Custom Shelving Quotes

November, a dark, rainy Tuesday afternoon. This is my ideal time to be in a bookstore. The shortened light of the afternoon and the idleness and hush of the hour gather everything close, the shelves and the books and the few other customers who graze head-bent in the narrow aisles. There's a clerk at the counter who stares out the front window, taking a breather before the evening rush. I've come to find a book.

The scent of books and the quiet hum of morning customers browsing the shelves welcome me. I’m home.

Any bookseller will tell you that, even with 100,000 booksneatly sorted and shelved in a well-lit, warm shop, if you put an unopened box of books in a dark, cold, dimly lit corner, customers will be riffling through it in a matter of moments. The appeal of a box of unsorted, unpriced stock is extroidinary.

They were both somewhat short-sighted, and when it was the custom to wear a single eyeglass and string they wore a single eyeglass and string; when it was the custom to wear a double glass they wore a double glass; when it was the custom to wear spectacles they wore spectacles straightway, all without reference to the particular variety of defect in their own vision. When Wordsworth was enthroned they carried pocket copies; and when Shelley was belittled they allowed him to grow dusty on their shelves.

He couldn’t have known it, but among the original run of The History of Love, at least one copy was destined to change a life. This particular book was one of the last of the two thousand to be printed, and sat for longer than the rest in a warehouse in the outskirts of Santiago, absorbing the humidity. From there it was finally sent to a bookstore in Buenos Aires. The careless owner hardly noticed it, and for some years it languished on the shelves, acquiring a pattern of mildew across the cover. It was a slim volume, and its position on the shelf wasn’t exactly prime: crowded on the left by an overweight biography of a minor actress, and on the right by the once-bestselling novel of an author that everyone had since forgotten, it hardly left its spine visible to even the most rigorous browser. When the store changed owners it fell victim to a massive clearance, and was trucked off to another warehouse, foul, dingy, crawling with daddy longlegs, where it remained in the dark and damp before finally being sent to a small secondhand bookstore not far from the home of the writer Jorge Luis Borges. The owner took her time unpacking the books she’d bought cheaply and in bulk from the warehouse. One morning, going through the boxes, she discovered the mildewed copy of The History of Love. She’d never heard of it, but the title caught her eye. She put it aside, and during a slow hour in the shop she read the opening chapter, called 'The Age of Silence.' The owner of the secondhand bookstore lowered the volume of the radio. She flipped to the back flap of the book to find out more about the author, but all it said was that Zvi Litvinoff had been born in Poland and moved to Chile in 1941, where he still lived today. There was no photograph. That day, in between helping customers, she finished the book. Before locking up the shop that evening, she placed it in the window, a little wistful about having to part with it. The next morning, the first rays of the rising sun fell across the cover of The History of Love. The first of many flies alighted on its jacket. Its mildewed pages began to dry out in the heat as the blue-gray Persian cat who lorded over the shop brushed past it to lay claim to a pool of sunlight. A few hours later, the first of many passersby gave it a cursory glance as they went by the window. The shop owner did not try to push the book on any of her customers. She knew that in the wrong hands such a book could easily be dismissed or, worse, go unread. Instead she let it sit where it was in the hope that the right reader might discover it. And that’s what happened. One afternoon a tall young man saw the book in the window. He came into the shop, picked it up, read a few pages, and brought it to the register. When he spoke to the owner, she couldn’t place his accent. She asked where he was from, curious about the person who was taking the book away. Israel, he told her, explaining that he’d recently finished his time in the army and was traveling around South America for a few months. The owner was about to put the book in a bag, but the young man said he didn’t need one, and slipped it into his backpack. The door chimes were still tinkling as she watched him disappear, his sandals slapping against the hot, bright street. That night, shirtless in his rented room, under a fan lazily pushing around the hot air, the young man opened the book and, in a flourish he had been fine-tuning for years, signed his name: David Singer. Filled with restlessness and longing, he began to read.

No! We won't spend our Joey. Twopence halfpenny left—twopence halfpenny to last till Friday. This was the lonely after–dinner hour, when few or no customers were to be expected. He was alone with seven thousand books. The small dark room, smelling of dust and decayed paper, that gave on the office, was filled to the brim with books, mostly aged and unsaleable. On the top shelves near the ceiling the quarto volumes of extinct encyclopedias slumbered on their sides in piles like the tiered coffins in common graves.

