Competitor In Love Quotes

We teach girls to shrink themselves, to make themselves smaller. We say to girls, you can have ambition, but not too much. You should aim to be successful, but not too successful. Otherwise, you would threaten the man. Because I am female, I am expected to aspire to marriage. I am expected to make my life choices always keeping in mind that marriage is the most important. Now marriage can be a source of joy and love and mutual support but why do we teach girls to aspire to marriage and we don’t teach boys the same? We raise girls to see each other as competitors not for jobs or accomplishments, which I think can be a good thing, but for the attention of men. We teach girls that they cannot be sexual beings in the way that boys are.

He won again. I’m beginning to realize that competing for who can stay the quietest isn’t really a good idea when my competitor is naturally the quietest person I’ve ever met.

A woman isn't just one thing. The past is in us, constantly changing us. Heartache and failure shift our perspectives as do joy and triumphs. At any moment, on any given day, we can be friends, competitors, or enemies. We can be generous or stingy, loving or petty, helpful or untrustworthy.

When a man takes good care of the woman, she takes care of his competitors.

And then there was that key point in On the Origin of Species. That crucial point that somehow both David and before him Francis Galton had missed. What does Darwin say is the best way of building a strong species, of allowing it to endure into the future, to withstand the blows of Chaos in all her mighty forms—flood, drought, rising sea levels, fluctuating temperatures, invasions of competitors, predators, pests? Variation. Variation in genes, and hence in behavior and physical traits. Homogeneity is a death sentence. To rid a species of its mutants and outliers is to make that species dangerously vulnerable to the elements.

Remember that when a women gets the job you wanted or dates that bloke you fancied or wears a dress you loved but couldn't afford, she hasn't taken anything from you. There is time and space for you to do it too. One of the cleverest things the patriarchy did was make us believe that there is only one tiny sliver of success cake available; that we all have to fight over it; that a woman who tramples on her competitors to chow it down first is somehow 'ruthless' or to borrow a phrase from Apprentice-ese, 'a natural business mind.' This is a scare-mongering lie. There are so many cakes to eat. And if you can't find the slice you want, try baking one. Cake for everyone! Let them eat cake! I've got lost in the metaphor.

This is the new war for talent—not wooing employees away from competitors, but unleashing the enthusiasm that is already there within employees, but dormant.

In neo-classical economic theory, it is claimed without evidence that people are basically self-seeking, that they want above all the satisfaction of their material desires: what economists call "maximising utility". The ultimate objective of mankind is economic growth, and that is maximized only through raw, and lightly regulated, competition. If the rewards of this system are spread unevenly, that is a necessary price. Others on the planet are to be regarded as either customers, competitors or factors of production. Effects upon the planet itself are mere "externalities" to the model, with no reckoning of the cost - at least for now. Nowhere in this analysis appears factors such as human cooperation, love, trust, compassion or hatred, curiosity or beauty. Nowhere appears the concept of meaning. What cannot be measured is ignored. But the trouble is that once our basic needs for shelter and food have been met, these factors may be the most important of all.

But happiness and grief are not competitors. That is a myth perpetrated by a culture that is foolishly obsessed with pursuing one and dangerously avoiding the other.

He said he came in second place, so I assumed there were only two competitors. But you never know with love, there may have been a third party involved.


Average Neanderthal leg-to-arm strength ratios were even greater than cross-country competitors running 160km (100mi.) per week.

In every business, I’ve loved meeting my competitors. The reality is there’s no such thing as competition. The world is big enough for two people in the same space.

Since as far back as I could remember, I'd felt that Lisa's responses toward me usually bordered on the brink of hostility. Years later, a therapist would explain that growing up with few resources had turned us into competitors- over food, over our parents' love, over everything. At the moment, we were competing for who had the better handle on Ma's illness, and we both knew she was winning.

Ah . . . now there’s the Devin Caldwell I know and love—a competitor to the core.” “Love?” The brown eyes gleamed with mischief. “Don’t toy with my emotions like that, Miss McClare.” “Ha! She toys with mine all the time, so what makes you think you’re any different?

Of all the men who were photographed that day, the chief’s life had come closest to the American ideal, closest in observing the principles on which this nation had been founded. He was immeasurably greater than Chester Arthur, the hack politician from New York, incomparably finer than Robert Lincoln, a niggardly man of no stature who inherited from his father only his name, and a better warrior, considering his troops and ordnance, than Phil Sheridan. His only close competitor was Senator Vest, who shared with him a love of land and a joy in seeing it used constructively.

What distinguishes a true competitor from a mere participant is that the competitor derives enjoyment from the nature of the competition aside from the prize at the end. She gets a rush from the gaming dynamics and appreciates the beauty of the game. At the end of the day, you play for the love of the game or not at all.

grief was like a cloud, appearing unexpectedly and stealing your light. A person could try to outrun it, but grief was a very patient competitor, and eventually it always caught up. Dealing with it, accepting the pain and anguish and figuring out how to survive with a different kind of light was the only way to truly move past it.

Why do modern humans love sweets so much? Not because in the early twenty-first century we must gorge on ice cream and chocolate in order to survive. Rather, it is because when our Stone Age ancestors came across sweet fruit or honey, the most sensible thing to do was to eat as much of it as quickly as possible. Why do young men drive recklessly, get involved in violent arguments and hack confidential Internet sites? Because they are following ancient genetic decrees that might be useless and even counterproductive today, but that made good evolutionary sense 70,000 years ago. A young hunter who risked his life chasing a mammoth outshone all his competitors and won the hand of the local beauty, and we are now stuck with his macho genes.

my pleasure in having Albertine living with me now was much less a positive pleasure than satisfaction at having removed from the world, where everyone could enjoy her in turn, the blossoming young girl who, even if she caused no great joy to me, at least could not offer it to anyone else. Ambition, glory could never have meant anything to me. Still less was I capable of experiencing hatred. All the same, carnal love for me was above all the joy of triumphing over so many competitors. I cannot repeat it too often, more than anything else it was relief from pain.

