine his contribution in my master essay. In his view the primacy of the ethical over the esthetic mode was necessary to restore the balance. But enough of that. In myself I could observe the following sources of tedium: 1) The lack of a personal connection with the external world. Earlier I noted that when I was riding through France in a train last spring I looked out of the window and thought that the veil of Maya was wearing thin. And why was this? I wasn’t seeing what was there but only what everyone sees under a common directive. By this is implied that our worldview has used up nature. The rule of this view is that I, a subject, see the phenomena, the world of objects. They, however, are not necessarily in themselves objects as modern rationality defines objects. For in spirit, says Steiner, a man can step out of himself and let things speak to him about themselves, to speak about what has meaning not for him alone but also for them. Thus the sun the moon the stars will speak to nonastronomers in spite of their ignorance of science. In fact it’s high time that this happened. Ignorance of science should not keep one imprisoned in the lowest and weariest sector of being, prohibited from entering into independent relations with the creation as a whole. The educated speak of the disenchanted (a boring) world. But it is not the world, it is my own head that is disenchanted. The world cannot be disenchanted. 2) For me the self-conscious ego is the seat of boredom. This increasing, swelling, domineering, painful self-consciousness is the only rival of the political and social powers that run my life (business, technological-bureaucratic powers, the state). You have a great organized movement of life, and you have the single self, independently conscious, proud of its detachment and its absolute immunity, its stability and its power to remain unaffected by anything whatsoever — by the sufferings of others or by society or by politics or by external chaos. In a way it doesn’t give a damn. It is asked to give a damn, and we often urge it to give a damn but the curse of noncaring lies upon this painfully free consciousness. It is free from attachment to beliefs and to other souls. Cosmologies, ethical systems? It can run through them by the dozens. For to be fully conscious of oneself as an individual is also to be separated from all else. This is Hamlet’s kingdom of infinite space in a nutshell, of “words, words, words,” of “Denmark’s a prison.

As spontaneous organizations of the distressed emerge, professional politicians and political parties attempt to capture their energy toward their own electoral gain. Franklin Roosevelt, as we have seen, was not averse to using antimarket rhetoric to appeal to the distressed. And once the politicians capture power and there is a drive to legislate, incumbents are not far behind in directing legislations toward their needs. Thus, much as a riot can be exploited by a few to achieve goals that are not the intent of the mob—it is interesting how often riots that are ostensibly labeled “communal” in India turn into a targeted destruction of especially irksome rival businesses owned by the minority community—the political organizations of the distressed can be used by those who have a broader agenda.

Fueled by his resilience, conviction, and strength of will, Lincoln gradually recovered from his depression. He understood, he told Speed later, that in times of anxiety it is critical to “avoid being idle,” that “business and conversation of friends” were necessary to give the mind “rest from that intensity of thought, which will some times wear the sweetest idea threadbare and turn it to the bitterness of death.

Citizens assemble with the sole goal of declaring that they disapprove of the course of government,” Tocqueville wrote. “To meddle in the government of society and to speak about it is the greatest business and, so to speak, the only pleasure that an American knows. . . . An American does not know how to converse, but he discusses; he does not discourse, but he holds forth. He always speaks to you as to an assembly.

Potter' [...] 'Look at me. Yes, the business about the cat and rat and the broomsticks didn't help, and yes, I consider you my eternal rival and nemesis, locked forever in mortal combat from which only one can ever emerge victorious. But-' [...] ' But if you can try and understand that I have been trying with every fibre of my being to give you a family again, then maybe then you will understand how I feel about you.

You would not call me a marrying man, Watson?” “No, indeed!” “You’ll be interested to hear that I’m engaged.” “My dear fellow! I congrat----” “To Milverton’s housemaid.” “Good heavens, Holmes!” “I wanted information, Watson.” “Surely you have gone too far?” “It was a most necessary step. I am a plumber with a rising business, Escott, by name. I have walked out with her each evening, and I have talked with her. Good heavens, those talks! However, I have got all I wanted. I know Milverton’s house as I know the palm of my hand.” “But the girl, Holmes?” He shrugged his shoulders. “You can’t help it, my dear Watson. You must play your cards as best you can when such a stake is on the table. However, I rejoice to say that I have a hated rival, who will certainly cut me out the instant that my back is turned. What a splendid night it is!

Britain was playing on the same weakness in America, punishing American exporters in the confidence that all thirteen states, behaving as separate actors, could not retaliate. Spain was also busy pitting Northern and Southern states against each other in its attempt to wrest the Mississippi from America. One characteristic of the failed governments Madison studied, from the Achaean League to the Belgic Confederacy, was paralysis. They were unable to get things done. The Achaeans required the agreement of ten of twelve members, and the Belgic Confederacy required unanimous consent. The Belgic Confederacy consisted of fifty-two independent cities and seven provinces. Thus foreign powers and enemies needed to co-opt only one city or province out of fifty-nine to get their way.3 It was exactly what both Madison and Monroe had continually experienced in Congress.

There had been a lecture, but it had been about the paint guns and all the things you should never do with them, and Tompkins had looked at the fresh young faces of his rival trainees as, to a man, they resolved to do them all if there was half a chance of getting away with it. If people told you business was a jungle and then put a gun in your hand, then it was pretty obvious to Tompkins that they weren’t expecting you to simply aim for the shirt; what it was all about was the corporate head hanging over your fireplace.

Whether we are squander­ ing resources by over- or underinvesting in microprocessors or steel can be revealed only by the message contained in the relative profita­ bility of rival firms in these industries. But this is precisely the infor­ mation we garble when we channel money toward one or another of the contenders. Deprived of its elimination process, the market would no longer be able to serve its function as a method for discov­ ering better and eliminating worse production techniques. Without the necessity of responding to consumers' wants or needs, businesses would never withdraw from unprofitable avenues of production

His apprentice, David Harry, whom I had instructed while I work'd with him, set up in his place at Philadelphia, having bought his materials. I was at first apprehensive of a powerful rival in Harry, as his friends were very able, and had a good deal of interest. I therefore propos'd a partner-ship to him which he, fortunately for me, rejected with scorn. He was very proud, dress'd like a gentleman, liv'd expensively, took much diversion and pleasure abroad, ran in debt, and neglected his business; upon which, all business left him; and, finding nothing to do, he followed Keimer to Barbadoes, taking the printing-house with him.