The gray tomcat with the white priest’s collar enjoyed sharpening his claws on Franz Kafka’s Investigations of a Dog, a fable that analyzes the human world from a dog’s perspective. On the other hand, orange-white, long-eared Lindgren liked to lie near the books about Pippi Longstocking; she was a fine-looking cat who peered out from the back of the bookshelves and scrutinized each visitor. Lindgren and Kafka would sometimes do Perdu a favor by dropping off one of the upper shelves without warning onto a third-category customer, one of the greasy-fingered

Bait & Switch Buddhism is a classic bait-and-switch operation. We’re attracted by the enlightenment in the window, but as soon as we’re in the door they start steering us over to the compassion aisle. Buddhists could be honest and change their name to Compassionism, but who wants that? There’s the rub. They can’t get us in the door with compassion, and they can’t deliver on the promise of enlightenment. It’s not limited to compassion, of course. Their shelves are stocked with all sorts of goodies and enticements, practically anything anyone could ever want, with just the one rather notable exception. If they had just stopped when they had Anicca, impermanence, and Anatta, no-self, then they would have had a true and effective teaching they could be proud of, except there would be no they because Buddhism would have died with the Buddha. They’d have a good product, but no customers. This untruth-in-advertising is the kind of game you have to play if you want to stay successful in a business where the customer is always wrong. You can either go out of business honestly, or thrive by giving the people what they want. What they say they want and what they really want, though, are two very different things.

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.

While the indecisive customer hovered over an array of perfumes that Nettle had brought out for her, the American girls browsed among the shelves of perfumes, colognes, pomades, waxes, creams, soaps, and other items intended for beauty care. There were bath oils in stoppered crystal bottles, , and tins of herbal unguents, and tiny boxes of violet pastilles to freshen the breath. Lower shelves held treasure troves of scented candles and inks, sachets filled with clove-saturated smelling salts, potpourri bowls, and jars of pastes and balms. Nettle noticed, however, that while the younger girl, Daisy, viewed the assortment with only mild interest, the older one, Lillian, had stopped before a row of oils and extracts that contained pure scent. Rose, frangipani, jasmine, bergamot, and so forth. Lifting the amber glass bottles, she opened them carefully and inhaled with visible appreciation. Eventually the blond woman made her choice, purchased a flacon of perfume, and left the shop, a small bell ringing cheerfully as the door closed. Lillian, who had turned to glance at the departing woman, murmured thoughtfully, "I wonder why it is that so many light-haired women smell of amber..." "You mean amber perfume?" Daisy asked. "No- their skin itself. Amber, and sometimes honey..." "What on earth do you mean?" the younger girl asked with a bemused laugh. "People don't smell like anything, except when they need to wash." The pair regarded each other with what appeared to be mutual surprise. "Yes, they do," Lillian said. "Everyone has a smell... don't say you've never noticed? The way some people's skin is like bitter almond, or violet, while others..." "Others have a scent like plum, or palm sap, or fresh hay," Nettle commented. Lillian glanced at him with a satisfied smile. "Yes, exactly!" Nettle removed his spectacles and polished them with care, while his mind swarmed with questions. Could it be? Was it possible that this girl could actually detect a person's intrinsic scent? He himself could- but it was a rare gift, and not one that he had ever known a woman to have.