Falling into this elaborate daydream about me and Heather Craven forever after. Imagining us as married professionals with our six towheaded children running loose in our suburbanite home as surrounded by a lush yard and fenced. Walking toward the door yelling, “Honey, I’m home!” and having Heather answer my call. Imagining the family dog jumping me, slobbering over in greeting and my laughing heartily as I was knocked to the ground. At one point getting so steeped in the fantasy that I actually found myself troubleshooting marital problems in advance, arguing with the fantasy love of my life before the dog grew on me over whether we should even have a dog; wasn’t six dependents enough? Losing the argument and then reluctantly accepting this new intrusion and competitor for Heather’s affections.

Men are preoccupied with a woman's youth. Men want wives who are pretty, attractive, beautiful, gorgeous, comely, lovely, ravishing, and glamorous. Men seek attractive women as mates not simply for their reproductive value but also as signals of status to same sex competitors and to other potential mates. Although most men place a premium on beauty, it is clear that not all men success in satisfying their desires. Men who lack the status and resources that women want, for example, generally have the most difficult time attracting food looking young women and must settle for less than their ideal. Indeed, a man's occupational status seems to be the best predictor of the attractiveness of the woman he marries. Men who are in a position to get what they want often partners up with a young, attractive woman.

What then did those immortals see, the writers who aimed at all which is greatest and scorned the accuracy which lies in every detail? They saw many other things and they also saw this, that Nature determined man to be no low or ignoble animal; but introducing us into life and this entire universe as into some vast assemblage, to be spectators, in a sort, of her entirety, and most ardent competitors, did then implant in our souls an invincible and eternal love of that which is great and, by our own standard, more devine. Therefore it is, that for the speculation and thought which are within the scope of human endeavour not all the universe together is sufficient, our conceptions often pass beyond the bounds which limit it; and if a man were to look upon life all around, and see how in all things the extraordinary, the great, the beautiful stand supreme, he will at once know for what ends we have been born.

I've defined myself, privately and abstractly, by my brief, intense years as an athlete, a swimmer. I practiced five or six hours a day, six days a week, eating and sleeping as much as possible in between. Weekends were spent either training or competing. I wasn't the best; I was relatively fast. I trained, ate, traveled, and showered with the best in the country, but wasn't the best; I was pretty good. I liked how hard swimming at that level was- that I could do something difficult and unusual. Liked knowing my discipline would be recognized, respected, that I might not be able to say the right things or fit in, but I could do something well. I wanted to believe that I was talented; being fast was proof. Though I loved racing, the idea of fastest, of number one, of the Olympics, didn't motivate me. I still dream of practice, of races, coaches and blurry competitors. I'm drawn to swimming pools, all swimming pools, no matter how small or murky. When I swim now, I step into the water as though absentmindedly touching a scar. My recreational laps are phantoms of my competitive races

The 8 Play Personalities The Collector loves to gather and organise, enjoying activities like searching for rare plants, or rummaging around in archives or garage sales. The Competitor enjoys games and sports, and takes pleasure in trying their best and winning. The Explorer likes to wander, discovering new places and things they’ve never seen, through hiking, road tripping and other adventures. The Creator finds joy in making things, and can spend hours every day drawing, painting, making music, gardening and more. The Storyteller has an active imagination and uses their imagination to entertain others. They’re drawn to activities like writing, dance, theatre and role-playing games. The Joker endeavours to make people laugh, and may play by performing stand-up, doing improv, or just pulling a lot of pranks to make you smile. The Director likes to plan, organise and lead others, and can fit into many different roles and activities, from directing stage performances to running a company, to working in political or social advocacy. The Kinesthete finds play in physical activities like acrobatics, gymnastics and free running.

I’ve had the best time! The spirit here is incredible. It’s competitive, to be sure, but everyone supports each other. I was getting advice from men I was about to go against right up to the very moment the competitions began.” “That’s wonderful,” Joanna said and handed him a mug of lemonade. “You look absolutely awful.” “I showered,” he replied, a bit defensively. “She means the bruises,” Kassandra said. She thought “awful” was going too far, for the truth was, he looked magnificent. He was a bit battered, however, as was to be expected. All the competitors were the same. “These are nothing,” he insisted, gesturing to the livid black-and-blue splotches with which he was adorned, and with the enthusiasm of a boy, added, “I won two silver bracelets. Here.” He handed one to each of them and beamed as they put them on. “Thank you,” Joanna said sweetly and leaned over to kiss his cheek. Kassandra stared at the bracelet, turning it round and round her wrist. In her quarters, there were chests fitted with silk-lined drawers that held precious jewels given to her because she was a princess. She wore them on occasion and enjoyed them. But never had she received anything so lovely as that simple silver bracelet won by sweat and skill in the Games. “It’s very nice,” she said, and felt his gaze even as she refused to meet it.

History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

I’m pretty sure Brooke is moving to Charlotte.” Vaughn’s expression turned serious. “Charlotte? What brought that on?” “One of Sterling’s competitors offered her some big executive VP position. It sounds like a once-in-a-lifetime opportunity.” “Wow. What did you say when she told you about it?” “I said, ‘Congratulations’ and told her to knock ’em dead in Charlotte.” He saw Vaughn frown. “What was I supposed to say? ‘Don’t go?’ You’ve seen her in action; you know how good she is. If she wants this, she should take it.” Vaughn nodded. “You’re right. She should.” Cade pulled back. That was . . . it? Granted, he was no pro at the heart-to-hearts, but he’d expected maybe a little bit more. “Glad we’re on the same page.” “Absolutely. You and I—we are in total agreement.” Vaughn leaned back in the bar stool. “Now if Huxley were here, he, on the other hand, would probably have an entirely different take on the matter.” When Vaughn said nothing further, Cade took the bait. “And what would Huxley’s take on the matter be?” “Probably something about how you should tell Brooke how you feel, regardless of whether she’s moving to Charlotte. You know how Huxley’s all into being honest and open like that.” Then Vaughn met Cade’s gaze straight on. “And after that, he’d probably tell you that if he ever finds a girl who fits him as perfectly as Brooke fits you, that he hopes you’re a good enough friend to say, ‘Dude, get over your shit, get off your ass, and go talk to her.” Cade blinked. This. . . from Vaughn. “Huxley sure has a lot to say.” “Yeah, he’s always been a know-it-all like that.” That, at least, got a grin out of Cade. “Well, I will take Huxley’s advice into consideration.” A comfortable silence fell between them. “And, Vaughn?” Cade looked at his friend, speaking in all earnestness. “Thanks.” Vaughn tipped his glass in acknowledgement. “Anytime, Morgan