The community of Partageuse had drifted together like so much dust in a breeze, settling in this spot where two oceans met, because there was fresh water and a natural harbor and good soil. Its port was no rival to Albany, but convenient for locals shipping timber or sandalwood or beef. Little businesses had sprung up and clung on like lichen on a rock face, and the town had accumulated a school, a variety of churches with different hymns and architectures, a good few brick and stone houses and a lot more built of weatherboard and tin. It gradually produced various shops, a town hall, even a Dalgety's stock and station agency. And pubs. Many pubs.

To-do list: 1. Science – stop people from getting sick and dying. 2. Keep people economically solvent – as you request their help in fighting the pandemic. Some states do better at one. Others, at the other. None strike the right balance. Everything collapses. Utter failure. One party is full of bad ideas that their rivals merely rubber-stamp. Like a reverse Robin Hood, they scapegoat the powerless, while simultaneously handing out checks to the richest stakeholders. The other party has few ideas, except for a few bad ones of their own that they throw into the mix. Businesses, flush with cash, appear almost embarrassed to take public money. But they soon get over their initial shame.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

Yet the very smell of food made her stomach oddly unsettled and she set down the bowl of porridge without taking a spoonful. That infuriated Dragon,still watching from the stable. As though the circumstances were not bad enough,a night without sleep had left him even more on edge. It was all he could do not to stomp out into the yard and demand she swallow every bite. After which he would take her in his arms, kiss her lingeringly, beseech her to tell him he could not possibly be wrong to trust her,and generally make a slobbering fool of himself to rival those great dolts Grani and Sleipnir. No,that he would not do. He would instead have a word with the men on the watchtowers, telling them to keep an eye on his wife and leaving them to make of that what they would while he went off to the river, there to immerse himself in blessedly cold water and cast off the shadows of sleeplessness. When he returned, freshly garbed but not having taken time to shave, he found the day unfolding much as usual. People were coming and going about their daily tasks,now that the barn was rebuilt, apparently determined to ignore the fact that the lady of their manor was tied to a punishment post. Not Magda,though. That stalwart passed him with as close to a glare as she would ever come and bustled out to ask Rycca advice about something or other. The sheer ludicrousness of that struck Dragon and he was chuckling when Magda passed by again,which earned him another stern frown. That was the height of levity for the day.Hours passed and nothing happened. Magda came and went,clucking over Rycca's failure to eat and glaring more at Dragon every time she saw him. Several of the other women began to do the same. He took that as an indication that those who had gotten to know Rycca best held her blameless. His venture into Byzantine intrigue of the previous day rankled all the more. He tried not to think about it. The day dragged on. With the stronghold as busy as ever, Dragon told himself no one would be so foolish as to approach Rycca with intent to do her harm. Yet he found excuse after excuse to be in the yard himself.

As one might gather from a painting of him scowling in a tall stovepipe hat, Day saw himself as a businessman, not a journalist. ''He needed a newspaper not to reform, not to arouse, but to push the printing business of Benjamin H. Day.'' Day's idea was to try selling a paper for a penny - the going price for many everyday items, like soap or brushes. At that price, he felt sure he could capture a much larger audience than his 6-cent rivals. But what made the prospect risky, potentially even suicidal, was that Day would then be selling his paper at a loss. What day was contemplating was a break with the traditional strategy for making profit: selling at a price higher than the cost of production. He would instead rely on a different but historically significant business model: reselling the attention of his audience, or advertising. What Day understood-more firmly, more clearly than anyone before him-was that while his readers may have thought themselves his customers, they were in fact his product.

At a certain level, credible deterrence depends on a credible enemy. The Soviet Union disintegrated, but the surviving superpower's instinct to de-escalate intensified: In Kirkuk as in Kandahar, every Lilliputian warlord quickly grasped that you could provoke the infidel Gulliver with relative impunity. Mutually assured destruction had curdled into Massively Applied Desultoriness. Clearly, if one nation is responsible for near half the world's military budget, a lot of others aren't pulling their weight. The Pentagon outspends the Chinese, British, French, Russian, Japanese, German, Saudi, Indian, Italian, South Korean, Brazilian, Canadian, Australian, Spanish, Turkish, and Israeli militaries combined. So why doesn't it feel like that? Well, for exactly that reason: If you outspend every serious rival combined, you're obviously something other than the soldiery of a conventional nation state. But what exactly? The geopolitical sugar daddy is so busy picking up the tab for the global order he's lost all sense of national interest.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

In the early thirties IBM built a high-speed calculating machine to do calculations for the astronomers at New York’s Columbia University. A few years later it built a machine that was already designed as a computer—again, to do astronomical calculations, this time at Harvard. And by the end of World War II, IBM had built a real computer—the first one, by the way, that had the features of the true computer: a “memory” and the capacity to be “programmed.” And yet there are good reasons why the history books pay scant attention to IBM as a computer innovator. For as soon as it had finished its advanced 1945 computer—the first computer to be shown to a lay public in its showroom in midtown New York, where it drew immense crowds—IBM abandoned its own design and switched to the design of its rival, the ENIAC developed at the University of Pennsylvania. The ENIAC was far better suited to business applications such as payroll, only its designers did not see this. IBM structured the ENIAC so that it could be manufactured and serviced and could do mundane “numbers crunching.” When IBM’s version of the ENIAC came out in 1953, it at once set the standard for commercial, multipurpose, mainframe computers. This is the strategy of “creative imitation.

businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

This revolution in the role of government has been accompanied, and largely produced, by an achievement in public persuasion that must have few rivals. Ask yourself what products are currently least satisfactory and have shown the least improvement over time. Postal service, elementary and secondary schooling, railroad passenger transport would surely be high on the list. Ask yourself which products are most satisfactory and have improved the most. Household appliances, television and radio sets, hi-fi equipment, computers, and, we would add, supermarkets and shopping centers would surely come high on that list. The shoddy products are all produced by government or government-regulated industries. The outstanding products are all produced by private enterprise with little or no government involvement. Yet the public—or a large part of it—has been persuaded that private enterprises produce shoddy products, that we need ever vigilant government employees to keep business from foisting off unsafe, meretricious products at outrageous prices on ignorant, unsuspecting, vulnerable customers. That public relations campaign has succeeded so well that we are in the process of turning over to the kind of people who bring us our postal service the far more critical task of producing and distributing energy.