Like,” he repeats with distaste. “How about I tell you what I don’t like? I do not like postmodernism, postapocalyptic settings, postmortem narrators, or magic realism. I rarely respond to supposedly clever formal devices, multiple fonts, pictures where they shouldn’t be—basically, gimmicks of any kind. I find literary fiction about the Holocaust or any other major world tragedy to be distasteful—nonfiction only, please. I do not like genre mash-ups à la the literary detective novel or the literary fantasy. Literary should be literary, and genre should be genre, and crossbreeding rarely results in anything satisfying. I do not like children’s books, especially ones with orphans, and I prefer not to clutter my shelves with young adult. I do not like anything over four hundred pages or under one hundred fifty pages. I am repulsed by ghostwritten novels by reality television stars, celebrity picture books, sports memoirs, movie tie-in editions, novelty items, and—I imagine this goes without saying—vampires. I rarely stock debuts, chick lit, poetry, or translations. I would prefer not to stock series, but the demands of my pocketbook require me to. For your part, you needn’t tell me about the ‘next big series’ until it is ensconced on the New York Times Best Sellers list. Above all, Ms. Loman, I find slim literary memoirs about little old men whose little old wives have died from cancer to be absolutely intolerable. No matter how well written the sales rep claims they are. No matter how many copies you promise I’ll sell on Mother’s Day.” Amelia blushes, though she is angry more than embarrassed. She agrees with some of what A.J. has said, but his manner is unnecessarily insulting. Knightley Press doesn’t even sell half of that stuff anyway. She studies him. He is older than Amelia but not by much, not by more than ten years. He is too young to like so little. “What do you like?” she asks. “Everything else,” he says. “I will also admit to an occasional weakness for short-story collections. Customers never want to buy them though.” There is only one short-story collection on Amelia’s list, a debut. Amelia hasn’t read the whole thing, and time dictates that she probably won’t, but she liked the first story. An American sixth-grade class and an Indian sixth-grade class participate in an international pen pal program. The narrator is an Indian kid in the American class who keeps feeding comical misinformation about Indian culture to the Americans. She clears her throat, which is still terribly dry. “The Year Bombay Became Mumbai. I think it will have special int—” “No,” he says. “I haven’t even told you what it’s about yet.” “Just no.” “But why?” “If you’re honest with yourself, you’ll admit that you’re only telling me about it because I’m partially Indian and you think this will be my special interest. Am I right?” Amelia imagines smashing the ancient computer over his head. “I’m telling you about this because you said you liked short stories! And it’s the only one on my list. And for the record”—here, she lies—“it’s completely wonderful from start to finish. Even if it is a debut. “And do you know what else? I love debuts. I love discovering something new. It’s part of the whole reason I do this job.” Amelia rises. Her head is pounding. Maybe she does drink too much? Her head is pounding and her heart is, too. “Do you want my opinion?” “Not particularly,” he says. “What are you, twenty-five?” “Mr. Fikry, this is a lovely store, but if you continue in this this this”—as a child, she stuttered and it occasionally returns when she is upset; she clears her throat—“this backward way of thinking, there won’t be an Island Books before too long.

The company even drew unlikely customers. From rural Arkansas, operating just five comically cheap-looking stores—a rounding error compared with the largest retailers—Sam Walton made his way to an IBM conference for retailers. While he shied away from investing anything in any emotional aspect of retailing, delivering the lowest prices meant mastering logistics and information. To one speaker at the conference, Abe Marks, modern retailing meant knowing exactly “how much merchandise is in the store? What’s selling and what’s not? What is to be ordered, marked down or replaced? . . . The more you turn your inventory, the less capital is required.” Altering his first impression, Marks found that Walton’s simpleton comportment masked his genius as a retailer, eventually calling him the “best utilizer of information that there’s ever been.” A little over two decades later, Sam Walton would become the richest man in America; he would attribute his competitive advantage to his investment in computing systems in his early days. The small-town merchant who expected that knowing his customers’ names or sponsoring the local Little League team would give him some enduring advantage simply didn’t understand the sport. American consumers, technocrats at heart, rewarded efficiency as reflected by the prices on the shelves, not the quaint sentiments of a friendly proprietor. To gain this efficiency, information systems were seen as vital.

The effective leader should keep the following guidelines in mind when it is necessary to change attitudes or behaviour: 1. Be sincere. Do not promise anything that you cannot deliver. Forget about the benefits to yourself and concentrate on the benefits to the other person. 2. Know exactly what it is you want the other person to do. 3. Be empathetic. Ask yourself what is it the other person really wants. 4. Consider the benefits that person will receive from doing what you suggest. 5. Match those benefits to the other person’s wants. 6. When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit. We could give a curt order like this: ‘John, we have customers coming in tomorrow and I need the stockroom cleaned out. So sweep it out, put the stock in neat piles on the shelves and polish the counter.’ Or we could express the same idea by showing John the benefits he will get from doing the task: ‘John, we have a job that should be completed right away. If it is done now, we won’t be faced with it later. I am bringing some customers in tomorrow to show our facilities. I would like to show them the stock- room, but it is in poor shape. If you could sweep it out, put the stock in neat piles on the shelves, and polish the counter, it would make us look efficient and you will have done your part to provide a good company image.

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.

