Custom Packaging Quotes

I’m a modern man, a man for the millennium. Digital and smoke free. A diversified multi-cultural, post-modern deconstruction that is anatomically and ecologically incorrect. I’ve been up linked and downloaded, I’ve been inputted and outsourced, I know the upside of downsizing, I know the downside of upgrading. I’m a high-tech low-life. A cutting edge, state-of-the-art bi-coastal multi-tasker and I can give you a gigabyte in a nanosecond! I’m new wave, but I’m old school and my inner child is outward bound. I’m a hot-wired, heat seeking, warm-hearted cool customer, voice activated and bio-degradable. I interface with my database, my database is in cyberspace, so I’m interactive, I’m hyperactive and from time to time I’m radioactive. Behind the eight ball, ahead of the curve, ridin the wave, dodgin the bullet and pushin the envelope. I’m on-point, on-task, on-message and off drugs. I’ve got no need for coke and speed. I've got no urge to binge and purge. I’m in-the-moment, on-the-edge, over-the-top and under-the-radar. A high-concept, low-profile, medium-range ballistic missionary. A street-wise smart bomb. A top-gun bottom feeder. I wear power ties, I tell power lies, I take power naps and run victory laps. I’m a totally ongoing big-foot, slam-dunk, rainmaker with a pro-active outreach. A raging workaholic. A working rageaholic. Out of rehab and in denial! I’ve got a personal trainer, a personal shopper, a personal assistant and a personal agenda. You can’t shut me up. You can’t dumb me down because I’m tireless and I’m wireless, I’m an alpha male on beta-blockers. I’m a non-believer and an over-achiever, laid-back but fashion-forward. Up-front, down-home, low-rent, high-maintenance. Super-sized, long-lasting, high-definition, fast-acting, oven-ready and built-to-last! I’m a hands-on, foot-loose, knee-jerk head case pretty maturely post-traumatic and I’ve got a love-child that sends me hate mail. But, I’m feeling, I’m caring, I’m healing, I’m sharing-- a supportive, bonding, nurturing primary care-giver. My output is down, but my income is up. I took a short position on the long bond and my revenue stream has its own cash-flow. I read junk mail, I eat junk food, I buy junk bonds and I watch trash sports! I’m gender specific, capital intensive, user-friendly and lactose intolerant. I like rough sex. I like tough love. I use the “F” word in my emails and the software on my hard-drive is hardcore--no soft porn. I bought a microwave at a mini-mall; I bought a mini-van at a mega-store. I eat fast-food in the slow lane. I’m toll-free, bite-sized, ready-to-wear and I come in all sizes. A fully-equipped, factory-authorized, hospital-tested, clinically-proven, scientifically- formulated medical miracle. I’ve been pre-wash, pre-cooked, pre-heated, pre-screened, pre-approved, pre-packaged, post-dated, freeze-dried, double-wrapped, vacuum-packed and, I have an unlimited broadband capacity. I’m a rude dude, but I’m the real deal. Lean and mean! Cocked, locked and ready-to-rock. Rough, tough and hard to bluff. I take it slow, I go with the flow, I ride with the tide. I’ve got glide in my stride. Drivin and movin, sailin and spinin, jiving and groovin, wailin and winnin. I don’t snooze, so I don’t lose. I keep the pedal to the metal and the rubber on the road. I party hearty and lunch time is crunch time. I’m hangin in, there ain’t no doubt and I’m hangin tough, over and out!

If the demographic of your target market is extremely environmentally conscious, then they are going to feel dissatisfied if your packaging is not biodegradable.

The jogger sighed. He pulled out his phone and my eyes got big, because it glowed with a bluish light. When he extended the antenna, two creatures began writhing around it-green snakes, no bigger than earthworms. The jogger didn't seem to notice. He checked his LCD display and cursed. "I've got to take this. Just a sec ..." Then into the phone: "Hello?" He listened. The mini-snakes writhed up and down the antenna right next to his ear. Yeah," the jogger said. "Listen-I know, but... I don't care if he is chained to a rock with vultures pecking at his liver, if he doesn't have a tracking number, we can't locate his package....A gift to humankind, great... You know how many of those we deliver-Oh, never mind. Listen, just refer him to Eris in customer service. I gotta go.

In a civilization devoted to the strictly abstract and mathematical ideal of making the most money in the least time, the only sure method of success is to cheat the customer, to sell various kinds of nothingness in pretentious packages.

The store customer, who comes home with a package under his arm has learned nothing, except that a ten dollar bill is a source of power in the market place. The man or woman who has converted material into needed products via tools and skills has matured in the process.

Yes, people are vulnerable to cognitive illusions that lead to supernatural beliefs, and they certainly need to belong to a community. Over the course of history, institutions have arisen that offer packages of customs that encourage those illusions and cater to those needs. That does not imply that people need the complete packages, any more than the existence of sexual desire implies that people need Playboy clubs. As societies become more educated and secure, the components of the legacy religious institutions can be unbundled. The art, rituals, iconography,

THE ORGANIC FOODS MYTH A few decades ago, a woman tried to sue a butter company that had printed the word 'LITE' on its product's packaging. She claimed to have gained so much weight from eating the butter, even though it was labeled as being 'LITE'. In court, the lawyer representing the butter company simply held up the container of butter and said to the judge, "My client did not lie. The container is indeed 'light in weight'. The woman lost the case. In a marketing class in college, we were assigned this case study to show us that 'puffery' is legal. This means that you can deceptively use words with double meanings to sell a product, even though they could mislead customers into thinking your words mean something different. I am using this example to touch upon the myth of organic foods. If I was a lawyer representing a company that had labeled its oranges as being organic, and a man was suing my client because he found out that the oranges were being sprayed with toxins, my defense opening statement would be very simple: "If it's not plastic or metallic, it's organic." Most products labeled as being organic are not really organic. This is the truth. You pay premium prices for products you think are grown without chemicals, but most products are. If an apple is labeled as being organic, it could mean two things. Either the apple tree itself is free from chemicals, or just the soil. One or the other, but rarely both. The truth is, the word 'organic' can mean many things, and taking a farmer to court would be difficult if you found out his fruits were indeed sprayed with pesticides. After all, all organisms on earth are scientifically labeled as being organic, unless they are made of plastic or metal. The word 'organic' comes from the word 'organism', meaning something that is, or once was, living and breathing air, water and sunlight. So, the next time you stroll through your local supermarket and see brown pears that are labeled as being organic, know that they could have been third-rate fare sourced from the last day of a weekend market, and have been re-labeled to be sold to a gullible crowd for a premium price. I have a friend who thinks that organic foods have to look beat up and deformed because the use of chemicals is what makes them look perfect and flawless. This is not true. Chemical-free foods can look perfect if grown in your backyard. If you go to jungles or forests untouched by man, you will see fruit and vegetables that look like they sprouted from trees from Heaven. So be cautious the next time you buy anything labeled as 'organic'. Unless you personally know the farmer or the company selling the products, don't trust what you read. You, me, and everything on land and sea are organic. Suzy Kassem, Truth Is Crying