The period before fifty thousand years ago was a busy time in Eurasia, with multiple human populations arriving from Africa beginning at least 1.8 million years ago. These populations split into sister groups, diverged, and mixed again with each other and with new arrivals. Most of those groups have since gone extinct, at least in their “pure” forms. We have known for a while, from skeletons and archaeology, that there was some impressive human diversity prior to the migration of modern humans out of Africa. However, we did not know before ancient DNA was extracted and studied that Eurasia was a locus of human evolution that rivaled Africa. Against this background, the fierce debates about whether modern humans and Neanderthals interbred when they met in western Eurasia—which have been definitively resolved in favor of interbreeding events that made a contribution to billions of people living today—seem merely anticipatory. Europe is a peninsula, a modest-sized tip of Eurasia. Given the wide diversity of Denisovans and Neanderthals—already represented in DNA sequences from at least three populations separated from each other by hundreds of thousands of years, namely Siberian Denisovans, Australo-Denisovans, and Neanderthals—the right way to view these populations is as members of a loosely related family of highly evolved archaic humans who inhabited a vast region of Eurasia.

We are lovers of beauty without extravagance, and lovers of wisdom without unmanliness. Wealth to us is not mere material for vainglory but an opportunity for achievement; and poverty we think it no disgrace to acknowledge but a real degradation to make no effort to overcome.... Let us draw strength, not merely from twice-told arguments—how fair and noble a thing it is to show courage in battle—but from the busy spectacle of our great city's life as we have it before us day by day, falling in love with her as we see her, and remembering that all this greatness she owes to men with the fighter's daring, the wise man's understanding of his duty, and the good man's self-discipline in its performance—to men who, if they failed in any ordeal, disdained to deprive the city of their services, but sacrificed their lives as the best offerings on her behalf. So they gave their bodies to the commonwealth and received, each for his own memory, praise that will never die, and with it the grandest of all sepulchres, not that in which their mortal bones are laid, but a home in the minds of men, where their glory remains fresh to stir to speech or action as the occasion comes by. For the whole earth is a sepulchre of famous men; and their story is not graven only on stone over their native earth, but lives on far away, without visible symbol, woven into the stuff of other men's lives. For you now it remains to rival what they have done and, knowing the secret of happiness to be freedom and the secret of freedom a brave heart, not idly to stand aside from the enemy's onset.

The wit and grace of Machado’s writing never diminish in these stories, and the scene is almost always the same. We are watching the bourgeoisie of Rio Janeiro at play, and occasionally trying to be serious. They misunderstand each other, they get married, they worry about dying, there is the occasional violent murder. Money and the business of keeping up appearances are large questions. The characters read Hugo and Feydeau, Dumas père and Dumas fils, and indeed the general tone is that of nineteenth-century Paris as reconstructed in so many Latin American locations of that time. Machado is gently mocking this class that believes only in borrowed culture, or in what the Brazilian critic Roberto Schwarz calls “misplaced ideas,” but he is not advocating any kind of nativism. When the chief character of “The Alienist,” refusing distinguished positions offered to him by the king of Portugal, refers to the Brazilian city of Itaguaí as “my universe,” we laugh because he seems to have made his world so small. But then we may also feel that his grandiose claim for his hometown and the exclusive fascination of others with the culture of Europe are simply rival forms of provincialism. There is a third way. We can take all culture, local and international, as our own, and this is the practice suggested by Machado’s own allusions, as it is by those of Jorge Luis Borges, writing a little later in a neighboring Latin American country. “We cannot confine ourselves to what is Argentine in order to be Argentine,” Borges says, and Machado might add that we don’t have to believe that Paris is the capital

THE GREAT GULON INCIDENT: [JUST GONNA LEAVE THIS ONE WITH: REDACTED] [NOT THAT I HAD ANYTHING TO DO WITH THIS!] THE VACKER CONNECTION: [UH, FITZY’S MY BEST FRIEND—NOT A “CONNECTION.” AND ALDEN AND DELLA ARE WAY NICER TO ME THAN MY OWN PARENTS ARE. BIANA’S SUPER AWESOME TOO. ALVAR… NOT SO MUCH. I PROBABLY SHOULD’VE SEEN THAT ONE COMING. BUT WHATEVER, MY POINT IS: I DIDN’T TRY TO MAKE FRIENDS WITH THE VACKERS—NO MATTER WHAT WEIRD STUFF WAS IN ONE OF MY ERASED MEMORIES. SO DON’T GO THINKING THERE’S MORE TO IT THAN THAT.] [AND HOW DO YOU GUYS EVEN KNOW ABOUT THAT MEMORY? THAT KINDA MAKES ME WANT TO RIP THIS REGISTRY PENDANT OFF MY NECK AND THROW IT FAR, FAR AWAY!] INSTANT RIVALRY: [YOU THINK BANGS BOY AND ME ARE “RIVALS”? HATE TO BREAK IT TO YOU, BUT NOPE! I MEAN, YEAH, HE’S SUPER ANNOYING WITH ALL THE “LOOK AT ME, I’M A MOODY SHADE” NONSENSE—AND HIS HAIR IS TOTALLY RIDICULOUS. BUT THERE’S NO RIVALRY. JUST DON’T EXPECT US TO BE BESTIES, AND WE’LL BE GOOD.] UNWITTING ERRAND BOY: [OKAY, THAT SUBHEADING MAKES ME WANT TO PUNCH WHOEVER WROTE IT IN THE MOUTH. BUT… I GUESS IT’S ALSO KIND OF TRUE. MY MOM DID HAVE ME DO STUFF AND THEN ERASE MY MEMORIES SO I WOULDN’T KNOW ABOUT IT. MOM OF THE YEAR, LADIES AND GENTLEMEN. TRY NOT TO BE JEALOUS.] [AND I’M WORKING ON GETTING THOSE MEMORIES BACK, BY THE WAY. I’VE BEEN FILLING JOURNALS WITH DRAWINGS AND EVERYTHING. IT’S JUST TAKING A WHILE BECAUSE I’VE BEEN A LITTLE BUSY ALMOST DYING AND STUFF.] TEAM FOSTER-KEEFE: [WOO-HOO, TEAM FOSTER-KEEFE IS OFFICIALLY A THING!] [BUT THE REST OF THE STUFF IN THIS SECTION IS SOOOOOOOOOOOOOOOOOOOOOO GETTING REDACTED. SERIOUSLY—BOUNDARIES, PEOPLE! FOSTER’S AMAZING—AND OBVIOUSLY WORKING WITH ME MAKES HER EVEN MORE AMAZING. BUT YOU GUYS NEED TO STOP WITH ALL OF YOUR WEIRDO SPECULATING.] ONE PART OF A TRIANGLE: [OKAY, THAT’S IT. I’M DEEEEEEEEEEFINITELY DITCHING THIS PENDANT THING. WHY IS THE COUNCIL PAYING ATTENTION TO THIS STUFF???????????] [ACTUALLY, YOU KNOW WHAT? IT’S NONE OF YOUR BUSINESS, BUT I’M GOING TO ADD ONE THING: FOSTER GETS TO DO WHATEVER SHE WANTS, OKAY? SHE CAN LIKE WHOEVER SHE WANTS. OR BE CONFUSED ABOUT WHAT SHE’S FEELING. SHE CAN EVEN BE OBLIVIOUS—IT’S HER LIFE. HER CHOICE. AND EVERYONE NEEDS TO STAY OUT OF IT.] [EVEN ME.] [ESPECIALLY ME. I WOULD NEVER WANT TO…] [NEVER MIND. MY POINT IS, LET THE POOR GIRL FIGURE THIS OUT ON HER OWN. AND SERIOUSLY, STAY OUT OF OUR LIVES!!!!]