In late fall, I had a phone sessions with my Oregon therapist. For some reason, we started talking about happiness. “Chris achieved happiness so easily,” I said to him. “And I don’t.” The counselor interrupted me. “Do you know how he did?” I started to answer that I didn’t. But then I realized that Chris had set out to do many things, and he’d achieved them. He’d wanted to be a rodeo competitor, work as a cowboy, join the SEALs. He’d done all of those. What’s more, he excelled at them. Those achievements made him happy, or at least confident enough that he could be happy. As we talked, the counselor noted that I, too, had my own achievements. But I told him--as he already knew--that I wanted to do so many more things. And I always do. Was that a reason not to be happy? The counselor pointed out that I tend to focus on what I haven’t done, rather than what I’ve achieved. My thinking runs; If I do A, then B, then C, then I’ll be happy. But when I achieve A, rather than saying “Yay!” I say, “I haven’t done B and C, so I can’t be happy.” Why focus on what I haven’t done? Why not celebrate those things I have done, even as I look forward to doing other things on my list? Those achievements are accomplishments--I should feel good about them, confident I can do more. And happy. Or at least happier. Another lesson. There are other components to happiness beyond achievement. “Smaller” things, like carving out time for workouts as well as the kids, are actually big things when they are added up. Yet I often feel those things are distractions from what I really want to achieve. Blockers, rather than stepping-stones. Obviously, the wrong way to think about them. On paper, it doesn’t seem like a very profound realization. But put into practice, it means that I--we, all of us--have to keep things in the larger perspective. If you want to achieve a lot, then the reality is that you are always going to have something else you want to do. Keep trying to achieve, but don’t beat yourself up for not getting everything done. The “smaller” things are just as essential to happiness. So: the key to my happiness is appreciating what I have and what I’ve done, and realizing that I’ll always have something else to do. Profound? No, but empowering. I might never have realized it had I not been grieving so deeply. I would have felt silly, really, talking about achieving happiness when Chris was alive. Why wouldn’t I be happy with a great husband and wonderful children? I was happy. But not at the deepest level. I’m not there yet, obviously. But it is possible now. And yet I still wonder: How can I possibly be happy with Chris gone?

But there were problems. After the movie came out I couldn’t go to a tournament without being surrounded by fans asking for autographs. Instead of focusing on chess positions, I was pulled into the image of myself as a celebrity. Since childhood I had treasured the sublime study of chess, the swim through ever-deepening layers of complexity. I could spend hours at a chessboard and stand up from the experience on fire with insight about chess, basketball, the ocean, psychology, love, art. The game was exhilarating and also spiritually calming. It centered me. Chess was my friend. Then, suddenly, the game became alien and disquieting. I recall one tournament in Las Vegas: I was a young International Master in a field of a thousand competitors including twenty-six strong Grandmasters from around the world. As an up-and-coming player, I had huge respect for the great sages around me. I had studied their masterpieces for hundreds of hours and was awed by the artistry of these men. Before first-round play began I was seated at my board, deep in thought about my opening preparation, when the public address system announced that the subject of Searching for Bobby Fischer was at the event. A tournament director placed a poster of the movie next to my table, and immediately a sea of fans surged around the ropes separating the top boards from the audience. As the games progressed, when I rose to clear my mind young girls gave me their phone numbers and asked me to autograph their stomachs or legs. This might sound like a dream for a seventeen-year-old boy, and I won’t deny enjoying the attention, but professionally it was a nightmare. My game began to unravel. I caught myself thinking about how I looked thinking instead of losing myself in thought. The Grandmasters, my elders, were ignored and scowled at me. Some of them treated me like a pariah. I had won eight national championships and had more fans, public support and recognition than I could dream of, but none of this was helping my search for excellence, let alone for happiness. At a young age I came to know that there is something profoundly hollow about the nature of fame. I had spent my life devoted to artistic growth and was used to the sweaty-palmed sense of contentment one gets after many hours of intense reflection. This peaceful feeling had nothing to do with external adulation, and I yearned for a return to that innocent, fertile time. I missed just being a student of the game, but there was no escaping the spotlight. I found myself dreading chess, miserable before leaving for tournaments. I played without inspiration and was invited to appear on television shows. I smiled.

Twenty years? No kidding: twenty years? It’s hard to believe. Twenty years ago, I was—well, I was much younger. My parents were still alive. Two of my grandchildren had not yet been born, and another one, now in college, was an infant. Twenty years ago I didn’t own a cell phone. I didn’t know what quinoa was and I doubt if I had ever tasted kale. There had recently been a war. Now we refer to that one as the First Gulf War, but back then, mercifully, we didn’t know there would be another. Maybe a lot of us weren’t even thinking about the future then. But I was. And I’m a writer. I wrote The Giver on a big machine that had recently taken the place of my much-loved typewriter, and after I printed the pages, very noisily, I had to tear them apart, one by one, at the perforated edges. (When I referred to it as my computer, someone more knowledgeable pointed out that my machine was not a computer. It was a dedicated word processor. “Oh, okay then,” I said, as if I understood the difference.) As I carefully separated those two hundred or so pages, I glanced again at the words on them. I could see that I had written a complete book. It had all the elements of the seventeen or so books I had written before, the same things students of writing list on school quizzes: characters, plot, setting, tension, climax. (Though I didn’t reply as he had hoped to a student who emailed me some years later with the request “Please list all the similes and metaphors in The Giver,” I’m sure it contained those as well.) I had typed THE END after the intentionally ambiguous final paragraphs. But I was aware that this book was different from the many I had already written. My editor, when I gave him the manuscript, realized the same thing. If I had drawn a cartoon of him reading those pages, it would have had a text balloon over his head. The text would have said, simply: Gulp. But that was twenty years ago. If I had written The Giver this year, there would have been no gulp. Maybe a yawn, at most. Ho-hum. In so many recent dystopian novels (and there are exactly that: so many), societies battle and characters die hideously and whole civilizations crumble. None of that in The Giver. It was introspective. Quiet. Short on action. “Introspective, quiet, and short on action” translates to “tough to film.” Katniss Everdeen gets to kill off countless adolescent competitors in various ways during The Hunger Games; that’s exciting movie fare. It sells popcorn. Jonas, riding a bike and musing about his future? Not so much. Although the film rights to The Giver were snapped up early on, it moved forward in spurts and stops for years, as screenplay after screenplay—none of them by me—was