The gravel road widened into a large turnaround where three similar looking and designed brothels sat waiting for customers. They were called Sheila's Front Porch, Tawny's High Five Ranch and Miss Delilah's House of Holies. "Nice," Rachel said as we surveyed the scene. "why are these places always named after women -- as if women actually own them?" "You got me. I guess Mister Dave's House of Holies wouldn't go over so well with the guys." Rachel smiled. "You're right. I guess it's a shrewd move. Name a place of female degradation and slavery after a female and it doesn't sound so bad, does it? It's packaging.

Manufacturers these days have peculiar problems: a package may recommend the virtues of its product by voice only, for it is not allowed to grab the customer by the sleeve or collar.

Identify your unique benefits. Develop commercial insight that challenges customers’ thinking. Package commercial insight in compelling messages that “lead to.” Equip reps to challenge customers.

I knew and trusted the company (Vegas World). I liked the product (the Vegas World package). I believed the urgency-building story (only 1,000 Hawaiian vacations available). I found the premium exciting and desirable.

People do not just buy products. They buy better versions of themselves. And the packages in which they want the products to be delivered must come from humble and approachable brands. People have no patience for fluff.

It is the custom for a master to do this for the student, but not the other way around," Yadeen said when he handed a package to Arram. "It is assumed the student needs every nit he can find, if not for now, when he has a stipend, then later, when he is on his own.

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging.

I write them to improve my productivity as a programmer. Making the quality assurance department happy is just a side effect. Unit tests are highly localized. Each test class works within a single package. It tests the interfaces to other packages, but beyond that it assumes the rest just works. Functional tests are a different animal. They are written to ensure the software as a whole works. They provide quality assurance to the customer and don't care about programmer productivity. They should be developed by a different team, one who delights in finding bugs.

Serving the customer (“customer service”) is not becoming a personal concierge and catering to their every whim and want. Customer service is providing an excellent product at an acceptable price and solving legitimate problems (lost packages, replacements, refunds, etc.) in the fastest manner possible. That’s it.

The historian William Cronon explains that packing plants 'distanced their customers most of all from the act of killing.... The more people became accustomed to the attractively cut, carefully wrapped, cunningly displayed packages that Swift had introduced to the trade, the more easily they could fail to remember that their purchase had once pulsed and breathed with a life much like their own.... As time went on, fewer of those who ate meat could say they had actually killed the animals themselves. In the packer's world, it was easy not to remember that eating meat was a moral act inextricably bound to killing. Such was the second nature that a corporate order had imposed on the American landscape. Forgetfulness was among the least noticed and most important of its by-products.

Other benefits: As a company Adobe struggled for many years with people using pirated copies of its software, particularly for costly Creative Cloud applications like Photoshop. The subscription model automatically reduces piracy, since the company no longer ships packaged software that can be copied. Further, organizations on tight budgets with single projects can pay to use the service for only a month or two.

Idolatry divides Christianity into a shopping mall of sects, each selling their own unique god package. Churches become like stores displaying their relevant music or practical teaching like sexily shaped mannequins. Churches advertise and put on great Sunday matinee shows to attract new customers, competing with other churches for congregants like other corporations compete for clients. This is what happens when faith becomes a set of concepts rather than a relational way of living. A concept makes a better product than a relationship.

Sour starch, Parmesan cheese, water, vegetable oil, milk, eggs... And salt, of course," he reads aloud the ingredients we'll need today. "We're making pão de queijo and packaging fresh fruits this afternoon." This cheese bread has always been a favorite at Salt, pairing well with hot, chocolatey coffee. Growing up, I used to linger in the kitchen watching Grandma roll the dough into small balls with her hands. Once in the oven, they'd filled the entire bakery with a strong cheesy aroma that attracted customers all the way from Alto da Sé.

Harriet turned round, and we both saw a girl walking towards us. She was dark-skinned and thin, not veiled but dressed in a sitara, a brightly coloured robe of greens and pinks, and she wore a headscarf of a deep rose colour. In that barren place the vividness of her dress was all the more striking. On her head she balanced a pitcher and in her hand she carried something. As we watched her approach, I saw that she had come from a small house, not much more than a cave, which had been built into the side of the mountain wall that formed the far boundary of the gravel plateau we were standing on. I now saw that the side of the mountain had been terraced in places and that there were a few rows of crops growing on the terraces. Small black and brown goats stepped up and down amongst the rocks with acrobatic grace, chewing the tops of the thorn bushes. As the girl approached she gave a shy smile and said, ‘Salaam alaikum, ’ and we replied, ‘Wa alaikum as salaam, ’ as the sheikh had taught us. She took the pitcher from where it was balanced on her head, kneeled on the ground, and gestured to us to sit. She poured water from the pitcher into two small tin cups, and handed them to us. Then she reached into her robe and drew out a flat package of greaseproof paper from which she withdrew a thin, round piece of bread, almost like a large flat biscuit. She broke off two pieces, and handed one to each of us, and gestured to us to eat and drink. The water and the bread were both delicious. We smiled and mimed our thanks until I remembered the Arabic word, ‘Shukran.’ So we sat together for a while, strangers who could speak no word of each other’s languages, and I marvelled at her simple act. She had seen two people walking in the heat, and so she laid down whatever she had been doing and came to render us a service. Because it was the custom, because her faith told her it was right to do so, because her action was as natural to her as the water that she poured for us. When we declined any further refreshment after a second cup of water she rose to her feet, murmured some word of farewell, and turned and went back to the house she had come from. Harriet and I looked at each other as the girl walked back to her house. ‘That was so…biblical,’ said Harriet. ‘Can you imagine that ever happening at home?’ I asked. She shook her head. ‘That was charity. Giving water to strangers in the desert, where water is so scarce. That was true charity, the charity of poor people giving to the rich.’ In Britain a stranger offering a drink to a thirsty man in a lonely place would be regarded with suspicion. If someone had approached us like that at home, we would probably have assumed they were a little touched or we were going to be asked for money. We might have protected ourselves by being stiff and unfriendly, evasive or even rude.

