Customer Ratings Quotes

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The idea that Bill Gates has appeared like a knight in shining armor to lead all customers out of a mire of technological chaos neatly ignores the fact that it was he who, by peddling second-rate technology, led them into it in the first place.
Douglas Adams
You need a good customer service and client success strategy because it helps your business grow.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
He became convinced that ordinary commercial financing could be done for a service charge plus an insurance fee amounting to much less that the current rates of interest charged by banks, whose rates were based on supply and demand, treating money as a commodity rather than as a sovereign state's means of exchange.
Robert A. Heinlein (For Us, the Living: A Comedy of Customs)
Customs, morals—is there a difference? Woman, do you realize what you are doing? Here, by the grace of God and an inside straight, we have a personality untouched by the psychotic taboos of our tribe—and you want to turn him into a carbon copy of every fourth-rate conformist in this frightened land! Why don’t you go whole hog? Get him a brief case and make him carry it wherever he goes—make him feel shame if he doesn’t have it.
Robert A. Heinlein (Stranger in a Strange Land)
We ride too high on deceptive notions of power and security and control and then when it all comes crashing down on us the low is made deeper by the high. By its precipitousness, but also by the humiliation you feel for having failed to see the plummet coming. . . . Lulled by years of relative peace and prosperity we settle into micromanaging our lives with our fancy technologies and custom interest rates and eleven different kinds of milk, and this leads to a certain inwardness, an unchecked narrowing of perspective, the vague expectation that even if we don't earn them and nurture them the truly essential amenities will endure forever as they are. We trust that someone else is looking after the civil liberties shop, so we don't have to. Our military might is unmatched and in any case the madness is at least an ocean away. And then all of a sudden we look up from ordering paper towels online to find ourselves delivered right into the madness. And we wonder: How did this happen? What was I doing when this was in the works? Is it too late to think about it now? . . .
Lisa Halliday (Asymmetry)
Once every year we review market rates and issue raises automatically. Our target is to pay everyone at the company at the top 10 percent of the market regardless of their role. So whether you work in customer support or ops or programming or design, you’ll be paid in the top 10 percent for that position.
Jason Fried (It Doesn't Have to be Crazy at Work)
... and finally there came the customer we'd always dreamed of, who wanted us as consultants. To be a consultant is the ideal work, the sort from which you derive prestige and money without dirtying your hands, or breaking your backbone, or running the risk of ending up roasted or poisoned: all you have to do is take off your smock, put on your tie, listen in attentive silence to the problem, and then you'll feel like the Delphic oracle. You must then weigh your reply very carefully and formulate it in convoluted, vague language so that the customer also considers you an oracle, worthy of his faith and the rates set by the Chemists' Society.
Primo Levi (The Periodic Table)
Whereas penetration most often means that industry demand will level off, for durable goods, achieving penetration can lead to an abrupt drop in industry demand. After most potential customers have purchased the product, its durability implies that few will buy replacements for a number of years. If industry penetration has been rapid, this situation may translate into several very lean years for industry demand. For example, industry sales of snowmobiles, which underwent very rapid penetration, fell from 425,000 units per year in the peak year (1970-1971) to 125,000 to 200,000 units per year in 1976-1977.6 Recreational vehicles underwent a similar though not quite so dramatic decline. The relation between the growth rate after penetration and growth before penetration will be a function of how fast penetration has been reached and the average time before replacement, and this figure can be calculated.
Michael E. Porter (Competitive Strategy: Techniques for Analyzing Industries and Competitors)
Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.
Marcus Buckingham
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
Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
Well, Sky is a regular customer of ours, and we were going to do a discount rate for her, but I have a better idea. The payment is you.
Steve McHugh (With Silent Screams (Hellequin Chronicles, #3))
If you want to increase your success rate, double your failure rate. Thomas J. Watson, Former Chairman and CEO of IBM
Dan Siroker (A/B Testing: The Most Powerful Way to Turn Clicks Into Customers)
Ten kings met once a year to decide about water sharing, fixing customs, excise, and toll rates, port levies, and to exchange musicians and artisans. An
Anand Neelakantan (Asura: Tale Of The Vanquished)
Customers deposit money in a bank for interest; the bank lends that money to other people at a higher rate of interest. This isn't glamorous or interesting, but then banking is not supposed to resemble base jumping or hip-hop.
John Lanchester (I.O.U.: Why Everyone Owes Everyone and No One Can Pay)
Massino’s crew stashed stolen expensive men’s suits in a warehouse in the Corona section of Queens, and propelled the clothes on a rope line attached to a haberdashery across the street whenever customers showed up for a cut-rate sale.
Selwyn Raab (Five Families: The Rise, Decline, and Resurgence of America's Most Powerful Mafia Empires)
In August, 1956, a Swedish bank teller cheerfully changed a $500 Confederate banknote for an enterprising customer, at the same favorable rate of exchange commanded by Federal currency in that season. His mistake was discovered only when it was much too late.
Burke Davis (The Civil War: Strange & Fascinating Facts)
A persons trustworthiness in one area of life may not necessarily transfer over to their trustworthiness as a borrower. And a business that can be trusted to do the right thing for its customers may not necessarily be a business that can be trusted to do the right thing for its creditors.
Hendrith Vanlon Smith Jr. (Capital Acquisition: Small Business Considerations for How to Get Financing)
While delivering consistently good customer service requires work and alignment across your entire organization, a good place to start is your support team. It's important to hire people who genuinely want to help your customers succeed — and to pay rates that are attractive to skilled professionals.
Oscar Auliq-Ice (Happy Customers)
Profit is so very fluctuating that the person who carries on a particular trade cannot always tell you himself what is the average of his annual profit. It is affected not only by every variation of price in the commodities which he deals in, but by the good or bad fortune both of his rivals and of his customers, and by a thousand other accidents to which goods when carried either by sea or by land, or even when stored in a warehouse, are liable. It varies, therefore, not only from year to year, but from day to day, and almost from hour to hour. To ascertain what is the average profit of all the different trades carried on in a great kingdom must be much more difficult; and to judge of what it may have been formerly, or in remote periods of time, with any degree of precision, must be altogether impossible. But though it may be impossible to determine, with any degree of precision, what are or were the average profits of stock, either in the present or in ancient times, some notion may be formed of them from the interest of money. It may be laid down as a maxim, that wherever a great deal can be made by the use of money, a great deal will commonly be given for the use of it; and that wherever little can be made by it, less will commonly be given for it. According, therefore, as the usual market rate of interest varies in any country, we may be assured that the ordinary profits of stock must vary with it, must sink as it sinks, and rise as it rises. The progress of interest, therefore, may lead us to form some notion of the progress of profit.
