Channel Partner Quotes

One of the biggest mistakes made by people who wish to help an abused woman is to measure success by whether or not she leaves her abusive partner. If the woman feels unable or unready to end her relationship, or if she does separate for a period but then goes back to him, people who have attempted to help tend to feel that their effort failed and often channel this frustration into blaming the abused woman. A better measure of success for the person helping is how well you have respected the woman’s right to run her own life—which the abusive man does not do—and how well you have helped her to think of strategies to increase her safety. If you stay focused on these goals you will feel less frustrated as a helper and will be a more valuable resource for the woman.

Many software executives consider the independent channel partners as a readily available, flexible and inexpensive sales resource and nothing could be further from the truth. I

Do not freak out when you lose your friends, partners, lovers, family, job and experience physical challenges. It is a temporary time of recalibration. It will balance itself out, when you allow your fears to transform in a loving way, as they now push to the surface seeking your recognition, and validation.

We are physical, embodied creatures who evolved to use our hands, facial expressions, and head movements as communication channels, responding in real time to the similar movements of our partners. Gen Z is learning to pick emojis instead.

We look for our perfect partners, and we wish we can be accepted the way we are. We seek unconditional love. It is all beautiful. While doing it we can always remember that we need to accept ourselves unconditionally, as much as we wish others to accept as with no conditions.

This is not how you thought it would be. Time has stopped. Nothing feels real. Your mind cannot stop replaying the events, hoping for a different outcome. The ordinary, everyday world that others still inhabit feels coarse and cruel. You can’t eat (or you eat everything). You can’t sleep (or you sleep all the time). Every object in your life becomes an artifact, a symbol of the life that used to be and might have been. There is no place this loss has not touched. In the days and weeks since your loss, you’ve heard all manner of things about your grief: They wouldn’t want you to be sad. Everything happens for a reason. At least you had them as long as you did. You’re strong and smart and resourceful—you’ll get through this! This experience will make you stronger. You can always try again—get another partner, have another child, find some way to channel your pain into something beautiful and useful and good. Platitudes and cheerleading solve nothing. In fact, this kind of support only makes you feel like no one in the world understands. This isn’t a paper cut. It’s not a crisis of confidence. You didn’t need this thing to happen in order to know what’s important, to find your calling, or even to understand that you are, in fact, deeply loved. Telling the truth about grief is the only way forward: your loss is exactly as bad as you think it is. And people, try as they might, really are responding to your loss as poorly as you think they are. You aren’t crazy. Something crazy has happened, and you’re responding as any sane person would.

The job of the channel(s) is to find, win, make, keep and grow happy customers. In

A business model describes the flow between key components of the company: •  value proposition, which the company offers (product/service, benefits) •  customer segments, such as users, and payers, or moms or teens •  distribution channels to reach customers and offer them the value proposition •  customer relationships to create demand •  revenue streams generated by the value proposition(s) •  resources needed to make the business model possible •  activities necessary to implement the business model •  partners who participate in the business and their motivations for doing so •  cost structure resulting from the business model The

In 1848, the 39-year-old Lincoln offered some sage advice to his law partner, William H. Herndon, who had complained that he and other young Whigs were being discriminated against by older Whigs. In denying the allegation, Lincoln urged him to avoid thinking of himself as a victim: “The way for a young man to rise, is to improve himself every way he can, never suspecting that any body wishes to hinder him. Allow me to assure you, that suspicion and jealousy never did help any man in any situation. There may sometimes be ungenerous attempts to keep a young man down; and they will succeed too, if he allows his mind to be diverted from its true channel to brood over the attempted injury. Cast about, and see if this feeling has not injured every person you have ever known to fall into it.”1

If we do not treat our partner with respect, if we do not listen to them, if do not make them feel safe to say what they really want, then the communication channels will close. If our focus is to protect only our own interests, at all cost, the cost will be the actual relationship.

as we provide our software solutions in a service based format we get something in return that the on-premise didn’t provide: insight. We can actually see how users are using our services and where they have issues and challenges and with this insight we can do something about improving the value and minimizing the churn.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

Most people live their entire lives in the track of fear. They are in a relationship because they feel they have to be. They are in a relationship where they have all those expectations about their partner and about themselves. All that drama and suffering is because we are using the channels of communication that existed before we were born.

One of the greatest tools you cannot do without is the media. These various means for mass communication and those involved in them must be your partners and not your enemies; you must not be afraid of them but befriend and love them. If you are going to be significant and relevant then you are going to need someone to help broadcast your voice and channel your substance to the world.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

Psychologists Belsky, Steinberg, and Draper (1991) propose that a father’s presence or absence early in a child’s life can calibrate the kind of sexual strategy he or she adopts later in life. Individuals growing up in fatherless homes during the first 5 to 7 years of life, according to this theory, develop the expectations that parental resources will not be reliably or predictably provided and that adult pair bonds will not be enduring. These individuals adopt a sexual strategy marked by early sexual maturation, early sexual initiation, and frequent partner switching—a strategy designed to produce a large number of offspring, with little investment in each. Extraverted and impulsive personality traits might accompany this strategy. Other individuals are perceived as untrustworthy, relationships as transitory. Resources sought from brief sexual liaisons are opportunistically attained. Individuals who have a reliably investing father during their first 5 to 7 years of life, according to this theory, develop a different set of expectations about the nature and trustworthiness of others. People are seen as reliable and trustworthy, and relationships are expected to be enduring. These early environmental experiences channel individuals toward a long-term mating strategy—delayed sexual maturation, later onset of sexual activity, a search for securely attached long-term adult relationships, and heavy investment in children.