Early on, Mike Markkula had taught Jobs to "impute" - to understand that people do judge a book by its cover - and therefore to make sure all the trappings and packaging of Apple signaled that there was a beautiful gem inside. Whether it's an iPod Mini, or a MacBook Pro, Apple customers know the feeling of opening up the well-crafted box and finding the product nestled in an inviting fashion. "Steve and I spend a lot of time on the packaging," said Ive. "I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Goldman Sachs itself—and so Goldman was in the position of selling bonds to its customers created by its own traders, so they might bet against them. Secondly, there was a crude, messy, slow, but acceptable substitute for Mike Burry’s credit default swaps: the actual cash bonds. According to a former Goldman derivatives trader, Goldman would buy the triple-A tranche of some CDO, pair it off with the credit default swaps AIG sold Goldman that insured the tranche (at a cost well below the yield on the tranche), declare the entire package risk-free, and hold it off its balance sheet. Of course, the whole thing wasn’t risk-free: If AIG went bust, the insurance was worthless, and Goldman could lose everything. Today Goldman Sachs is, to put it mildly, unhelpful when asked to explain exactly what it did, and this lack of transparency extends to its own shareholders. “If a team of forensic accountants went over Goldman’s books, they’d be shocked at just how good Goldman is at hiding things,

Ive and Jobs have even obsessed over, and patented, the packaging for various Apple products. U.S. patent D558572, for example, granted on January 1, 2008, is for the iPod Nano box, with four drawings showing how the device is nestled in a cradle when the box is opened. Patent D596485, issued on July 21, 2009, is for the iPhone packaging, with its sturdy lid and little glossy plastic tray inside. Early on, Mike Markkula had taught Jobs to “impute”—to understand that people do judge a book by its cover—and therefore to make sure all the trappings and packaging of Apple signaled that there was a beautiful gem inside. Whether it’s an iPod Mini or a MacBook Pro, Apple customers know the feeling of opening up the well-crafted box and finding the product nestled in an inviting fashion. “Steve and I spend a lot of time on the packaging,” said Ive. “I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

The right Brand Promise isn’t always obvious. Naomi Simson — founder of one of the fastest-growing companies in Australia, RedBalloon — was sure she knew what to promise customers who want to give experiences such as hot air balloon rides as gifts, rather than flowers and chocolates. Her promises included an easy-to-use website for choosing one of over 2,000 experiences; recognizable packaging and branding (think Tiffany blue, only in red); and onsite support. It wasn’t until a friend and client mentioned that she was using the website as a source of ideas — but buying the experiences directly from the vendors — that Simson had an “Aha!” moment. She realized that other customers might be doing the same thing, assuming that RedBalloon must be marking up the price of the experiences to cover the costs of the website, packaging, and onsite support. To grow the business, she promised customers they would pay no more for the experiences they bought through RedBalloon than for those purchased directly from the suppliers; otherwise, customers would get 100% of their fee refunded. The company calls this promise, which is technically a pricing guarantee, a “100% Pleasure Guarantee,” to fit its brand.

Beatriz breathed in the sweet aromas that lately appealed to her. Those at the forefront were of various honeys in the wooden honey pots anchoring the tablecloth: lavender, orange blossom, and eucalyptus. But the room was a cornucopia of visual and olfactory treats. Marcona almonds were roasting in Reuben's old wood oven, and from the kitchen downstairs wafted scents of all the spices they would be offering their customers fresh over the counter in cloth bags: cinnamon stalks, cloves, anise, ground ginger, juniper berries, finely grated nutmeg. Nora and Beatriz packaged all the spices themselves. They would also offer ribbon-tied bags of Phillip's tea creations served in the café: loose leaves of lemon verbena, dried pennyroyal, black tea with vanilla. All around the room, on the floor, shelves, and counters, were baskets and baskets and baskets of irresistible delights: jars of marmalades and honeys and pure, dark, sugarless chocolate pieces ready to melt with milk at home for the richest hot chocolate. Customers could even buy jars of chocolate shavings, to sprinkle over warmed pears and whipped cream, or over the whipped cream on their hot chocolates. They sold truffles white and dark, with or without rum, biscuits with every variation of nuts and spices, bars small or large of their own chocolate, and dried fruits dipped in chocolate.

More than anything, we have lost the cultural customs and traditions that bring extended families together, linking adults and children in caring relationships, that give the adult friends of parents a place in their children's lives. It is the role of culture to cultivate connections between the dependent and the dependable and to prevent attachment voids from occurring. Among the many reasons that culture is failing us, two bear mentioning. The first is the jarringly rapid rate of change in twentieth-century industrial societies. It requires time to develop customs and traditions that serve attachment needs, hundreds of years to create a working culture that serves a particular social and geographical environment. Our society has been changing much too rapidly for culture to evolve accordingly. There is now more change in a decade than previously in a century. When circumstances change more quickly than our culture can adapt to, customs and traditions disintegrate. It is not surprising that today's culture is failing its traditional function of supporting adult-child attachments. Part of the rapid change has been the electronic transmission of culture, allowing commercially blended and packaged culture to be broadcast into our homes and into the very minds of our children. Instant culture has replaced what used to be passed down through custom and tradition and from one generation to another. “Almost every day I find myself fighting the bubble-gum culture my children are exposed to,” said a frustrated father interviewed for this book. Not only is the content often alien to the culture of the parents but the process of transmission has taken grandparents out of the loop and made them seem sadly out of touch. Games, too, have become electronic. They have always been an instrument of culture to connect people to people, especially children to adults. Now games have become a solitary activity, watched in parallel on television sports-casts or engaged in in isolation on the computer. The most significant change in recent times has been the technology of communication — first the phone and then the Internet through e-mail and instant messaging. We are enamored of communication technology without being aware that one of its primary functions is to facilitate attachments. We have unwittingly put it into the hands of children who, of course, are using it to connect with their peers. Because of their strong attachment needs, the contact is highly addictive, often becoming a major preoccupation. Our culture has not been able to evolve the customs and traditions to contain this development, and so again we are all left to our own devices. This wonderful new technology would be a powerfully positive instrument if used to facilitate child-adult connections — as it does, for example, when it enables easy communication between students living away from home, and their parents. Left unchecked, it promotes peer orientation.