Adam Smith (An Inquiry into the Nature and Causes of the Wealth of Nations)
The most important of all perceptions is the continual perception of cause and effect—in other words, the perception of the continuous development of the universe—in still other words, the perception of the course of evolution. When one has thoroughly got imbued into one's head the leading truth that nothing happens without a cause, one grows not only large-minded, but large-hearted. It is hard to have one's watch stolen, but one reflects that the thief of the watch became a thief from causes of heredity and environment which are as interesting as they are scientifically comprehensible; and one buys another watch, if not with joy, at any rate with a philosophy that makes bitterness impossible. One loses, in the study of cause and effect, that absurd air which so many people have of being always shocked and pained by the curiousness of life. Such people live amid human nature as if human nature were a foreign country full of awful foreign customs. But, having reached maturity, one ought surely to be ashamed of being a stranger in a strange land!
Arnold Bennett (How to Live on 24 Hours a Day)
Is a programmer who gets 99% of assignments done on time and 95% error free better than one who gets only 92% done on time but with a 99% error-free rate? Is total product quality higher if the defect rate is 15% lower but customer returns are 10% higher? Is “strategic alignment” higher if the profit went up by 10% but the “total quality index” went down by 5%?
Douglas W. Hubbard (How to Measure Anything: Finding the Value of Intangibles in Business)
Household was making loans at a faster pace than ever. A big source of its growth had been the second mortgage. The document offered a fifteen-year, fixed-rate loan, but it was bizarrely disguised as a thirty-year loan. It took the stream of payments the homeowner would make to Household over fifteen years, spread it hypothetically over thirty years, and asked: If you were making the same dollar payments over thirty years that you are in fact making over fifteen, what would your “effective rate” of interest be? It was a weird, dishonest sales pitch. The borrower was told he had an “effective interest rate of 7 percent” when he was in fact paying something like 12.5 percent. “It was blatant fraud,” said Eisman. “They were tricking their customers.
Michael Lewis (The Big Short: Inside the Doomsday Machine)
Complaints: McKinsey and Company found: • customers who have major problems but don’t complain about them have a purchase intention rate of about 9% • those who do complain, regardless of the outcome, have a repurchase rate of about 19% • customers who have their complain resolved have a repurchase intention rate of 54% • customers who have complaints quickly resolved have a repurchase intention rate of 82%
Anonymous
The three terms of Federalist rule had been full of dazzling accomplishments that Republicans, with their extreme apprehension of federal power, could never have achieved. Under the tutelage of Washington, Adams, and Hamilton, the Federalists had bequeathed to American history a sound federal government with a central bank, a funded debt, a high credit rating, a tax system, a customs service, a coast guard, a navy, and many other institutions that would guarantee the strength to preserve liberty. They activated critical constitutional doctrines that gave the American charter flexibility, forged the bonds of nationhood, and lent an energetic tone to the executive branch in foreign and domestic policy. Hamilton, in particular, bound the nation through his fiscal programs in a way that no Republican could have matched. He helped to establish the rule of law and the culture of capitalism at a time when a revolutionary utopianism and a flirtation with the French Revolution still prevailed among too many Jeffersonians. With their reverence for states’ rights, abhorrence of central authority, and cramped interpretation of the Constitution, Republicans would have found it difficult, if not impossible, to achieve these historic feats. Hamilton
Ron Chernow (Alexander Hamilton)
In the competitive world of digital marketing, converting prospects into loyal customers is the ultimate goal for any business. CallTrack.AI emerges as a revolutionary tool in this quest, leveraging the power of artificial intelligence to transform the lead generation process. How CallTrack.AI redefines the approach to capturing and nurturing leads, ultimately leading to higher conversion rates and a robust customer base?
David Smithers
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Jeffrey Gitomer (Jeffrey Gitomer's Little Gold Book of Yes! Attitude: How to find, build, and keep a YES! attitude for a lifetime of SUCCESS (Jeffrey Gitomer's Little Book Series))
Yes, I read it,” she replies. “I most certainly did read it. It kept me up all night, I was so angry with it. At this stage of my life, I would rather not be kept up all night. Nor do I wish to have my tears jerked at the rate at which this novel jerked them. The next time you recommend a book to me, I hope you’ll keep that in mind, Mr. Fikry.” “I will,” he says. “And I do apologize, Mrs. Cumberbatch. Most of our customers have rather liked The Book Thief.
Gabrielle Zevin (The Storied Life of A.J. Fikry)
Fortunately, new platforms and technology have made homeschooling manageable on many fronts. Parents can do everything from accessing first-rate courses online to finding support from other parents in the same situation. The best part is that they can completely tailor the experience to the learning style and interest of their children and give them the attention that they would never get in the classroom. The results are striking. Twenty-five percent of homeschooled children are at least one grade ahead of their traditionally schooled peers. The homeschooled population, as a whole, scores exceptionally higher on academic achievement tests.5 This shift is perhaps the best glimpse of the future of education—mass customization alongside personalized attention. Like banking, it will return to a human-scale model based on relationships and personal needs, and it will be where much of the disruption in the economy and labor market occurs in the next few decades.
Aaron Hurst (The Purpose Economy: How Your Desire for Impact, Personal Growth and Community Is Changing the World)
The panic was blamed on many factors—tight money, Roosevelt’s Gridiron Club speech attacking the “malefactors of great wealth,” and excessive speculation in copper, mining, and railroad stocks. The immediate weakness arose from the recklessness of the trust companies. In the early 1900s, national and most state-chartered banks couldn’t take trust accounts (wills, estates, and so on) but directed customers to trusts. Traditionally, these had been synonymous with safe investment. By 1907, however, they had exploited enough legal loopholes to become highly speculative. To draw money for risky ventures, they paid exorbitant interest rates, and trust executives operated like stock market plungers. They loaned out so much against stocks and bonds that by October 1907 as much as half the bank loans in New York were backed by securities as collateral—an extremely shaky base for the system. The trusts also didn’t keep the high cash reserves of commercial banks and were vulnerable to sudden runs.
