Customer Services Quotes

People don't care how much you know until they know how much you care

If people could handle their self-loathing, customer service would be smoother.

Truth builds trust.

Everyone wants to know why customer service has gone to hell in a handbasket. I want to know why customer behavior has gone to hell in a handbasket.

How people themselves perceive what they are doing is not a question that interests me. I mean, there are very few people who are going to look into the mirror and say, 'That person I see is a savage monster'; instead, they make up some construction that justifies what they do. If you ask the CEO of some major corporation what he does he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees. But then you take a look at what the corporation does, the effect of its legal structure, the vast inequalities in pay and conditions, and you see the reality is something far different.

In this age, the mere example of non-conformity, the mere refusal to bend the knee to custom, is itself a service. Precisely because the tyranny of opinion is such as to make eccentricity a reproach, it is desirable, in order to break through that tyranny, that people should be eccentric. Eccentricity has always abounded when and where strength of character has abounded; and the amount of eccentricity in a society has generally been proportional to the amount of genius, mental vigor, and moral courage which it contained. That so few now dare to be eccentric, marks the chief danger of the time.

Christmas Gift Suggestions: To your enemy, forgiveness. To an opponent, tolerance. To a friend, your heart. To a customer, service. To all, charity. To every child, a good example. To yourself, respect.

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

Online word-of-mouth is very powerful. These days customer service is one of the most important differentiation factors used by customers to pick one brand over others.

Handled properly, a single resolved mistake can build more trust than a hundred flawless transactions.

An effective customer service strategy is the one which will never stop learning more about your customers.

A good marketing can’t overcome your poor customer strategy, but a good customer service can compensate for your poor marketing.

You need a good customer service and client success strategy because it helps your business grow.

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

Approaches to differentiating can take many forms: design or brand image, technology, features, customer service, dealer network, or other dimensions.

It is most gratifying," it said, "that your enthusiasm for our planet continues unabated, and so we would like to assure you that the guided missiles currently converging with your ship are part of a special service we extend to all of our most enthusiastic clients, and the fully armed nuclear warheads are of course merely a courtesy detail. We look forward to your custom in future lives ... thank you.

I need to find Meg." I wiped my mouth with a shaky hand. "What would the myrmekes do with her?" "I don't know!" "Tell me or I will not complete your customer service survey.

If you want to retain your customers, attract more customers, and don’t want to unnecessarily spend your budget in marketing campaigns which will fail because of your increasing number of dissatisfied customers, start working on your customer service strategy right now.

One way to improve your business is to increase its capabilities. The more capable your business is of providing value to it's customers, the more success your business will experience.

We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better.

In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.

The best way to help your consumers with your business is to treat your employees right so they give better customer service, empower them so they can provide faster solutions, and to treat your vendors and partners fairly and with respect so they can continually provide the best product and services to their ability. - Strong by Kailin Gow

Thank your customer for complaining and mean it. Most will never bother to complain. They'll just walk away.

Customers want someone just like them, even when it comes to picking a company.

We have to start listening to what our ideal customers have to say about our product with an open mind.

Neoliberalism makes citizens into consumers. The freedom of the citizen yields to the passivity of the consumer. As consumers, today’s voters have no real interest in politics –in actively shaping the community. They possess neither the will nor the ability to participate in communal, political action. They react only passively to politics: grumbling and complaining, as consumers do about a commodity or service they do not like. Politicians and parties follow this logic of consumption too. They have to ‘deliver’. In the process, they become nothing more than suppliers; their task is to satisfy voters who are consumers or customers.

Humans evolve with time and so do their needs.

Always remember that your audience is not made up of bots. They don’t follow fixed algorithms and make decisions based on that.

To understand who will be fit for your product, you have to first understand your ideal customers’ needs, wants and preferences.

What your audience has to say about your product matters more than what you have to say about it.

Everything around your customers is shaping those needs and wants. We can’t stop this change from happening, but we can listen.

It’s okay to be wrong but it’s not okay to not accept it. When we fail to acknowledge and admit that we were wrong, we hinder our mind from learning something new.

You want to become more open-minded, challenge your ideas without being offended. Don’t let your ego ruin your learning experience.

Every product has its own set of audience and this audience may not coincide with the entire skincare market.

Customers need to know that they are heard, and their opinions are respected and acknowledged.

Start paying more attention to your digital customer strategy. You don’t want any of your online actions to take a hit on your brand reputation.

When a value is communicated well, it gives your potential customers an option to choose you over others and to stick to your brand.

Post-purchase dissonance is when the customers regret the product that they have just bought.

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

When you depersonalize abrasive behavior and see it as a call for help you become a catalyst for the best kind of change.

