Company Newsletter Quotes

In one of his last newsletters, Mike Ranney wrote: "In thinking back on the days of Easy Company, I'm treasuring my remark to a grandson who asked, 'Grandpa, were you a hero in the war?' No,'" I answered, 'but I served in a company of heroes.

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In one of his last newsletters, Mike Ranney wrote: “In thinking back on the days of Easy Company, I’m treasuring my remark to a grandson who asked, ‘Grandpa, were you a hero in the war?’ “ ‘No,’ I answered, ‘but I served in a company of heroes.

Apple’s stock went up a full point, or almost 7%, when Jobs’s resignation was announced. “East Coast stockholders always worried about California flakes running the company,” explained the editor of a tech stock newsletter. “Now with both Wozniak and Jobs out, those shareholders are relieved.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.

Our parents never structured our studies. "Let 'em learn what they like," my father used to say. "A child will eat a well-balanced diet if she's given a choice of wholesome foods and left alone. If a kid's body knows what it needs to grow and stay healthy, why wouldn't her mind, too?" To his friends he explained, "My girls have free run of the forest and public library. They have a mother who is around to fix them lunch and define any words don't know. School would only get in the way of that. Besides, if they went to school, they'd spend over two hours a day in the car. Lord knows I could use the company on those drives, but it's better for my kids to stay in the woods." So while other children were reciting their times tables and asking permission to get drinks of water, Eva and I were free to roam and learn as we pleased. Together we painted murals and made up plays, built forts, raised butterflies, and designed computer games. We made paper, concocted new recipes for cookies, edited newsletters, and caught minnows. We grew gourds and nursed fledglings and played with prisms, and our parents told the state that what we did was school. For years I studied what I wanted to, when and how I wanted to study it. One book led to another in a random pattern, meandering from interest to interest like a good conversation, and the only thing that connected them was their juxtaposition on the bookshelves in mother's workroom.

I was looking to buy a franchise, I considered companies that were large and small. I was interested in a few of them but not a single franchiser other than the dry cleaning franchise I ended up buying stayed in contact with me. None of them followed up for longer than two months after I first contacted them, and ultimately, all of them missed out not only on the initial franchise fee but also on the ongoing franchise fees I paid. Business Nugget 1 People are ready to buy when they are ready to buy, not when you are ready for them to buy.

Babson advertised heavily for subscribers to his newsletter, describing his company in 1910 as the largest statistical organization in the United States.

Get started by using a service like Catalog Choice, which eliminates most unwanted mailings. Usually it’ll take a month or so for the various companies to follow through on your request. Then you can use the following steps to make sure you’re completely off these unwanted lists: Go to DMACHOICE.org to get rid of unwanted magazines and newsletters. Go to OptOutPrescreen.com (US only) to get rid of unwanted credit card offers. Write to the mail preference service (for the US or the UK) to opt out your name from the major mailing list.

Charles Koch himself described Obama’s election in almost apocalyptic terms, sending an impassioned newsletter to his company’s seventy thousand employees earlier that January declaring that America faced “the greatest loss of liberty and prosperity since the 1930s.

Quick Gmail Trick Noah and I both use the Gmail “+” trick all the time. Let’s say your email address is bob@bobsmith.com. After signing up for services or newsletters, how can you tell who’s sharing your email, or contain the damage if someone discovers your login email? Companies get hacked all the time. Just use + as cheap insurance. If you append + and a word to the beginning, messages will still get delivered to your inbox. Signing up for Instacart, for instance? You could use bob+insta@bobsmith.com. I use this, or benefit from it, on a daily basis.

Here’s one thing I can offer you C, and I’ll be brief. Please consider the budget. The company spends too much on food meant to allure newcomers. We invite people to events and say there’s Chipotle, and do you know comes? People who like Chipotle. We put our cause on the bottom of our newsletters and the “FREE FOOD” goes bright and center and we wonder why no one stays. If people want to come, they’ll come. We don’t need guacamole. We need people who are hungry for our mission.

Axios In-House Newsletters Lights On from our revenue team . . . Cranes from Axios Local . . . Click Clack from our web-traffic guru . . . The Funnel from our head of growth . . . The TopLine from our sales warriors. • Those are just a few of the newsletters regularly published by Axios execs using Axios HQ—for their bosses, their teams and their colleagues across the company. Why it matters: This gives winners a forum for sharing best practices, encourages healthy competition among business units and gets rid of silos—everyone has visibility on what everyone’s up to. Between the lines: For the cofounders, these updates are an early-warning system for anyone’s activities that might be veering away from company goals. In one Sunday evening, we can be sure everyone’s on track and spot pockets that need our attention, encouragement or kudos. • And here’s our favorite part: When we have one-on-one meetings with our leaders, we’re already caught up. So we can use that time to talk through innovations, insights, bottlenecks, disruptions.

Communications help to keep people feeling included in and connected to the organization. Many companies have used online newsletters and other social media outlets as a way of maintaining contact with, and showing concern for, employees in the neutral zone. Communicating in real time can give employees new information, dispel rumors, and answer questions.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.” Now he’ll sell his family’s land. Has to, he says. He is still paying off his mortgage.7 In some respects, Prestwood’s case is not unusual. Often people do not diversify at all, and sometimes employees invest a lot of their money in their employer’s stock. Amazing but true: five million Americans have more than 60 percent of their retirement savings in company stock.8 This concentration is risky on two counts. First, a single security is much riskier than the portfolios offered by mutual funds. Second, as employees of Enron and WorldCom discovered the hard way, workers risk losing both their jobs and the bulk of their retirement savings all at once.

One way I’ve managed to keep up with everything on my plate is by coming in to the office really early almost every day, even when I don’t have those Saturday numbers to look over. Four-thirty wouldn’t be all that unusual a time for me to get started down at the office. That early morning time is tremendously valuable: it’s uninterrupted time when I think and plan and sort things out. I write my letters and my articles for Wal-Mart World, our company newsletter.

Unchain yourself from your computer. Unsubscribe from all unwanted newsletters. Set up an autoresponder that says, “I check my e-mail only twice per day. I will reply as soon as possible. If this is an emergency, phone this number.” A journalist for Fortune magazine once wrote that when he arrived back at the office after a two-week European vacation, he had more than 700 e-mails waiting for him. He realized that it would take him a week to get through them all before starting on important projects. For the first time in his career, he took a deep breath and punched the Delete All button, erasing those 700 e-mails forever. He then got busy with the projects that were really important to him and his company. His explanation was simple: “I realized that, just because somebody sends me an e-mail, it does not mean that they own a piece of my life.

Digital subscriptions are transforming the broader publishing industry in profound ways, and a new breed of reader-supported titles are enjoying newfound popularity. In the technology industry, for example, Jessica Lessin’s sharp, pointed (and subscription-only) The Information now has the second-largest team of tech reporters in Silicon Valley. Ben Thompson has thousands of readers who are happy to pay him $100 a year for his excellent Stratechery newsletter, and Bill Bishop writes an email newsletter about current affairs in China called Sinocism that has more than thirty thousand readers paying $118 a year. Meanwhile, all sorts of splashy, venture-funded, “digitally native” titles like BuzzFeed, Mashable, The Daily Beast, and Vice are struggling to hit their numbers. Any guesses why?

Célian: If you two were to read anything more substantial than the National Enquirer, such as our company’s newsletter from three months ago, you would know that messenger chats on our web software are now publicly available to view by any user in the company.