Buy Merchandise Quotes

It's stores, it's the whole thing, all that shit everywhere, 'scuse me, that merchandise, all those goods, and ads screaming at you from all over the place, buy buy buy buy buy, and when somebody comes up to me with big hair and gobs of makeup on and says, `Can I help you?`, it's all I can do not to scream, `Bitch, you can't even help yourself.

Wylie: "If you don't like advice, why do you pay me?" Stahr: "That's a question of merchandise. I'm a merchant. I want to buy what's in your mind.

Sell them their dreams,' a woman radio announcer urged a convention of display men in 1923. 'Sell them what they longed for and hoped for and almost despaired of having. Sell them hats by splashing sunlight across them. Sell them dreams – dreams of country clubs and proms and visions of what might happen if only. After all, people don’t buy things to have things. They buy things to work for them. They buy hope – hope of what your merchandise will do for them. Sell them this hope and you won’t have to worry about selling them goods.

I'm sorry I was short with him--but I don't like a man to approach me telling me it for my sake. "Maybe it was," said Wylie "It's poor technique." "I'd all for it," said Wylie. "I'm vain as a woman. If anybody pretends to be interested in me, I'll ask for more. I like advice." Stahr shook his head distastefully. Wylie kept on ribbing him--he was one of those to whom this privilege was permitted. "You fall for some kinds of flattery," he said. "this 'little Napoleon stuff.'" "It makes me sick," said Stahr, "but it's not as bad as some man trying to help you." "If you don't like advice, why do you pay me?" "That's a question of merchandise," said Stahr. "I'm a merchant. I want to buy what's in your mind." "You're no merchant," said Wylie. "I knew a lot of them when I was a publicity man, and I agree with Charles Francis Adams." "What did he say?" "He knew them all--Gould, Vanderbilt, Carnegie, Astor--and he said there wasn't one he'd care to meet again in the hereafter. Well--they haven't improved since then, and that's why I say you're no merchant." "Adams was probably a sourbelly," said Stahr. "He wanted to be head man himself, but he didn't have the judgement or else the character." "He had brains," said Wylie rather tartly. "It takes more than brains. You writers and artists poop out and get all mixed up, and somebody has to come in and straighten you out." He shrugged his shoulders. "You seem to take things so personally, hating people and worshipping them--always thinking people are so important-especially yourselves. You just ask to be kicked around. I like people and I like them to like me, but I wear my heart where God put it--on the inside.

The encounter put me in the mood to shop...Babette and the kids followed me into the elevator, into the shops set along the tiers, through the emporiums and the department stores, puzzled but excited by my desire to buy. When I could not decide between two shirts, they encouraged me to buy both. When I said I was hungry they fed me pretzels, beer, souvlaki. The two girls scouted ahead, spotting things they thought I might want or need, running back to get me, to clutch my arms, to plead with me to follow. The...y were my guides to endless well-being...My family gloried in the event. I was one of them, shopping, at last. They gave me advice, badgered clerks on my behalf...We moved from store to store, rejecting not only items in certain departments, not only entire departments but whole stores, mammoth corporations that did not strike our fancy for one reason or another. There was always another store, three floors, eight floors...I shopped with reckless abandon. I shopped for immediate needs and distant contingencies. I shopped for its own sake, looking and touching, inspecting merchandise I had no intention of buying, then buying it...I began to grow in value and self-regard. I filled myself out, found new aspects of myself, located a person I'd forgotten existed. Brightness settled around me. I traded money for goods. The more money I spent, the less important it seemed. I was bigger than these sums. These sums poured off my skin like so much rain

Jobs described Mike Markkula's maxim that a good company must "impute"- it must convey its values and importance in everything it does, from packaging to marketing. Johnson loved it. It definitely applied to a company's stores. " The store will become the most powerful physical expression of the brand," he predicted. He said that when he was young he had gone to the wood-paneled, art-filled mansion-like store that Ralph Lauren had created at Seventy-second and Madison in Manhattan. " Whenever I buy a polo shirt, I think of that mansion, which was a physical expression of Ralph's ideals," Johnson said. " Mickey Drexler did that with the Gap. You couldn't think of a Gap product without thinking of the Great Gap store with the clean space and wood floors and white walls and folded merchandise.