Good customer care representatives will possess good knowledge to answer any questions without beating around the bush and delaying the issue for a few more days until they find somebody else to look into it.

For getting those customers, you need to first let them know about your business, your product and how your product is exactly what they are looking for. And for that very purpose, you have to advertise your product.

I have always believed that the way you treat your employees is the way they will treat your customers, and that people flourish when they are praised.” Sir

Whoever had coined the phrase, ‘the customer is always right,’ had clearly never worked in retail or customer service. And if they had, well, then they’d need to be hauled out into the street and beaten to death with plastic spoons.

Next time, can you ask him to bring cookies? I don't like to put up with that level of insane unless there's some kind of high-calorie compensation.

Where's your instruction manual?" I asked him. "What's the baby customer-service number?

Your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers.

Listening to the audience means that they have to accept that there is something wrong with the product, which is not an easy thing, but it has the potential to save your business from failure. Anything that can grow your business (ethically) is worth considering.

The internet and online communication is the window into your world - but real life, in person communication / connection is the door.

Whoever said running in the morning gives you energy never had a day job that involves customer service.

If your business can substantially cut costs and pass along those cost savings to customers... Then your business will likely experience an increase in demand for it's products or services.

When you’re busy, avoid taking the quickest action. Instead make the extra effort to truly serve the customer.

For every dilemma, find at least three or four possible solutions. The creative process leads to better results.

Competition on dimensions other than price - on product features, support services, delivery time, or brand image, for instance - is less likely to erode profitability because it improves customer value and can support higher prices. p.32

The economy is always changing. Therefore, business strategy should change to adapt. And the way to adapt is to find new ways to add value to the customers lives. At Mayflower-Plymouth, we're here to help your business thrive in this way.

They were presently on hold with Comcast customer service and might not emerge for hours, if indeed they survived the ordeal at all.

If a businesses customers can clearly describe its value proposition, then it has succeeded in its marketing plan.

Your customers are responsible for your company’s reason for existing.

In every company which I have done strategic planning, the number-one value people choose is always integrity. The second values may be quality of products and services, caring about people, excellent customer service, profitability , innovation, entrepreneurship, and others. But integrity always comes first.

To be successful in business, you need to understand what you’re selling and you need to understand the people who are buying. And the more holistic your understanding, the more success the business will experience.

Many companies expect loyal customers without providing loyal service. This has been the visionary failure of countless corporations.

That’s me, keeping things bitchy from open to close.” I turned around and gave him my customer service smile.

the role of customer service is to mitigate disloyalty by reducing customer effort.

His face held a certain impassivity; you see it in all waiters and valets. They might want to jam a knife through your left eye socket, but you'd never know it from their expression. Working retail, I've acquired a similar look myself.

The first priority of the business is to add value to the customers lives, in exchange for payment. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

How you think about your customers influences how you respond to them.

At BearPaw Duck And Meme Farm, our customer service representatives work 24/7 to make sure you are satisfied. If nobody answers your call within five rings, like The Olympics logo, call back in four years.

Even your most loyal customers always have a choice about where to take their business.

*Customer service* is seldom about the customer; it is usually about the seller’s chances of making more money from that customer in future.

The King: Your execution - The Queen: Your marketing - The Bishop: Your customer service - The Knight: Your product - The Rook: Your people - The Pawn: Your ideas.

Because it is a monopoly, government brings inefficiency and stagnation to most things it runs; government agencies pursue the inflation of their budgets rather than the service of their customers; pressure groups form an unholy alliance with agencies to extract more money from taxpayers for their members. Yet despite all this, most clever people still call for government to run more things and assume that if it did so, it would somehow be more perfect, more selfless, next time.

CUSTOMER: Do you have any of those books where you can change the names of the main character to the name of the person you're giving the book to? Do you have Alice in Wonderland, but not Alice, I'd like Sarah in Wonderland. BOOKSELLER: I'm afraid you have to buy those from the publisher, as they're a print on demand service. CUSTOMER: Yeah, I don't really have time to do that. Do you have a copy of Alice? Then I can buy some Tipp-ex or something, and edit it.

The goal is to have customers who appreciate the value your business is selling; and customers who are willing and able to pay for that value. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Thinking there had to be a better way was a brilliant stroke of serendipity!

Make your customers comfortable and they will give you their lives.

After each customer interaction, notice if you gave them a “happy to see you” kind of experience.

Customers are human and humans can view situations in unexpected ways.