Ron Chernow (The House of Morgan: An American Banking Dynasty and the Rise of Modern Finance)
An economic franchise arises from a product or service that: (1) is needed or desired; (2) is thought by its customers to have no close substitute and; (3) is not subject to price regulation. The existence of all three conditions will be demonstrated by a company’s ability to regularly price its product or service aggressively and thereby to earn high rates of return on capital. Moreover, franchises can tolerate mismanagement. Inept managers may diminish a franchise’s profitability, but they cannot inflict mortal damage.
Tobias Carlisle (The Acquirer's Multiple: How the Billionaire Contrarians of Deep Value Beat the Market)
Through the years, I have heard that the average person speaks at about 150-160 words per minute, but can listen at a rate of about 1,000 words per minute. What is going on during all that extra mind time? • Our minds are racing ahead and preparing for the next thing we are going to say. • We are preoccupied with other thoughts, priorities, and distractions. • Our subconscious filters are thumbing through our database of memories, judgments, experiences, perspectives, and opinions to frame how we are going to interpret what we think someone is saying.
Susan C. Young (The Art of Communication: 8 Ways to Confirm Clarity & Understanding for Positive Impact(The Art of First Impressions for Positive Impact, #5))
The Colbertian use of tariffs furthermore skewed trade so that high customs barriers in Italy meant that raw silk from Piedmont which used to go to Lombardy was instead sent to Lyons; Dutch producers had to pay duties on goods sold in France, but not vice versa, and so on.44 It was economic imperialism in action, which could hardly fail to stoke resentment in France’s satellite states. Napoleon had managed greatly to increase confidence in France’s finances and in her ability to honour her government’s bonds, but even so they never managed to match Britain’s in this period. At his best, he was forced to borrow at higher rates than Britain at its worst.
Andrew Roberts (Napoleon: A Life)
One of my students told the class that he worked in a bank in which everybody made note of every action—a telephone call, a calculation, use of a computer, waiting on a customer, etc. There was a standard time for every act, and everybody was rated every day. Some days this man would make a score of 50, next day 260, etc. Everybody was ranked on his score, the lower the score, the higher the rank. Morale was understandably low. “My rate is 155 pieces per day. I can’t come near this figure—and we all have the problem—without turning out a lot of defective items.” She must bury her pride of workmanship to make her quota, or lose pay and maybe also her job. It could well be that with intelligent supervision and help, and with no inherited defects, this operator could produce in a day and with less effort many more good items than her stated rate. Some people in management claim that they have a better plan: dock her for a defective item. This sounds great. Make it clear that this is not the place for mistakes and defective items. Actually, this may be cruel supervision. Who declares an item to be defective? Is it clear to the worker and to the inspector—both of them—what constitutes a defective item? Would it have been declared defective yesterday? Who made the defective item? The worker, or the system? Where is the evidence?
W. Edwards Deming (Out of the Crises)
In reality, electrons move in “probability clouds.” So what do you tell a sixth grader? Do you talk about the motion of planets, which is easy to understand and nudges you closer to the truth? Or do you talk about “probability clouds,” which are impossible to understand but accurate? The choice may seem to be a difficult one: (1) accuracy first, at the expense of accessibility; or (2) accessibility first, at the expense of accuracy. But in many circumstances this is a false choice for one compelling reason: If a message can’t be used to make predictions or decisions, it is without value, no matter how accurate or comprehensive it is. Herb Kelleher could tell a flight attendant that her goal is to “maximize shareholder value.” In some sense, this statement is more accurate and complete than that the goal is to be “THE low-fare airline.” After all, the proverb “THE low-fare airline” is clearly incomplete—Southwest could offer lower fares by eliminating aircraft maintenance, or by asking passengers to share napkins. Clearly, there are additional values (customer comfort, safety ratings) that refine Southwest’s core value of economy. The problem with “maximize shareholder value,” despite its accuracy, is that it doesn’t help the flight attendant decide whether to serve chicken salad. An accurate but useless idea is still useless.
Chip Heath (Made to Stick: Why some ideas take hold and others come unstuck)
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The Endowed Progress Effect Punch cards are often used by retailers to encourage repeat business. With each purchase, customers get closer to receiving a free product or service. These cards are typically awarded empty and in effect, customers start at zero percent complete. What would happen if retailers handed customers punch cards with punches already given? Would people be more likely to take action if they had already made some progress? An experiment sought to answer this very question.[lxvi] Two groups of customers were given punch cards awarding a free car wash once the cards were fully punched. One group was given a blank punch card with 8 squares and the other given a punch card with 10 squares but with two free punches. Both groups still had to purchase 8 car washes to receive a free wash; however, the second group of customers — those that were given two free punches — had a staggering 82 percent higher completion rate. The study demonstrates the endowed progress effect, a phenomenon that increases motivation as people believe they are nearing a goal. Sites such as LinkedIn and Facebook utilize this heuristic to encourage people to divulge more information about themselves when completing their online profiles. On LinkedIn, every user starts with some semblance of progress (figure 19). The next step is to “Improve Your Profile Strength” by supplying additional information.
Nir Eyal (Hooked: How to Build Habit-Forming Products)
THE WORKOUT Warm up with some light physical activity for 3 minutes at an easy pace. Blast through a 20-second sprint at an all-out pace. Rest with some light activity at intensity 1 for 2 minutes. Blast through another 20-second sprint. Repeat the cycle until you’ve completed 3 sprints. End with a 2-minute cool-down for a total duration of 10 minutes. Feel free to customize the sprint activity to any full-body movement that significantly elevates your heart rate—such as the stair climbing I mentioned earlier in this chapter. Note that the protocol we tested in the lab featured different warm-up and cool-down times. To bring this workout in line with the others in this book, I’ve used a 3-minute warm-up and a 2-minute cool-down.