The so-called “Goulash capitalism” episode in Hungary clearly illustrated the problem. In 1994, shortly after the privatization of agriculture and food production, the country was swept by an epidemic of lead poisoning. After searching far and wide for the cause, doctors and scientists finally tracked down the source of the problem. Manufacturers of paprika—a staple of Hungarian cuisine—had been grinding up old paint, much of it lead-based, and adding it to the spice in order to improve its colour. The practice was so widespread that Hungarian officials were forced to order all the paprika in the country removed from store shelves and destroyed. At the time, no laws were in place to prevent such a catastrophe, simply because it had not occurred to anyone that this kind of thing would happen. Under communism, in which firms had no competition, no one had any incentive to poison their customers, and so consumer protection laws were unnecessary. In making the transition to the market, policy-makers assumed that producers would compete with one another to produce the best-quality paprika. They didn’t realize that producers would compete only to produce the best-looking paprika.

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.

Thirty thousand new consumer products hit store shelves each year. Ninety percent of them fail. Why? We’re using misguided market-segmentation practices. For instance, we slice markets based on customer type and define the needs of representative customers in those segments. But actual human beings don’t behave like statistically average customers. The

But Stanley persisted in the kitchen, performing the small yet demanding apprentice's tasks she set for him- removing the skin from piles of almonds, grating snowy hills of lemon zest, the nightly sweeping of the kitchen floor and sponging of metal shelves. He didn't seem to mind: every day after school, he'd lean over the counter, watching her experiment with combinations- shifting flavors like the beads in a kaleidoscope- burnt sugar, hibiscus, rum, espresso, pear: dessert as a metaphor for something unresolvable. It was nothing like the slapdashery of cooking. Baking, to Avis, was no less precise than chemistry: an exquisite transfiguration. Every night, she lingered in the kitchen, analyzing her work, jotting notes, describing the way ingredients nestled: a slim layer of black chocolate hidden at the bottom of a praline tart, the essence of lavender stirred into a bowl of preserved wild blueberries. Stanley listened to his mother think out loud: he asked her questions and made suggestions- like mounding lemon meringue between layers of crisp pecan wafers- such a success that her corporate customers ordered it for banquets and company retreats. On the day Avis is thinking of, she sat in the den where they watched TV, letting her hand swim over the silk of her daughter's hair, imagining a dessert pistou of blackberry, creme fraiche, and nutmeg, in which floated tiny vanilla croutons. Felice was her audience, Avis's picky eater- difficult to please. Her "favorites" changed capriciously and at times, it seemed, deliberately, so that after Avis set out what once had been, in Felice's words, "the best ever"- say, a miniature roulade Pavlova with billows of cream and fresh kumquat- Felice would announce that she was now "tired" of kumquats.

This job has three requirements, each very strict. Do not agree to them lightly. Clerks in this store have followed these rules for nearly a century, and I will not have them broken now. (...) Two: You may not browse, read, or otherwise inspect the shelved volumes. Retrieve them for members. That is all" (...) "You must keep precise records of all transactions. The time. The customer's appearance. His state of mind. How he asks for the book. How he receives it. Does he appear to be injured. Is he wearing a sprig of rosemary on his hat. And so on

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.

Prepare to double CD Baby doubled in size every year for the first six years. Both customers and profit, almost exactly 100 percent growth each year. Because the business needed a warehouse for the CDs, I always had to buy more shelving. Each time I did, I’d buy twice as much as I had before. It always filled up fast, even when it got warehouse-sized. When I had filled a 5000-square-foot warehouse, I rented 10,000 square feet. When I filled up 10,000 square feet, I rented 20,000 square feet. Even that filled up fast. But no matter what business you’re in, it’s good to prepare for what would happen if business doubled. Have 10 clients now? How would it look if you had 20 at once? Serving 80 customers for lunch each day? What would happen if 160 showed up? “More of the same” is never the answer. You have to do things in a new way to handle twice as much business. Processes have to be streamlined. Never be the typical tragic small business that gets frazzled and freaked out when business is doing well. It sends a repulsive “I can’t handle this!” message to everyone. Instead, if your internal processes are always designed to handle twice your existing load, it sends an attractive “come on in, we’ve got plenty of room” message to everyone.

He savoured the direct contact with customers, and above all, discovered a natural talent for interior design. He thought the store should be attractive, clean, and should display the products effectively. He took advantage of the evenings, when there were fewer customers, to reorganize the shelves.