Coaching is the only thing where the more someone else practices, the better you get. That’s my kind of hard work. People always ask me, "Jarod, how come you don't have a Guinness World Record for getting others to do what you aren't capable of doing?" I tell them I don't worry about awards, because I'm a buy-my-own-trophies kind of guy. Plus, I'm too busy being the greatest duck farmer in history. Then I give them the customer service number to call at Guinness, because that's a good question that demands to be answered.

Parent power is not a sign of democracy, it is a sign of barbarism. We are to regard education as a service industry, like a laundry, parents are the customers, teachers the washers, children the dirty linen. Oh dear, oh dear, oh dear. And what in the name of boiling hell do parents know about education? How many educated people are there in the world? I could name seventeen or eighteen.

Most states still allow restaurant and other service workers to be paid a subminimum wage, which is a meager $2.13 an hour at the federal level, forcing nearly 5 million workers to survive on tips. (Where did the concept of subminimum wage come from? It’s a vestige of slavery. After emancipation, restaurant owners hired formerly enslaved Black workers for free. They had to rely on customers’ charity.) This is indefensible.

Profit is good. Profit motivates businesses to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

Nothing consoles and comforts like certainty does.

When an online service is free, you're not the customer. You're the product.

it will not suffice to have customers that are merely satisfied. Customers that are unhappy and some that are merely satisfied switch. Profit comes from repeat customers—those that boast about the product or service.

There is great potential for your business to grow exponentially if you take advantage of digital advertising. With an online presence, your products will be visible to a wider audience. You’ll be able to take your product to where your target customers are.

Profits are a standard, not a priority. The business should price its products and services maximally above its expenses. But the priority and main focus should always be adding value to the customers lives. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Being a mercenary, though... Hey, we just go wherever there's a mixture of money and trouble, and everyone in the galaxy is a potential customer. Even the people you're paid to shoot at? Well, yeah. There are customers we serve, and customers we service. -Captain Kevyn Andreyasn & General Tagon

Two things happen when your objectives are too broad—you don’t achieve the right results and you lose a lot of your resources. You want to avoid both of those.

If your objectives are too broad, they can dilute your project.

Discovering a cure for a disease is one thing, but making that cure available to everyone so it can actually be used to eradicate the problem is another thing.

Many customers form their opinions about the product or about the service solely by their contacts with the people that they see—contact men, I will call them.

Service is not something you do. It is something you are.

When you put yourself in the customer’s shoes and begin your dialog from there, an immediate connection develops that stems beyond basic commerce and encourages loyalty.

If you take the approach of “earning” your customers’ business every day and treating them well, they’re less likely to try someone else.

When customers are happy with your service, they're more likely to come back and buy from you again.

Customer service has everything to do with consistency, systems, training, and the habits you and your team create.

Exceptional customer service proactively manages your brand and reactively can turn upset customers into raving fans based on how you handled their complaint.

If you're a company, my advice is to remember that you can't have it both ways. You can’t treat your customers like family one moment and then treat them impersonally—or, even worse, as a nuisance or a competitor—a moment later when this becomes more convenient or profitable.

lawyer and technology writer Richard Koman, argued that Google “has become a true believer in its own goodness, a belief which justifies its own set of rules regarding corporate ethics, anti-competition, customer service and its place in society.

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.

The customers should be happy, but the business should not accept mediocre profits just to make the customers happy. The relationship between business and customer should be reciprocal. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

A Value Proposition creates value for a Customer Segment through a distinct mix of elements catering to that segment’s needs. Values may be quantitative (e.g. price, speed of service) or qualitative (e.g. design, customer experience).

You don't even know if she really likes you, Oberon said as we exited and I unlocked my bike. She could be doing her customer service routine and stringing you along in hopes of a big tip the next time you come in. With dogs you just go up and smell their asses and you know where you stand, it's so much easier. Why can't humans do that?

When you send out a feedback form to your customers and they share their opinions with you, don’t just ignore them. It’s time for you to make a decision based on what your customers have just shared with you.

At the end of the day, the business needs to be profitable if it's going to keep providing the products or services that the customers love. If you're a customer and you love what you're buying from a business, then you should want that business to be profitable so that you can keep on buying that stuff from them.

Being valuable is the start. But a good business also has to communicate its value to its customers and those customers have to also voluntarily be in agreement with that value. If the customers perceive the value, and determine that the value they obtain from your businesses products or services is greater than the value of the dollars, Renminbi or ETH they have in their wallet… then they will pay for what your business is selling. If not, they won’t.

Who made the 999 call?" "Dunno," said Purdy. "Mobile, probably." It's officers like Purdy that give the Metropolitan Police its sterling reputation for customer service that makes us the envy of the civilised world.

Take good care of your customers and they will take care of your business.

The purpose of every business and organization is to get and keep customers.