Motor-scooter riders with big beards and girl friends who bounce on the back of the scooters and wear their hair long in front of their faces as well as behind, drunks who follow the advice of the Hat Council and are always turned out in hats, but not hats the Council would approve. Mr. Lacey, the locksmith,, shups up his shop for a while and goes to exchange time of day with Mr. Slube at the cigar store. Mr. Koochagian, the tailor, waters luxuriant jungle of plants in his window, gives them a critical look from the outside, accepts compliments on them from two passers-by, fingers the leaves on the plane tree in front of our house with a thoughtful gardener's appraisal, and crosses the street for a bite at the Ideal where he can keep an eye on customers and wigwag across the message that he is coming. The baby carriages come out, and clusters of everyone from toddlers with dolls to teenagers with homework gather at the stoops. When I get home from work, the ballet is reaching its cresendo. This is the time roller skates and stilts and tricycles and games in the lee of the stoop with bottletops and plastic cowboys, this is the time of bundles and packages, zigzagging from the drug store to the fruit stand and back over to the butcher's; this is the time when teenagers, all dressed up, are pausing to ask if their slips shows or their collars look right; this is the time when beautiful girls get out of MG's; this is the time when the fire engines go through; this is the time when anybody you know on Hudson street will go by. As the darkness thickens and Mr. Halpert moors the laundry cart to the cellar door again, the ballet goes under lights, eddying back nad forth but intensifying at the bright spotlight pools of Joe's sidewalk pizza, the bars, the delicatessen, the restaurant and the drug store. The night workers stop now at the delicatessen, to pick up salami and a container of milk. Things have settled down for the evening but the street and its ballet have not come to a stop. I know the deep night ballet and its seasons best from waking long after midnight to tend a baby and, sitting in the dark, seeing the shadows and hearing sounds of the sidewalk. Mostly it is a sound like infinitely patterning snatches of party conversation, and, about three in the morning, singing, very good singing. Sometimes their is a sharpness and anger or sad, sad weeping, or a flurry of search for a string of beads broken. One night a young man came roaring along, bellowing terrible language at two girls whom he had apparently picked up and who were disappointing him. Doors opened, a wary semicircle formed around him, not too close, until police came. Out came the heads, too, along the Hudsons street, offering opinion, "Drunk...Crazy...A wild kid from the suburbs" Deep in the night, I am almost unaware of how many people are on the street unless someone calls the together. Like the bagpipe. Who the piper is and why he favored our street I have no idea.

Real burrata is a creation of arresting beauty- white and unblemished on the surface, with a swollen belly and a pleated top. The outer skin should be taut and resistant, while the center should give ever so slightly with gentle prodding. Look at the seam on top: As with mozzarella, it should be rough, imperfect, the sign of human hands at work. Cut into the bulge, and the deposit of fresh cream and mozzarella morsels seems to exhale across the plate. The richness of the cream- burrata comes from burro, the Italian word for "butter"- coats the mouth, the morsels of mozzarella detonate one by one like little depth charges, and the entire package pulses with a gentle current of acidity. The brothers, of course, like to put their own spin on burrata. Sometimes that means mixing cubes of fresh mango into its heart. Or Spanish anchovies. Even caviar. Today, Paolo sends me next door to a vegetable stand to buy wild arugula, which he chops and combines with olives and chunks of tuna and stirs into the liquid heart of the burrata, so that each bite registers in waves: sharp, salty, fishy, creamy. It doesn't move me the same way the pure stuff does, but if I lived on a daily diet of burrata, as so many Dicecca customers do, I'd probably welcome a little surprise in the package from time to time. While the Diceccas experiment with what they can put into burrata, the rest of the world rushes to find the next food to put it onto. Don't believe me? According to Yelp, 1,800 restaurants in New York currently serve burrata. In Barcelona, more than 500 businesses have added it to the menu. Burrata burgers, burrata pizza, burrata mac and cheese. Burrata avocado toasts. Burrata kale salads. It's the perfect food for the globalized palate: neutral enough to fit into anything, delicious enough to improve anything.

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In the old days of enterprise computing, companies typically paid millions of dollars to license a package of software, millions more to buy the hardware and to get the software installed properly, and then more money for yearly maintenance contracts. Think Oracle. Then came Software-as-a-Service, or SaaS. The customer negotiated a price with the software supplier and paid monthly to use software that ran in the cloud. Think Salesforce. Now, we have the utilization model, with payments based on consumption. You buy credits and use them when you need them. Think Amazon’s AWS and Snowflake. We believe it’s a superior model and that someday most enterprise software will be purchased and delivered this way.