Get complimentary newspapers delivered. Dress neatly. Finish your conversations straight away when a customer appears. Keep the shelves stocked. Use warm cups, not hot, not cold. Don’t serve cups with spills down the side. Set drinks up the same way all the time. Have a clear menu. Make sure all the light bulbs work. Repaint the room often. Room temperature butter. Opening and closing times written on the door. Take care of your espresso machine. Dry tables after you wipe them. Say hello to your co-workers. If you think someone’s not happy, ask. Smile.

Yogurt is good for you. And it’s just one spoon,” Sharpcot had replied, but this stack summoned a billion voices, all of them saying in a chorus, “Just one spoon.” From kids’ lunches and store shelves and desk drawers and airline meal packs, in every country of the world: Canada and the United States and Nicaragua and Uruguay and Argentina and Ireland and Burkina Faso and Russia and Papua New Guinea and New Zealand and very probably the Antarctic. Where wasn’t there disposable cutlery? Plastic spoons in endless demand, in endless supply, from factory floors where they are manufactured and packaged in boxes of 10 or 20 or 100 or 1000 or individually in clear wrap, boxed on skids and trucked to trains freighting them to port cities and onto giant container ships plying the seas to international ports to intercity transport trucks to retail delivery docks for grocery stores and retail chains, supplying restaurants and homes, consumers moving them from shelf to cart to bag to car to house, where they are stuck in the lunches of the children of polluting parents, or used once each at a birthday party to serve ice cream to four-year-olds where only some are used but who knows which? So used and unused go together in the trash, or every day one crammed into a hipster’s backpack to eat instant pudding at his software job in an open-concept walkup in a gentrified neighbourhood, or handed out from food trucks by the harbour, or set in a paper cup at a Costco table for customers to sample just one bite of this exotic new flavour, and so they go into trash bins and dumpsters and garbage trucks and finally vast landfill sites or maybe just tossed from the window of a moving car or thrown over the rail of a cruise ship to sink in the ocean deep.

As Piper walked inside, she surmised that the place was part restaurant, part delicatessen, part butcher shop. One long wall was taken up with a sprawling glass-front refrigerated case housing all sorts of meats and cheeses waiting to be sliced. There were aisles of shelves lined with balsamic vinegars, oils, rice, pastas, salts, and seasonings. Customers sat eating sandwiches at several round tables to the side of the room. "What'll it be?" asked the teenager behind the counter. "I'm not sure," said Piper. "What's in a muffuletta?" The young man recited the ingredients. "Salami, pepperoni, ham, capicola, mortadella, Swiss cheese, provolone, and olive salad.

Schmidt started 2012 with new, modern packaging for the deodorant, which was designed to set it apart from the competition. She looked beyond the direct-to-consumer sales channels and the natural and wellness retailers that her competitors used almost exclusively; in 2015, she expanded into traditional grocery stores and pharmacies, which allowed her to reach more customers and to enable greater access to healthy natural products. Her creativity, innovation, and hard work paid off. Schmidt earned appearances on Fox News and The Today Show; mentions on social media from celebrities and influencers; articles in national publications; and distribution on the shelves of Target and Walmart. Though it was bittersweet, Jaime realized that a larger company with more resources could bring her vision and mission to an even wider customer base, and she signed the deal with Unilever right before Christmas 2017. Reflecting on her journey, she says, “When I’m asked about what made Schmidt’s so successful, I often say that my customers were my business plan. It started when I listened to those at the farmer’s market, and it continued through each step of growth. Staying hyper-tuned-in to my customers always guided and served me.” Not sales. Not marketing. Customers, educating, and being educated.

But most of all, it is a collection of stories about the Dallergut Dream Department Store- the sleeping customers' favorite spot, so popular that once you try it, you'll always go back. Each floor offers unique dreams in special packaging, filling up the endless shelves and enhancing the customers' everyday lives. I hope this place holds a special place in your heart, too.