Good choice, Polly,” she soothes, caressing my long, dark hair. “You may not have been fucked by a woman before but, if you’re a good girl now, then you soon will be…

The easiest and most powerful way to increase customer loyalty is really very simple. Make your customers happy.

If a gift, favor, or service incorporates all three features of meaningfulness, unexpectedness, and customization, it can become a formidable source of change.

Oh no!’ replies Monsieur Tuvache indignantly. ‘We’re not murderers, you know. You have to understand that’s prohibited. We supply what is needed but people do the deed themselves. It’s their affair. We are just here to offer a service by selling quality products,’ continues the shopkeeper, leading the customer towards the checkout.

If the research is done for brand awareness and the results don't show any rosy picture, then maybe you want to share those results with your marketing head who can include more brand awareness strategies in her marketing plan.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

We’re creatures of habit when it comes to mobile contracts and the wires piping high-speed data into our homes. It’s a pain to deal with transfers, installations, and customer service interactions, so we shrug and keep paying a premium.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

When people ask me that question that everyone asks: "What do you do?" I'd say, "I'm in customer service," which was true. To me, it's nice day's work when you make a lot of people smile. I know that sounds too earnest, but it's true. I mean, I would rather be a librarian, but I worry about the job security. Books may be temporary; dicks are forever.

If you want to be outstanding, stop meeting expectations, start exceeding them

Take good care of your customers and they will take care of your business

Until you understand your customers - deeply and genuinely - you cannot hope to serve them

Until you understand your customers - deeply and genuinely - you cannot truly serve them

Customer conversion is dependent on the right customer conversation

Leadership, at its core, is about making other people better as a result of your presence—and making sure that the impact lasts in your absence.

Cater to your customers’ lifestyles. It will create instant rapport and a lasting sense of “I belong here.

the first step towards greatness is taking the first step

But your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers.

Once you’ve isolated what is teachable, what your customers value, and what they need most often, document your process for delivering this type of product or service.

When your employees are happy at work, they do a better job. And when they do a better job, customers feel it. And when customers feel that happiness coming from a companies employees, it's like they just wanna spend their money there.

I will not be defined by the marks left on me by the world, but by the mark I leave on the world (referring to the facial scars he still carries from his successful 1991 battle against cancer, which caused him to be turned down for a customer service job because he was "too ugly").

The missionary is building the product and building the service because they love the customer, because they love the product, because they love the service. The mercenary is building the product or service so that they can flip the company and make money.

Joseph Pine wrote that today's economy is an "experience economy", meaning that customers want more than a good product or service; they want to enjoy the experience of using a product or service, which begins with their first interaction with a company. So if, in spite of all your customer-service training and "customer-facing" procedures, policies, and scripts, customers aren't feeling the love, you're in trouble. Love? Yes.

Unless they are off duty, no matter how wide it is, and even when it is sincere, a smile seems fake if the job description of the person who is smiling includes smiling.

Before you can decide on your brand fonts, colors or imagery, let alone your messaging, you need to know who you're trying to attract first.

People will forget what you say, they will forget what you do, but they never will forget how you make them feel.” —Dr. Maya Angelou

Capitalize on charm by continually captivating your customer.

If you are using an internet service for free, you are not the customer, you are the product.

Customers loves certainty, make sure you give it to them.

A complaint is a unique opportunity to strengthen the relationship with the client.

Never leave your customers wondering.

When a customer is upset, remember that you're dealing with a person, not a problem.

What’s hard is designing a service model that allows average employees—not just the exceptional ones—to produce service excellence as an everyday routine.

Branding Through Customer Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

Then she is on me. Her soft, hot body collapses onto my own ravenous frame. She pushes my legs open with her knees and pulls my arms above my head with her hands, holding me a willing hostage. For one long moment we are eye to eye. Her breasts press down into my nipples, goading them but offering no release, and then her lips come crashing down on mine. She kisses me as though she already owns me; exploring my mouth with her tongue, dragging it aggressively from one side of my lips to the other.

I have seen the consequences of attempting to shortcut this natural process of growth often in the business world, where executives attempt to “buy” a new culture of improved productivity, quality, morale, and customer service with strong speeches, smile training, and external interventions, or through mergers, acquisitions, and friendly or unfriendly takeovers. But they ignore the low-trust climate produced by such manipulations. When these methods don’t work, they look for other Personality Ethic techniques that will—all the time ignoring and violating the natural principles and processes on which a high-trust culture is based.

True and abiding happiness in work comes from being deeply engaged in solving a problem with talented people you know are also deeply engaged in solving it, and from knowing that the customer loves the product or service you all have worked so hard to make.