Dear KDP Author, Just ahead of World War II, there was a radical invention that shook the foundations of book publishing. It was the paperback book. This was a time when movie tickets cost 10 or 20 cents, and books cost $2.50. The new paperback cost 25 cents – it was ten times cheaper. Readers loved the paperback and millions of copies were sold in just the first year. With it being so inexpensive and with so many more people able to afford to buy and read books, you would think the literary establishment of the day would have celebrated the invention of the paperback, yes? Nope. Instead, they dug in and circled the wagons. They believed low cost paperbacks would destroy literary culture and harm the industry (not to mention their own bank accounts). Many bookstores refused to stock them, and the early paperback publishers had to use unconventional methods of distribution – places like newsstands and drugstores. The famous author George Orwell came out publicly and said about the new paperback format, if “publishers had any sense, they would combine against them and suppress them.” Yes, George Orwell was suggesting collusion. Well… history doesn’t repeat itself, but it does rhyme. Fast forward to today, and it’s the e-book’s turn to be opposed by the literary establishment. Amazon and Hachette – a big US publisher and part of a $10 billion media conglomerate – are in the middle of a business dispute about e-books. We want lower e-book prices. Hachette does not. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out of stock, no warehousing costs, no transportation costs, and there is no secondary market – e-books cannot be resold as used books. E-books can and should be less expensive. Perhaps channeling Orwell’s decades old suggestion, Hachette has already been caught illegally colluding with its competitors to raise e-book prices. So far those parties have paid $166 million in penalties and restitution. Colluding with its competitors to raise prices wasn’t only illegal, it was also highly disrespectful to Hachette’s readers. The fact is many established incumbents in the industry have taken the position that lower e-book prices will “devalue books” and hurt “Arts and Letters.” They’re wrong. Just as paperbacks did not destroy book culture despite being ten times cheaper, neither will e-books. On the contrary, paperbacks ended up rejuvenating the book industry and making it stronger. The same will happen with e-books. Many inside the echo-chamber of the industry often draw the box too small. They think books only compete against books. But in reality, books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive. Moreover, e-books are highly price elastic. This means that when the price goes down, customers buy much more. We've quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000. The important thing to note here is that the lower price is good for all parties involved: the customer is paying 33% less and the author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. The pie is simply bigger.

Customers or shoppers, they love buying as much as they want without thinking about going out of cash. The thought of scarcity of funds annoys them to the core and often spoils their made to a point where they no longer are interested in making the purchase. Though this doesn’t harm them in anyway because they can buy the needed product/service later but this changed attitude of them costs high to the business that loses a valuable customer and an important sale. Credit Card Processing: Never Lose Upon A Consumer If you are limited to the traditional era of accepting cash, the above explained scenario can become a reality for you if not today then tomorrow. However, to stay away from this disappointment, credit card processing can be used to the fullest extent. As shoppers are interested in paying via credit card, a business can entice them by accepting card payment. Talking exclusively about the small businesses that are particular about everything, pulling impressive customers through credit card processing for small business totally makes sense. Not only it appeals to the needs of the customers but also lets the business stay active 24/7. In other words, sales remain on without any break and revenue can be generated even when official business hours are closed. Benefits To Catch Up With • Boost in sales • Encouraging customers for impulse buying • Legitimizing the business • Improvement in cash flow • No risk of dealing with bad checks • Inexpensive business expense • Getting started is quick & easy • Multiple currencies can be accepted • Needs of customers can be catered no matter where they are located These advantages are seriously wonderful to take a small business forward and give it the needed recognition on global level. Accepting cash payment is soon going to become thing of the past as credit card processing and mobile payment processing are the new mates businesses are interested in joining hands with. Hence, start with these services before your customers find comfort in arms of your competitor’s business.

They had set an example of profligate contempt for truth, of which the success was in proportion to the effrontery, and when their prosperity had filled the market with competitors, they cried out against their own reflected sin, as if they had never committed it, or were entitled to a monopoly of it.

When human beings give their heartfelt allegiance to and worship that which is not God, they progressively cease to reflect the image of God. One of the primary laws of human life is that you become like what you worship; what’s more, you reflect what you worship not only back to the object itself but also outward to the world around. Those who worship money increasingly define themselves in terms of it and increasingly treat other people as creditors, debtors, partners, or customers rather than as human beings. Those who worship sex define themselves in terms of it (their preferences, their practices, their past histories) and increasingly treat other people as actual or potential sexual objects. Those who worship power define themselves in terms of it and treat other people as either collaborators, competitors, or pawns. These and many other forms of idolatry combine in a thousand ways, all of them damaging to the image-bearing quality of the people concerned and of those whose lives they touch. My suggestion is that it is possible for human beings so to continue down this road, so to refuse all whisperings of good news, all glimmers of the true light, all promptings to turn and go the other way, all signposts to the love of God, that after death they become at last, by their own effective choice, beings that once were human but now are not, creatures that have ceased to bear the divine image at all. With the death of that body in which they inhabited God’s good world, in which the flickering flame of goodness had not been completely snuffed out, they pass simultaneously not only beyond hope but also beyond pity. There is no concentration camp in the beautiful countryside, no torture chamber in the palace of delight. Those creatures that still exist in an ex-human state, no longer reflecting their maker in any meaningful sense, can no longer excite in themselves or others the natural sympathy some feel even for the hardened criminal. I

Iacocca lived the fixed mindset. Although he started out loving the car business and having breakthrough ideas, his need to prove his superiority started to dominate, eventually killing his enjoyment and stifling his creativity. As time went on and he became less and less responsive to challenges from competitors, he resorted to the key weapons of the fixed mindset—blame, excuses, and the stifling of critics and rivals.