Join the Fun with Monkey Mart – The Addictive Game Everyone is Talking About If you're looking for a game that's fun, relaxing, and incredibly addictive, look no further than Monkey Mart. This charming idle game has captured the hearts of players all over the world, and now it's your turn to join the fun. What is Monkey Mart? Monkey Mart is a casual simulation and management game where you play as a hardworking monkey running your very own grocery store. From planting crops to serving customers, every moment is filled with engaging tasks and delightful surprises. As your store grows, so does the challenge – and the fun. Why You Should Play Monkey Mart There are plenty of reasons why Monkey Mart has become a viral hit among mobile and browser gamers: Easy to learn, fun to master Bright, colorful visuals and smooth animations A wide variety of products to unlock and sell Progress at your own pace – no pressure, just pure enjoyment Suitable for players of all ages Whether you're on a quick break or have time to spare, Monkey Mart offers a satisfying and rewarding experience. Built for Casual Gamers and Idle Game Fans Monkey Mart stands out for its simple controls and relaxed gameplay. It’s perfect for casual gamers who want something light and entertaining. The game also includes idle features, allowing you to earn progress even when you're not actively playing. This makes it a great choice if you enjoy tycoon or simulation games. How to Play You can start playing Monkey Mart instantly – no need to download anything if you're using the web version. It's also available on mobile, giving you the freedom to play wherever and whenever you like. All you have to do is start your first farm, collect your crops, restock your shelves, and keep your customers happy. As you earn more coins, you can expand your store, hire assistants, and unlock exciting new items. Start Your Monkey Mart Adventure Now Monkey Mart isn't just a game – it's a growing community of players who enjoy building, managing, and having fun. Don't miss out on the hype. Jump in and see why everyone is talking about Monkey Mart. Play now and build the store of your dreams. Ready to get started? Just search "Monkey Mart" and begin your journey today.

Monkey Mart – A Fun and Addictive Grocery Store Game Experience Introduction If you're a fan of casual simulation games, Monkey Mart is likely already on your radar. This lighthearted and addictive game lets players manage their own virtual grocery store with a fun twist—you're a monkey! Developed by TinyDobbins, Monkey Mart has gained popularity for its simple mechanics, charming graphics, and engaging gameplay loop. In this blog post, we’ll dive into what makes Monkey Mart so enjoyable, how to play, and why it continues to captivate gamers of all ages. What is Monkey Mart? Monkey Mart is an idle management game where players take on the role of a monkey running a bustling supermarket. Starting with basic items like bananas, players expand their store by adding new products such as corn, eggs, milk, and more. The goal is to keep customers happy, stock shelves, and grow your business over time. How to Play Monkey Mart The gameplay is straightforward but highly engaging. Here's a quick overview: Start Small: You begin with a basic stand selling bananas. Harvest and Stock: Collect bananas from the trees, place them on shelves, and let customers buy them. Expand Your Store: Use the money earned to unlock new sections and products. Hire Helpers: As the business grows, you can hire assistants to automate tasks. Upgrade Efficiency: Improve harvesting, stocking speed, and product variety to boost your store’s performance. Key Features of Monkey Mart Cute and Colorful Graphics: The game’s art style is bright and inviting, perfect for players of all ages. Idle Mechanics: Even when you're not actively playing, helpers can keep the business running, making it a great choice for idle game fans. Progression System: The steady unlocks and upgrades keep players motivated to expand and optimize their stores. Relaxing Yet Strategic: While easy to pick up, the game requires thoughtful upgrades and time management to maximize efficiency. Why Monkey Mart is So Popular The charm of Monkey Mart lies in its balance between simplicity and strategy. Whether you're a seasoned gamer or just looking for a relaxing way to pass the time, this game offers satisfying gameplay without overwhelming complexity. Its idle features also make it ideal for short play sessions or background gaming. Tips for Success in Monkey Mart Focus on Upgrades: Prioritize speed and automation early on to boost productivity. Monitor Stock Levels: Make sure shelves are always full to keep customers satisfied. Expand Wisely: Unlock new items gradually to manage your workload and maximize profits. Hire Smartly: Investing in assistants can free up time to focus on expansion and strategy. Final Thoughts Monkey Mart is more than just a cute game—it’s a cleverly designed simulation that delivers hours of entertainment. Its appealing visuals, intuitive mechanics, and idle-friendly features make it a standout in the genre. Whether you're aiming to build the biggest supermarket in the jungle or just want to enjoy a laid-back gaming experience, Monkey Mart is definitely worth checking out.

She was so blissfully unaware, and I am glad. Had she known any of it, whe might have never sent the email at all. She also never could have predicted the joys, the sense of purpose and place, the kindness of customers, the treasured friendships, the utter happiness of unboxing new books and putting them on shelves.