Martin Gibala (The One-Minute Workout: Science Shows a Way to Get Fit That's Smarter, Faster, Shorter)
Numerous lawyers, consultants, and accountants have told me that when a client has treated them badly, they avoid working for them again unless they are desperate, and when they must, they often charge higher rates to make themselves feel better and because assholes consume extra time and emotional energy. A European consultant explained his firm’s evidence-based ‘asshole pricing’ in a comment on my blog: We’ve therefore abandoned the old pricing altogether and simply have a list of difficult customers who get charged more. Before The No Asshole Rule became widely known, we were calling this Asshole Pricing. It isn’t just a tax, a surcharge on the regular price; the entirety of the price quoted is driven by Asshole considerations.
Robert I. Sutton (Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst)
Michael Ward knows. Ward loves railroads. His loves his own railroad company, CSX, which traces its origins to 1827 when the Baltimore & Ohio Railroad was formed as the nation’s first common carrier. He traces his own origins at CSX back thirty-seven years, when he took an analyst job as a newly minted Harvard Business School M.B.A., rising to become chairman, president, and CEO in 2003. And he loves the whole American freight rail industry. “Railroaders are like farmers,” Ward declares. “You heard about the farmer that won the lottery? They said to him, ‘Oh my gosh, you won the lottery; what are you going to do with all that money?’ He said, ‘I’m a farmer and I love farming, and I’m going to farm until every penny of it is gone.’ And I say railroaders are like that. When we make more money, we’re going to invest more back into the infrastructure, so we can strengthen the railroad and grow the business.” Ward may sound like a press release, but that’s exactly how he talks, and why he’s a major industry spokesman. He lavishes praise on industry performance: “While we’ve improved the profitability of the industry, we’ve also cut rates in half of what they were in 1980 for our customers, on an inflation-adjusted basis. We’re providing a more economical product to them, and it’s safer and more reliable. Over the years, as an industry, our train accident rate is down 80 percent; our personal injury rate is down 85 percent; and we’re doing this with about one-third of the workforce we had in 1980.” He calls the industry “the envy of the world.
Rosabeth Moss Kanter (Move: How to Rebuild and Reinvent America's Infrastructure)
What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.
Sam Walton (Sam Walton: Made In America)
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Markus Zusak (Fighting Ruben Wolfe (Wolfe Brothers, #2))
At the same time, surveillance will change the very nature of insurance. Insurance is an industry, traditionally, that draws on the majority of the community to respond to the needs of an unfortunate minority. In the villages we lived in centuries ago, families, religious groups, and neighbors helped look after each other when fire, accident, or illness struck. In the market economy, we outsource this care to insurance companies, which keep a portion of the money for themselves and call it profit. As insurance companies learn more about us, they’ll be able to pinpoint those who appear to be the riskiest customers and then either drive their rates to the stratosphere or, where legal, deny them coverage. This is a far cry from insurance’s original purpose, which is to help society balance its risk. In a targeted world, we no longer pay the average. Instead, we’re saddled with anticipated costs. Instead of smoothing out life’s bumps, insurance companies will demand payment for those bumps in advance. This undermines the point of insurance, and the hits will fall especially hard on those who can least afford them.
Cathy O'Neil (Weapons of Math Destruction: How Big Data Increases Inequality and Threatens Democracy)
Oh, were we talking about dinner? Well, let me say this: I don’t take it lightly if when I write the word beef someone chooses to read lamb. People talking about a book as if it were just another thing, like a dish, or a product like an electronic device or a pair of shoes, to be rated for consumer satisfaction—that was just the goddamn trouble, you said. Even those aspiring writers your students seemed never to judge a book on how well it fulfilled the author’s intentions but solely on whether it was the kind of book that they liked. And so you got papers stating things like “I hate Joyce, he’s so full of himself,” or “I don’t see why I should have to read about white people problems.” You got customer reviews full of umbrage, suggesting that if a book didn’t affirm what the reader already felt—what they could identify with, what they could relate to—the author had no business writing the book at all. Those hilarious stories that people loved, and loved to share—the book clubber who said, When I read a novel I want someone to die in it; the complaint against Anne Frank’s diary, in which nothing much happens and then the story just breaks off—did not make you laugh.
Sigrid Nunez (The Friend)
There is far more to the Islamic way of life than fasting and segregating women, of course. Praying five times a day, avoiding alcohol, the custom of eating with the right hand, leaving the left for ablutions and many health measures associated with Islam, such as ritual washing. Then there is the Qur’an itself and the sonorous power of the Arabic language, with an attractive system of ethics including a focus on alms-giving and the equality of believers. Putting all this together created a powerful religious technology which made its followers more aggressive, confident, united and with a higher birth rate than any competing civilization. [...] People in the West see the traditional culture of the Muslim Middle East as primitive and “backward,” and there are constant calls for modernization. In fact, as had been seen, Islamic culture is anything but backward. Civilization first arose in Egypt, Mesopotamia and the Indus Valley in what is now Pakistan. It is no coincidence that these lands, with the longest experience of civilization, are now strongly and fervently Muslim. Long experience of civilization has bred a high-S genotype and culture which perfectly adapt people to survive and expand their numbers in dense agricultural and urban populations. Such countries tend to be poor (if we leave out the anomalous effects of oil wealth), since their peoples lack the temperament for industrialization. But wealth at that level is of no benefit in the long-term struggle for survival and success. To paraphrase Christian scripture, what does it benefit a civilization if it gains wealth but loses its strength and vigor? The advantages of Islam can be clearly seen in countries with mixed populations. Lebanon once had a Christian majority but is now 54% Muslim. In Communist Yugoslavia the provinces with Muslim populations grew much faster and received tax revenue from the wealthier Christian states. The population of Kosovo, the spiritual homeland of Christian Serbia, grew from 733,000 in 1948 to over two million in 1994, with the Muslim component surging from 68% to 90%, and lately going even higher. Meanwhile, Muslims are migrating into Europe where Christianity is in decline, the birth rate is far below replacement level, and people no longer have much faith in their own culture. Over the next few decades, as the next chapter will indicate, the native peoples of the West will become feebler and fewer. This means that on current trends Europe will become an Islamic continent in a century or so. The 1,400-year struggle between Islam and the West is coming to end. pp. 227 & 229-230
Jim Penman (Biohistory: Decline and Fall of the West)
President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.
Michael E. Gerber (The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It)
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Emily Dickinson (Emily Dickinson)
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.