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

So are you planning on dressing me in addition to everything else?” she asked once they’d cleared a challenging rise. “I planned to pack as much as I could this morning, so you could sleep later,” he lowered his voice, “or take care of what went unfinished last night.” He’d amazed himself by behaving so unselfishly as that. Her unfulfilled desire made it more likely that he’d get her into bed with him, and yet, he couldn’t stand to think of her suffering. “I was attempting to be considerate. Though I’ve little experience with it.” “I’m not talking to you about this. I’m just not.” “I can feel your need as strong as my own.” “Maybe I do have these needs—doesn’t mean you’re the one I’ll choose to help me work them out.” Her gaze drifted to Cade, who was greedily chugging water. His voice low and seething, Bowe said, “You regard him with an appraising eye one more time, Mariketa, and you’re going to get that demon killed. All he wants is to ‘attempt’ you. Do you ken what that means?” “In fact, I do ken what it means. In the throes, you know. One of my boyfriends was a demon.” “Boyfriends?” He frowned. “You mean lovers. How bloody many have you had?” He stopped. “Are you free with yourself, then? With other males? Because that’ll be ending—” “What’d you think?” she asked over her shoulder. “That I was a virgin?” “You’re only twenty-three,” he said, sounding very stodgy, even to himself. “And I try no’ to think of any male before me. But if you were no’ an innocent, then I’d hoped it would have been once, in the dark, with a ham-handed human who was so bad you had to stifle a yawn or fight against laughing.” She shrugged. “I’m sure the number of notches in my bedpost can’t compare to yours.” “Aye, but I’m twelve hundred years old! Even if I had one female a year, you’d understand how they could accumulate.” “Well, I am young.” Just as he felt a flicker of ease, she murmured in a sexy voice, “But, baby, I’ve been busy.” His fists clenched. “Jealous?” She probably wouldn’t think he’d admit to it, but in a low tone, he said, “Aye, I envy any man that’s had his hands on you.” She gave him an enigmatic, studying expression. “Now, if I guess the number you’ve taken into your bed, then you’ll tell me if I’m right.” She hastily faced forward once more. “Not playing. Get bent.” He narrowed his eyes. “One. You’ve had one.” Her shoulders stiffened barely perceptibly, and he wanted to sag with relief. “Because any male worthy of you would kill a rival who tried to steal you from him. I’m guessing the demon was your first and last. And how did you get him to let you go, then?” “What if I told you I was still seeing him?” Bowen shook his head. “No’ considering the way you were with me that first night. Besides, if he allowed you to enter the Hie without being there to guard you, he does no’ deserve you. When we return, I’ll kill him on principle.

ONE of the evil results of the political subjection of one people by another is that it tends to make the subject nation unnecessarily and excessively conscious of its past. Its achievements in the old great days of freedom are remembered, counted over and exaggerated by a generation of slaves, anxious to convince the world and themselves that they are as good as their masters. Slaves cannot talk of their present greatness, because it does not exist; and prophetic visions of the future are necessarily vague and unsatisfying. There remains the past. Out of the scattered and isolated facts of history it is possible to build up Utopias and Cloud Cuckoo Lands as variously fantastic as the New Jerusalems of prophecy. It is to the past — the gorgeous imaginary past of those whose present is inglorious, sordid, and humiliating — it is to the delightful founded-on-fact romances of history that subject peoples invariably turn. Thus, the savage and hairy chieftains of Ireland became in due course “the Great Kings of Leinster,” “the mighty Emperors of Meath.” Through centuries of slavery the Serbs remembered and idealised the heroes of Kossovo. And for the oppressed Poles, the mediaeval Polish empire was much more powerful, splendid, and polite than the Roman. The English have never been an oppressed nationality; they are in consequence most healthily unaware of their history. They live wholly in the much more interesting worlds of the present — in the worlds of politics and science, of business and industry. So fully, indeed, do they live in the present, that they have compelled the Indians, like the Irish at the other end of the world, to turn to the past. In the course of the last thirty or forty years a huge pseudo-historical literature has sprung up in India, the melancholy product of a subject people’s inferiority complex. Industrious and intelligent men have wasted their time and their abilities in trying to prove that the ancient Hindus were superior to every other people in every activity of life. Thus, each time the West has announced a new scientific discovery, misguided scholars have ransacked Sanskrit literature to find a phrase that might be interpreted as a Hindu anticipation of it. A sentence of a dozen words, obscure even to the most accomplished Sanskrit scholars, is triumphantly quoted to prove that the ancient Hindus were familiar with the chemical constitution of water. Another, no less brief, is held up as the proof that they anticipated Pasteur in the discovery of the microbic origin of disease. A passage from the mythological poem of the Mahabharata proves that they had invented the Zeppelin. Remarkable people, these old Hindus. They knew everything that we know or, indeed, are likely to discover, at any rate until India is a free country; but they were unfortunately too modest to state the fact baldly and in so many words. A little more clarity on their part, a little less reticence, and India would now be centuries ahead of her Western rivals. But they preferred to be oracular and telegraphically brief. It is only after the upstart West has repeated their discoveries that the modern Indian commentator upon their works can interpret their dark sayings as anticipations. On contemporary Indian scholars the pastime of discovering and creating these anticipations never seems to pall. Such are the melancholy and futile occupations of intelligent men who have the misfortune to belong to a subject race. Free men would never dream of wasting their time and wit upon such vanities. From those who have not shall be taken away even that which they have.