As with any other flow activity, family activities should also provide clear feedback. In this case, it is simply a matter of keeping open channels of communication. If a husband does not know what bothers his wife, and vice versa, neither has the opportunity to reduce the inevitable tensions that will arise. In this context it is worth stressing that entropy is the basic condition of group life, just as it is of personal experience. Unless the partners invest psychic energy in the relationship, conflicts are inevitable, simply because each individual has goals that are to a certain extent divergent from those of all other members of the family. Without good lines of communication the distortions will become amplified, until the relationship falls apart. Feedback

From Kari Gregg's "What Rough Beast" {Elliot} blinked when a blade speared neatly through the master's chest from the rear. "Got him," Garrick shouted over the master's shoulder. "Set, Elliot." Set what? He didn't care. He channeled his rage and pierced the dark master through, impaling him on his blade. Garrick slid his free. Malachi yanked him down a split second before Garrick's sword severed his head as well as the dark master's. Chest heaving, he sprawled in the dust, blinking at the fuzzy image of the head bouncing across the floor. It came to rest at the bottom spoke of a crumbling ladder, the vampyr's teeth still gnashing. His new partner dragged him upright and, looking in his eyes, squeezed his shoulder. "Set means your blade will set the enemy for your partner's killing blow" Malachi grinned at him, chuckled. "It also means duck.

Sometimes a spouse, in trying to relieve a partner’s distress, accomplishes just the opposite. Judy is an artist. One evening she was quite upset by her problems in getting ready for a show, and she started to tell her husband, Cliff, about them. She wanted his support, encouragement, and sympathy. But Cliff instead fired off a barrage of instructions: “One, you’ve got to get all the people together in the group. Two, you have to call anyone else who is involved. Three, you want to get your accountant in on it—check with the bank to see how much money you still have. Four, you could contact the PR people. Five, call the gallery and see about the time.” Judy felt rejected by Cliff and thought, “He doesn’t care about how I feel. He just wants to get me off his back.” But in his eyes, Cliff thought that he was filling the bill. He had given her his best advice—he thought that he was being supportive. To Judy, however, Cliff was being controlling, not supportive. She was seeking sympathy and emotional rapport, while he was tuned in to problem solving. How can you find the appropriate channel? One point

Laura Poitras I knew as a documentarian, primarily concerned with America’s post-9/11 foreign policy. Her film My Country, My Country depicted the 2005 Iraqi national elections that were conducted under (and frustrated by) the US occupation. She had also made The Program, about the NSA cryptanalyst William Binney—who had raised objections through proper channels about TRAILBLAZER, the predecessor of STELLARWIND, only to be accused of leaking classified information, subjected to repeated harassment, and arrested at gunpoint in his home, though never charged. Laura herself had been frequently harassed by the government because of her work, repeatedly detained and interrogated by border agents whenever she traveled in or out of the country. Glenn Greenwald I knew as a civil liberties lawyer turned columnist, initially for Salon—where he was one of the few who wrote about the unclassified version of the NSA IG’s Report back in 2009—and later for the US edition of the Guardian. I liked him because he was skeptical and argumentative, the kind of man who’d fight with the devil, and when the devil wasn’t around fight with himself. Though Ewen MacAskill, of the British edition of the Guardian, and Bart Gellman of the Washington Post would later prove stalwart partners (and patient guides to the journalistic wilderness), I found my earliest affinity with Laura and Glenn, perhaps because they weren’t merely interested in reporting on the IC but had personal stakes in understanding the institution.

According to Freud here, it is only by inhibiting or prohibiting sexual satisfaction that a more enduring investment can be made in someone. When real sexual satisfactions are thwarted, sexual desire for that person gives rise to a kind of symbolic idealization of him or her, leading to an affectionate current which is secondary, not primary. Idealization of the partner and affectionate love itself (we perhaps see the fullest expression of idealization in courtly love, as we shall see in Chapter 7) thus involve endless deferral and sublimation of the sexual drives. Affectionate love, which earlier in his work was either anaclitic or narcissistic (we shall turn to the latter of these in the second part of this book), here seems to involve idealization of the object, attention being paid to its spiritual merits as opposed to its sensual merits. Love is not considered here to precede sexual desire, but rather to result from the inhibition of sexual satisfaction. It leads to far greater excitement about the potential sexual partner than would have existed without such inhibition. In other words, restricted sexual access to the partner intensifies sexual excitation, ultimately leading to greater sexual satisfaction than would have been possible otherwise. Education or socialization channels the sexual drives so extensively into narrow pathways that they reach a feverish pitch and the sexual act becomes, in a certain sense, overvalued – this, Freud believes, is especially true of men. The idea here seems to be that the more a certain activity is inhibited or restricted, the more intense our desire for it becomes. As I have put it elsewhere, “prohibition eroticizes.