When Derek Sivers first built his business CDbaby.com, he set up a standard confirmation email to let customers know their order had been shipped. After a few months, Derek felt that this email wasn’t aligned with his mission—to make people smile. So he sat down and wrote a better one. Your CD has been gently taken from our CD Baby shelves with sterilized contamination-free gloves and placed on a satin pillow. A team of 50 employees inspected your CD and polished it to make sure it was in the best possible condition before mailing. Our packing specialist from Japan lit a candle and a hush fell over the crowd as he put your CD into the finest gold-lined box that money can buy. We all had a wonderful celebration afterwards and the whole party marched down the street to the post office where the entire town of Portland waved “Bon Voyage!” to your package, on its way to you, in our private CD Baby jet on this day, Friday, June 6th. I hope you had a wonderful time shopping at CD Baby. We sure did. Your picture is on our wall as “Customer of the Year.” We’re all exhausted but can’t wait for you to come back to CDBABY.COM!! —Derek Sivers, Anything You Want The result wasn’t just delighted customers. That one email brought thousands of new customers to CD Baby. The people who got it couldn’t help sharing it with their friends. Try Googling “private CD Baby jet”; you’ll find over 900,000 search results to date. Derek’s email has been cited by business blogs the world over as an example of how to authentically put your words to work for your business.

Just very, very bright. So bright that there isn’t a single shadow in the shot.” Dell looked back toward the steel shelves. “Uh, you know that’ll like, wash out everything, right? I mean that’s not really how it’s done—” “Listen to me.” I moved closer, leaning against the counter. “Our needs are very specific. We want to kill shadows. Got it?” “Kill shadows,” he repeated, blinking. “Okay. Hey, sure, you’re the customer, whatever. Let me guess…this is an art film, isn’t it?” “I do like to think of myself as an artist, yes.

Dino’s Farm Shop is a charming and addictive simulation game where farming meets prehistoric fun! In this unique tycoon-style game, players run a thriving farm shop—with dinosaurs as their adorable helpers. Plant crops, raise animals, process goods, and sell your products to friendly villagers, all while managing a growing team of working dinos. What Is Dino’s Farm Shop? Set in a colorful world where dinosaurs help with daily chores, Dino’s Farm Shop combines idle gameplay with business strategy. You start with a small patch of land, a few seeds, and a helpful dinosaur assistant. As you grow your farm, you unlock new crops, upgrade facilities, and open a bustling shop to sell your goods. The game offers the perfect mix of relaxing farming and satisfying progress. From planting corn to baking bread and selling jam, every task feels rewarding—especially when your dinos are doing the heavy lifting. Key Features Dinosaur Helpers: Assign different dinosaurs to tasks like harvesting, cooking, or delivering goods. Each dino has its own strengths! Farm and Shop Management: Plant crops, collect milk and eggs, process ingredients, and run a busy farm shop. Idle Progress: Your dinos keep working even when you’re offline. Come back to see your shelves stocked and coins earned! Upgrades and Expansions: Unlock new fields, bakery machines, and storage rooms to grow your production. Cute and Colorful Graphics: Enjoy a vibrant, relaxing art style that makes every farming day fun and cozy. Tips to Succeed in Dino’s Farm Shop Balance Production: Always keep enough raw materials for your processed goods. Don’t run out of eggs when baking pies! Upgrade Wisely: Focus on storage and speed upgrades early to boost output. Manage Dinos Efficiently: Assign dinos based on task type—some work faster in the kitchen, others in the fields. Keep the Shop Stocked: Restock shelves frequently to meet customer demand and avoid lost sales. Complete Orders: Fulfilling special customer orders earns bonus rewards and helps unlock new areas. Why You’ll Love Dino’s Farm Shop This game offers a fresh twist on the farming sim genre by adding dinosaurs and idle mechanics. It’s cute, stress-free, and highly satisfying to play—whether you spend five minutes or five hours managing your prehistoric paradise. Conclusion Dino’s Farm Shop is the perfect game for players who enjoy farm management, idle progress, and a dash of dino-themed delight. With its charming design and addictive gameplay loop, it’s easy to get hooked. Download now and start building the farm shop of your (Jurassic) dreams!