The investment banker is naturally on the lookout for good bargains in bonds and stocks. Like other merchants he wants to buy his merchandise cheap. But when he becomes director of a corporation, he occupies a position which prevents the transaction by which he acquires its corporate securities from being properly called a bargain. Can there be real bargaining where the same man is on both sides of a trade?

Those baby blues slid over him, from his chest to his feet and back up, as if he were merchandise she hadn’t yet decided to buy. “I need a man.” Jackson bit back a miserable groan. The woman would be the death of him.

It is possible that a nation my be the carrier for the world, but she cannot be the merchant. She cannot be the seller and buyer of her own merchandise. The ability to buy must reside out of herself; and therefore, the prosperity of any commercial nation is regulated by the prosperity of the rest. If they are poor she cannot be rich, and her condition, be what it may, is an index of the height of the commercial tide in other nations.

I sell yawns. Buy one and someone else gets one FREE. Be careful—they’re contagious. They should only be used in the confines of political discourse. I tested all the merchandise out on my morning ducklings before packaging.

One is that you should never take no for an answer. There is always some way to make a sale if you have confidence in your merchandise. Just because a customer says no doesn’t mean he isn’t buying. You just have to sift your way through all the rhetoric and get to the heart of the deal. The

Having described the basic methods of Hindu-Arabic arithmetic in the first seven chapters, Leonardo devoted most of the remainder of the book to practical problems. Chapters 8 and 9 provide dozens of worked examples on buying, selling, and pricing merchandise, using what we would today call reasoning by proportions—the math we use to check the best deal in the supermarket.

Why hire what you could buy outright? That seemed to be the philosophy here in the slavemart, yet Wintrow wondered how those shopping for slaves could not see themselves in their faces, or recognize one's neighbors. No one else seemed disturbed by it... It seemed that, in the eyes of the buyers, a failure of finances instantly changed a man from a friend or neighbor into merchandise.

My favorite buyer program is one called Eat What You Cook. Once a quarter, every buyer has to go out to a different store and act as manager for a couple of days in the department he or she buys merchandise for. I guarantee you that after they’ve eaten what they cooked enough times, these buyers don’t load up too many Moon Pies to send to Wisconsin, or beach towels for Hiawatha, Kansas.

But I’m going to say it again anyway: the secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience.

She is like the ships of the merchant; she brings her food from afar. 15 She rises while it is yet night and provides food for her household and portions for her maidens. 16 She considers a field and buys it; with the fruit of her hands she plants a vineyard. 17 She dresses herself [5] with strength and makes her arms strong. 18 She perceives that her merchandise is profitable. Her lamp does not go out at night. 19 She puts her hands to the distaff, and her hands hold the spindle. 20 She opens her hand to the poor

The winter of 1789 was the hardest within living memory. No one, not even the old people of the district, had ever known anything like it. The cold weather set in early, and, coming on top of a bad harvest, led to great distress among the tenant farmers and the peasants. We were hard hit at the foundry too, for conditions on the road became impossible, what with frost and ice, and then snow; and we were unable to deliver our goods to Paris and the other big cities. This meant that we were left with unsold merchandise on our hands, and little prospect of getting rid of it in the spring, for in the meantime the traders in Paris would be buying elsewhere—if, that is, they ordered at all. There was a general drop in demand for luxury commodities at this time, owing to the unrest throughout the country.