Gabor Maté (Hold On to Your Kids: Why Parents Need to Matter More Than Peers)
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We had little money but didn’t think of ourselves as poor. Our vision, if I can call it that, was not materialistic. If we had a concept about ourselves, it was egalitarian, although we would not have known what that word meant. We spoke French entirely. There was a bond between Cajuns and people of color. Cajuns didn’t travel, because they believed they lived in the best place on earth. But somehow the worst in us, or outside of us, asserted itself and prevailed and replaced everything that was good in our lives. We traded away our language, our customs, our stands of cypress, our sugarcane acreage, our identity, and our pride. Outsiders ridiculed us and thought us stupid; teachers forbade our children to speak French on the school grounds. Our barrier islands were dredged to extinction. Our coastline was cut with eight thousand miles of industrial channels, destroying the root systems of the sawgrass and the swamps. The bottom of the state continues to wash away in the flume of the Mississippi at a rate of sixteen square miles a year. Much of this we did to ourselves in the same way that a drunk like me will destroy a gift, one that is irreplaceable and extended by a divine hand. Our roadsides are littered with trash, our rain ditches layered with it, our waterways dumping grounds for automobile tires and couches and building material. While we trivialize the implications of our drive-through daiquiri windows and the seediness of our politicians and recite our self-congratulatory mantra, laissez les bons temps rouler, the southern rim of the state hovers on the edge of oblivion, a diminishing, heartbreaking strip of green lace that eventually will be available only in photographs.
James Lee Burke (The New Iberia Blues (Dave Robicheaux #22))
All of us sit here at this conference and feel secure in our belief that we live in an era beyond this kind of…authoritarian regime change; but what sort of political climate do you think could potentially break apart our current stasis and deliver us back in time, so to speak? Thank you, I am gratified there has been so much interest in our little project. Gilead Studies languished for many years, I suppose those who had lived through those times did not want them resurrected for various reasons including what might have been done to them and what they themselves might have done. But at this distance, we can allow ourselves some perspective. It’s fortunate that is the last question as my voice is giving out. As to your question, in times of peace and plenty, it is hard to remember the conditions that have led to authoritarian regime changes in the past. And it is even harder to suppose that we ourselves would ever make such choices or allow them to be made. But when there is a perfect storm and collapse of the established order is in the works precipitated by environmental stresses that lead to food shortages, economic factors such as unrest due to unemployment, a social structure that is top heavy with too much wealth being concentrated among too few, then scapegoats are sought and blamed, fear is rampant, and there is pressure to trade what we think of as liberty for what we think of as safety. And, when the birth rate of any society is low enough to create an aging shrinking population, then commercial and military authorities will become alarmed. Their customer base and their recruitment base will be in jeopardy and there will be extreme pressure on women of childbearing age to make up the population deficit, thus our handmaid and her tale.
Margaret Atwood
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The fragility of the US economy had nearly destroyed him. It wasn't enough that Citadel's walls were as strong and impenetrable as the name implied; the economy itself needed to be just as solid. Over the next decade, he endeavored to place Citadel at the center of the equity markets, using his company's superiority in math and technology to tie trading to information flow. Citadel Securities, the trading and market-making division of his company, which he'd founded back in 2003, grew by leaps and bounds as he took advantage of his 'algorithmic'-driven abilities to read 'ahead of the market.' Because he could predict where trades were heading faster and better than anyone else, he could outcompete larger banks for trading volume, offering better rates while still capturing immense profits on the spreads between buys and sells. In 2005, the SEC had passed regulations that forced brokers to seek out middlemen like Citadel who could provide the most savings to their customers; in part because of this move by the SEC, Ken's outfit was able to grow into the most effective, and thus dominant, middleman for trading — and especially for retail traders, who were proliferating in tune to the numerous online brokerages sprouting up in the decade after 2008. Citadel Securities reached scale before the bigger banks even knew what had hit them; and once Citadel was at scale, it became impossible for anyone else to compete. Citadel's efficiency, and its ability to make billions off the minute spreads between bids and asks — multiplied by millions upon millions of trades — made companies like Robinhood, with its zero fees, possible. Citadel could profit by being the most efficient and cheapest market maker on the Street. Robinhood could profit by offering zero fees to its users. And the retail traders, on their couches and in their kitchens and in their dorm rooms, profited because they could now trade stocks with the same tools as their Wall Street counterparts.
Ben Mezrich (The Antisocial Network: The GameStop Short Squeeze and the Ragtag Group of Amateur Traders That Brought Wall Street to Its Knees)
Hey, can I help you—whoa!” As he wheeled around and settled into his attack stance, the black human salesperson jumped back and put his palms up. “Forgive me,” Xcor muttered. At least he hadn’t outed one of his weapons. “No problem.” The handsome, well-dressed man smiled. “You looking for something specific?” Xcor glanced around, and nearly walked back to that fancy stairwell. “I require a new shirt.” “Oh, cool, you got a hot date?” “And pants. And socks.” Come to think of it, he never wore underwear. “And undergarments. And a jacket.” The salesman smiled and raised a hand as if he were going to clap his customer on the shoulder—but then caught himself as he clearly rethought the contact. “What kind of look are you going for?” he asked instead. “Clothed.” The guy paused like he wasn’t sure whether that was a joke. “Ah . . . okay, I can work with non-naked. Plus it’s legal. Come on with me.” Xcor followed, because he didn’t know what else to do—he’d gotten this ball rolling; there was no reason not to follow through. The man stopped in front of a display of shirts. “So I’m going to go with the it’s-a-date thing, unless you tell me otherwise. Casual? You didn’t mention a suit.” “Casual. Yes. But I want to look. . . .” Well, not like himself, at any rate. “Presentable.” “Then I think what you’re going to want is a button-down.” “A button-down.” The guy regarded him steadily. “You’re not from here, are you.” “No, I’m not.” “I can tell by the accent.” The salesman passed a hand over the dizzying array of folded-up squares with collars. “These are our traditional cuts. I can tell without measuring you that the European stuff isn’t going to do you right—you’re too muscled in the shoulders. Even if we could get the neck and arm size right, you’d bust out of them. Do you like any of these colors?” “I don’t know what to like.” “Here.” The man picked up a blue one that reminded Xcor of the backdrop on his phone. “This is good with your eyes. Not that I go that way—but you gotta work with what you got. Do you have any idea of your size?” “XXXL.” “We need to be a little more exact.