NASA had convened a conference to explore the benefit of a new kind of training: Crew Resource Management. The primary focus was on communication. First officers were taught assertiveness procedures. The mnemonic that has been used to improve the assertiveness of junior members of the crew in aviation is called P.A.C.E. (Probe, Alert, Challenge, Emergency).* Captains, who for years had been regarded as big chiefs, were taught to listen, acknowledge instructions, and clarify ambiguity. The time perception problem was tackled through a more structured division of responsibilities. Checklists, already in operation, were expanded and improved. The checklists have been established as a means of preventing oversights in the face of complexity. But they also flatten the hierarchy. When pilots and co-pilots talk to each other, introduce themselves, and go over the checklist, they open channels of communication. It makes it more likely the junior partner will speak up in an emergency. This solves the so-called activation problem. Various versions of the new training methods were immediately trialed in simulators. At each stage, the new ideas were challenged, rigorously tested, and examined at their limits. The most effective proposals were then rapidly integrated into airlines around the world. After a terrible set of accidents in the 1970s, the rate of crashes began to decline.

The channel partner is the customer before the customer, and churn in B2B is the percentage of channel partners that stop selling your products or services in a year.

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Srivastava first found the fraud committed by Shumana Sen by illegally granting a reimbursement of Rs.1.46 crores ($325,000[11]) to NDTV by fudging the accounts and Tax Returns of NDTV. He then found a series of favors she received from NDTV for hushing up fudging in accounts by the TV channel, which employed her husband at an exorbitant salary of more than Rs.15 lakhs per annum in 2005, while most of the prominent journalists were getting around half of that. Many favors were granted to Shumana Sen including all expenses paid foreign vacations with entire family [affidavit of Ms. Shumana Sen and her partner-in-fraud Ashima Neb before Delhi High Court, Writ Petition (C) No.1373 of 2011 titled as “Shumana Sen and Anr. Vs. S K Srivastava and Ors.”, para 3.43]. Srivastava also found that Ashima Neb was part of this racket and had actively colluded and conspired with Shumana Sen and Abhisar Sharma in facilitating NDTV frauds and had shared the spoils of the grand fraudulent exercise for laundering the illegal black money of NDTV through evasion of Income Tax.

At its heart, ecosystem strategy is about partner alignment. Customer insight and great execution are the necessary but no longer sufficient drivers of success. As delivering your value propositions has become more dependent on collaboration, finding ways to align your partners has moved to center stage. In industries, working with partners meant mastering supply chains and distribution channels—everyone understood their role and position. In ecosystems, the challenge is aligning critical partners whose vision of who-does-what may vary dramatically from your own.

Directional: Deep purpose serves as a “North Star” and helps you channel innovation. Relational: Deep purpose helps you sustain credibility and trust with ecosystem partners and establish long-term relationships. Reputational: Deep purpose helps you build affinity, loyalty, and trust with customers. Motivational: Deep purpose elevates work, allowing you to motivate and inspire employees.

When Ask met Embla he was overcome with joy, allured by her beauty, and filled with gratitude for the marvelous partner he’d been given. He ruled not over her, nor she over him. They were equal in dignity, though distinct in constitution. Together, male and female bore children—thus, they fulfilled their own divine image, becoming makers themselves. Their progeny, in turn, helped to maintain the balance between the garden groves and the skies. “Meanwhile, Taranus, Hu-Esus, and Beli came together and placed an icon amongst men. A great tree, rooted in the ground yet elevating its branches toward the skies. It served as an image of the All Father’s character, a reminder of the role man and woman were to serve by maintaining balance in Abred, the natural realm. By reaching to the Tree, the soul of man and woman together participated in Gwynfydd, a place beyond though not above the natural realm, a place where they could hold together the mysteries of nature. Yet the most prominent of the Great Tree’s progeny, while matching the Great Tree in beauty, differed in character. The Great Tree had always taken from the land no more and no less than it needed. It reached to the sun and absorbed waters from the nearby wellsprings, but never in excess. The Great Tree exemplified balance and harmony in Abred. Insofar as Ask and Embla maintained the balance of things, respected the agency of each element and creature, the Great Tree was a true Tree of Life. It nourished them in kind, channeling Awen into their souls. “The other tree, its progeny, rebelled against its own nature. It sought not balance nor harmony between the elements, but its own magnificence. It took from the land not as the land would freely give, but whatever it might use at the land’s expense. It could take no more light than the sun would offer, but drawing in all moisture from every surrounding wellspring and from the air itself, the temperate sun no longer exhibited a pleasant warmth, but a scorching heat. “But Ask and Embla, blinded by this Wayward Tree’s magnificence, failed to see its true character. Allured by its fruit, they took from it and ate. Thus, Ask and Embla came to resemble the Wayward Tree and forgot the Tree of Life. “Enraged by what he had seen, how his likeness had departed from Awen and the way of the Great Tree of Life, the All Father—Taranus, Hu-Esus, and Beli—dispatched an emissary, the one known as Michael, to Earth to salvage what had been lost.