Insurance business is about promises and trust. It is about delivering to the customer in times of need and if this cannot be imbibed in a professional neither him nor the industry will succeed.

The Call of the Wild They have cradled you in custom, they have primed you with their preaching, They have soaked you in convention through and through; They have put you in a showcase; you're a credit to their teaching– But can't you hear the wild?–it's calling you. Let us probe the silent places, let us seek what luck betide us; Let us journey to a lonely land I know. There's a whisper on the night-wind, there's a star agleam to guide us, And the wild is calling, calling . . . . let us go.

The strikes continue ruthlessly. I brace for each blow, numbering it as the heat subsides, and enjoying her tender exploration of my swollen lips in between. The rhythm pulls me through the assault and, all too soon, I acknowledge the tenth strike.

There’s barely a product or service on the market today that customers can’t buy from someone else for about the same price, about the same quality, about the same level of service and about the same features. If you truly have a first-mover’s advantage, it’s probably lost in a matter of months. If you offer something truly novel, someone else will soon come up with something similar and maybe even better. But if you ask most businesses why their customers are their customers, most will tell you it’s because of superior quality, features, price or service. In other words, most companies have no clue why their customers are their customers. This is a fascinating realization.

Disruptive innovations, in contrast, don’t attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefits—typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.3

R6 is explicitly built around the idea that the purpose of a business is to create value for customers. The framework is designed to enhance this value creation. We change not for the sake of change, but so that we may continue to be of value and be of even greater value to the people we serve. We don’t change because we’re forced to change. We don’t change for the sake of change. We change so that we can add more value and be of greater service.

You will get exactly what you deserve Polly,” comes the firm reply, “you can trust me on that… But if you do – trust me I mean – I promise you an unparalleled climax.” She pauses, gazing deep into my frightened green eyes. “It’s your call Polly, all yours.” I allow my aching body to decide for me . “Punish me please, mistress,” I say in a very small voice.

Here’s to a tasty lunch,” she says, winking at me. It’s the strangest thing, but I actually feel my body respond to her. Beneath their lace prison, my nipples harden and send a jolt of arousal across my midriff and down to my thighs. I take a long sip of champagne and eye Rachel hungrily. I can’t be sure if it’s the alcohol or the company but I already feel giddy.

So when we say that Christians work from a gospel worldview, it does not mean that they are constantly speaking about Christian teaching in their work. Some people think of the gospel as something we are principally to “look at” in our work. This would mean that Christian musicians should play Christian music, Christian writers should write stories about conversion, and Christian businessmen and -women should work for companies that make Christian-themed products and services for Christian customers. Yes, some Christians in those fields would sometimes do well to do those things, but it is a mistake to think that the Christian worldview is operating only when we are doing such overtly Christian activities. Instead, think of the gospel as a set of glasses through which you “look” at everything else in the world. Christian artists, when they do this faithfully, will not be completely beholden either to profit or to naked self-expression; and they will tell the widest variety of stories. Christians in business will see profit as only one of several bottom lines; and they will work passionately for any kind of enterprise that serves the common good. The Christian writer can constantly be showing the destructiveness of making something besides God into the central thing, even without mentioning God directly.

Even if you’re not broadcasting your personal life to the universe through social media, choose your confidants wisely and with discretion. Your ability to keep your personal details close to your vest will encourage others to feel that you are trustworthy enough to be trusted with their personal details.

Six Telltale Signs of a Winning Strategy 1) An activity system that looks different from any competitor's system. It means you are tempting to deliver value in a distinctive way. 2) Customers who absolutely adore you, and noncustomers who can't see why anybody would buy from you. This means you have been choiceful. 3) Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don't need to attack the heart of your market to survive. 4) More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and best capacity to add spending to take advantage of an opportunity to defend your turf. 5) Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. 6) Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

A brand is not a logo. A brand is not a corporate identity system. It’s a person’s gut feeling about a product, service, or company. Because it depends on others for its existence, it must become a guarantee of trustworthy behavior. Good branding makes business integral to society and creates opportunity for everyone, from the chief executive to the most distant customer.

Given our new situation, I think you should find a more appropriate way to address me Polly. Do so now please.” I don’t even have to think. An invisible shroud of submission seems to have fallen over me and the prospect of surrendering to this beautiful creature is the only thing on my mind, because I do – absolutely – want her to fuck me, and I have never wanted anything so much…

The Value Proposition is the reason why customers turn to one company over another. It solves a customer problem or satisfies a customer need. Each Value Proposition consists of a selected bundle of products and/or services that caters to the requirements of a specific Customer Segment. In this sense, the Value Proposition is an aggregation, or bundle, of benefits that a company offers customers.