My target customer will be? (Tip: how would you describe your primary target customer) The problem my customer wants to solve is? (Tip: what does your customer struggle with or what need do they want to fulfill) My customer’s need can be solved with? (Tip: give a very concise description / elevator pitch of your product) Why can’t my customer solve this today? (Tip: what are the obstacles that have prevented my customer from solving this already) The measurable outcome my customer wants to achieve is? (Tip: what measurable change in your your customer’s life makes them love your product) My primary customer acquisition tactic will be? (Tip: you will likely have multiple marketing channels, but there is often one method, at most two, that dominates your customer acquisition — what is your current guess) My earliest adopter will be? (Tip: remember that you can’t get to the mainstream customer without getting early adopters first) I will make money (revenue) by? (Tip: don’t list all the ideas for making money, but pick your primary one) My primary competition will be? (Tip: think about both direct and indirect competition) I will beat my competitors primarily because of? (Tip: what truly differentiates you from the competition?) My biggest risk to financial viability is? (Tip: what could prevent you from getting to breakeven? is there something baked into your revenue or cost model that you can de-risk?) My biggest technical or engineering risk is? (Tip: is there a major technical challenge that might hinder building your product?)

66. The Will To Win Means Nothing Without The Will To Train I have met a lot of people over the years who professed that they would do whatever it took to win a race or climb a big mountain. But sometimes the will to win just isn’t enough. In fact, the will to win means nothing if you don’t also have the will to train. The day of the race is the easy bit: all eyes are on you and the adrenalin is running high. But the race or the battle is really won or lost in the build-up: the unglamorous times when it is raining at 5:30 a.m. and you don’t want to get out of your warm bed to go for a run. So, don’t fall into the trap of trying hard but lacking the skills or resources that you can only gain through training. I love the story of Daley Thompson, the decathlete who won gold at two Olympics. He used to say his favourite day of the year to train was Christmas Day, as he knew it would be the only day his competitors wouldn’t be training. That is commitment, and it is part of why he won - he saw it as a chance to get 1/365th quicker than his rivals! So, remember that our goals are reached by how we prepare and train in the many months before crunch time. Train right, and the summit or gold medal will be the inevitable culmination of your commitment. I like that, because it means the rewards go to the dogged rather than the brilliant.

Men are preoccupied with a woman's youth. Men want wives who are pretty, attractive, beautiful, gorgeous, comely, lovely, ravishing, and glamorous. Men seek attractive women as mates not simply for their reproductive value but also as signals of status to same sex competitors and to other potential mates. Although most men place a premium on beauty, it is clear that not all men succeed in satisfying their desires. Men who lack the status and resources that women want, for example, generally have the most difficult time attracting good looking young women and must settle for less than their ideal. Indeed, a man's occupational status seems to be the best predictor of the attractiveness of the woman he marries. Men who are in a position to get what they want often partners up with a young, attractive woman.

However, a very large component of what is meant by works for our business is that there is a real market there (large enough to sustain a business), we can successfully differentiate from the many competitors out there, we can cost‐effectively

We opened this information up to build feelings of trust and ownership in our employees, in the hope of getting the same reaction from the workforce as Jack Stack did. And it worked. I closed that umbrella, and no one complained. Since then all financial results, as well as just about any information that Netflix competitors would love to get their hands on, has been available to all of our employees. Most notable is the four-page “Strategy Bets” document on the home page of the company’s intranet.

But love?" Crucifer's tongue seemed to sour on the word. "What is this bit of jackasserie from the goliardic corpus of pothouse verse other than lust for possession? The lover desires sole and unremitting posssession of the person for whom he longs, seeking unconditional dominion over the soul and body of his paramour, demanding it exclusively. But if one considers that this in fact means nothing less than excluding the whole world, my dear, from the so-called precious good, if one considers that the lover aims at the impoverishment and deprivation of all competitors—a wild and uncompromising avarice that has been deified over the ages—then love is nothing more than the vilest expression of egoism and greed!

Strategy usually begins with an assessment of your industry. Your choice of strategic style should begin there as well. Although many industry factors will play into the strategy you actually formulate, you can narrow down your options by considering just two critical factors: predictability (How far into the future and how accurately can you confidently forecast demand, corporate performance, competitive dynamics, and market expectations?) and malleability (To what extent can you or your competitors influence those factors?).

If you choose your category wisely, all the assumptions are working for you. You don’t have to tell customers who your competitors are. It’s assumed! You don’t have to list every feature, because it’s assumed that all products in the category have basic category functions.

Marrying her was supposed to be a simple business transaction—an opportunity for us to finally get a foothold in our fiercest competitor’s decisions. It’s turning into something more than that. Something far more terrifying because I’m a man who loves control, and I find myself losing it more and more with her.

Unlike its competitors who sell preassembled merchandise, IKEA puts its customers to work. It turns out there’s a hidden benefit to making users invest physical effort in assembling the product—by asking customers to assemble their own furniture, Ariely believes they adopt an irrational love of the furniture they built, just like the test subjects did in the origami experiments.

Sources Of Customers, Best To Worst 1st Your existing customers 2nd Referrals from your happy customers 3rd Your company’s existing customers 4th Your competitor’s existing customers. Follow the salesman. (You’re going to love this!) 5th That great customer with an immediate need. Direct mail...cold calling 6th People who buy from your method of selling… in-home, mail, referral. 7th Pretty much the other 94% of the world.