The out-of-the-box California physicists beat their heads against this problem for years, but by the early 1980s, it became apparent that there is no way to send a signal via entanglement alone. For one thing, if you force one of a pair of entangled particles into a certain state, the entanglement with the other particle will be broken, so it will not “send” information about its state to its twin. You are limited to performing measurements of a particle’s uncertain value, which compels it to make up its mind about the (previously uncertain) state it is in. In that case, you can be sure its entangled twin will make the same choice, but then some additional information channel needs to be available to let your distant partner know what measurement you performed and what result you got. The latter part of the problem has an analogy in basic semantics. For a piece of information to be meaningful, it needs to be reliably paired with another piece of information that gives it context or serves as its cipher. If I say “yes” to my wife, it can only be meaningless noise, a random word, unless my utterance was produced in the context of a question, like “Are you going to the store later?” Without knowing exactly how the physicist on Earth measured her particle, Alice, and what result she got, the change in Alice’s entangled partner Bob four light years away in that lab orbiting Alpha Centauri cannot be meaningful, even if it is information. The Earth physicist needs to send some slower-than-light signal to inform her distant colleague about her measurement and its outcome … which defeats the whole purpose of using entanglement to carry a message.47 This is also the problem with the metaphor of the universe as a computer. No matter how much computation the universe can perform, its outputs can be little more than out-of-context yesses and nos, addressed to no one in particular. If there is no “outside” to the system, there is nothing to compare it to and no one to give all those bit flips meaning. In fact, it is a lot like the planetary supercomputer “Deep Thought” in Douglas Adam’s Hitchhiker’s Guide to the Galaxy: When, after millions of years of computation, it finally utters its output, “42,” no one knows what it means, because the question the computer had been programmed to answer has long been forgotten. We are now perhaps in a better position to understand how the behavior of atoms, photons, and subatomic particles could carry information about their future—tons of information—without any of it being meaningful to us, and why we would naturally (mis)construe it as randomness: It is noise to our ears, stuck as we are in the Now with no way of interpreting it. It is like the future constantly sending back strings of yesses and nos without us knowing the questions.

The out-of-the-box California physicists beat their heads against this problem for years, but by the early 1980s, it became apparent that there is no way to send a signal via entanglement alone. For one thing, if you force one of a pair of entangled particles into a certain state, the entanglement with the other particle will be broken, so it will not “send” information about its state to its twin. You are limited to performing measurements of a particle’s uncertain value, which compels it to make up its mind about the (previously uncertain) state it is in. In that case, you can be sure its entangled twin will make the same choice, but then some additional information channel needs to be available to let your distant partner know what measurement you performed and what result you got. The latter part of the problem has an analogy in basic semantics. For a piece of information to be meaningful, it needs to be reliably paired with another piece of information that gives it context or serves as its cipher. If I say “yes” to my wife, it can only be meaningless noise, a random word, unless my utterance was produced in the context of a question, like “Are you going to the store later?” Without knowing exactly how the physicist on Earth measured her particle, Alice, and what result she got, the change in Alice’s entangled partner Bob four light years away in that lab orbiting Alpha Centauri cannot be meaningful, even if it is information. The Earth physicist needs to send some slower-than-light signal to inform her distant colleague about her measurement and its outcome … which defeats the whole purpose of using entanglement to carry a message.47 This is also the problem with the metaphor of the universe as a computer. No matter how much computation the universe can perform, its outputs can be little more than out-of-context yesses and nos, addressed to no one in particular. If there is no “outside” to the system, there is nothing to compare it to and no one to give all those bit flips meaning. In fact, it is a lot like the planetary supercomputer “Deep Thought” in Douglas Adam’s Hitchhiker’s Guide to the Galaxy: When, after millions of years of computation, it finally utters its output, “42,” no one knows what it means, because the question the computer had been programmed to answer has long been forgotten. We are now perhaps in a better position to understand how the behavior of atoms, photons, and subatomic particles could carry information about their future—tons of information—without any of it being meaningful to us, and why we would naturally (mis)construe it as randomness: It is noise to our ears, stuck as we are in the Now with no way of interpreting it. It is like the future constantly sending back strings of yesses and nos without us knowing the questions. We are only now realizing that there may indeed be words in all that noise—it’s not just gibberish. But how to decode them?