mark-down, which discounts the selling price to customers and, so long as demand is ‘elastic’, results in increased sales of the product line. However, this is an expensive method of selling products, as it reduces the profit achieved on the products. In fact mark-down is the single largest cost to a fashion retail business after the cost of the products themselves. It is worth remembering at this point that the main – and frequently only – source of income for a fashion retailer is the profit from the sales of its products. Less profit per garment means less income to pay its bills. Furthermore, this tactic is less effective when general trading conditions are poor, as the competition is usually doing the same thing. It is vital then that the fashion retailer knows what its customers want and are expecting. Problems in defining and then keeping up with changing customer needs and expectations are arguably the most important factor in successful selling. Large retail businesses like Marks & Spencer

Disney now unofficially tolerates hundreds of small online shops run by die-hard fans selling T-shirts, buttons, pins, patches, jewelry, and thousands more items that leverage Disney characters. These stores don’t pay Disney a dime in licensing fees. Why the pivot to tolerating knockoffs? Because Disney learned that fan-made, unlicensed twenty-five-dollar T-shirts drive their wearers to Disney parks, where they buy expensive entrance tickets and pass the day spending even more money. Another reason for Disney’s newfound tolerance: it has discovered the marketing research value from the hundreds of small knockoff shops. These shops turn out to be a vibrant source of ideas for new official Disney merchandise. In 2016 the online vendor Bibbidi Bobbidi Brooke came out with a hugely popular line of rose-gold sequined Mickey ears, something that had not occurred to the Disney licensors. So Disney copied the design, which sold out immediately in its official stores. Bibbidi Bobbidi Brooke was gracious, posting “always excited to see new merch offerings.” Her fans replied, “Yours will always be the original!!!” Everyone wins.

Or again, supposing prizes were offered to the magistrates in charge of the market for equitable and speedy settlements of points in dispute to enable any one so wishing to proceed on his voyage without hindrance, the result would be that far more traders would trade with us and with greater satisfaction. It would indeed be a good and noble institution to pay special marks of honour, such as the privilege of the front seat, to merchants and shipowners, and on occasion to invite to hospitable entertainment those who, through something notable in the quality of ship or merchandise, may claim to have done the state a service. The recipients of these honours will rush into our arms as friends, not only under the incentive of gain, but of distinction also. Now the greater the number of people attracted to Athens either as visitors or as residents, clearly the greater the development of imports and exports. More goods will be sent out of the country, there will be more buying and selling, with a consequent influx of money in the shape of rents to individuals and dues and customs to the state exchequer. And to secure this augmentation of the revenues, mind you, not the outlay of one single penny; nothing needed beyond one or two philanthropic measures and certain details of supervision.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

I’m going to guide you across the desert,” the alchemist said. “I want to stay at the oasis,” the boy answered. “I’ve found Fatima, and, as far as I’m concerned, she’s worth more than treasure.” “Fatima is a woman of the desert,” said the alchemist. “She knows that men have to go away in order to return. And she already has her treasure: it’s you. Now she expects that you will find what it is you’re looking for.” “Well, what if I decide to stay?” “Let me tell you what will happen. You’ll be the counselor of the oasis. You have enough gold to buy many sheep and many camels. You’ll marry Fatima, and you’ll both be happy for a year. You’ll learn to love the desert, and you’ll get to know every one of the fifty thousand palms. You’ll watch them as they grow, demonstrating how the world is always changing. And you’ll get better and better at understanding omens, because the desert is the best teacher there is. “Sometime during the second year, you’ll remember about the treasure. The omens will begin insistently to speak of it, and you’ll try to ignore them. You’ll use your knowledge for the welfare of the oasis and its inhabitants. The tribal chieftains will appreciate what you do. And your camels will bring you wealth and power. “During the third year, the omens will continue to speak of your treasure and your Personal Legend. You’ll walk around, night after night, at the oasis, and Fatima will be unhappy because she’ll feel it was she who interrupted your quest. But you will love her, and she’ll return your love. You’ll remember that she never asked you to stay, because a woman of the desert knows that she must await her man. So you won’t blame her. But many times you’ll walk the sands of the desert, thinking that maybe you could have left … that you could have trusted more in your love for Fatima. Because what kept you at the oasis was your own fear that you might never come back. At that point, the omens will tell you that your treasure is buried forever. “Then, sometime during the fourth year, the omens will abandon you, because you’ve stopped listening to them. The tribal chieftains will see that, and you’ll be dismissed from your position as counselor. But, by then, you’ll be a rich merchant, with many camels and a great deal of merchandise. You’ll spend the rest of your days knowing that you didn’t pursue your Personal Legend, and that now it’s too late. “You must understand that love never keeps a man from pursuing his Personal Legend. If he abandons that pursuit, it’s because it wasn’t true love … the love that speaks the Language of the World.