J.R. Ward (The King (Black Dagger Brotherhood, #12))
Manhattan Prep started out as one lone tutor in a Starbucks coffee shop. Less than ten years later, it was a leading national education and publishing business that employed over one hundred people and was acquired by a public company for millions of dollars. How did that happen? We delivered a service that customers liked more than what was otherwise available. They sought us out and rewarded us with their business. We hired more people, grew, and kept improving. This process—a new company filling a need and flourishing as a result—is an example of value creation. It’s the fuel of economic growth, and what our country has been seeking a formula for. It’s the process that leads to new businesses and jobs. Value creation has a polar opposite: rent-seeking. In the 1980s, economists began noticing that countries with ample natural resources experienced lower economic growth rates than others. From 1965 to 1998 in the OPEC (oil-producing) countries, gross domestic product per capita decreased on average by 1.3 percent, while in the rest of the developed world, per capita growth increased by 2.2 percent (for an overall difference of 3.5 percent). This was a surprise—if you had lots of oil in the ground, wouldn’t that give you more wealth to invest and thus spur more rapid growth? Economists cited a number of factors to explain this “resource curse,” including internal and external conflict, corruption, lower monitoring of government, lack of diversification, and being subject to higher price volatility. One other possible explanation on offer was that a country’s smart people will wind up going to work in whatever industry is throwing off money (like the oil industry in Saudi Arabia). Thus fewer talented people are innovating in other industries, dragging down the growth rate over time. This makes sense—it’s a lot easier for a gifted Saudi to plug into the Ministry of Petroleum and Mineral Resources and extract economic value than to come up with a new business or industry. Does this sort of thing happen in the United States? Yes, you can make money through rent-seeking as opposed to value or wealth creation.
Andrew Yang (Smart People Should Build Things: How to Restore Our Culture of Achievement, Build a Path for Entrepreneurs, and Create New Jobs in America)
Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65
Andrew Chen (The Cold Start Problem: How to Start and Scale Network Effects)
Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.
Micah Solomon (Your Customer Is The Star: How To Make Millennials, Boomers And Everyone Else Love Your Business)
It is the custom in Germany for students to pass from one university to another during the course of their studies—a custom, incidentally, which no other country has. But it would be false to assume that this variety in instruction is a safeguard afainst uniformity of outlook, for although the professors of the various universities fight among themselves, they are all, fundamentally and at heart, in complete agreement. I came to realise this clearly through my contacts with the economists. This must have been about 1929. At that time we published a paper on certain aspects of the economic problem. Immediately a whole company of national economists of all sorts, and from a variety of universities, joined forces and signed a circular in which they unaminously condemned our economic proposals. I made one attempt to have a serious discussion with one of the most renowned of them, and one who was regarded by his colleagues as a revolutionary in economic thought Zwiedineck. The results were disastrous! At the time the State had floated a loan of two million seven hundred thousand marks for the construction of a road. I told Zwiedineck that I regarded this way of financing a project as foolish in the extreme. The life of the road in question would be some fifteen years ; but the amortisation of the capital involved would continue for eighty years. What the Government was really doing was to evade an immediate financial obligation by transferring the charges to the men of the next generation and, indeed, of the generation after. I insisted that nothing could be more unsound, and that what the Government should really do was to take radical steps to reduce the rate of interest and thus to render capital more fluid. I next argued that the gold standard, the fixing of rates of exchange and so forth were shibboleths which I had never regarded and never would regard as weighty and immutable principles of economy. Money, to me, was simply a token of exchange for work done, and its value depended absolutely on the value of the work accomplished. Where money did not represent services rendered, I insisted, it had no value at all. Zwiedineck was horrified and very excited. Such ideas, he declared, would upset the accepted economic principles of the entire world, and the putting of them into practice would cause a breakdown of the world's political economy. When, later, after our assumption of power, I put my theories into practice, the economists were not in the least discountenanced, but calmly set to work to prove by scientific argument that my theories were, indeed, sound economy !
Adolf Hitler (Hitler's Table Talk, 1941-1944)
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Walter Isaacson (Elon Musk)
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During an interview with Diversity Inc.’s director of research and product development, she walked me through a typical presentation used to pitch the value of the company’s software to prospective clients. I learned that their products are especially valuable to those industries not allowed to collect ethno-racial data directly from individuals because of civil rights legislation that attempts to curb how these data are used to discriminate. But now those who work in finance, housing, and healthcare can use predictive software programs to ascertain information that they cannot request directly. The US Health Insurance Portability and Accountability Act (HIPAA) privacy rule, for example, strictly monitors the collection, storage, and communication of individuals’ “protected health information,” among other features of the law. This means that pharmaceutical companies, which market to different groups, need indirect methods to create customer profiles, because they cannot collect racial-ethnic data directly. This is where Diversity Inc. comes in. Its software programs target customers not only on the basis of race and ethnicity, but also on the basis of socioeconomic status, gender, and a growing list of other attributes. However, the company does not refer to “race” anywhere in their product descriptions. Everything is based on individuals’ names, we are told. “A person’s name is data,” according to the director of research and product development. She explains that her clients typically supply Diversity Inc. with a database of client names and her team builds knowledge around it. The process, she says, has a 96 percent accuracy rate, because so many last names are not shared across racial–ethnic groups – a phenomenon sociologists call “cultural segregation.”18
Ruha Benjamin (Race After Technology: Abolitionist Tools for the New Jim Code)
The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems. They would likely compete with one another for resources and sometimes duplicate their efforts, replicating the Darwinian realities of surviving in nature. Freed from the constraints of intracompany communication, Bezos hoped, these loosely coupled teams could move faster and get features to customers quicker. There were some head-scratching aspects to Bezos’s two-pizza-team concept. Each group was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated. A group writing software code for the fulfillment centers might home in on decreasing the cost of shipping each type of product and reducing the time that elapsed between a customer’s making a purchase and the item leaving the FC in a truck. Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution.
Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
Consider this list of prompts to get the wheels turning: How can my startup increase current customer satisfaction? How can my startup increase the closing rate for potential customers in the pipeline? How can my startup attract new potential customers? What new features/services are needed to continue to grow? How can my startup attract new hires? How can I contain or reduce costs? How can I increase brand awareness with my target customers?