The four elements described above—the “diamond” in the diamond-and-square framework—collectively specify the opportunity: what the venture will offer and to whom; its plan for technology and operations; its marketing approach; and how the venture will make money. To capture this opportunity, the venture will need the right resources in the right amounts. The “square” in the diamond-and-square framework specifies the four types of resource providers whose contributions are important for success in most startups. They include the venture’s founders, other team members, outside investors, and strategic partners who may provide key technologies, operational capabilities, or access to distribution channels.

More than once, Rita has been on the verge of reading something negative into something Myron has said, of sabotaging her relationship so that she could punish herself for her happiness or retreat to the familiar safety of loneliness. But each time, she has worked hard to reflect before acting; she channels our conversations and tells herself, like on her tissue-box cover, "Don't blow it, girl." I've told her about the many relationships I've seen implode simply because one person was terrified of being abandoned and so did everything in his or her power to push the other person away. She is starting to see what makes self-sabotage so tricky is that it attempts to solve one problem (alleviate abandonment anxiety) by creating another (making her partner want to leave).

I bought their pitch about eyeglasses being a fucked-up industry,” says Ben Lerer, a managing partner at Lerer Hippeau. “They showed you don’t need innovation around what you sell. You can succeed with innovation around the way you sell it. Leverage the traditional supply chain and sell direct to the consumer. Take your savings from the wholesale channel and pass it on to the consumer.

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Demanders say: I’m dying here. I am shut down. My feelings don’t matter. It’s lonelier than living alone. By myself. Dismissed. I get no response. I’m hammering on their door. I yell to get a response — any response. We’re roommates. I don’t matter to them. Withdrawers say: I never get it right — can’t please. I give up, space out. Best to avoid a fight — try to keep things calm. I’m failing here. Paralyzed. No point. Go behind my wall. I try to fix it — but it doesn’t work. I numb out. A.R.E.: ACCESSIBILITY, RESPONSIVENESS, AND ENGAGEMENT The key question in our love relationships is, “Are you there for me?” This translates to, “Do I matter to you? Can I reach you? Are you accessible, emotionally available to me? Can I rely on you to respond when I need you? Will you engage with me, give me your attention?” “Are you there for me?” is the A.R.E. question. This key question is buried, hidden just under the surface in most recurring arguments about pragmatic issues such as chores, personality differences, sex, children, and money. If partners feel safe and loved, they can deal with differences and problems together. If not, then relationship issues and fears get channeled into endless disagreements. QUESTIONNAIRE: How A.R.E.

Are you there for me?” is the A.R.E. question. This key question is buried, hidden just under the surface in most recurring arguments about pragmatic issues such as chores, personality differences, sex, children, and money. If partners feel safe and loved, they can deal with differences and problems together. If not, then relationship issues and fears get channeled into endless disagreements.

Osterwalder business model framework

An old saying states that “sales is marketing, but marketing is not sales” meaning that if I pick up the phone and call a potential customer then she will know about me and my company when the conversation ends, but seeing an ad, reading a blog post or viewing a video from my company may not make her call me initiating a sales process.

Channel partners prefer to work with the market leaders and not with unknown brands.

We select our target customer segments, we design our value propositions to best serve these customer segments, we choose which type of relationships we will have with our customers and we choose which channels we will use to find, win, make, keep and grow our happy customers. We call this part of the business model the “Front Office.” Our front office activities will generate customers and revenue. In the “Back Office” of our business model we need to employ certain key resources that can execute certain key activities delivering our value propositions to our customers. The back office often builds relationships with key partners5 and the back office generates cost.

Judge tossed the condom to the side and grabbed the lube, coating his cock good. When he added more inside Michaels’ hot channel, his eyes fluttered with excitement. No barrier this time. This was his man, his partner, his lover. Judge dropped down on Michaels’ chest, again putting his full weight on him. He went in for a kiss, coaxed Michaels’ wine-flavored tongue inside his mouth, moved slowly at first, until it soon spun out of control. With their mouths still connected, Judge lined his cock up with Michaels’ waiting hole and gently thrust forward. Michaels’ mouth opened wider as he gasped. Judge made sure every part of them was touching and their eyes were locked when he pushed all way in on one long drive. Michaels cried a beautiful sound into his face and Judge had to fight the feeling burning at his spine. “Fuckin’ love it when you cry for me like that.” His man tremored beneath him; writhed and squirmed with Judge’s cock deep inside him. “Yes. That’s it. More.” Michaels brought his long legs up and placed his feet flat on the bed and pushed up, urging Judge to move. Regardless, he couldn’t hold back any longer. Judge slid out halfway and slammed back in, the pleasure stealing his sanity. It was so goddamn hot inside his lover, a heat he’d never get tired of. A heat that sparked the fire to a full-on blaze. Judge hooked the backs of both of Michaels’ legs, his palms flat on the bed. Michaels was splayed open for him, ready for the taking. Judge lost his mind. Powered into his man like a fool in love. Fucked him hard, fucked him until it became brutal. Michaels yelled his appreciation into the night. The truest mating call. 