Terrified executives saw that they had a simple choice: convince consumers that your brand stands for Something Important - and thus that buying your merchandise is not just crass materialism, but something closer to an artistic statement - or fall into a price-cutting bloodbath with the generics.

Tesco uses its data-collecting loyalty card (the Clubcard) to track which stores customers visit, what they buy, and how they pay. This information has helped Tesco tailor merchandise to local tastes and customize offerings at the individual level across a variety of store formats—from

People buy personalities and ideas much more quickly than they buy merchandise.

The most usable money will be easily identifiable, because this reduces the work required for the seller to verify that she is receiving the amount of value for her merchandise that she thinks she is.

Whether we are talking about socks or stocks, I like buying quality merchandise when it is marked down.

That was the start of a lot of the practices and philosophies that still prevail at Wal-Mart today. I was always looking for offbeat suppliers or sources. I started driving over to Tennessee to some fellows I found who would give me special buys at prices way below what Ben Franklin was charging me. One I remember was Wright Merchandising Co. in Union City, which would sell to small businesses like mine at good wholesale prices. I’d work in the store all day, then take off around closing and drive that windy road over to the Mississippi River ferry at Cottonwood Point, Missouri, and then into Tennessee with an old homemade trailer hitched to my car. I’d stuff that car and trailer with whatever I could get good deals on—usually on softlines: ladies’ panties and nylons, men’s shirts—and I’d bring them back, price them low, and just blow that stuff out the store.

Most’s eclectic background also provided the spark behind the invention of what would become known as the ETF. During his travels around the Pacific, he had appreciated the efficiency of how traders would buy and sell warehouse receipts of commodities, rather than the more cumbersome physical vats of coconut oil, barrels of crude, or ingots of gold. This opened up a panoply of opportunities for creative financial engineers. “You store a commodity and you get a warehouse receipt and you can finance on that warehouse receipt. You can sell it, do a lot of things with it. Because you don’t want to be moving the merchandise back and forth all the time, so you keep it in place and you simply transfer the warehouse receipt,” he later recalled.19 Most’s ingenious idea was to, after a fashion, mimic this basic structure. The Amex could create a kind of legal warehouse where it could place the S&P 500 stocks, and then create and list shares in the warehouse itself for people to trade. The new warehouse-cum-fund would take advantage of the growth and electronic evolution in portfolio trading—the simultaneous buying and selling of big baskets of stocks first pioneered by Wells Fargo two decades earlier—and a little-known aspect of mutual funds: They can do “in kind” transactions, exchanging shares in a fund for a proportional amount of the stocks it contains, rather than cash. Or an investor can gather the correct proportion of the underlying stocks and exchange them for shares in the fund. Stock exchange “specialists”—the trading firms on the floor of the exchange that match buyers and sellers—would be authorized to be able to create or redeem these shares according to demand. They could take advantage of any differences that might open up between the price of the “warehouse” and the stock it contained, an arbitrage opportunity that should help keep it trading in line with its assets. This elegant creation/redemption process would also get around the logistical challenges of money coming in and out continuously throughout the day—one of Bogle’s main practical concerns. In basic terms, investors can either trade shares of the warehouse between themselves, or go to the warehouse and exchange their shares in it for a slice of the stocks it holds. Or they can turn up at the warehouse with a suitable bundle of stocks and exchange them for shares in the warehouse. Moreover, because no money changes hands when shares in the warehouse are created or redeemed, capital gains tax can be delayed until the investor actually sells their shares—a side effect that has proven vital to the growth of ETFs in the United States. Only when an ETF is actually sold will investors have to pay any capital gains taxes due.