MT: Mimetic desire can only produce evil? RG: No, it can become bad if it stirs up rivalries but it isn't bad in itself, in fact it's very good, and, fortunately, people can no more give it up than they can give up food or sleep. It is to imitation that we owe not only our traditions, without which we would be helpless, but also, paradoxically, all the innovations about which so much is made today. Modern technology and science show this admirably. Study the history of the world economy and you'll see that since the nineteenth century all the countries that, at a given moment, seemed destined never to play anything but a subordinate role, for lack of “creativity,” because of their imitative or, as Montaigne would have said, their “apish” nature, always turned out later on to be more creative than their models. It began with Germany, which, in the nineteenth century, was thought to be at most capable of imitating the English, and this at the precise moment it surpassed them. It continued with the Americans in whom, for a long time, the Europeans saw mediocre gadget-makers who weren't theoretical or cerebral enough to take on a world leadership role. And it happened once more with the Japanese who, after World War II, were still seen as pathetic imitators of Western superiority. It's starting up again, it seems, with Korea, and soon, perhaps, it'll be the Chinese. All of these consecutive mistakes about the creative potential of imitation cannot be due to chance. To make an effective imitator, you have to openly admire the model you're imitating, you have to acknowledge your imitation. You have to explicitly recognize the superiority of those who succeed better than you and set about learning from them. If a businessman sees his competitor making money while he's losing money, he doesn't have time to reinvent his whole production process. He imitates his more fortunate rivals. In business, imitation remains possible today because mimetic vanity is less involved than in the arts, in literature, and in philosophy. In the most spiritual domains, the modern world rejects imitation in favor of originality at all costs. You should never say what others are saying, never paint what others are painting, never think what others are thinking, and so on. Since this is absolutely impossible, there soon emerges a negative imitation that sterilizes everything. Mimetic rivalry cannot flare up without becoming destructive in a great many ways. We can see it today in the so-called soft sciences (which fully deserve the name). More and more often they're obliged to turn their coats inside out and, with great fanfare, announce some new “epistemological rupture” that is supposed to revolutionize the field from top to bottom. This rage for originality has produced a few rare masterpieces and quite a few rather bizarre things in the style of Jacques Lacan's Écrits. Just a few years ago the mimetic escalation had become so insane that it drove everyone to make himself more incomprehensible than his peers. In American universities the imitation of those models has since produced some pretty comical results. But today that lemon has been squeezed completely dry. The principle of originality at all costs leads to paralysis. The more we celebrate “creative and enriching” innovations, the fewer of them there are. So-called postmodernism is even more sterile than modernism, and, as its name suggests, also totally dependent on it. For two thousand years the arts have been imitative, and it's only in the nineteenth and twentieth centuries that people started refusing to be mimetic. Why? Because we're more mimetic than ever. Rivalry plays a role such that we strive vainly to exorcise imitation. MT

In one of his addresses to workingmen Huxley compared life to a game of chess. We must learn the names and the values and the moves of each piece, and all the rules of the game if we hope to play it successfully. The chessboard is the world, the pieces are the phenomena of the universe, the rules of the game are what we call the laws of nature. But it may be questioned if the comparison is a happy one. Life is not a game in this sense, a diversion, an aside, or a contest for victory over an opponent, except in isolated episodes now and then. Mastery of chess will not help in the mastery of life. Life is a day's work, a struggle where the forces to be used and the forces to be overcome are much more vague and varied and intangible than are those of the chessboard. Life is coöperation with other lives. We win when we help others to win. I suppose business is more often like a game than is life—your gain is often the other man's loss, and you deliberately aim to outwit your rivals and competitors. But in a sane, normal life there is little that suggests a game of any kind.

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.

In the past, rich women had frequently delegated childcare to a wet nurse. As doctors and companies began to promote and provide artificial milks, this practice began to be abandoned. A bottle would be less of a rival for the child’s affections:

Kentucky town opens gas station, upsetting rivals BRUCE SCHREINER | 753 words SOMERSET, KY. - City hall ventured into the retail gas business Saturday, opening a municipal-run filling station that supporters call a benefit for motorists and critics denounce as a taxpayer-supported swipe at the free market. The Somerset Fuel Center opened to the public selling regular unleaded gas for $3.36 a gallon, a bit lower than some nearby competitors. In the first three hours, about 75 customers fueled up at the no-frills station, where there are no snacks, no repairs and only regular unleaded gas.

Epson is upbeat about prospects for sales of inkjet printers to businesses, which now rely on laser printers from rivals such as Hewlett-Packard Co., Canon Inc. and Xerox Corp.

Though in fairness, before tonight she wouldn't have known exactly how to classify them. Sorta childhood friends through her brother, turned business rivals who had absolutely incendiary chemistry when they let it loose, which was almost never. Yeah, that wasn't unclear at all... Sarcasm. Kady's second-favorite —asm.

used to scorn this, seeing their human judgment as irreplaceable. Now, says Jiri Stejskal of the American Translators’ Association, it has won respectability. Technological change has not brought consolidation to a fragmented industry, however. Lionbridge, which has the largest disclosed revenues ($489m in 2013), makes much of its money from services other than translation. Like most of its rivals, Lionbridge talks up technology, but is fairly traditional. The heart of the business is managing projects, acting as a go-between for customers and freelance translators on jobs like managing file formats and locations, client reviews and so forth. Tedious project-management tasks like these may offer scope for disruptive

WHAT IS IT, exactly, that people are really afraid of when they say they don’t like change? There is the discomfort of being confused or the extra work or stress the change may require. For many people, changing course is also a sign of weakness, tantamount to admitting that you don’t know what you are doing. This strikes me as particularly bizarre—personally, I think the person who can’t change his or her mind is dangerous. Steve Jobs was known for changing his mind instantly in the light of new facts, and I don’t know anyone who thought he was weak. Managers often see change as a threat to their existing business model—and, of course, it is. In the course of my life, the computer industry has moved from mainframes to minicomputers to workstations to desktop computers and now to iPads. Each machine had a sales, marketing, and engineering organization built around it, and thus the shift from one to the next required radical changes to the organization. In Silicon Valley, I have seen the sales forces of many computer manufacturers fight to maintain the status quo, even as their resistance to change caused their market share to be gobbled up by rivals—a short-term view that sank many companies. One good example is Silicon Graphics, whose sales force was so accustomed to selling large, expensive machines that they fiercely resisted the transition to more economical models. Silicon Graphics still exists, but I rarely hear about them anymore.