I didn’t think of myself as competitive. I thought in terms of having fun playing games and trying to win, but with me it was more hoping to win. I didn’t have that killer instinct they say is required to get to the top. I couldn’t see myself behaving as my dad did with his vociferous love for golf and football. The house resounded with his yells and groans during PGA and NFL tournaments. It seemed to me that yelling in itself required a killer instinct.

… I notice differences in how we all handle the mahjong tiles. Pat and Amy treat the tiles with something bordering on reverence. They silently select tiles for discard from their racks and place them gently on the tabletop, in a dainty almost whispering motion. Sue and I place our discard tiles down so they make that clicking sound I have always loved hearing. Betty flings her tiles onto the tabletop with a throw-away motion befitting the worthless items they are.

Which would seem to be a good thing—proposing a solution to a problem that people are hungry to solve—except that my view of silos might not be what some leaders expect to hear. That’s because many executives I’ve worked with who struggle with silos are inclined to look down into their organizations and wonder, “Why don’t those employees just learn to get along better with people in other departments? Don’t they know we’re all on the same team?” All too often this sets off a well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can’t do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another—that was the thrust of my book The Five Dysfunctions of a Team—even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another’s trust and commitment to the team.) To tear

These feelings are especially debilitating when they are unconsciously projected on bosses, colleagues, competitors, and other people with authority.

When I speak elsewhere in the book of the multifaceted joys of the resurrected life in the new universe, some readers may think, But our eyes should be on the giver, not the gift; we must focus on God, not on Heaven. This approach sounds spiritual, but it erroneously divorces our experience of God from life, relationships, and the world—all of which God graciously gives us. It sees the material realm and other people as God’s competitors rather than as instruments that communicate his love and character. It fails to recognize that because God is the ultimate source of joy, and all secondary joys emanate from him, to love secondary joys on Earth can be—and in Heaven always will be—to love God, their source.

A tofu birthday cake dosn't wreak a marriage; but if you cut the tofu into lewd shapes, you are probably asking for trouble. Looking back, I think we stopped being kind to each other. And we became competitors.... Love cannot be sustained under these conditions, any more that yeast will proof in cold water.

In my twenties I was in Austin, Texas, finishing up yet another degree. I’d always loved hiking and, sick of the sedentary life of academia, I’d joined the orienteering club at the university. The sport, which originated in Sweden, is a competition in which you use a special map and a compass to navigate through wilderness you’ve never seen before, stopping at checkpoints to have a control card physically or electronically stamped. The first competitor to hit the “double circle”—the end of the route on the orienteering map—is the winner. I

As you'll soon see, coming up with winning products is never easy. We need a product that our customers love, yet also works for our business. However, a very large component of what is meant by works for our business is that there is a real market there (large enough to sustain a business), we can successfully differentiate from the many competitors out there, we can cost‐effectively acquire and engage new customers, and we have the go‐to‐market channels and capabilities required to get our product into the hands of our customers.

There are many ways to earn the love of employees. Hamdi Ulukaya, founder of multi-billion dollar yogurt maker Chobani, made headlines when he awarded his two thousand full-time employees stock worth up to 10 percent of the company’s value when it goes public or is sold. Ulukaya said in a letter to staff, “This isn’t a gift. It’s a mutual promise to work together with a shared purpose and responsibility. To continue to create something special and of lasting value.”3 Apart from making instant global news, the stock award was also a shrewd business move. Research from The University of Pennsylvania shows that employee-owned companies — even ones in which employees are minority owners — outperform their competitors.4 It is true that Ulukaya now has a slightly smaller stake in Chobani. But it is likely worth a lot more, especially when you consider this research and how employee owners are incentivized to work harder toward the success of the business.

As spiritually conscious adults we consider everyone our teacher an no one our competitor. Thus, to react defensively to feedback means losing out on useful input. To defend how we are is to stay as we are, and it ruins our chances at personal development and intimacy too. Instead, listen to feedback in such a way as to find a useful truth in it. Nothing is so disarming as receptivity. Receiving feedback willingly soon reveals itself to be a way of receiving more love.

You can also talk to their past employees to get the inside scoop. I’ve reached out to former employees of competitors on LinkedIn to say, “I’ve built a competitor to your former employer, and I’d love to chat about what’s working in our industry when it comes to marketing.” I make it clear they don’t have to tell me any secrets they don’t feel comfortable sharing, and I’ve even offered to pay them for their time. Salespeople especially love to network—and talk. They’re often a fount of knowledge about what sales brochures look like, how the marketing team works, and what your audience is looking for.

There are many ways to ask customers why they churn. At Drip, any customer that canceled their account received an automated email within ten minutes of canceling. It said, “Hello, I’m one of the founders of Drip, and I’d love to hear why you decided to cancel your account.” We got a wide range of responses. Some people would tell us they were shutting their business down—which isn’t something we could fix. Others would say they switched to a cheaper tool because they didn’t need our more powerful product. Others switched to a competitor because they needed a feature we didn’t have. The key to getting useful data points out of an exit survey is to keep it short and direct, create a connection (“I’m the founder, and your feedback would help me build a better product!”), and ask for a reply—even if it’s just four or five words. This can give you a glimpse into what potential customers want, which helps guide product decisions. More often than not, you can get a quick win with churn using tactics like an email welcome sequence and in-app onboarding tools to make sure new users see value early. However, pushing churn below 2% or 3% is a long road that unfolds slowly as you refine your marketing and sales language, learn more about your ideal customer, and add more features those customers love (we covered that in the Market chapter).

Take as many as you want,” Ebenezer said. “Consider it a gift from one farmer to another.” “Are you sure?” Drake asked. “We’re competitors, after all.” “Nonsense.” The old man stood from his chair. “We grow food that people enjoy. There’s no competition there, just collaboration. Farming is an act of love — of both the people around us and the earth itself.