Sandra Shpilberg (New Startup Mindset: Ten Mindset Shifts to Build the Company of Your Dreams)
Before you can set about getting traction, you have to define what traction means for your company. You need to set a traction goal. At the earliest stages, this traction goal is usually to get enough traction to either raise funding or become profitable. In any case, you should figure out what this goal means in terms of hard numbers. How many customers do you need and at what growth rate? Your traction strategy should always be focused on moving the needle for your traction goal. By moving the needle, we mean focusing on marketing activities that result in a measurable, significant impact on your traction goal. It should be something that advances your user acquisition goal in a meaningful way, not something that would be just a blip even if it worked.
Gabriel Weinberg (Traction: How Any Startup Can Achieve Explosive Customer Growth)
Two groups of customers were given punch cards awarding a free car wash once the cards were fully punched. One group was given a blank punch card with eight squares; the other was given a punch card with ten squares that came with two free punches. Both groups still had to purchase eight car washes to receive a free wash; however, the second group of customers—those that were given two free punches—had a staggering 82 percent higher completion rate.
Nir Eyal (Hooked: How to Build Habit-Forming Products)
I say you are reading to slow. You need to read at least 93.5 mph. According to United Nations Educational, Scientific and Cultural Organization. Around 2.2 million new titles are published worldwide each year. If a book is in average 250 pages. Or 3 cm. That is 66 km of books every year. Or just 180 meters of books every day. If you can spend 4h/day to read you just need to read 45 meters of books an hour or 1500 bph (Books Per Hour). You are probably reading at 0.025-0.1 books per hour. But if you practice, you might have a chance? If each book contains 250 pages. And each page is on average 20 cm tall. And you can spend 4h on average each day reading. That means you have to read text at a speed of 187.5 km/h to keep up. However that is probably a bit too fast, since there is usually some white space on each page of a book so lets round it down to 150km/h. According to Stephen Hawking “if you stacked the new books being published next to each other, at the present rate of production you would have to move at ninety miles an hour just to keep up with the end of the line.” 90mph equals 144.841 km/h. I say, Stephen Hawking was a bit too generous. I calculated the reading speed needed on my own and came to the same approximately the same conclusion as Hawking. Yes I know. Great minds think a like, but since I think my calculation was a bit better. It must mean I'm a bit smarter than him, right? Not that I would want to flatter myself, just a little bit smarter is enough. Now I just need to study physics so I can solve how we may travel back in time to keep up reading all the books or make an alternative world with less authors so we can keep up reading. If you like me, think this situation is unacceptable. You too may sign my petition to forbid anyone from writing more than one book of 250 pages in their entire life for the next 2000-10.000 years. So we can catch up with reading all those books. You will have to excuse me but I tried to set my goal of reading 2.3 million books next year here on goodreads. But it only allowed to set the counter to 99 thousand so unfortunately it will have to wait until they fix this. I suspect the limit is there by intent. Since if everyone read all the books published each year and a few millions more, goodreads would not be needed. Their business model is based on you not reading 150kmbookpages/h. I have contacted customer support, unfortunately they did not take my suggestion seriously, if you could please help me and also email them then hopefully they will come to their senses and fix this once they see there is a demand. (Don't do this, it's just a joke.) In the meantime I will just go back to reading 10-20 books a year.
myself and Stephen Hawking?
where a = accumulated future value, p = principal or present value, r = rate of return in percentage terms, and n = number of compounding periods. All too often, management teams focus on the r variable in this equation. They seek instant gratification, with high profit margins and high growth in reported earnings per share (EPS) in the near term, as opposed to initiatives that would lead to a much more valuable business many years down the line. This causes many management teams to pass on investments that would create long-term value but would cause “accounting numbers” to look bad in the short term. Pressure from analysts can inadvertently incentivize companies to make as much money as possible off their present customers to report good quarterly numbers, instead of offering a fair price that creates enduring goodwill and a long-term win–win relationship for all stakeholders. The businesses that buy commodities and sell brands and have strong pricing power (typically depicted by high gross margins) should always remember that possessing pricing power is like having access to a large amount of credit. You may have it in abundance, but you must use it sparingly. Having pricing power doesn’t mean you exercise it right away. Consumer surplus is a great strategy, especially for subscription-based business models in which management should primarily focus on habit formation and making renewals a no-brainer. Most businesses fail to appreciate this delicate trade-off between high short-term profitability and the longevity accorded to the business through disciplined pricing and offering great customer value. The few businesses that do understand this trade-off always display “pain today, gain tomorrow” thinking in their daily decisions.
Gautam Baid (The Joys of Compounding: The Passionate Pursuit of Lifelong Learning, Revised and Updated (Heilbrunn Center for Graham & Dodd Investing Series))
Great. The benefit I’ve always wanted—a frequent customer rate for a body disposal service. What’s next, a Groupon for funeral arrangements?
Dima Zales (Misfortune Teller (Sasha Urban, #2))
older entrepreneurs have higher success rates when they start companies than their younger counterparts. The experience they bring to the table, along with a network of relationships built up over the years and the deep knowledge and understanding they have of their field and its customers, gives them the best chance of survival. People who have been in business for a while have a long view of what works and what doesn’t; they have honed financial judgment and relationships that give them business insights. One reason you may
Debra Kaye (Red Thread Thinking: Weaving Together Connections for Brilliant Ideas and Profitable Innovations)
Tips on Web Design and Site Marketing Web content is king, which is why we have devoted an entire chapter to it later in this book. It is what draws visitors and ultimately what converts them to customers. So, try to make your web content as engaging as possible. Make sure the content is interactive, unique and educational. Ensure that visitors have the option of plugins while encouraging them to visit as many pages on your site as possible if they want to obtain vital information. The images you use on your website should be both enticing and descriptive in nature. In today’s world, social media is all pervasive. In order to encourage visitors to share your web content, you can include icons of social media platforms on your website. In some select cases, consider integrating social media feeds, like Facebook or Instagram, onto your website so that they can automatically show the latest postings. A "Call-to-Action" can help convert visitors to your site into customers. Always try using a very clear and concise "Call-to-Action" language. Understand what type of conversion you are looking for, and try to provide multiple levels of conversion. For example, a plastic surgeon may provide Schedule an Appointment as a call to action, which will attract only the segment of web visitors who have reached their decision stage. By adding conversion points for visitors who are at earlier stages of their decision making, like signing up for a webcast or your newsletter can help you widen your conversion points and provide inputs to your email marketing. To raise the average amount of time a visitor spends on your website and to minimize the bounce rate, ensure that your website offers a user-friendly and attractive design. This way you will increase the number of links you have on your website and boost its SEO ranking (Tip: While Google’s algorithm is not public, our iterative testing shows that sites with good usability analytics metrics like time on site and bounce rate play favorably in Google’s algorithm, other things remaining constant). Ensure you observe due diligence when designing a website that will enable visitors to navigate in different languages. For example, you may need a lot more space for your menu, as there are languages that use up more space than the English language.