The big advantage with price-simplifying is that it is often possible to build a huge mass market and a business system that cannot be imitated and out-scaled easily – at least not after the early days – which effectively shuts out all rivals. The price-simplifier is likely to end up with much higher volume than the proposition-simplifier, for the latter relies on the customer’s willingness to pay a premium for a demonstrably superior product. The rub for proposition-simplifiers is that they need to keep ahead of their rivals through constant innovation and new product development – otherwise, they will lose market share and suffer falling margins. Yet they may be able to build an extremely valuable, loyal following and brand among the middle to top of any given market. The price-simplifier must price down the experience curve, passing on cost savings and keeping margins tightly constrained. In contrast, the proposition-simplifier can – sometimes – hang on to fat net margins: up

So, if you invent a way of price-simplifying that works, be sure to roll it out internationally before local rivals have a chance to copy it.

Surprise Your Competition With These Carpet Cleaning Business In Oklahoma Ideas A strong carpet cleaning service business plan is a critical part of operating a successful business. You are risking everything you have put into your business by not doing your due diligence on a solid business plan. Your growing carpet cleaning service business will benefit from following our strategies. Regardless of whether you are an employee or the owner of the carpet cleaning service business, you are the face of the carpet cleaning company and need to project a positive image at all times when interacting with the public. You will want all customers who come into your business to feel at home and valued. It is essential that employee training includes skills on how to interact with the public and customer relations. Happy customers who'll spread the word through word of mouth are instrumental when it's about expanding your business. It does not mean you have achieved success just because you have reached certain carpet cleaning service business goals. You need to continue to set new goals if you want your business to continue to grow. You'll find that two great approaches to expand the business are by keeping up with new trends in your industry and by remaining strong-minded. If you continually try best to improve your business and follow market trends, you will certainly see your carpet cleaning service business grow. It requires constant dedication, day, and night, to operate a carpet cleaning service business. You should be ready to put in focus, persistence and a lot of time to make it work. Do not expect to be in a position to multitask in the beginning. Knowing when you are overwhelmed and being in a position to hand over some of your responsibilities to others can assist you in becoming a smart business owner. Each time a customer receives superb customer service, he'll most likely return for subsequent purchases. You must be consistent with your efforts to continually please your customers or they might be tempted to take their carpet cleaning service business elsewhere. It is just by setting and adhering to high standards for customer service that your customers will stay with you. The majority of your customers that are lost to your rivals turn towards them because they have a higher standard of customer service. To protect your carpet cleaning service business from legal issues, make it a point to turn in all appropriate legal forms on time and acquire a full understanding of the laws pertaining to your business. We recommend that you consult a lawyer who specializes in business law, even when you already have a basic understanding of business law. The most prosperous carpet cleaning service business can be impacted, or even closed, by an expensive trial. Establishing a working relationship with a lawyer who specializes in business law might be very helpful if you ever find yourself in a legal quandary.

He looked out the window. It seemed to me that he was thinking of Bhutto’s widower, Zardari, his onetime ally and now rival, a man universally considered cunning at business who many felt had outsmarted Sharif in their recent political tango. “No. Who wants cunning?” “Anything else?” he asked. “What about his appearance?” “I don’t really care. Not fat. Athletic.” We shook hands, and I left. In all my strange interviews with Sharif, that definitely was the strangest. Pakistan’s spies soon seemed to kick up their interest in me, maybe because I had written a few controversial stories, maybe because of Sharif. Sitting in my living room, I complained to several friends about a man named Qazi, a former army colonel who worked as part of intelligence over foreigners.

Gross’s core insight, the one that now drives the entire search economy, is that the search term, as typed into a search box by an Internet user, is inherently valuable—it can be priced.

For the next five years, through all of high school and even the start of college, I pressed ahead with my original vision. Despite a bumpy start and a subsequent obligation that largely prevented me from enjoying my teenage years to the extent that I should have, at the end of four seasons on public access, my guest list rivaled that of any major network talk show.

If the threat was from the borders, it seemed unlikely that I’d find Renselaeus warriors roaming around the royal palace Athanarel. So, was there a threat at home? Like a rival for the kingship? My thoughts went immediately to the Marquise of Merindar--and to the conversation with Shevraeth at the inn. The Marquise had made no attempt to communicate with me, and I had not even seen her subsequent to that dinner the night of my arrival. In the days since, I’d managed to lose sight of my purpose in coming. When I’d surprised Shevraeth in the archive, it had seemed he was actually willing to discuss royal business--at least that portion that pertained to cleaning up after Galdran--for why else would he offer me a look at the old king’s papers? But I’d managed to turn the discussion into a quarrel, and so lost the chance. I groaned aloud. What was wrong with me? As I hurried up the steps to our wing, I promised myself that next time Shevraeth tried to talk to me, I’d listen, and even if he insulted me, my family, and my land, I’d keep my tongue between my teeth. “My own conscience demands that I make the attempt.” Would there even be another try? I sighed as I opened my door, then Nessaren and Shevraeth and the rain went out of my mind when I saw that my letter table was not empty. Two items awaited me. The first was a letter--and when I saw the device on the heavy seal, my heart sped: the Marquise of Merindar. I ripped it open, to find only an invitation to a gathering three weeks hence. No hint of any personal message. Laying it aside, I turned my gaze to the other object. Sitting in the middle of the table was a fine little vase cut from luminous starstone, and in it, bordered by the most delicate ferns, was a single rose, just barely blooming. One white rose. I knew what that meant, thanks to Nee: Purity of Intent.