Stengel viewed the art as competitors for her son’s affection, more powerful than even his girlfriend. As long as the pieces existed, in a museum or attic, they could hold her son captive. So while he was locked up and defenseless, she eliminated her rivals, and also, said Redondo, “punished him in a way that she knew was going to be excruciatingly painful to him.

that deliver on the business strategy. So, for example, if that business strategy involves a change in monetization strategy or business model, then the product strategy needs to be aligned with this. Product strategy needs to be aligned with sales and go‐to‐market strategy. Similarly, if we have a new sales and marketing channel, we need to ensure that our product strategy is aligned with that new channel. A new sales channel or go-to-market strategy can have far-reaching impact on a product. Obsess over customers, not over competitors. Obsess over customers, not over competitors. Too many companies completely forget about their product strategy once they encounter a serious competitor. They panic and then find themselves chasing their competitor's actions and no longer focusing on their customers. We

can't ignore the market, but remember that customers rarely leave us for our competitors. They leave us because we stop taking care of them. Communicate the strategy across the organization. This is part of evangelizing the vision. It's important that all key business partners in the company know the customers we're focused on now and which are planned for later. Stay especially closely synced with sales, marketing, finance, and service.

I love you so much only God is my competitor.

the historical Jesus is neither the real Jesus nor the easy way to him. The real Jesus is not available and never will be. This is true not because Jesus did not exist -he certainly did- but rather because the sources that have survived do not and never intended to record all or even most of the words and deeds of his public ministry-to say nothing of the rest of his life.

Justice' he cries, genuinely outraged. 'Are we not revolutionaries? Who cares who earned what? What do your parents care about fairness? When you father grinds some competitor into the dust, or charges too much for a ticket to New York, does he care about justice? They earned that money for you, in truth, because they love you, or some such nonsense, but they cannot give you conditions from their love, can they? What is the value of a love that comes with a contract?

I love that as fellow authors, we are not competitors but teammates. It's a vast world--stories/books, there is room for all of us.

Black people, you must learn to love other black people again. The past made you to see each other as competitors and enemies. But I can assure you that today is a new day. It's now safe to love one another again. It's safe to protect each other once more, as you did when you were slaves. It is finally safe to embrace one another again. Let's move forward in unity.

Also, I’ve been meaning to explain this to you. When I show my teeth, it’s not a display of power or dominance. I’m smiling. It means I’m amused or happy.” “Truly?” That astonished him. He never would have made that connection on his own. “Would it trouble you not to clarify this to others? It makes you less imposing.” “Uh, sure. They can keep thinking it’s a scary battle face, I don’t mind.” “Thank you, Terrible One.” “What did I say about working on your endearments?” she snapped. Zylar processed the reaction, but he didn’t understand her outrage. “It is a compliment. You will behold many fearsome competitors in the Choosing, but I do not believe anyone can best you.” “It’s a cultural thing, I get that. But if you want to put a smile on my face, call me sweetheart or baby or…” She stopped talking, likely reading his horror. “Why would I comment on the delectable nature of your organs?” Zylar shuddered delicately. “It’s even worse to infantilize you.” She tilted her head. “Shit, since you put it that way, now I don’t like those options either. Then…just use my name, okay?” “Yes, Beryl. That I will do gladly.” He set off again, pleased with how readily they’d reached a sensible compromise. “What does your name mean?” “It’s a mineral found on Earth. A gemstone, to be precise. The best known types are emerald and aquamarine, but I’m honestly glad my mom didn’t get more specific.” “These gemstones are valuable, yes?” “Some of them. Why?” Ignoring the question, Zylar churred in satisfaction. “You are well named, my unexpected treasure.” “I…thanks.” She ducked her head, and the color of her cheeks shifted, darkening with what looked like it might be an injury. “Are you well enough to compete?” he asked. “We’ll find out.

Think about yourself right now. Do you represent all white people, or black people, or straight people, or gay people? No, of course not. You only represent yourself. Segregating Americans into identity groups—the very essence of bigotry—has been fully embraced by modern progressivism, which has absolutely nothing to do with classical liberalism. Progressivism has traded a love of individual rights for paternalistic, insincere concern for the collective. It judges people based upon their skin color, gender, and sexuality, thus imagining them as competitors in an Oppression Olympics in which victimhood is virtue.

A related trend is today’s vanishing barriers to entry. In many industries, especially those that are technology driven, your competitors need almost no capital to threaten you with cheaper or better alternatives.

More desirable women have more bargaining power on the mating market, and they can elevate their standards. They want higher levels of resources, education, and intelligence; higher social status; good parenting skills; and raft of other traits. American men with resources are more likely to marry physically attractive women. Most men can obtain a much more desirable mate if they are willing to commit to a long-term relationship because women typically desire lasting commitment, and highly desirable women are in the best position to get what they want. Men are preoccupied with a woman's youth. Men want wives who are pretty, attractive, beautiful, gorgeous, comely, lovely, ravishing, and glamorous. Men seek attractive women as mates not simply for their reproductive value but also as signals of status to same sex competitors and to other potential mates. Although most men place a premium on beauty, it is clear that not all men success in satisfying their desires. Men who lack the status and resources that women want, for example, generally have the most difficult time attracting good looking young women and must settle for less than their ideal. Indeed, a man's occupational status seems to be the best predictor of the attractiveness of the woman he marries. Men who are in a position to get what they want often partners up with a young, attractive woman. As a man's income goes up, he seeks younger partners.