Creativity was channeled into manipulation rather than innovation, and the result has been a veritable parade of financial bubbles: the housing­price bubble, its partner the mortgage securities bubble, and the overall derivatives bubble.

In social media, employees are the channel, not brands.

Age: 11 Height: 5’5 Favourite animal: Wolf   Chris loves to learn. When he’s not reading books explaining how planes work or discovering what lives at the bottom of the ocean, he’s watching the Discovery Channel on TV to learn about all the world’s animal and plant life. How things work is one of Chris’ main interests, and for this reason he has a special appreciation for electrical and mechanical things, everything from computers to trains. He considers himself a train expert and one day dreams of riding on famous trains, such as the Orient Express and the Trans-Siberian Railway.   Chris dreams of one day being a great engineer, like Isambard Kingdom Brunel. He knows this will involve going to university, so he studies hard at school. Beatrix is his study partner, and when they aren’t solving mysteries in the Cluefinders Club they can be found in the garden poring over text books. Like Ben, he loves to read comic books, and his favourite super-hero is Iron Man, who is a genius engineer and businessman. Chris says, “One day I’ll invent a new form of transport that will revolutionise world travel!”    

When your emotions drop, when your vibration drops, when your thoughts and beliefs spiral downward into blame, victimhood, doubt, and fear, your immune system is weakened. And so, being happy is the best immunity booster you can nurture. Being in love is the best way for you to take your abundance to the next level, and for your finances to reach the state you truly desire. Love and happiness are the foundation for you to create anything you want in life. A partner, the right job, a business opportunity, well-being, vitality, and health are all strengthened and helped by feelings of love, happiness, and well-being.

In any market with perfect competition the price of any commodity will gravitate towards the marginal production cost. What is the marginal cost of producing an additional copy of a software product or adding an extra user? It is very close to zero. This is exactly the principle supporting business models where the software is provided free of charge, but where the services or some extensions around the products come at a cost. The

From the plethora of clairvoyant readings I have done for couples, I have ascertained that this transfer of emotions occurs commonly in relationships involving a partner, often the male, who has difficulty expressing emotions such as depression or anger. The partner who gives herself greater permission to express emotions will inadvertently begin to channel and eventually outwardly express this repressed emotion of her partner. Since it doesn’t really belong to her, she cannot deal with the emotion as effectively as she can with her own and may become quite unbalanced, even hysterical.

The business model environment represents the risk that we must mitigate and the opportunities that we can take advantage of and is nicely organized into four areas helping the people involved in the business development analyze, discuss and understand the external world using the same terminology and structure.

OSTERWALDER’S BUSINESS MODEL framework operates with two main perspectives: The internal perspective: the business model (the canvas)

Customer Acquisition Cost (CAC) is the total cost (marketing, sales and pre-sales) of acquiring a new customer. ACAC is the average customer acquisition cost. Customer Lifetime Value (CLV) is the gross margin we can expect from a customer over the lifetime of our relationship. ACLV is the average customer lifetime value.

The external perspective: the business model environment (the four forces)

adapt the concept of complex grief into its current iteration—impossible grief applies to cases where the grief-processing mechanism has been obstructed, like a clog in a drain. Family members of people who were in the towers the day they fell, who were never given remains to bury. Women who were assaulted by a classmate, a boyfriend, a friend, who are told by almost everyone that what they experienced does not qualify as assault. Impossible grief is grief that does not adhere to a social contract of justice or human rituals that have existed since the dawn of time. A death with no body, a violation by someone who is not seen as the transgressor. A woman whose relationship wasn’t recognized as legitimate at the time she lost her partner. Tina teaches people how to snare the obstruction so that grief can make its way through the proper channels unencumbered. It’s always running in your veins, but better that than a life-threatening clot.

Displays of love, commitment, and devotion signal a man is willing to channel his time, energy, and effort to her in the long run. Men attempt to deceive women by feigning an interest in commitment to achieve a quick sexual score. They also feign confidence, status, kindness, and resources that they lack. Men try to abscond with the sexual benefit without paying the cost of commitment. In the human mating dance, the costs of being deceived about a potential mate's resources and commitment are carried more heavily by women. Historically, a woman who made a poor choice of a casual mate, allowing herself to be deceived about the man's long-term intentions, risked enduring pregnancy, childbirth, and child care unaided and being less able to attract an alternative mate, since existing children are seen as costs by potential mates on the mating market. Women guard against deception by requiring extended courtship. Commitment is difficult and costly to fake, because commitment is gauged from repeated signals over time. Men who seek to deceive women about their ultimate intentions because they are interested only in sex are typically unlikely to invest in extended courtship. They go elsewhere for sex partners who are more readily available.

At the bare minimum, this plan should cover the following aspects that are fundamental to the success of any business: value propositions, key resources, key activities, key partners, cost structure, targeted customer segments, customer relationships, channels, and revenue streams.