They told me exactly how it worked, the marketing of it. Our target market was always going to be young teenage girls, because boys are into sports, and they like buying jerseys and caps and so on, for baseball or football, things of that nature, whereas the girls are totally enthralled with the band. . . . They don’t have money, but they have access to a large supply of it: their aunts, uncles, grandmas, grandpas, who would spend money on them for a concert or merchandise sooner than they would spend it on themselves.

Besides,” he went on, “people are my business. Every day thousands of people of every occupational group imaginable visit our store. The more I can learn about other people—their ideas, interests, viewpoints—the better job I can do in giving them the merchandise and service they want and will buy.

My card key works for that elevator door and that elevator door only,” Marco said. “Otherwise, I could just ride into the service area of the BestBuy and take whatever I wanted from their storage shelves.” “Are you saying that all of these stores have service halls behind them?” Drew asked, brow furrowed like a Neanderthal contemplating his first tool. “No, this is the only one,” Marco said. “The other stores beam in their merchandise.

It is the personalities back of a business which determine the measure of success the business will enjoy. Modify those personalities so they are more pleasing and more attractive to the patrons of the business and the business will thrive. In any of the great cities of the United States one may purchase merchandise of similar nature and price in scores of stores, yet you will find there is always one outstanding store which does more business than any of the others, and the reason for this is that back of that store is a man, or men, who has attended to the personalities of those who come in contact with the public. People buy personalities as much as merchandise, and it is a question if they are not influenced more by the personalities with which they come in contact than they are by the merchandise. Life

Since little merchandise was available in the stores, because of the war, Romanians bought whatever they could buy cheaply from desperate Jews. I remember, I had a Japanese long house dress, with a zipper. That was a very exotic-looking dress in Europe. I had worn it at the masked ball on New Year's eve in 1940-41. Yet during the war years that was sold too, we needed food daily, we needed fire wood for cooking and heating.

Instead of frustrating shoppers by trying to “build basket size” by holding them in the store longer and hoping they will buy something more, we will build basket size by getting more merchandise into their baskets more quickly. The simple fact is that, in the long run, holding them in the store longer will mean that they won’t be coming here so often.

The poets who compose them are not responsible for this, because there are some who know very well the errors they are committing, and know extremely well what they ought to do, but since plays have become salable merchandise, they say, and in this they speak the truth, the companies will not buy them if they are not of a certain type, and so the poet attempts to accommodate the requests of the companies that pay him for his work... because these works attempt to accommodate the taste of the theater companies, not all of them have reached, though some have, the necessary degree of perfection.

Become A Part Of Climate Change Protests Join the Sunrise Movement and become a part of climate change protests. You don't even need to visit us physically. Contribute your part through our official website by taking an action, donating, and buying merchandise products. Join the revolution by becoming a volunteer right now. Click here: sunrisemovement.org

People buy personalities as much as merchandise, and it is a question if they are not influenced more by the personalities with which they come in contact than they are by the merchandise.

Colt’s meth business owed a lot to Walmart. Many addicts stole merchandise then redeemed it for gift cards. Colt got a lot of these from his customers, back when the chain gave gift cards for exchanged new items even without a receipt. One of his customers obtained a key to the Walmart laptop cage from a friend who worked at the store. Colt took in several stolen laptops, as well as flat-screen TVs that weren’t under lock and key at Walmart. Some of his customers piled the TVs into their cars so fast that the screens broke. Colt would give them next to nothing in dope. Then he’d buy the same TV from Walmart, return with the broken TV and his new receipt and get a refund.