The Stunning Graphics of Monkey Mart – A Visual Delight! One of the standout features of Monkey Mart is its adorable and vibrant graphics that make the game so visually appealing. From the very first moment you start playing, you’ll notice the bright, colorful world that surrounds you. Whether you’re managing your supermarket or gathering resources, the graphics play a huge role in creating an enjoyable and immersive experience. Charming Character Design The most striking aspect of the graphics in Monkey Mart is the cute and quirky monkey characters. As the main character, your monkey is designed to be playful, lovable, and full of personality. The attention to detail in the character design makes the monkey feel like a true protagonist, from the little animations it performs while crafting products to its adorable expressions when interacting with customers. The game doesn’t stop with the main character – you’ll also encounter a variety of other fun and colorful animals that add charm and liveliness to the game world. The characters are not only cute but are animated in a way that brings them to life, making the gameplay experience feel engaging and fun. Vibrant Store Environment The setting of Monkey Mart is equally delightful, with a bright and cheery supermarket environment. The shelves are filled with a wide variety of products, each designed with a fun, cartoony aesthetic. From fruits and vegetables to snacks and drinks, everything is drawn with rich colors and attention to detail. The game does a fantastic job of creating a cozy yet bustling environment where you feel like you’re truly running your own supermarket. The store is not static – as you upgrade your supermarket and unlock new features, the store’s appearance changes. You’ll see new sections being added, shelves becoming more organized, and the whole atmosphere evolving as you grow your business. Smooth Animations and Simple UI The animations in Monkey Mart are smooth and fluid, contributing to the overall charm of the game. Whether it’s the monkey crafting a product, a customer walking in, or even the subtle details like the flicker of a light bulb, every little animation enhances the experience. The user interface (UI) is clean, simple, and easy to navigate, which allows you to focus on managing your supermarket without distraction. The combination of a straightforward UI and visually appealing graphics ensures you’ll enjoy the gameplay without feeling overwhelmed. A Fun, Inviting Aesthetic Overall, Monkey Mart excels in creating a fun, colorful, and inviting aesthetic that keeps you engaged and entertained. The graphics play an important role in the game's charm, making it a joy to explore and manage your virtual supermarket. If you love cute visuals and a playful atmosphere, Monkey Mart is sure to delight!

Grandma made the bookstore look like a home, encouraging customers to treat it like an extension of theirs. The lower level is decorated like a parlor. Couches and tables are piled high with comfort genre reads and antique lamps. In the back, there is a children’s area set up like a child’s bedroom, complete with a tent that looks like a canopy bed that Georgie has been known to commandeer after hours. Upstairs a room is outfitted like a kitchen and filled with cookbooks on shelves and spilling out of the antique wood stove. Next to the kitchen area, a shelf was built around the window that looks out over Main Street and appears more like a nook in a garden shed than a bookshelf. Some shelves hold gardening tools, a mix of fake and real plants, and the rest hold the gardening selection, from coffee table books with to-die-for photographs of peonies to how-to guides.

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the verdict on Oscar Wilde was not unanimously favorable. Those who missed porn on the shelves denounced Craig as an antisex puritan. And lesbian customers complained from the beginning that the store was too heavily weighted toward gay male titles.

Power Behind the Shelf: Insight on the Retail Buyer Large retail stores are some of the most sought after clients in the industry. Retail consumers are the invisible maestros of what we see in stores — and they have more power than many people realize. From forecasting trends to controlling supply chains, such professionals are key to the success of corporate giants like Walmart and Target. Key Points:

Be sincere. Do not promise anything that you cannot deliver. Forget about the benefits to yourself and concentrate on the benefits to the other person. Know exactly what it is you want the other person to do. Be empathetic. Ask yourself what is it the other person really wants. Consider the benefits that person will receive from doing what you suggest. Match those benefits to the other person's wants. When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit. We could give a curt order like this: " John, we have customers coming in tomorrow and I need the stockroom cleaned out. So sweep it out, put the stock in neat piles on the shelves and polish the counter." Or we could express the same idea by showing John the benefits he will get from doing the task: "John, we have a job that should be completed right away. If it is done now, we won't be faced with it later. I am bringing some customers in tomorrow to show our facilities. I would like to show them the stockroom, but it is in poor shape. If you could sweep it out, put the stock in neat piles on the shelves, and polish the counter, it would make us look efficient and you will have done your part to provide a good company image.