Most people think of hospitality as something they do. Will thinks about service as an act of service—about how his actions make people feel. And he recognized that if he wanted his frontline teams to obsess about how they made their customers feel, he had to obsess about how he made his employees feel. The two cannot be separated: great service cannot exist without great leadership. Will not only

With our cynicism, created by years of insecurity, how did we look on men? We judged the salesmen in the van der Weyden by the companies they represented, their ability to offer us concessions. Knowing such men, having access to the services they offered, and being flattered by them that we were not ordinary customers paying the full price or having to take our place in the queue, we thought we had mastered the world.

About the same time I came in contact with another Christian family. At their suggestion I attended the Wesleyan church every Sunday. For these days I also had their standing invitation to dinner. The church did not make a favourable impression on me. The sermons seemed to be uninspiring. The congregation did not strike me as being particularly religious. They were not an assembly of devout souls; they appeared rather to be wordly-minded people, going to church for recreation and in conformity to custom. Here, at times, I would involuntarily doze. I was ashamed, but some of my neighbours, who were in no better case, lightened the shame. I could not go on long like this, and soon gave up attending the service.

There are whole industries, such as venture capital, that are currently organized around the belief that innovation is essentially a game of playing the odds. But it’s time to topple that tired paradigm. I’ve spent twenty years gathering evidence so that you can put your time, energy, and resources into creating products and services that you can predict, in advance, customers will be eager to hire. Leave relying on luck to the other guys.

In truth, the crossing from nature to culture and vice versa has always stood wide open. It leads across an easily accessible bridge: the practising life. People have committed themselves to its construction since they came into existence - or rather, people only came into existence by applying themselves to the building of said bridge. The human being is the pontifical creature that, from its earliest evolutionary stages, has created tradition-compatible connections between the bridgeheads in the bodily realm and those in cultural programes. From the start, nature and culture are linked by a broad middle ground of embodied practices - containing languages, rituals and technical skills, in so far as these factors constitute the universal forms of automatized artificialities. This intermediate zone forms a morphologically rich, variable and stable region that can, for the time being, be referred to sufficiently clearly with such conventional categories as education, etiquette, custom, habit formation, training and exercise - without needing to wait for the purveyors of the 'human sciences', who, with all their bluster about culture, create the confusion for whose resolution they subsequently offer their services.

When it first emerged, Twitter was widely derided as a frivolous distraction that was mostly good for telling your friends what you had for breakfast. Now it is being used to organize and share news about the Iranian political protests, to provide customer support for large corporations, to share interesting news items, and a thousand other applications that did not occur to the founders when they dreamed up the service in 2006. This is not just a case of cultural exaptation: people finding a new use for a tool designed to do something else. In Twitter's case, the users have been redesigning the tool itself. The convention of replying to another user with the @ symbol was spontaneously invented by the Twitter user base. Early Twitter users ported over a convention from the IRC messaging platform and began grouping a topic or event by the "hash-tag" as in "#30Rock" or "inauguration." The ability to search a live stream of tweets - which is likely to prove crucial to Twitter's ultimate business model, thanks to its advertising potential - was developed by another start-up altogether. Thanks to these innovations, following a live feed of tweets about an event - political debates or Lost episodes - has become a central part of the Twitter experience. But for the first year of Twitter's existence, that mode of interaction would have been technically impossible using Twitter. It's like inventing a toaster oven and then looking around a year later and discovering that all your customers have, on their own, figured out a way to turn it into a microwave.

The actor, writer, and director Woody Allen once said, “80% of success is just showing up!” You Can Show Up By . . . • Participating. • Sharing ideas. • Being dependable. • Keeping your word. • Taking the initiative. • Volunteering to be of assistance. • Being there when a friend needs you. • Raising your hand and asking questions. • Attending your children’s sporting events. • Taking your place and claiming your space. • Demonstrating that you have something to offer.

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

I met Jose Angelico the way I meet many of my customers. I have a workshop on the cemetery road, just past the coffin makers. I specialize in the small, simple stone. I am very aware that my clients have next to nothing, and renting the grave has often taken most of their money. So I modify and modify and get down to the very lowest cost. The dead, however, must have that stone: the reminder, the eternal reminder, that this man, this woman, this child---existed. On some of the graves the name is marked in paint, or even pen, and everyone knows how sad that is. Make something out of stone, I say, and noone touches the grave.The poor are not buried, you see. There is not enough ground here any more, so in the Naravo they build upwards. The graves of the poor are concrete boxes, each just big enough for the coffin. They go up and up---in some parts twenty boxes high. A funeral here is to slide the coffin in and watch the sealing of the compartment. Part of my service is that I cement the stone that I've made into place, and thus seal the chamber.