Danny Basu (Digital Doctor: Integrated Online Marketing Guide for Medical and Dental Practices)
The exciting news is that you’re not only the customer who wants a 5-star career; you’re also the one and only person who has the power to manufacture it. Once you understand the relationship between you as the customer and you as the manufacturer, nothing can stop you in your quest for quality.
Penelope Przekop (5-Star Career: Define and Build Yours Using the Science of Quality Management)
The biggest advantage of working in small batches is that quality problems can be identified much sooner. This is the origin of Toyota’s famous andon cord, which allows any worker to ask for help as soon as they notice any problem, such as a defect in a physical part, stopping the entire production line if it cannot be corrected immediately. This is another very counterintuitive practice. An assembly line works best when it is functioning smoothly, rolling car after car off the end of the line. The andon cord can interrupt this careful flow as the line is halted repeatedly. However, the benefits of finding and fixing problems faster outweigh this cost. This process of continuously driving out defects has been a win-win for Toyota and its customers. It is the root cause of Toyota’s historic high quality ratings and low costs.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
The Five Whys ties the rate of progress to learning, not just execution. Startup teams should go through the Five Whys whenever they encounter any kind of failure, including technical faults, failures to achieve business results, or unexpected changes in customer behavior. Five Whys is a powerful organizational technique. Some of the engineers I have trained to use it believe that you can derive all the other Lean Startup techniques from the Five Whys. Coupled with working in small batches, it provides the foundation a company needs to respond quickly to problems as they appear, without overinvesting or overengineering.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
Aaron: I think it doesn’t make sense until there’s some sort of inflection from a growth standpoint. The idea is not to hand a COO random busywork from around the company. Instead, consider some key criteria: Are you scaling at a rate where your own time is now spent primarily on pure operational activities—like hiring and building up goal-setting structures and performance reviews and helping people with organizational issues and process? Is that pulling you away from things like your product strategy and product design or working with customers, for instance? You have to solve all those problems either way, and at some point in the inflection curve, it just makes more sense to get a partner to help you with the operational stuff.
Elad Gil (High Growth Handbook: Scaling Startups From 10 to 10,000 People)
Supreme Towing Inc is a family owned and operated company in Murrieta, CA. We provide 24 hour emergency towing service and roadside assistance services across the entire state of California. We take pride in our ability to provide excellent customer service at affordable rates. Our one goal is that you will be so pleased with the level of service and commitment to your safety, and with the care, as to the well-being of your family and your car, that you can’t help but tell all your friends.
Supreme Towing Inc
First, after the fast-firing neurons get tired, they take a long nap while previously dormant ones are invigorated, keeping the overall activity distribution the same but with revolving active participants. Second, the rate distributions remain correlated across brain states and across various testing situations, implying that some neurons must work harder than others forever. If you cannot decide, no worries. When I asked many of my colleagues, the majority favored the first option, but some argued in favor of the second, which is correct. Individual neurons maintain their firing rate ranks over days, weeks, and months, as if they sense their own firing outputs and adjust them to a set point customized to each cell.
György Buzsáki (The Brain from Inside Out)
Hauptly deconstructs the process of innovation into its most fundamental steps. First, Hauptly states, understand the reason people use a product or service. Next, lay out the steps the customer must take to get the job done. Finally, once the series of tasks from intention to outcome is understood, simply start removing steps until you reach the simplest possible process. Consequently, any technology or product that significantly reduces the steps to complete a task will enjoy high adoption rates by the people it assists. For Hauptly, easier equals better.
Nir Eyal (Hooked: How to Build Habit-Forming Products)
Red Dragon Air Conditioning Ltd has established a purpose built Air Conditioning and Refrigeration Training Centre in Bridgend, South Wales. The air conditioning and refrigeration training centre is located just 1 mile off J37 on the M4 and within easy travel distance from numerous hotels and B&B’s who offer discounted rates to all our customers.
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H2go Corp is a customer-centric company keeping its satisfaction as the top priority. After noticing the flaws of traditional delivery, we have empowered our customers with control by making bottled water delivery on-demand. We have managed to perform a 99% success rate on all our deliveries. Our goal is to ensure our customers are hydrated without delay. For the safety of our customers and drivers, H2Go corp adopted no-contact delivery. For any special requests, please add special instruction, and our drivers will be happy to help. H2go offers bottled water delivery for both commercial/office and residential customers.
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Every big company has a history that defines what it makes, the industry in which it competes, its relationship with customers, and its historic growth rates. In big companies, planning is strategy. It is the formalized process, well understood by all involved, of how companies determine which paths to choose to achieve corporate goals. Thus, if the question is whether to build a more efficient factory, to invest in more innovation relating to a specific product, to jettison a line of business, or to acquire a competitor, such alternatives can be quantified and evaluated, one against the other, using financial and risk measures.
Carl J. Schramm (Burn the Business Plan: What Great Entrepreneurs Really Do)
It would have been easy to think of the jobs in terms of that ratio between time and reward. But I knew what really counted was the relationship between time and results. So I asked myself, “What is the most valuable result I could achieve in this job?” It turned out to be winning back customers who wanted to cancel. So I worked hard at convincing customers not to cancel, and soon I achieved a zero rate of cancellation. Since I was paid for each client I retained, I learned more, earned more, and contributed more.
Greg McKeown (Essentialism: The Disciplined Pursuit of Less)