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I rang out a couple more customers as I thought about it, and...he slowly walked up to the counter and set down two spools of line. I should really figure out what the point of one being thicker than the other was. “Hi, Mr. Rhodes,” I greeted him with a smile. He’d taken his sunglasses off and slid them through one of the gaps between the buttons of his work shirt. His gray eyes were steady on me as he said in that same uninterested, stern tone from before, “Hi.” I took the first package of fishing line and scanned it. “How is your day going?” “Fine.” I scanned the next package and figured I might as well go in for the kill since no one was around. “You remember that time you said you owed me?” A day ago. He didn’t say anything, and I peeked up at him. Since his eyebrows couldn’t talk, they formed a shape that told me exactly how distrustful he was feeling right then. “You do, okay. Well,” and I lowered my voice, “I was going to ask if I could redeem that favor.” Those gray eyes stayed narrowed. This was going well. I glanced around to make sure no one was listening and quickly said, “When you aren’t busy… could you teach me about all this stuff? Even if it’s just a little bit?” That got him to blink in what I was pretty sure was surprise. And to give him credit, he too lowered his voice as he asked slowly and possibly in confusion, “What stuff?” I tipped my head to the side. “All this stuff in here. Fishing, camping, you know, general knowledge I might need to work here so I have an idea of what I’m doing.” There was another blink. I might as well go for it. “Only when you aren’t super busy. Please. If you can, but if you can’t, that’s okay.” I’d just cry myself to sleep at night. No biggie. Worst case, I could hit up the library on my days off. Hang out in the grocery store parking lot and google information. I could make it work. I would, regardless. Dark, thick, black eyelashes dipped over his nice eyes, and his voice came out low and even. “You’re serious?” He thought I was shitting him. “Dead.” His head turned to the side, giving me a good view of his short but really pretty eyelashes. “You want me to teach you to fish?” he asked like he couldn’t believe it, like I’d asked him to… I don’t know, show me his wiener. “You don’t have to teach me to fish, but I wouldn’t be opposed to it. I haven’t been in forever. But more about everything else. Like, what is the point of these two different kinds of line? What are all the lures good for? Or are they called flies? Do you really need those gadgets to start a fire?” I knew I was whispering as I said, “I have so many random questions, and not having internet makes it hard to look things up. Your total is $40.69, by the way.” My landlord blinked for about the hundredth time at that point, and I was pretty sure he was either confused or stunned as he pulled his wallet out and slipped his card through the reader, his gaze staying on me for the majority of the time in that long, watchful way that was completely different from the way the older men had been eyeballing me earlier. Not sexually or with interest, but more like I was a raccoon and he wasn’t sure if I had rabies or not. In a weird way, I preferred it by a lot. I smiled. “It’s okay if not,” I told him, handing over a small paper bag with his purchases inside. The tall man took it from me and let his eyes wander to a spot to my left. His Adam’s apple bobbed; then he took a step back and sighed. “Fine. Tonight, 7:30. I’ve got thirty minutes and not one longer.” What! “You’re my hero,” I whispered. He looked at me, then blinked. “I’ll be there, thank you,” I told him. He grunted, and before I could thank him again, he was out of there so fast I had no chance to check out his butt in those work pants of his.

Key Elements of Five Year Plan ’77 What follows did not happen overnight. Among the guidelines set in February 1977 (remember, Fair Trade on alcohol was not finally ended until 1978): Emphasize edibles vs. non-edibles. I figured that the supermarkets would raise their prices on foods to make up for the newly reduced margins on milk and alcohol. This would give us all the more room to underprice them. During the next five years we got rid of film, hosiery, light bulbs and hardware, greeting cards, batteries, magazines, all health and beauty aids except those with a “health food” twist. We began to cut back sharply on soaps and cleaners and paper goods. The only non-edibles we emphasized were “tabletop” items like wineglasses, cork pullers, and candles. It was quite clear that we should put more emphasis on food and less on alcohol and milk. Within edibles, drop all ordinary branded products like Best Foods, Folgers, or Weber’s bread. I felt that a dichotomy was developing between “groceries” and “food.” By “groceries,” I mean the highly advertised, highly packaged, “value added” products being emphasized by supermarkets, the kinds that brought slotting allowances and co-op advertising allowances. By embracing these “plastic” products, I felt the supermarkets were abandoning “food” and the product knowledge required to buy and sell it. But this position wasn’t entirely altruistic. The plan of February 20, 1977, declared, “Most independent supermarkets have been driven out of business, because they stupidly tried to compete with the big chains in plastic goods, in which the big chains excel.” Focus on discontinuity of supplies. Be willing to discontinue any product if we are unable to offer the right deal to the customer. Instead of national brands, focus on either Trader Joe’s label products or “no label” products like nuts and dried fruits. This was intended to enable the Trader Joe’s label to pick up momentum in the stores. And it worked.

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The company claimed to have interviewed some 2,210 “experts,” of whom it said 1,184 were exclusive Luckies smokers. Of these, federal investigators tracked down 440 and discovered that more than 100 denied smoking Luckies exclusively, 50 did not smoke at all, and some smoked other brands exclusively, some did not recall having ever been interviewed on the subject by American Tobacco, and some had no connection with the tobacco industry. Such details aside, the campaign and the company’s new media-buying strategy were hugely successful, and by 1941 Lucky Strike would narrowly reclaim the market share lead from Camel and widen it dramatically in ensuing years. “He was a dictator, of course,” Pat Weaver recalled of the newly triumphant George Hill of this period, but now he invited the input of others. “His strength,” said Weaver, “was his tremendous conviction about the importance of the business he was in. His weakness was tunnel vision—he was really obsessed with Lucky Strike, I’m afraid.” But not to such a degree that he failed to recognize the danger of his company’s dependence on a single brand amid the vicissitudes of a fickle marketplace. “One day, I came into his office,” Weaver remembered, “and I said, ‘Mr. Hill, I have a good idea.’ He said, ‘Great, what is it?’—he loved ideas.” Weaver’s was a not entirely harebrained scheme to get around the federal excise tax of six cents per pack of twenty cigarettes by putting out a brand in which each smoke was twice the normal length and the package would include a razor blade for slicing each one in two, thereby saving the customer the equivalent of three cents a pack. Hill listened and nodded,

Henry Ford once said, referring to his Model-T, the bestselling car of all time,fn7 “The customer can have any color he wants, so long as it’s black.” He understood something that businesspeople seem to have forgotten: Serving the customer (“customer service”) is not becoming a personal concierge and catering to their every whim and want. Customer service is providing an excellent product at an acceptable price and solving legitimate problems (lost packages, replacements, refunds, etc.) in the fastest manner possible. That’s it.

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Inside and out would make me sound like a lovesick puppy, but it’s true. I’m more drawn to who she is, her laughter, and her smile than outward appearances. She just happens to be the full package for me, custom-made to attract me like a bee to her honey.