Carry individual items as opposed to whole lines. We wouldn’t try to carry a whole line of spices, or bag candy, or vitamins. Each SKU (a single size of a single flavor of a single item) had to justify itself, as opposed to riding piggyback into the stores just so we had a “complete” line. Depth of assortment now was of no interest. As soon as Fair Trade ended in 1978, we began to get rid of the hundred brands of Scotch, seventy brands of bourbon, and fifty brands of gin. And slowly (it was like pulling teeth) we dismantled the broad assortment of California boutique wines. No fixtures. By 1982, the store would have most of its merchandise displayed in stacks with very little shelving. This implied a lower SKU count: a high-SKU store needs lots of shelves. The average supermarket carries about 27,000 SKUs in 30,000 square feet of sales area, or roughly one SKU per square foot. Trader Joe’s, by 1988, carried one SKU per five square feet! Price-Costco, one of my heroes, carried about one SKU per twenty square feet. As much as possible I wanted products to be displayed in the same cartons in which they were shipped by the manufacturers. This was already a key element in our wine merchandising. Each SKU would stand on its own two feet as a profit center. We would earn a gross profit on each SKU that was justified by the cost of handling that item. There would be no “loss leaders.” Above all we would not carry any item unless we could be outstanding in terms of price (and make a profit at that price per #7) or uniqueness. By the end of 1977, we increased the size of the buying staff, adding one very key person, Doug Rauch, whom we hired out of the wholesale health food trade. Leroy, Frank Kono, Bob Berning, and Doug rolled out Five Year Plan ’77, which for purposes of this history I call Mac the Knife. Back in those days we had no idea how sharp that knife would become! We just wanted to survive deregulation. Everything now depended on buying. So here we go into the next chapter, Intensive Buying.

the secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience. You love it when you visit a store that somehow exceeds your expectations, and you hate it when a store inconveniences you, or gives you a hard time, or just pretends you’re invisible.

Labour-power was not always a commodity (merchandise). Labour was not always wage-labour, i.e., free labour. The slave did not sell his labour-power to the slave-owner, any more than the ox sells his labour to the farmer. The slave, together with his labour-power, was sold to his owner once for all. He is a commodity that can pass from the hand of one owner to that of another. He himself is a commodity, but his labour-power is not his commodity. The serf sells only a portion of his labour-power. It is not he who receives wages from the owner of the land; it is rather the owner of the land who receives a tribute from him. The serf belongs to the soil, and to the lord of the soil he brings its fruit. The free labourer, on the other hand, sells his very self, and that by fractions. He auctions off eight, 10, 12, 15 hours of his life, one day like the next, to the highest bidder, to the owner of raw materials, tools, and the means of life – i.e., to the capitalist. The labourer belongs neither to an owner nor to the soil, but eight, 10, 12, 15 hours of his daily life belong to whomsoever buys them. The worker leaves the capitalist, to whom he has sold himself, as often as he chooses, and the capitalist discharges him as often as he sees fit, as soon as he no longer gets any use, or not the required use, out of him. But the worker, whose only source of income is the sale of his labour-power, cannot leave the whole class of buyers, i.e., the capitalist class, unless he gives up his own existence. He does not belong to this or that capitalist, but to the capitalist class; and it is for him to find his man – i.e., to find a buyer in this capitalist class.

I used to buy everything,” Gloria said, “and then one day I found out that I could simply take what I wanted. It’s much better than buying. They run a little bus once a week to the mall and we get to shop around for an hour or two and then the bus brings us back here. It’s very pleasant.” “That’s stealing,” Lula said. “Not stealing,” Gloria said. “It’s shoplifting, and if you’re a senior or destitute, it falls into the RAM program. Redistribution of Available Merchandise. It supplements Social Security and Medicare. It’s an entitlement program.” “I never heard of that program,” Lula said, “but I know a lot of people who participate. Most of them are in jail.

The owner, Hugh Elliott, laid out a 1910 photograph of the drugstore when you could buy a freshly concocted purge or balm, or a fountain Bromo-Seltzer, or a dulcimer; although the pharmaceuticals were gone, you could still get a Bromo or a dulcimer (next to the Texas Instruments 1025 Memory Calculator). The photograph showed one other change: what had been a spacious room of several bent-steel chairs and tables was now top to bottom with merchandise. What had been a place of community was now a stuffed retail outlet. Across the nation, that change was the history of the soda fountain pharmacy.