What is the use of beauty in woman? Provided a woman is physically well made and capable of bearing children, she will always be good enough in the opinion of economists. What is the use of music? -- of painting? Who would be fool enough nowadays to prefer Mozart to Carrel, Michael Angelo to the inventor of white mustard? There is nothing really beautiful save what is of no possible use. Everything useful is ugly, for it expresses a need, and man's needs are low and disgusting, like his own poor, wretched nature. The most useful place in a house is the water-closet. For my part, saving these gentry's presence, I am of those to whom superfluities are necessaries, and I am fond of things and people in inverse ratio to the service they render me. I prefer a Chinese vase with its mandarins and dragons, which is perfectly useless to me, to a utensil which I do use, and the particular talent of mine which I set most store by is that which enables me not to guess logogriphs and charades. I would very willingly renounce my rights as a Frenchman and a citizen for the sight of an undoubted painting by Raphael, or of a beautiful nude woman, -- Princess Borghese, for instance, when she posed for Canova, or Julia Grisi when she is entering her bath. I would most willingly consent to the return of that cannibal, Charles X., if he brought me, from his residence in Bohemia, a case of Tokai or Johannisberg; and the electoral laws would be quite liberal enough, to my mind, were some of our streets broader and some other things less broad. Though I am not a dilettante, I prefer the sound of a poor fiddle and tambourines to that of the Speaker's bell. I would sell my breeches for a ring, and my bread for jam. The occupation which best befits civilized man seems to me to be idleness or analytically smoking a pipe or cigar. I think highly of those who play skittles, and also of those who write verse. You may perceive that my principles are not utilitarian, and that I shall never be the editor of a virtuous paper, unless I am converted, which would be very comical. Instead of founding a Monthyon prize for the reward of virtue, I would rather bestow -- like Sardanapalus, that great, misunderstood philosopher -- a large reward to him who should invent a new pleasure; for to me enjoyment seems to be the end of life and the only useful thing on this earth. God willed it to be so, for he created women, perfumes, light, lovely flowers, good wine, spirited horses, lapdogs, and Angora cats; for He did not say to his angels, 'Be virtuous,' but, 'Love,' and gave us lips more sensitive than the rest of the skin that we might kiss women, eyes looking upward that we might behold the light, a subtile sense of smell that we might breathe in the soul of the flowers, muscular limbs that we might press the flanks of stallions and fly swift as thought without railway or steam-kettle, delicate hands that we might stroke the long heads of greyhounds, the velvety fur of cats, and the polished shoulder of not very virtuous creatures, and, finally, granted to us alone the triple and glorious privilege of drinking without being thirsty, striking fire, and making love in all seasons, whereby we are very much more distinguished from brutes than by the custom of reading newspapers and framing constitutions.

Behold Lucius I am come, thy weeping and prayers hath mooved mee to succour thee. I am she that is the naturall mother of all things, mistresse and governesse of all the Elements, the initiall progeny of worlds, chiefe of powers divine, Queene of heaven! the principall of the Gods celestiall, the light of the goddesses: at my will the planets of the ayre, the wholesome winds of the Seas, and the silences of hell be diposed; my name, my divinity is adored throughout all the world in divers manners, in variable customes and in many names, for the Phrygians call me the mother of the Gods: the Athenians, Minerva: the Cyprians, Venus: the Candians, Diana: the Sicilians Proserpina: the Eleusians, Ceres: some Juno, other Bellona, other Hecate: and principally the Aethiopians which dwell in the Orient, and the Aegyptians which are excellent in all kind of ancient doctrine, and by their proper ceremonies accustome to worship mee, doe call mee Queene Isis. Behold I am come to take pitty of thy fortune and tribulation, behold I am present to favour and ayd thee, leave off thy weeping and lamentation, put away all thy sorrow, for behold the healthfull day which is ordained by my providence, therefore be ready to attend to my commandement. This day which shall come after this night, is dedicated to my service, by an eternall religion, my Priests and Ministers doe accustome after the tempests of the Sea, be ceased, to offer in my name a new ship as a first fruit of my Navigation.