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Another thing you need to understand is what we now call the “core competencies” of your organization. What are we really good at? What do our customers pay us for? Why do they buy from us? In a competitive, nonmonopolistic market—and that is what the world has become—there is absolutely no reason why a customer should buy from you rather from your competitor. None. He pays you because you give him something that is of value to him. What is it that we get paid for? You may think this is a simple question. It is not. I have been working with some of the world’s biggest manufacturers, producers, and distributors of packaged consumer goods. All of you use their products, even in Slovenia. They have two kinds of customers. One, of course, is the retailer. The other is the housewife. What do they pay for? I have been asking this question for a year now. I do not know how many companies in the world make soap, but there are a great many. And I can’t tell the difference between one kind of soap or the other. And why does the buyer have a preference—and a strong one, by the way? What does it do for her? Why is she willing to buy from one manufacturer when on the same shelves in the United States or in Japan or in Germany they are soaps from other companies? She usually does not even look at them. She reaches out for that one soap. Why? What does she see? What does she want? Try to work on this. Incidentally, the best way to find out is to ask customers not by questionnaire but by sitting down with them and finding out. The most successful retailer I know in the world is not one of the big retail chains. It is somebody in Ireland, a small country about the size of Slovenia. This particular company is next door to Great Britain with its very powerful supermarkets, and all of them are also in Ireland. And yet this little company has maybe 60 percent of the sandwich market. What do they do? Well, the answer is that the boss spends two days each week in one of his stores serving customers, from the meat counter to the checkout counter, and is the one who puts stuff into bags and carries it out to the shoppers’ automobiles. He knows what the customers pay for. But let me go back to the beginning: The place to start managing is not in the plant, and it is not in the office. You start with managing yourself by finding out your own strengths, by placing yourself where your strengths can produce results and making sure that you set the right example (which is basically what ethics is all about), and by placing your people where their strengths can produce results.

That night, they sat around the hotel room with a bottle of tequila and some salt and limes and talked about names for the new real estate company. A few ideas sprang up right away but got rejected just as fast. A half bottle of tequila later, the name "Real Estate Maximums Incorporated" was tossed around as a possibility. Nobody spoke for a moment because everyone liked it. Maximums meant that everyone would get the most out of the relationship-real estate agents and customers alike. The name did a good job of communicating the everybody wins principle at the heart of the endeavor. But after a few more minutes, they realized it didn't quite work. It wasn't snappy enough for a good brand name, and it was too long to fit on a real estate sign. More tequila got poured. No one could come up with another name that felt as on-target as Real Estate Maximums. Someone suggested shortening it to R. E. Max. That made it snappier and appealing in a brand name sense; but when you wrote it out, it looked too much like a real person's name. You could imagine junk mail arriving at the office in care of Mr. and Mrs. R. E. Max. Collins pointed out that Exxon had formed only a few years before, and the X with a slash through it looked very smart. So Liniger took out the dots and tried a slash through the middle of the word and then capitalized all the letters. They looked at the pad of paper and saw: RE/MAX. A silence came over them, followed by a few backslaps and cheers. Everything about the word looked exactly right, as though they were talking about an established global company. Now, what about colors? They were on a roll. Now was no time to stop. A few more shots of tequila went around while they debated the right look for the new RE/MAX. It didn't take long to figure it out: Everyone in the room was a Vietnam vet and patriotic to the core. The colors, of course, had to be red, white, and blue. When they considered the whole package, they knew they had it. And that's how the idea for the distinctive RE/MAX brand was hatched. Considering the time and resources that get poured into brand development today, their methods might seem unorthodox if admirably effective. No money was spent on advertising agencies, market research, or trademark protection. The only investment was a decent bottle of tequila; the only focus group, a bunch of guys sitting around a room having a good laugh.

when FedEx entered the package delivery market, it did not try to compete through lower prices or better marketing. Instead, it concentrated on fulfilling an entirely unmet customer need to receive packages far, far faster, and more reliably, than any service then could.

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We’re all “storytellers.” We don’t call ourselves storytellers, but it’s what we do every day. Although we’ve been sharing stories for thousands of years, the skills we needed to succeed in the industrial age were very different from those required today. The ability to sell our ideas in the form of story is more important than ever. Ideas are the currency of the twenty-first century. In the information age, the knowledge economy, you are only as valuable as your ideas. Story is the means by which we transfer those ideas to one another. Your ability to package your ideas with emotion, context, and relevancy is the one skill that will make you more valuable in the next decade. Storytelling is the act of framing an idea as a narrative to inform, illuminate, and inspire. The Storyteller’s Secret is about the stories you tell to advance your career, build a company, pitch an idea, and to take your dreams from imagination to reality. When you pitch your product or service to a new customer, you’re telling a story. When you deliver instructions to a team or educate a class, you’re telling a story. When you build a PowerPoint presentation for your next sales meeting, you’re telling a story. When you sit down for a job interview and the recruiter asks about your previous experience, you’re telling a story. When you craft an e-mail, write a blog or Facebook post, or record a video for your company’s YouTube channel, you’re telling a story. But there’s a difference between a story, a good story, and a transformative story that builds trust, boosts sales, and inspires people to dream bigger.

Power tools for the mind. The most dramatic way to improve the productivity of management information systems (MIS) programmers is to go down to your local computer store and buy off the shelf what they would have built. This is not ridiculous; the availability of cheap, powerful shrink-wrapped software has met many needs that formerly would have occasioned custom packages. These power tools for the mind are more like electric drills, saws, and sanders than they are like big complex production tools.

Radically better software robustness and productivity are to be had only by moving up a level, and making programs by the composition of modules, or objects. An especially promising trend is the use of mass-market packages as the platforms on which richer and more customized products are built. A truck-tracking system is built on a shrink-wrapped database and communications package; so is a student information system. The want ads in computer magazines offer hundreds of Hypercard stacks and customized templates for Excel, dozens of special functions in Pascal for MiniCad or functions in AutoLisp for AutoCad.

This really does attack essence. Because the build-on-package phenomenon does not today affect the average MIS programmer, it is not yet very visible to the software engineering discipline. Nevertheless, it will grow rapidly, because it does attack the essence of fashioning conceptual constructs. The shrink-wrapped package provides a big module of function, with an elaborate but proper interface, and its internal conceptual structure does not have to be designed at all. High-function software products such as Excel or 4th Dimension are big modules indeed, but they serve as known, documented, tested modules with which to build customized systems. Next-level application builders get richness of function, a shorter development time, a tested component, better documentation, and radically lower cost. The difficulty, of course, is that the shrink-wrapped software package is designed as a stand-alone entity whose functions and interfaces metaprogrammers cannot change. Moreover, and more seriously, shrink-wrapped package builders seemingly have little incentive to make their products suitable as modules in a larger system. I

The big change has been in the hardware/software cost ratio. The buyer of a $2-million machine in 1960 felt that he could afford $250,000 more for a customized payroll program, one that slipped easily and nondisruptively into the computer-hostile social environment. Buyers of $50,000 office machines today cannot conceivably afford customized payroll programs; so they adapt their payroll procedures to the packages available.