Back then, when a businessman mentioned the word, it meant he was willing to purchase a specific good. But when I said it, it meant I was a buyer of any merchandise that came my way. Like all strong people, I had only one thought in my head, and of that I lived, and that was my fortune. Mr. Olivi was not in Trieste, but there’s no doubt he would not have allowed such risks and would have left them for someone else. Instead, for me it wasn’t a risk. I happily knew how it would turn out full well. In the beginning, I started converting all my wealth into gold, according to age-old customs for times of war. But it was hard to buy and sell gold. Liquid gold, as it is referred to because it’s easier to move, became my business and I stockpiled it. From time to time, I make some sales, but always of a lesser amount than what I buy. Since I started at the right time, my purchases and my sales have been so fruitful that the latter provided the great means I needed for the former. I remember with

Thousands of salespeople are pounding the pavements today, tired, discouraged, and underpaid. Why? Because they are always thinking only of what they want. They don’t realize that neither you nor I want to buy anything. If we did, we would go out and buy it. But both of us are eternally interested in solving our problems. And if salespeople can show us how their services or merchandise will help us solve our problems, they won’t need to sell us. We will buy. And customers like to feel that they are buying—not being sold.

what I enjoy doing as much as anything in the business. I really love to pick an item—maybe the most basic merchandise—and then call attention to it. We used to say you could sell anything if you hung it from the ceiling. So we would buy huge quantities of something and dramatize it. We would blow it out of there when everybody knew we would have only sold a few had we just left it in the normal store position. It is one of the things that has set our company apart from the very beginning and really made us difficult to compete with. And, man, in the early days of Wal-Mart it really got crazy sometimes.

In the early twentieth century the problem of production had been solved; after that it was the problem of consumption that plagued society. In the 1950's and '60's, consumer commodities and farm products began to pile up in vast towering mountains all over the Western World. As much as possible was given away--but that threatened to subvert the open market. By 1980, the pro tem solution was to heap up the products and burn them: billions of dollars' worth, week after week. Each Saturday, townspeople had collected in sullen, resentful crowds to watch the troops squirt gasoline on the cars and toasters and clothes and oranges and coffee and cigarettes that nobody could buy, igniting them in a blinding conflagration. In each town there was a burning-place, fenced off, a kind of rubbish and ash heap, where the fine things that could not be purchased were systematically destroyed. The Quizzes had helped, a trifle. If people couldn't afford to buy the expensive manufactured goods, they could still hope to win them. The economy was propped up for decades by elaborate give-away devices that dispensed tons of glittering merchandise. But for every man who won a car and a refrigerator and a TV set there were millions who didn't. Gradually, over the years, prizes in the Quizzes grew from material commodities to more realistic items: power and prestige. And at the top, the final exalted post: dispenser of power--Quizmaster, and that meant running the Quiz itself.

Everything that Paris still represents in terms of style is founded on a concept of value already evident in all the luxury commerce that flourished under Louis XIV's patronage. Value was not primarily about price and performance but was determined by intangible factors: it was a matter of aesthetics and elegance. It's not enough to offer customers a good product: you have to make them feel special by providing a hefty dose of emotion and drama along with the merchandise. The accessory initially rose to prominence as the most evident way of convincing women to want superfluous things and to change simply for the sake of change. Emma Bovary's precursors, women stuck in the provinces and dreaming of becoming as chic as that creature who became mythic just as soon as couture came into existence, the Parisienne. First, high fashion must advertise. Without advertising, la mode simply cannot exist. Without advertising, who would think to buy a Rolex rather than an ordinary watch? Only advertising can guarantee band recognition on a scale large enough to support an industry. Second, in the case of high fashion, the familiar adage is worth a thousand words is certainly true. And finally, nothing sells fashion more effectively than that heady mixture: sex and celebrity. Ads must create a lifestyle; consumers are looking for a brand that suggests the universe to which they aspire. Any truly innovative concept is only as good as its marketing campaign. In Paris you spend your money with so much more pleasure and contentment than in cities where you live almost in complete solitude, surrounded by your wealth but deprived of all amusement.