Simple Ways To Harness The Power Of Tiktok For Business Success In 2020, social media has been empowered in the world of digital marketing. TikTok is one of the traditional video-sharing platforms, for all the individual and business accounts use this platform to entertain people. TikTok gives you an amazing way to share your posts with your audience and get more visibility to your website. Make sure you can only post your video through reactions. TikTok allows you to share 15-second videos with a variety of topics. It gives different songs with filters to shoot your video directly from your mobile device. But many also struggle to exactly use TikTok for business purposes. Here are some simple ways to harness the power of TikTok for business success. TikTok On Business TikTok is a great opportunity to start your business, promote your brand, and create a connection with your audience and brand by using engaging videos. It is one of the most popular social media in the world because it connects with a wider audience. Under this updated world, everything is changed into online marketing and purchasing. This is the big advantage to start your business with this social media. TikTok is relative to a younger audience, so you should target teens and promote your brand relevant to their needs and interest to get better positive results. Create Engaging Contents TikTok is only a place to make fun and creativity. TikTok short-form videos easily capture the audience's attention because of the entertaining nature. It gives the big opportunity to create your content that focuses more on the fun and entertaining to connect the wider audience. So, you don’t need to feel the pressure of creating your content. You can simply make your video with an effective background and showing your product. But your main goal is to keep managing your product offers. Get More Influencers There are lots of ways to take advantage of the platform to promote your brand. One easy way to advertise your products on TikTok via influencers. You need to find the right influencer to develop your business. If you grow your TikTok likes, you can improve your brand identity and get more profit. Also, you can analyze which kind of products you offer to get the best and positive results. If you share more videos whether or not they are relevant to your industry, you can change to become a good influencer. But, you need to post your stories frequently. Promote Hashtag Challenges If you add your branded hashtag with your video, you can get more visibility in your audience. A hashtag challenge is one of the effective ways to reach your targeted audience to talk about your business. The main goal of the hashtag challenge is to encourage your audience and create a brand identity. Most of the users love to participate in these challenges. TikTok Growth TikTok is undoubtedly a powerful social media tool with billions of followers sharing their expressions every day. This is a new platform compared to other social media networks, but it contains large competitors. It is worth spending your time developing for the benefit of your business.

STAKE A CLAIM: Trump finds a political issue or action that competitors are unwilling to adopt and that will ensure a media frenzy. Such as: “President Obama is not a U.S. citizen.

Work like a start-up, but mean it With the culture in place, and a process for change in place, how hard can this be? Well, now you have to get people working like you. I’ve worked with a few large clients over the years, and while they loved the idea of working like a start-up, it was a bit like wanting to go to Glastonbury, but only if you got to avoid everything about a large music festival. The allure of working like start-ups, but in a sort of polite, 9–5, big corporate backing kind of way. They wanted to work like a start-up, but had $100 million to spend. They wanted to be agile and nimble, but with a complex approval process. We want to challenge everything, but with the data to support it. Let’s go crazy, but please use existing marketing partners, let’s break new ground but ‘our competitors haven’t done it yet’. ‘We’re going to act like a start-up’ is a new corporate mantra. What would the founders of Klarna do here? How would Spotify market this? How can we replicate WeWork’s approach? Yet it never works that way. Spreadsheets need to be filled in showing target user numbers, someone back-fills profitability requirements, someone calculates projected revenue, and automatically an investment level is found. All with no idea that this is all the antithesis of start-ups. Start-ups hustle, they ask favours, and they use the limitation of money to force themselves to try risky things.

But Grigsby had encountered stiff competition from RCA, which claimed to hold patents on radio tubes essential to the manufacture of modern radio equipment. Grigsby thus had to pay royalties to its staunchest competitor. Grigsby “loved CBS,” Paley recalled in his memoir, “because they hated RCA,” and RCA was the parent company of NBC.

Progressivism has traded a love of individual rights for paternalistic, insincere concern for the collective. It judges people based upon their skin color, gender, and sexuality, thus imagining them as competitors in an Oppression Olympics in which victimhood is virtue.

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

Unlike its competitors who sell pre-assembled merchandise, IKEA puts its customers to work. It turns out there’s a hidden benefit to making users invest physical effort in assembling the product — by asking customers to assemble their own furniture, Ariely believes they adopt an irrational love of the furniture they built, just like the test subjects did in the origami experiments. Businesses that leverage user effort confer higher value to their products simply because their users have put work into them. The users have invested in the products through their labor.

You can’t mean to marry her!” Roslyn’s shrill voice rose. “Do you forget how she stole from you? That she tried to ruin your company? If you need any reminders, just look at the new hotels going up in Paris and Rome. Your hotels, Chrysander. Only they’re going up under your competitor’s name.” A haze blew through Marley’s mind. Red hot. Like a swarm of angry bees, tidbits of information began buzzing in her head. And suddenly it was as if a dam broke. The locked door in her mind that she’d tried so hard to budge simply opened, and the past came roaring through with vicious velocity. She swayed and gripped the door frame tighter. Nausea boiled in her stomach as each and every moment flashed like a movie in fast-forward. Chrysander’s angry accusation of thievery. His ordering her from their apartment, his life. Her abduction and the months she’d spent in hopeless fear, waiting for Chrysander to answer the ransom demands. Demands he’d ignored. Oh God, she was going to be sick. He’d left her. Discarded her like a piece of rubbish. The half million dollars, a paltry sum to a man of Chrysander’s means, was an amount he’d been unwilling to part with to ensure her return. Everything had been a lie. He’d lied to her nonstop since she’d awoken in the hospital. He didn’t love her or want her. He despised her. She hadn’t been worth half a million dollars to him. Pain splintered through her chest as she shattered. As everything she’d known as true suddenly turned black. Her heart withered and cracked, falling in pieces around her. He hadn’t tried to save her. The tortured cry that ripped from her mouth echoed through the room. She clamped a hand over her lips, but it was too late. Everyone looked her way. Theron flinched, and an odd discomfort settled over Piers’s face. She met Chrysander’s gaze, and she could see the truth in his eyes as he realized that she remembered.

There are many ways to ask customers why they churn. At Drip, any customer that canceled their account received an automated email within ten minutes of canceling. It said, “Hello, I’m one of the founders of Drip, and I’d love to hear why you decided to cancel your account.” We got a wide range of responses. Some people would tell us they were shutting their business down—which isn’t something we could fix. Others would say they switched to a cheaper tool because they didn’t need our more powerful product. Others switched to a competitor because they needed a feature we didn’t have.

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