Drive to the expired home, take a photo. Have a unique letter saved in your computer that you can print out that morning.  This letter will have the home owner’s name at the top of the page with the words “Your listing expired at midnight last night.”  Include a copy of the expired MLS sheet.  Hi-lite the date it expired.  In your letter state they’ll be receiving a box from you in the mail in a few days. Insert this letter into a unique mailing envelope.  I use white bubble wrap envelopes (9x12) and brown craft envelopes (9x12).  Write the owner’s name on the front of the envelope and directly below that write “Confidential”.  That’s all. Don’t write their address on the card. Then, back at the office or your home, enter the owner and address in the SOC contact manager.  Upload photo of home to the SOC system.  Send a custom greeting card with box of cookies or brownies. Follow up 3-5 days after you’ve sent the package with either a phone call, knock at the door or another drop off letter.  They will remember you because they just received a custom card with brownies or cookies.  It turns a cold call into a warm call every time.  It works!

In a sense, each one of us was facing forces that were far bigger than us, forces that we barely understood. My own business was going down after supermarket chains started coming up in the town. They sold most packaged items below MRP and was drawing my customers away. At first I thought it was a gimmick to attract people. And that the prices will increase again after a couple of months. But it didn’t. After six months, I started realizing how big these people really are. People still bought in my store, but only in small quantities. They made all their bulk weekly purchases in the supermarket, walking around their big alleys, pushing around the carts as in the english movies. I accepted, with much pain and nostalgia for the olden days where stock used to move without effort, that things have probably changed forever. Most of us did.

Is there overlap and similarity among personality profile assessments? Absolutely! Although each assessment packages information differently, you will recognize the common threads for basic personality differences which apply throughout humanity—and gain great material for your relationship toolbox!

Shopping Dana Gioia I enter the temple of my people but do not pray. I pass the altars of the gods but do not kneel Or offer sacrifices proper to the season. Strolling the hushed aisles of the department store, I see visions shining under glass, Divinities of leather, gold, and porcelain, Shrines of cut crystal, stainless steel, and silicon. But I wander the arcades of abundance, Empty of desire, no credit to my people, Envying the acolytes their passionate faith. Blessed are the acquisitive, For theirs is the kingdom of commerce. Redeem me, gods of the mall and marketplace. Mercury, protector of cell phones and fax machines, Venus, patroness of bath and bedroom chains, Tantalus, guardian of the food court. Beguile me with the aromas of coffee, musk, and cinnamon. Surround me with delicately colored soaps and moisturizing creams. Comfort me with posters of children with perfect smiles And pouting teenage models clad in lingerie. I am not made of stone. Show me satins, linen, crepe de chine, and silk, Heaped like cumuli in the morning sky, As if all caravans and argosies ended in this parking lot To fill these stockrooms and loading docks. Sing me the hymns of no cash down and the installment plan, Of custom fit, remote control, and priced to move. Whisper the blessing of Egyptian cotton, polyester, and cashmere. Tell me in what department my desire shall be found. Because I would buy happiness if I could find it, Spend all that I possessed or could borrow. But what can I bring you from these sad emporia? Where in this splendid clutter Shall I discover the one true thing? Nothing to carry, I should stroll easily Among the crowded countertops and eager cashiers, Bypassing the sullen lines and footsore customers, Spending only my time, discounting all I see. Instead I look for you among the pressing crowds, But they know nothing of you, turning away, Carrying their brightly packaged burdens. There is no angel among the vending stalls and signage. Where are you, my fugitive? Without you There is nothing but the getting and the spending Of things that have a price. Why else have I stalked the leased arcades Searching the kiosks and the cash machines? Where are you, my errant soul and innermost companion? Are you outside amid the potted palm trees, Bumming a cigarette or joking with the guards, Or are you wandering the parking lot Lost among the rows of Subarus and Audis? Or is it you I catch a sudden glimpse of Smiling behind the greasy window of the bus As it disappears into the evening rush?

Fast forward to today. Americans still have very few options when it comes to trying the lesser-known varieties of charcutería available to the Spanish people. Hope exists, however, that this may be soon rectified, as evidenced by the sweeping acquittal of many Italian cured-meat imports in April 2013.20 For now, anyway, we can travel to Spain and consume to our heart’s content. We can buy what precious little is available in our country. We can make it ourselves. Or we can make a futile attempt at stuffing contraband pork into our suitcases and pray, with the wide-eyed, guilt-laden face of a Colombian drug mule, not to get busted by the Department of Homeland Security. Just know that on this point, dear reader, I can offer a bit of personal advice: Getting caught is an epic fail of disastrous proportions, even if it’s not your fault. Case in point: After a trip to Madrid and the surrounding countryside, my Spanish “family” thought that they’d surprise me with a little package of morcilla secreted away in my suitcase. It was a gesture borne of more heart than brains, as ultimately it truly was a great surprise—especially when I found myself tagged for an agricultural check at a particularly thorough US Customs checkpoint. I simply didn’t understand. I’d filled out my Customs card and done everything right. Yet there I was, unloading my dirty unmentionables on a counter for God, curious passersby, and the TSA to look over and admire. And that’s when I caught a waft of

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How Is It Packaged? Packaging refers to what products and services are sold together. For example, years ago McDonald’s noticed that many customers ordered french fries and a soft drink with their hamburgers, so the restaurant shifted from selling hamburgers to selling “meal deals”—bundles of a hamburger or other sandwich, french fries, and a soft drink. The rest of the fast-food industry shifted dramatically in this direction too because other restaurants discovered that selling meal deals instead of separate items increased sales by 30 percent.