The constant needle and edge in their working relationship is matched by a cloak of secrecy the warring offices throw around their rival operations. Diana had to use all her guile to tease out information from her husband’s office before she flew to Pakistan on her first major solo overseas tour last year. She was due to stopover in Oman where Prince Charles was trying to woo the Sultan to win funding for an architectural college. Curious by nature, Diana wanted to know more but realized that a direct approach to Prince Charles or his senior advisers would receive a dusty response. Instead she penned a short memo to the Prince’s private secretary, Commander Richard Aylard and asking innocently if there was anything in the way of briefing notes she needed for the short stopover in Oman. The result was that, as she was travelling on official Foreign Office business, the Prince was forced to reveal his hand. In this milieu of sullen suspicion, secrecy is a necessary and constant companion. Caution is her watchword. There are plenty of eyes and ears as well as police video cameras to catch the sound of a voice raised in anger or the sight of an unfamiliar visitor. Tongues wag and stories circulate with electrifying efficiency. It is why, when she was learning about her bulimic condition, she hid books on the subject from prying eyes. She dare not bring home tapes from her astrology readings nor read the satirical magazine Private Eye with its wickedly accurate portrayal of her husband in case it attracts unfavourable comment. The telephone is her lifeline, spending hours chatting to friends: “Sorry about the noise, I was trying to get my tiara on,” she told one disconcerted friend.

It is only with government help—in the form of subsidies, restrictions on potential rivals, and the like—that business can “exploit” the public in any meaningful sense.

She'd expect an attack from rebels, rival business concerns, alien intelligence... but family?

It is only with government help—in the form of subsidies, restrictions on potential rivals, and the like—that business can “exploit” the public in any meaningful sense. That

church, and I was exhausted. It was nine o’clock at least. In those days, with all the violence and riots going on, you did not want to be out that late at night. We were standing at the corner of Jellicoe Avenue and Oxford Road, right in the heart of Johannesburg’s wealthy, white suburbia, and there were no minibuses. The streets were empty. I so badly wanted to turn to my mom and say, “You see? This is why God wanted us to stay home.” But one look at the expression on her face, and I knew better than to speak. There were times I could talk smack to my mom—this was not one of them. We waited and waited for a minibus to come by. Under apartheid the government provided no public transportation for blacks, but white people still needed us to show up to mop their floors and clean their bathrooms. Necessity being the mother of invention, black people created their own transit system, an informal network of bus routes, controlled by private associations operating entirely outside the law. Because the minibus business was completely unregulated, it was basically organized crime. Different groups ran different routes, and they would fight over who controlled what. There was bribery and general shadiness that went on, a great deal of violence, and a lot of protection money paid to avoid violence. The one thing you didn’t do was steal a route from a rival group. Drivers who stole routes would get killed. Being unregulated, minibuses were also very unreliable. When they came, they came. When they didn’t, they didn’t.

Link by link, click by click, search is building possibly the most lasting, ponderous, and significant cultural artifact in the history of humankind: the Database of Intentions.

There’s another level at which attention operates, this has to do with leadership, I argue that leaders need three kinds of focus, to be really effective, the first is an inner focus, let me tell you about a case that’s actually from the annals of neurology, there was a corporate lawyer, who unfortunately had a small prefrontal brain tumour, it was discovered early, operated successfully, after the surgery though it was a very puzzling picture, because he was absolutely as smart as he had been before, a very high IQ, no problem with attention or memory, but he couldn’t do his job anymore, he couldn’t do any job, in fact he ended up out of work, his wife left him, he lost his home, he’s living in his brother spare bedroom and in despair he went to see a famous neurologist named Antonio Damasio. Damasio specialized in the circuitry between the prefrontal area which is where we consciously pay attention to what matters now, where we make decisions, where we learn and the emotional centers in the midbrain, particularly the amygdala, which is our radar for danger, it triggers our strong emotions. They had cut the connection between the prefrontal area and emotional centers and Damasio at first was puzzled, he realized that this fellow on every neurological test was perfectly fine but something was wrong, then he got a clue, he asked the lawyer when should we have our next appointment and he realized the lawyer could give him the rational pros and cons of every hour for the next two weeks, but he didn’t know which is best. And Damasio says when we’re making a decision any decision, when to have the next appointment, should I leave my job for another one, what strategy should we follow, going into the future, should I marry this fellow compared to all the other fellows, those are decisions that require we draw on our entire life experience and the circuitry that collects that life experience is very base brain, it’s very ancient in the brain, and it has no direct connection to the part of the brain that thinks in words, it has very rich connectivity to the gastro- intestinal tract, to the gut, so we get a gut feeling, feels right, doesn’t feel right. Damasio calls them somatic markers, it’s a language of the body and the ability to tune into this is extremely important because this is valuable data too - they did a study of Californian entrepreneurs and asked them “how do you make your decisions?”, these are people who built a business from nothing to hundreds of millions or billions of dollars, and they more or less said the same strategy “I am a voracious gatherer of information, I want to see the numbers, but if it doesn’t feel right, I won’t go ahead with the deal”. They’re tuning into the gut feeling. I know someone, I grew up in farm region of California, the Central Valley and my high school had a rival high school in the next town and I met someone who went to the other high school, he was not a good student, he almost failed, came close to not graduating high school, he went to a two-year college, a community college, found his way into film, which he loved and got into a film school, in film school his student project caught the eye of a director, who asked him to become an assistant and he did so well at that the director arranged for him to direct his own film, someone else’s script, he did so well at that they let him direct a script that he had written and that film did surprisingly well, so the studio that financed that film said if you want to do another one, we will back you. And he, however, hated the way the studio edited the film, he felt he was a creative artist and they had butchered his art. He said I am gonna do the film on my own, I’m gonna finance it myself, everyone in the film business that he knew said this is a huge mistake, you shouldn’t do this, but he went ahead, then he ran out of money, had to go to eleven banks before he could get a loan, he managed to finish the film, you may have seen

What fun to be a Dukie—face painted blue, rocking Cameron Indoor Stadium as the Blue Devils score again. Duke is the most selective private university in the South, though not as tough to get in as arch-rival UNC is for out-of-staters. Duke is strong in engineering but offers public policy rather than business for undergraduates. (The Elite Private Universities - Duke University)

Deloitte survey also shows that the benefits of adopting IA are significant. Participants reported that payback was less than 12 months, with an average of 20% of full-time equivalent (FTE) capacity provided by IA programs. Automation met and even exceeded expectations in many areas, including improved compliance (92%), quality and accuracy (90%), productivity (86%), and reduced costs (59%).35 According to a study by Statista, 84% of business organizations adopt AI because it gives them a competitive advantage over their rivals.36

They firmly believe that success will come from pushing onward, takings risks, and reacting quickly to opportunities; from constantly searching for small advantages that will allow them to steal a brief march on their immediate competitors, and larger ones that will enable them to enter a new business area; from building a scale that will make it hard for others to rival their cost base; and from finding new markets, be they emerging new centers of consumption within China or overseas.