Often this subject of the beast is connected in people’s minds with the infamous mark of the beast found in Revelation 13:16–17. This mark of the beast has been the cause of much fear, so I will address it here, even though I am not covering the entire Book of Revelation.11 Regarding the mark of the beast, it is important to note that in the ancient culture of Rome, the public market was the main source of trade and retail. For people to enter the public market, they had to pass through the main gate. It was required of all who entered the main gate to pay homage to the idol of the Emperor. Once homage was paid, ashes were placed on the hand or on the forehead of the individual, and then they were allowed to pass through the gates and buy and sell merchandise.12 This was called “taking the mark.” The parallels between this and the mark of the beast are stunning, and they further confirm the reality that the beast was Nero and the Roman Empire.

A recent study of how men and women differ when it comes to the mall turned up this fact: Men, once you get them in the door, are much more in- terested in the social aspect of malls than the shopping part, whereas women say the social aspect is important but shopping comes rst. Men enjoy the mall as a form of recreation—they like watching people and browsing around in stores more than shopping. Maybe they’ll spend fteen minutes in a bookstore or a stereo store and leave without buying a thing. They treat it like an information-gathering trip. Men also like the nonretail parts—the rock-climbing walls, the food courts, anything that doesn’t actually require them to enter stores and look at, try on, or buy merchandise.

for shade sail That is true, however when you read the fine print of a warranty they are all virtually the same. I understand op is talking about a metal roof, but in conditions of asphalt the products are the same regarding quality irrespective of supplier with a warranty generally simply cobering up to 20 years. Warranty as well only cover elements, certainly not install. The cert simply gaurantees the merchandise is normally intalled to company specs. Whats even more important may be the roofers do the job warranty. If the roof structure isn't installed correctly regardless of certification it will fail and warranty will be voided. A certification is purchased, no training is done. Thus if the roofer just buys a cert to improve business it will not matter if he follows the cert. Yes they could loose the, but most obtain the cert to improve business, certainly not for just about any added warranty for the home owner. So with regard to warranty a roofers warranty on their work is considerably more important. Just about all roofs mounted incorrectly or with shotty workmanship will are unsuccessful in a calendar year. Edit: added paet about warranty only covering materials.

Well, Joan was forever buying merchandise that she liked but most of our customers didn’t. She selected styles, colors, materials, and prices she liked without putting herself in the shoes of the people who shop here. When I’d suggest to her that maybe a certain line wasn’t right for us, she’d say, ‘Oh, they’ll love this. I do. I think this will move fast.’ “Joan had been brought up in a well-to-do home. She had been educated to want quality. Price was not important to her. Joan just couldn’t see clothing through the eyes of low-to-middle-income people. So the merchandise she bought just wasn’t suitable.” The point is this: To get others to do what you want them to do, you must see things through their eyes. When you trade minds, the secret of how to influence other people effectively shows up. A very successful salesman friend told me he spends a lot of time anticipating how prospects will react to his presentation before he gives it. Trading minds with the audience helps the speaker design a more interesting, harder-hitting talk. Trading minds with employees helps the supervisor provide more effective, better received instructions.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

A century ago the British craze for the monocle gave to the wearer the power of the camera to fix people in a superior stare, as if they were objects. Erich von Stroheim did a great job with the monocle in creating the haughty Prussian officer. Both monocle and camera tend to turn people into things, and the photograph extends and multiplies the human image to the proportions of mass-produced merchandise. The movie stars and matinee idols are put in the public domain by photography. They become dreams that money can buy. They can be bought and hugged and thumbed more easily than public prostitutes.