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that is subject to accelerated revenue recognition as a result of aggressive management estimates is one that has “multiple deliverables.” In this type of arrangement, the seller provides several distinct, but intermingled deliverables over an extended period of time. For example, wireless telecom companies often package mobile phone service and a cell phone handset together in the same contract. Sometimes the handset is sold to the customer at a greatly discounted price (or even given away for free), as long as the customer also agrees to a two-year service contract. Accounting rules require the seller to allocate a portion of the total contract value to the handset (to be recognized as revenue up front) and a portion to the service contract (to be recognized over the life of the contract). The seller uses assumptions in estimating how to split the revenue between the two deliverables. By changing these assumptions or

Having studied both the possible risks and the likely rewards, the Guardian’s managers decided both to “open in” the website, by bringing in more data and applications from the outside, and to “open out” the site, by enabling partners to create products using Guardian content and services on other digital platforms. To work toward the “open out” goal, the Guardian created a set of APIs that made its content easily available to external parties. These interfaces include three different levels of access. The lowest access tier, which the paper calls Keyless, allows anyone to use Guardian headlines, metadata, and information architecture (that is, the software and design elements that structure Guardian data and make it easier to access, analyze, and use) without requesting permission and without any requirement to share revenues that might be generated. The second access tier, Approved, allows registered developers to reprint entire Guardian articles, with certain time and usage restrictions. Advertising revenues are shared between the newspaper and the developers. The third and highest access tier, Bespoke, is a customized support package that provides unlimited use of Guardian content—for a fee.

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A good landscaper will also offer you maintenance services as part of their landscaping package. This means that their work is not and should not end with just the commercial landscaping construction. You should also ask the landscaper about their Landscaping customer service.

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He turned them into real-life versions of an M. C. Escher drawing, automating them to the rafters, with blinking lights on aisles and shelves to guide human workers to the right products, and conveyor belts that ran into and out of massive machines, called Crisplants, that took products from the conveyors and scanned and sorted them into customer orders to be packaged and shipped. These facilities, Wright decreed, would be called not warehouses but distribution centers, as they were in Walmart’s internal lexicon.

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The decisive factor is to supply the customer with a clear advantage when compared with the competition. Such a “strategic” competitive advantage must fulfill three criteria: it must be 1. important for the customer;   2. actually perceived by the customer; and   3. sustainable/difficult to copy.   If, for example, the packaging of a product is unimportant for the customer, it is unsuitable as a competitive advantage. If a product has a particularly long life span, but the customer is not aware of this advantage or does not perceive it, this advantage cannot influence the customer’s decision to purchase and does not help the supplier. If a company ruins its margin by reducing a price, the low price advantage cannot be sustained.8 Simultaneous fulfillment of the three criteria “important, perceived, sustainable” is a significant challenge.

The same year we also acquired Financial Network Services (FNS), an Australian company with a retail banking software package called Bancs24. We needed them because some of our competitors had begun to target that market segment with their own IP. Bancs24 was a very comprehensive package and we were able to successfully win the systems integration contract for the State Bank of India (SBI) Group for implementation of core banking. Since we had invested considerable effort in customizing and strengthening it we felt acquiring FNS would be strategic for our products business. During our initial dealings with FNS and its feisty owner Tony Ward we learned to our surprise that when the product was being developed in the early 1980s TCS had deputed its programmers to Sydney to work with Tony and his team to help develop the product. Since the acquisition we have been able to deploy the FNS software package, rechristened ‘Bancs’, extensively with a number of domestic clients. Today close to 50 per cent of the banking transactions in India are processed by Bancs, thereby justifying the acquisition we made.

While versioning sets different prices for different versions of one product in order to approximate the optimal revenue rates of personal pricing, bundling aims to achieve that by offering several products in one package. Therefore, the customers may choose whether to acquire products separately or in a bundle. This approach is particularly useful, when it is assumed that the customers have heterogenous willingness to pay for each product.

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\“Capital has no home,” George Bernard Shaw observed. It is always a transgressor, a disputer of tradition and champion of equality in the abstract while reproducing material inequality in real life: the yuppie was homeless in just this new way. Many others would join their spiritual ranks, but without their more outsized material accoutrements, as the economy came to rest increasingly on the fabricating and manipulation of mass desire and fantasy. No hidebound prejudices, customs, and authorities from the past could be allowed to stand in its way… unless of course they could be rebranded and packaged nostalgically—Marlboro men, faux rednecks, family and family dog behind white picket fences, peasant coffee gatherers, yeomen-farmer wheat growers, and smithies and handicraftsmen in leather smocks—and sold into their own special niche markets.

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While they waited for the tram, Alexander said, “I brought you something.” He handed her a package wrapped in brown paper. “I know Monday was your birthday. But I didn’t have a chance before today…” “What is it?” Sincerely surprised, she took the package from him. A small lump came up in her throat. Lowering his voice, he said, “In America we have a custom. When you’re given presents for your birthday, you’re supposed to open them and say thank you.” Tatiana nervously looked down at the present. “Thank you.” Gifts were not something she was used to. Wrapped gifts? Unheard of, even when they came wrapped only in plain brown paper. “No. Open first. Then say thank you.” She smiled. “What do I do? Do I take the paper off?” “Yes. You tear it off.” “And then what?” “And then you throw it away.” “The whole present or just the paper?” Slowly he said, “Just the paper.” “But you wrapped it so nicely. Why would I throw it away?” “It’s just paper.” “If it’s just paper, why did you wrap it?” “Will you please open my present?” said Alexander. Eagerly Tatiana tore open the paper. Inside were three books—one hefty hardcover collection by Aleksandr Pushkin called The Bronze Horseman and Other Poems, and two smaller books, one by a man she’d never heard of, named John Stuart Mill; the book was called On Liberty. It was in English. The last one was an English-Russian dictionary. “English-Russian?” Tatiana said, smiling. “It’s less helpful than you might think. I speak no English. Was this yours from when you came here?” “Yes,” he said. “And without it you won’t be able to read Mill.” “Thank you so much for all of them,” she said. “The Bronze Horseman book was my mother’s,” said Alexander. “She gave it to me a few weeks before they came for her.

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Included with the basic package is five hour reception coverage, a photo montage at the beginning of the video, and a highlight recap at the end. The photo montage includes up to 25 customer supplied pictures and an invitation, set to music along with titling and serves as the opening to the video. The photo montage is prepared ahead of time, days before the reception but it is not intended to be shown at the reception. Rather it is intended to be a professional quality introduction to the your fully edited video and it will distinguish your work from that of non-professionals. The highlight recap is similar to the photo montage as they are both set to music, but the recap is composed of short snippets of video that you shot from the event, rather than photos that were supplied by the customer. The finished edited video is comprised of three main parts; the photo montage, the main body, and the highlight recap. The entire video is typically two hours in duration.