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

An Internet company decides to revolutionize an industry—personal transportation, the taxi and limousine market—that defines old-school business-government cooperation, with all the attendant bureaucracy and incompetence and unsatisfying service. It sells itself to investors with the promise that it can buy its way to market dominance in this sclerotic field and use its cutting-edge tech to slash through red tape and find unglimpsed efficiencies. On the basis of that promise, it raises billions upon billions of dollars across its ten-year rise, during which time it becomes as big as promised in Western markets, a byword for Internet-era success, cited by boosters and competitors alike as the model for how to disrupt an industry, how to “move fast and break things” as the Silicon Valley mantra has it. By the time it goes public in 2019, it has $11 billion in annual revenue—real money, exchanged for real services, nothing fraudulent about it. Yet this amazing success story isn’t actually making any sort of profit, even at such scale; instead, it’s losing billions upon billions of dollars, including $5 billion in one particuarly costly quarter. After ten years of growth, it has smashed the old business model of its industry, weakened legacy competitors, created a great deal of value for consumers—but it has done all this without any discipline from market forces, using the awesome power of free money to build a company that would collapse into bankruptcy if that money were withdrawn. And in that time, it has solved exactly none of the problems that would have prevented a company that needed to make a profit from building such a large user base: it has no obvious competitive advantages besides the huge investor subsidy; the technology it uses is hardly proprietary or complex; its rival in disruption controls 30 percent of the market, even as the legacy players are still very much alive; and

The burden of proof is on the company to show that you are better off if it does not pay a dividend. If the firm has consistently outperformed the competition in good markets and bad, the managers are clearly putting the cash to optimal use. If, however, business is faltering or the stock is underperforming its rivals, then the managers and directors are misusing the cash by refusing to pay a dividend. Companies that repeatedly split their shares—and hype those splits in breathless press releases—treat their investors like dolts. Like Yogi Berra, who wanted his pizza cut into four slices because “I don’t think I can eat eight,” the shareholders who love stock splits miss the point. Two shares of a stock at $50 are not worth more than one share at $100. Managers who use splits to promote their stock are aiding and abetting the worst instincts of the investing public, and the intelligent investor will think twice before turning any money over to such condescending manipulators.10

The beauty of FIFA’s business is that it’s a monopoly. There is only one World Cup (nobody has ever credibly attempted to start a rival event) and only one global soccer association.

Algorithms aren’t displacing human workers at these companies, simply because the humans were never there to begin with. But as the lower costs and superior services of these companies drive gains to market share, they will apply pressure to their employee-heavy rivals. Those companies will be forced to adapt from the ground up—restructuring their workflows to leverage AI and reduce employees—or risk going out of business. Either way, the end result is the same: there will be fewer workers.

competition in a world dominated by platform monopolies looks very different from competition in the past. In the twentieth century, competition happened primarily between rival companies within one industry. Today, it happens across industries. The fiercest competition will be between incompatible, rival platform ecosystems and the networks of businesses they support.

One upshot was that on April 29, 1879, a grand jury in Clarion County, Pennsylvania, indicted nine Standard Oil officials—including Rockefeller, Flagler, O’Day, and Archbold—and charged them with conspiracy to monopolize the oil business, extort railroad rebates, and manipulate prices to cripple rivals.

by reducing the friction of online buying even marginally, amazon could reap additional millions in revenue while simultaneously digging a protective moat around its business and hobbling its rivals

Business rivals or bureaucrats---they have long become the same thing---pay the security services to have the head of a company arrested; while they are in prison their documents and registrations are seized, the company is re-registered under different owners, and by the time the original owners are released, the company has been bought and sold and split up by new owners. These raids happened at every level, from the very top---where the Kremlin would arrest the owner of an oil company like Mikhail Khodorkovsky, then hand the company over to friends of the President---right down to local police chiefs taking over furniture stores. It was the right to do this that glued together the great "power vertical" that stretched from the President down to the lowliest traffic cop.

When we first sat down, you said that Hell is empty and all the devils are here. What did you mean?” “It’s one of my favorite quotes, you know that,” said Stephen. And Armand did. Stephen loved to use the lines from The Tempest to unnerve business rivals, colleagues. Friends. Strangers on planes.

Clubs know they cannot operate without opponents, and so unlike in most businesses, the collapse of a rival is not cause for celebration.

Page 107 -- Trading minorities, it is argued, come into conflict with business rivals of other ethnic groups. Conflict occurs, not merely because of ordinary business rivalries, but because immigrant minorities are able to undercut their rivals by the use of their own credit institutions, their guild techniques of restraining competition among themselves, and their use of cheap, usually family, labor. Their interests also collide with the interests of those with whom they transact business: consumers, tenants, clients. Finally, because trading minorities have the ability to obtain their own cheap labor, they depress the prospects for labor in the host society. The tractable character of labor in middleman minority firms insures that rising wages in competing businesses would not be accompanied by similar increases for workers of minority firms. A competing firm in the host society that granted a wage increase would find itself priced out of the market. Eventually, workers in host society firms come to identify immigrant businesses and the low wages they pay as the source of the low wages paid in the economy generally

but then found that being evil was standard procedure in the large-scale construction business. In fact, we were shocked by how corrupt and deceitful some of our rival companies were—and we’re terrorists! To get jobs, everyone uses bribes, blackmail, kickbacks, and threats.

Spector’s visit to London had consolidated his position at the top of the music business tree. He had cemented friendships with the two biggest groups on the British music scene, the Beatles and the Rolling Stones, who would soon follow their British rivals to America. Spector was thrilled at the music, the breath of fresh air it carried. But he could little have imagined that the impending British Invasion was to prove the harbinger of his decline.