Cash On Delivery Quotes

Reparations were to be fixed later, but a first payment of five billion dollars in gold marks was to be paid between 1919 and 1921, and certain deliveries in kind—coal, ships, lumber, cattle, etc.—were to be made in lieu of cash reparations.

So black women were mixed with male prisoners and subsequently some became pregnant. It’s not clear whether their children’s fathers were other inmates or prison officials, but this detail was not important to legislators who, in 1848, passed a new law declaring that all children born in the penitentiary of African Americans serving life sentences would become property of the state. The women would raise the kids until the age of ten, at which point the penitentiary would place an ad in the newspaper. Thirty days later, they would be auctioned on the courthouse steps “cash on delivery.” The proceeds were used to fund schools for white children.

The railway trains full with reservists are no longer accompanied by the loud acclamations of the young ladies; the soldiers no longer smile at the populace out of their carriage windows; instead they slink silently through the streets, their packs in their hands, while the public follows its daily preoccupations with dour faces. In the sober atmosphere of the morning after, another chorus takes the stage: the hoarse cries of the vultures and hyenas which appear on every battlefield: ten thousand tents guaranteed to specification! A hundred tons of bacon, cocoa, coffee substitute, instant delivery but cash only, hand grenades, tools, ammunition belts, marriage brokers for the widows of the fallen, agencies for government supply--only serious offers considered! The cannon fodder inflated with patriotism and carried off in August and September 1914 now rots in Belgium, in the Vosges, in the Masurian swamps, creating fertile plains of death on which profits can grow. Hurry, for the rich harvest must be gathered into the granaries--a thousand greedy hands stretch across the ocean to help.

She spoke so passionately that some of the Historians believed her, even the ones like Dr. Karuna who had been passed over for promotion when Crome put Valentine in charge of their Guild. As for Bevis Pod, he watched her with shining eyes, filled with a feeling that he couldn’t even name; something that they had never taught him about in the Learning Labs. It made him shiver all over. Pomeroy was the first to speak. “I hope you’re right, Miss Valentine,” he said. “Because he is the only man who can hope to challenge the Lord Mayor. We must wait for his return.” “But …” “In the meantime, we have agreed to keep Mr. Pod safe, here at the Museum. He can sleep up in the old Transport Gallery, and help Dr. Nancarrow catalogue the art collection, and if the Engineers come hunting for him we’ll find a hiding place. It isn’t much of a blow against Crome, I know. But please understand, Katherine: We are old, and frightened, and there really is nothing more that we can do.” The world was changing. That was nothing new, of course; the first thing an Apprentice Historian learned was that the world was always changing, but now it was changing so fast that you could actually see it happening. Looking down from the flight deck of the Jenny Haniver, Tom saw the wide plains of the eastern Hunting Ground speckled with speeding towns, spurred into flight by whatever it was that had bruised the northern sky, heading away from it as fast as their tracks or wheels could carry them, too preoccupied to try and catch one another. “MEDUSA,” he heard Miss Fang whisper to herself, staring toward the far-off, flame-flecked smoke. “What is a MEDUSA?” asked Hester. “You know something, don’t you? About what my mum and dad were killed for?” “I’m afraid not,” the aviatrix replied. “I wish I did. But I heard the name once. Six years ago another League agent managed to get into London, posing as a crewman on a licensed airship. He had heard something that must have intrigued him, but we never learned what it was. The League had only one message from him, just two words: Beware MEDUSA. The Engineers caught him and killed him.” “How do you know?” asked Tom. “Because they sent us back his head,” said Miss Fang. “Cash on Delivery.” That evening she set the Jenny Haniver down on one of the fleeing towns, a respectable four-decker called Peripatetiapolis that was steering south to lair in the mountains beyond the Sea of Khazak. At the air-harbor there they heard more news of what had happened to Panzerstadt-Bayreuth. “I saw it!” said an aviator. “I was a hundred miles away, but I still saw it. A tongue of fire, reaching out from London’s Top Tier and bringing death to everything

The delivery formula has been cracked when all the following events always happen. ★ Products are delivered to the same high standard, on time, every time. ★ This year’s product is measurably better than last year’s. ★ This year’s product costs at least 5 per cent less to make than last year’s. ★ Volumes can be doubled within a year without panic or loss of quality. ★ Work is delegated to the lowest-level person who is fully competent to do it. ★ Everyone increases his or her skill level significantly each year and works better and faster. ★ The workplace exudes calm, order and discipline. ★ Standards and procedures are written down, clear, unambiguous - and observed! ★ Logos, colours and designs are attractive and consistent. ★ Budgets are always met or exceeded. ★ Cash is always higher than planned. ★ The firm is a machine - smooth-running, reliable, relentless, self-maintaining and self-improving. ★ Nobody is indispensable. If the best people leave, the firm rolls on regardless. New leaders come to the fore.