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

Undependable people, in contrast, provide erratically and inflict heavy costs on their mates. In a study of newlywed couples, my lab found that emotionally unstable men were especially costly to women. They tended to be self-centered, to monopolize shared resources, and to be possessive, monopolizing much of the time of their wives. These men showed higher-than-average sexual jealousy, becoming enraged when their wives even talked with someone else, as well as dependency: they would insist that their mates provide for all of their needs. With a tendency to being abusive, both verbally and physically, they also displayed inconsiderateness, such as by failing to show up on time. Emotionally unstable men were also moodier than their more stable counterparts, sometimes crying after minor setbacks. Suggesting a further diversion of their time and resources was their tendency to have more affairs than average.34 All of these costs indicate that emotionally unstable mates will absorb their partner’s time and resources, divert their own time and resources elsewhere, and fail to channel resources consistently over time. Dependability and stability are personal qualities that signal increased likelihood that a woman’s resources will not be drained by the man.

I conclude that our business models are completely different from the business models of our channel partners and that we need to know and master both to become successful.

the choice of an indirect route requires more well-defined processes, more formal formats, earlier announcement of activities and events, longer lead times for changes and communication and collaboration platforms that are scalable and available 24/7.

Building successful channel partners requires that we understand their business models31 and manage to align them with our own business model. Our

Rae Ripple is a Texas welder and artist and has been featured on the Down to Business podcast, Monster Garage on Discovery Channel, and has been published in Welder magazine. She is partnered with AlumaReel, Hypertherm, Lincoln Electric, FastCut CNC, Flame Technologies Inc., and Benchmark Abrasives. She has painted murals all over Texas and has installed metal work all over the world. She currently lives in Big Spring, Texas, with her fiancé and two children.

I am a mechanic, I repair and service hearts, I am a diversity certified, I repair and service every color heart, I am God's authorized dealer, I repair and service chosen hearts, I am equal heart treatment service provider, I repair and service every human hearts, I am a restorer, I clean dents, rusts, blockages and dead hearts, I am the ignitor, I put the spark of light within the hearts, I am too was dead heart once, Found a divine channel partner, Who repaired my dead heart, I am now the franchise owner of that shop that repairs those hearts.

Although all this abnormal order of things is not of recent date, the characteristic fact of the bourgeois period is that it assumed the principal, dissociated, and autonomous characteristics of a "social morality"—precisely with the "virtuism" of which Pareto accuses it, which to a certain extent was no longer subject to religious morality. Now, it is exactly this morality with a sexual basis that is the principal object of the processes of dissolution in recent times. We hear of a "sexual revolution" supposed to remove both inner inhibitions and repressive social taboos. In fact, in today’s world "sexual freedom" is being affirmed ever more, as a current practice. But we have to consider this in more detail. I must emphasize above all that the direction of the processes at work is toward a freeing of sex, but in no way a freeing from sex. Sex and women are instead becoming dominant forces in present society, an evident fact that is also part of the general phenomenology of every terminal phase of a civilization’s cycle. One might speak of a chronic sexual intoxication that is profusely manifested in public life, conduct, and art. Its counterpart is a gynocratic tendency, a sexually oriented preeminence of the woman that relates to the materialistic and practical involvement of the masculine sex: a phenomenon that is clearest in those countries, like the United States, where that involvement is more excessive. [...] The aspects of the crisis of female modesty are another part of this. Beside the cases in which almost full female nudity feeds the atmosphere of abstract, collective sexuality, we should consider those cases in which nudity has lost every serious "functional" character—cases which by their habitual, public character almost engender an involuntarily chaste glance that is capable of considering a fully undressed girl with the same aesthetic disinterest as observing a fish or a cat. Furthermore, by adding the products of commercialized mass pornography, the polarity between the sexes is diluted, as seen in the conduct of "modern" life where the youth of both sexes are everywhere intermingled, promiscuously and "unaffectedly," with almost no tension, as if they were turnips and cabbages in a vegetable garden. We can see how this particular result of the processes of dissolution relates to what I have said of the "animal ideal," as well as the correspondence between the East and the West. The primitive, erotic life so typical among American youth is not at all far from the promiscuity of male and female "comrades" in the communist realm, free from the "individualistic accidents of bourgeois decadence," who in the end reflect little on sexual matters, their prevalent interests being channeled elsewhere into collective life and class. We can consider separately the cases in which the climate of diffuse and constant eroticism leads one to seek in pure sexuality, more or less along the same lines as drugs, frantic sensations that mask the emptiness of modern existence. The testimonies of certain beatniks and similar groups reveal that their pursuit of the sexual orgasm causes an anguish aroused by the idea that they and their partner might not reach it, even to the point of exhaustion.

Through our conflicts with our partners and spouses, we can open up important new channels of communication and make discoveries about ourselves (and them) that lead to more complete and realized visions of our futures.