Some areas of opportunity: •   First, stop saying, “Well, this is just the way it is in our industry.” •   Have your available cash reported DAILY, with a short explanation of why it changed in the last 24 hours, and chart it against accounts receivable (AR) and accounts payable (AP) weekly. You’ll learn so much more about your business when you see how the cash is flowing on a daily basis. •   If you want to be paid sooner, ask. Small firms are finding that large companies (and governments!!) will pay considerably faster or even prepay if they simply ask, ask, ask, ask, and ask some more. •   Give value back to customers who pay on time or in advance. •   Get your invoices out more quickly. Hire one more person in accounting to do nothing but make sure invoicing is timely and follow up on payments. •   Send friendly reminders five days before the deadline that payments are due. Many customers are disorganized and will appreciate the reminders, resulting in faster payment. •   If invoices are recurring, obtain recurring credit card authorization from your customers to automate on-time payments. •   Understand why your clients are paying late. They might be unhappy with your product or service. Or perhaps an invoice has recurring mistakes, or it is not structured to flow through the customer’s automated invoicing system. •   Understand each customer’s payment cycles, and time your billings to coincide. •   Pay many of your own expenses with a credit card so you can play the float. Get your own customers to pay by credit card, so they can pay you quickly even if their cash flow is slow. •   Help your customers improve their cash flow so they can pay you on time. Offer them leasing options, for instance. •   Shorten cycles for delivery of your product or service. All of you have some kind of “work in progress.” The faster you complete projects, the faster you get paid. •   Offer a product or service so valuable that you have some leverage with your customers to get them to pay sooner. • Remember, improving margins and profit improves cash.

growing sales Help save expenses Increase profitability Use assets efficiently Help improve cash flow Charge customers more quickly Provide innovative ideas Reduce delivery times Improve customer service (The more times you said yes, the more valuable are you to the company.)

Chinese companies don’t have this kind of luxury. Surrounded by competitors ready to reverse-engineer their digital products, they must use their scale, spending, and efficiency at the grunt work as a differentiating factor. They burn cash like crazy and rely on armies of low-wage delivery workers to make their business models work. It’s a defining trait of China’s alternate internet universe that leaves American analysts entrenched in Silicon Valley orthodoxy scratching their heads.

We fundamentally changed the point of view of the business from customer-oriented to buyer-oriented. I put our buyers in charge of the company. From 1958 through 1976, we tried to carry what the customers asked for, given the limits of our small stores and other operational parameters. Each store manager had great latitude in what was carried and from what supplier it was ordered. There was very little central distribution except for Trader Joe’s labeled California wines or imports. Each store probably had access to ten thousand stock keeping units (SKUs), of which about three thousand were actually stocked in any given week. By the time I left in 1989, we were down to a band of 1,100 to 1,500 SKUs, all of which were delivered through a central distribution system. The managers no longer had any buying discretion and there were no “DSDs,” or direct store deliveries. And along the way not only did we drop a lot of products that our customers would have liked us to sell, even at not-outstanding prices, but we stopped cashing checks in excess of the amount of purchase, we stopped all full-case discounts, and we persistently shortened the hours. We violated every received-wisdom of retailing except one: we delivered great value, which is where most retailers fail.

Everything operates on just-in-time delivery these days,” Mike said. “If the trucks stop, within twenty-four hours, hospitals and medical facilities will run out of basic supplies. Within three days, gas stations will be completely out of fuel. Store and restaurant shelves will be bare. ATMs and banks will run out of cash—though without power, we can’t access our money anyway. Within four weeks, the nation’s clean water supply will be completely exhausted.

Russia selling arms to China, U.S. Navy concerned July 30, 1997 Web posted at: 12:00 P.M. EST (1700 GMT) From Washington chief correspondent Michael Flasetti WASHINGTON (TCN)—As tensions mount in the South China Sea, a confrontation between the Chinese and UN military, led by the U.S. Navy, seems inevitable. Adding to the danger of the situation is the news, reportedly obtained by the CIA, that Russia has been arming China with advanced weapons, among them nuclear attack submarines that may be deployed into the waters surrounding the Spratly Islands. The news that Russia has been selling arms to the Chinese is not new. Over the past two years, China has taken delivery of four Russian Kilo-class diesel submarines, which are considerably less advanced than Russia’s nuclear submarines. However, the possibility that Russia has sold more advanced submarines to the Chinese is of great concern to White House military advisers. A source close to the Joint Chiefs of Staff has disclosed that the Russians have even collaborated with the Chinese on a prototype nuclear attack submarine, and that the submarine may see action in the Spratly conflict. If true, this presents a possible shift in the balance of naval power in the region, and a great concern to the recently downsized U.S. Navy. Russian president Gennadi Zyuganov, himself a conservative Communist like Chinese leader Li Peng, refused to comment on the possibility of advanced weapons sales to China, yet did say that Russia enjoys a balanced trade agreement with China on the sales of certain weapons, including Kilo class submarines. Russia, cash-poor since the breakup of the Soviet Union, clearly depends on submarine sales to China to help fund social and economic projects, as well as the upgrading of its own navy.

Massive amounts of venture capital, much of it flowing directly from Masa and the Vision Fund, were flooding into everything from scooters to food delivery to all-you-can-watch movies. The money was being funneled to consumers, who were happy to receive heavily subsidized services, while Bird and DoorDash and MoviePass all burned cash to acquire customers, hoping that one day they could charge full price. For businesses without Warren Buffett’s “moat” protecting them, a new model existed: “capital as a moat.

Bezos invested tens of millions of Amazon’s cash in a variety of dot-com hopefuls, including Pets.com, Gear.com, Wineshopper.com, Greenlight.com, Homegrocer.com, and the urban delivery service Kozmo.com. In exchange for its cash, Amazon took a minority ownership position and a seat on the board for each, and the company believed it was well positioned for the future if those product categories succeeded on the Internet.

Think of it like a fast-food franchise, the informant said, like a pizza delivery service. Each heroin cell or franchise has an owner in Xalisco, Nayarit, who supplies the cell with heroin. The owner doesn’t often come to the United States. He communicates only with the cell manager, who lives in Denver and runs the business for him. Beneath the cell manager is a telephone operator, the informant said. The operator stays in an apartment all day and takes calls. The calls come from addicts, ordering their dope. Under the operator are several drivers, paid a weekly wage and given housing and food. Their job is to drive the city with their mouths full of little uninflated balloons of black tar heroin, twenty-five or thirty at a time in one mouth. They look like chipmunks. They have a bottle of water at the ready so if police pull them over, they swig the water and swallow the balloons. The balloons remain intact in the body and are eliminated in the driver’s waste. Apart from the balloons in their mouths, drivers keep another hundred hidden somewhere in the car. The operator’s phone number is circulated among heroin addicts, who call with their orders. The operator’s job, the informant said, is to tell them where to meet the driver: some suburban shopping center parking lot—a McDonald’s, a Wendy’s, a CVS pharmacy. The operators relay the message to the driver, the informant said. The driver swings by the parking lot and the addict pulls out to follow him, usually down side streets. Then the driver stops. The addict jumps into the driver’s car. There, in broken English and broken Spanish, a cross-cultural heroin deal is accomplished, with the driver spitting out the balloons the addict needs and taking his cash. Drivers do this all day, the guy said. Business hours—eight A.M. to eight P.M. usually. A cell of drivers at first can quickly gross five thousand dollars a day; within a year, that cell can be clearing fifteen thousand dollars daily. The system operates on certain principles, the informant said, and the Nayarit traffickers don’t violate them. The cells compete with each other, but competing drivers know each other from back home, so they’re never violent. They never carry guns. They work hard at blending in. They don’t party where they live. They drive sedans that are several years old. None of the workers use the drug. Drivers spend a few months in a city and then the bosses send them home or to a cell in another town. The cells switch cars about as often as they switch drivers. New drivers are coming up all the time, usually farm boys from Xalisco County. The cell owners like young drivers because they’re less likely to steal from them; the more experienced a driver becomes, the more likely he knows how to steal from the boss. The informant assumed there were thousands of these kids back in Nayarit aching to come north and drive some U.S. city with their mouths packed with heroin balloons.

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legislators who, in 1848, passed a new law declaring that all children born in the penitentiary of African Americans serving life sentences would become property of the state. The women would raise the kids until the age of ten, at which point the penitentiary would place an ad in the newspaper. Thirty days later, they would be auctioned on the courthouse steps “cash on delivery.” The proceeds were used to fund schools for white children.

In this respect inexperienced and comparatively uncultivated young preachers are often greatly deceived. Their early sermons are made with ease. Ardent, zealous, excited, they find that thought springs spontaneous in the mind, and feeling flows like a torrent. They imagine that it will always be easy to find something to say which will interest themselves and their hearers. But they are like men who have inherited a fortune in cash, and who spend their principal as if it were but income. Rejoicing in his facility of speech, the young preacher is not aware that he is drawing upon all that he has thought, felt, and seen, all that he has read and heard, since his childhood. And not a few go on for some months or years, consuming all their store, and evoking all that their minds are so constituted as readily to produce, and presently begin to wonder and lament that they find it so much harder than formerly to make a sermon.