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For example, contemporary evolutionary research on sexual jealousy suggests that it may be a mechanism aimed at mate-retention and that, contrary to societal beliefs, sexual jealousy is not sexbiased toward men (Buunk, Angleitner, Oubaid, & Buss, 1996). Rather, men and women equally exhibit jealous behaviors; however, the cues that spark such behavior are different and adaptively relevant for each sex (Buss, Larsen, Westen, & Semmelroth, 1992). Given the specter of cuckoldry, men tend to focus on cues that suggest a mate’s infidelity, while women focus on signals that suggest their partner’s emotional involvement with someone else, which may signal resource channeling. In the short, across numerous studies, research has found that both men and women report being jealous; however, the manner in which this jealousy plays-out and the contexts that trigger such jealousy vary (see Buss 2003a, for review). Men more than women report distress in relation to a partner’s sexual infidelity, whereas women more than men report distress in relation to a partner’s emotional infidelity. It warrants repeating that these are mean differences; it is not the case that all men or all women follow this pattern. Several contexts seem to influence the use and severity of mate retention tactics. Women partnered to higher income (resource rich), status-striving men report engaging in more vigilance, violence, appearance-enhancement, possessive ornamentation, submission, and self-abasement than do women partnered to lower income men (Buss & Shackelford, 1997b). Men with young, attractive (high reproductive value) wives report using more mate-guarding, greater resource display, and more violence than do men with less attractive wives. Additionally, men who perceive a high likelihood of their partner’s infidelity report more mate-retention efforts than do women (Buss & Shackelford, 1997a).

Me: “Why does competitor X have five times your revenue?” Entrepreneur: “We are using partners and OEMs, because we can’t build a direct channel like competitor X.” Me: “Why not? If you have the better product, why not knuckle up and go to war?” Entrepreneur: “Ummm.” Me: “Stop looking for the silver bullet.” There comes a time in every company’s life where it must fight for its life. If you find yourself running when you should be fighting, you need to ask yourself, “If our company isn’t good enough to win, then do we need to exist at all?

Makers of the hit reality TV show, Bigg Boss have announced the details of their upcoming season 12. The show will now have couples for participants, Bigg Boss has seen a major drop in viewers which is why the makers have decided to bring something new to the table. Announcing the auditions for the upcoming season, Indian TV channel Colors TV tweeted: While the tweet did not explicitly mention what kind of couples the show is looking for, reports suggest that the makers are looking for romantic couples. A report by The Indian Express quoted a source, mentioning, “Bigg Boss is one of the most watched shows across the world and the show-runners make an effort to bring something new for its viewers every year. While the partner angle was played during the ninth season themed – Double Trouble – this would be special, as for the first time, contestants will get to participate with their loved ones.” With the new format of the show, fans were also concerned if Salman Khan will be hosting the show this time as well as the actor was recently involved in a court case. However, it’s been confirmed that the 52-year-old actor will be returning to the Bigg Boss stage for season 12. Colors TV believes that despite busy schedules, Salman has always been on time for his Bigg Boss shoots. In addition, he has also added much needed star value to the show. Apart from Bigg Boss 12, Salman has a game show, Dus Ka Dum lined up as well, which will be premiering in July 2018.

Displays of love, commitment, and devotion signal a man is willing to channel his time, energy, and effort to her in the long run. Men attempt to deceive women by feigning an interest in commitment to achieve a quick sexual score. They also feign confidence, status, kindness, and resources that they lack. Men try to abscond with the sexual benefit without paying the cost of commitment. In the human mating dance, the costs of being deceived about a potential mate's resources and commitment are carried more heavily by women. An ancestral woman who made a poor choice of a casual mate, allowing herself to be deceived about the man's long-term intentions, risked enduring pregnancy, childbirth, and child care unaided and being less able to attract an alternative mate, since existing children are seen as costs by potential mates on the mating market. Women guard against deception by requiring extended courtship. Commitment is difficult and costly to fake, because commitment is gauged from repeated signals over time. Men who seek to deceive women about their ultimate intentions are typically unlikely to invest in extended courtship. They go elsewhere for sex partners who are more readily available.

what A. G. Lafley, CEO at highly innovative Procter & Gamble, said about innovation. “It is possible to measure the yield of each process, the quality, and the end result.” Lafley quickly brought systematization to the innovation process at P&G, creating the Living It program, putting employees in the homes of customers to systematically observe their challenges and processes; Working It, to connect company decision makers with the front lines of their channel partners; and Connect and Develop, to combat the insular, not-invented-here blinders and realize that lots of innovation happens outside Procter & Gamble’s walls.

But to portray the NSA and its partner services, as Greenwald does, as akin to East Germany's Stasi, or to the KGB, and claiming that they have the 'literal' goal to 'eliminate privacy globally'42 is an extraordinary claim, which requires extraordinary evidence. So far, nothing of the kind has been forthcoming. As Snowden's 'Christmas message' broadcast on Britain's Channel Four television stated: A child born today will grow up with no conception of privacy at all. They'll never know what it means to have a private moment to themselves: an unrecorded, unanalysed thought. And that's a problem because privacy matters, privacy is what allows us to determine who we are and who we want to be.43 But this is a huge exaggeration. What the Snowden documents do appear to show

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