The legislature insisted the penitentiary be racially segregated, but the lessees had resisted, saying it was impractical and would reduce productivity. So black women were mixed with male prisoners and subsequently some became pregnant. It’s not clear whether their children’s fathers were other inmates or prison officials, but this detail was not important to legislators who, in 1848, passed a new law declaring that all children born in the penitentiary of African Americans serving life sentences would become property of the state. The women would raise the kids until the age of ten, at which point the penitentiary would place an ad in the newspaper. Thirty days later, they would be auctioned on the courthouse steps “cash on delivery.” The proceeds were used to fund schools for white children. No recorded details remain about what it was like to raise a child in the prison or to have her taken away forever. We don’t know what became of the children or their mothers. The only prison documents left are sparse penitentiary logs showing the particulars of the sales. Sometimes the mother herself isn’t even noted. What was the mixture of the feeling of devastation over losing one’s child along with the twisted hope that life as a slave might be an improvement over life in a prison?

The goal is to reverse the first law of entrepreneurial gravity and develop a viable business model in which the faster you grow, the more cash you generate — through larger deposits, faster collections, shorter sales and delivery cycles, etc. Then you’ve built a company that can self-fund its own growth.

The UN’s World Food Programme (WFP), which compared ‘food versus cash’ in four countries, found that in three of the four – Ecuador, Uganda and Yemen (before the civil war) – cash transfers led to better nutrition at lower cost, meaning many more people could be helped for the same outlay. (In the fourth, Niger, severe seasonal food shortages meant that in-kind deliveries improved dietary diversity more than cash.)54 This has led the WFP to put more emphasis on cash transfers; today, just over a quarter of WFP’s aid globally is cash-based.

Retail managers know that while their official vendors are large multinationals like Procter & Gamble and Hindustan Unilever Limited, what they are actually dealing with is someone like ‘Agarwal & Gupta Distributors’, the RS of the MNC. And so, while a good relationship with HUL can be developed by promoting their products, the truth is that a good relationship with the RS can be developed mainly by promoting his working capital availability. The RS is not merely a supplier of goods. He is a vital link in the whole retail chain and can be underestimated only at one’s peril. This is exactly what one large retail chain figured out early, and used to get the most amazing competitive advantage. Supermarket retail has a built-in advantage not available to traditional retailers. On the buying end, they buy bigger quantities and get a substantial period of time to make payment to the suppliers compared to smaller retailers, who sometimes have to pay cash on delivery. On the selling side, no customer gets credit at a supermarket. You scan, you bill, you pay and go — that’s the supermarket way. For the kirana, however, most regular customers expect a ‘khata’, a monthly account. Kirana customers buy through the month and pay only at the end. Supermarkets, by design, therefore, buy on liberal credit and sell on cash. Therefore, they are ‘cash surplus’ on a day-to-day basis. Their competitors, the kirana stores, are not. This particular retailer decided to make the payment terms more favourable to the supplier. So where the industry practice was eight days, this retailer reduced it to four days. In effect, the retailer halved the credit period, thus influencing the vendor’s working capital availability favourably. The vendor, in turn, now had a stake in the retailer’s growth and continued prosperity. The relationship soon turned into a win-win partnership. The vendor developed ingenious ways to enhance the retailer’s market share in various catchments.

Diego is obviously not your average delivery boy. Aside from the suit, he’s also got that cocky swagger that I know all too well. Made men all walk like they’ve got a million dollars in cash stuck up their butts.

Compared to a conventional debt instrument, what makes securitization so attractive is the fact that the airline often retains the junior tranches. These become an asset on its balance sheet. Any discount associated with the low credit rating of these layers is more than offset by the discount on the purchase of the aircraft, thereby creating an immediate profit and cash inflow on delivery of the aircraft. Such are the wonders of modern financial alchemy. Under good, even normal, business conditions, the airline makes lease payments to the securitization vehicle. But in a recession or a bankruptcy filing, when payments are suspended, the owners of the senior strata are able to seize the collateral. The junior participants in the securitization have no rights, and any such assets on the airline’s balance sheet must be written down to zero, further increasing the airline’s losses. By this clever piece of financial engineering, the airline gets shiny new planes for an extremely low cost of funds–recently as low as 6 per cent–while equity shareholders carry nearly all of the business risk. That an industry which has rarely earned an acceptable return on capital should have access to such cheap capital is quite astonishing.

Communicate deadlines at risk. If you’re coming up on a deadline and you’re noticing that the work is much more involved and time-consuming than you first thought, then make sure to communicate with the client as soon as possible of the possibility. If you do this, then in the worst case they will be a little upset (and they’ll get over it), but ultimately you won’t lose their trust when you hit the revised delivery date. In the best case, you’ll surpass their expectations and get things done before the revised delivery date and you’ll look like an all-star.