I've been living like this for a long time - about twenty years. I'm forty now. I used to be in the civil service; I no longer am. I was a wicked official. I was rude, and took pleasure in it. After all, I didn't accept bribes, so I had to reward myself at least with that. (A bad witticism, but I won't cross it out. I wrote it thinking it would come out very witty; but now, seeing for myself that I simply had a vile wish to swagger - I purposely won't cross it out!) When petitioners would come for information to the desk where I sat - I'd gnash my teeth at them, and felt an inexhaustible delight when I managed to upset someone. I almost always managed. They were timid people for the most part: petitioners, you know. But among the fops there was one officer I especially could not stand. He simply refused to submit and kept rattling his sabre disgustingly. I was at war with him over that sabre for a year and a half. In the end, I prevailed. He stopped rattling. However, that was still in my youth. But do you know, gentlemen, what was the main point about my wickedness? The whole thing precisely was, the greatest nastiness precisely lay in my being shamefully conscious every moment, even in moments of the greatest bile, that I was not only not a wicked but was not even an embittered man, that I was simply frightening sparrows in vain, and pleasing myself with it. I’m foaming at the mouth, but bring me some little doll, give me some tea with a bit of suger, and maybe I’ll calm down. I’ll even wax tenderhearted, though afterwards I’ll certainly gnash my teeth at myself and suffer from insomnia for a few months out of shame. Such is my custom. And I lied about myself just now when I said I was a wicked official. I lied out of wickedness. I was simply playing around both with the petitioners and with the officer, but as a matter of fact I was never able to become wicked.

I know you,” he added, helping to arrange the blanket over my shoulders. “You won’t drop the subject until I agree to check on your cousin, so I’ll do it. But only under one condition.” “John,” I said, whirling around to clutch his arm again. “Don’t get too excited,” he warned. “You haven’t heard the condition.” “Oh,” I said, eagerly. “Whatever it is, I’ll do it. Thank you. Alex has never had a very good life-his mother ran away when he was a baby, and his dad spent most of his life in jail…But, John, what is all this?” I swept my free hand out to indicate the people remaining on the dock, waiting for the boat John had said was arriving soon. I’d noticed some of them had blankets like the one he’d wrapped around me. “A new customer service initiative?” John looked surprised at my change of topic…then uncomfortable. He stooped to reach for the driftwood Typhon had dashed up to drop at his feet. “I don’t know what you mean,” he said, stiffly. “You’re giving blankets away to keep them warm while they wait. When did this start happening?” “You mentioned some things when you were here the last time….” He avoided meeting my gaze by tossing the stick for his dog. “They stayed with me.” My eyes widened. “Things I said?” “About how I should treat the people who end up here.” He paused at the approach of a wave-though it was yards off-and made quite a production of moving me, and my delicate slippers, out of its path. “So I decided to make a few changes.” It felt as if one of the kind of flowers I liked-a wild daisy, perhaps-had suddenly blossomed inside my heart. “Oh, John,” I said, and rose onto my toes to kiss his cheek. He looked more than a little surprised by the kiss. I thought I might actually have seen some color come into his cheeks. “What was that for?” he asked. “Henry said nothing was the same after I left. I assumed he meant everything was much worse. I couldn’t imagine it was the opposite, that things were better.” John’s discomfort at having been caught doing something kind-instead of reckless or violet-was sweet. “Henry talks too much,” he muttered. “But I’m glad you like it. Not that it hasn’t been a lot of added work. I’ll admit it’s cut down on the complaints, though, and even the fighting amongst our rowdier passengers. So you were right. Your suggestions helped.” I beamed up at him. Keeper of the dead. That’s how Mr. Smith, the cemetery sexton, had referred to John once, and that’s what he was. Although the title “protector of the dead” seemed more applicable. It was totally silly how much hope I was filled with by the fact that he’d remembered something I’d said so long ago-like maybe this whole consort thing might work out after all. I gasped a moment later when there was a sudden rush of white feathers, and the bird he’d given me emerged from the grizzly gray fog seeming to engulf the whole beach, plopping down onto the sand beside us with a disgruntled little humph. “Oh, Hope,” I said, dashing tears of laughter from my eyes. Apparently I had only to feel the emotion, and she showed up. “I’m sorry. I didn’t mean to leave you behind. It was his fault, you know.” I pointed at John. The bird ignored us both, poking around in the flotsam washed ashore by the waves, looking, as always, for something to eat. “Her name is Hope?” John asked, the corners of his mouth beginning to tug upwards. “No.” I bristled, thinking he was making fun of me. Then I realized I’d been caught. “Well, all right…so what if it is? I’m not going to name her after some depressing aspect of the Underworld like you do all your pets. I looked up the name Alastor. That was the name of one of the death horses that drew Hades’s chariot. And Typhon?” I glanced at the dog, cavorting in and out of the waves, seemingly oblivious of the cold. “I can only imagine, but I’m sure it means something equally unpleasant.

Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.

Catherine had to treat the church hierarchy carefully. She had always exercised a rational flexibility in matters of religious dogma and policy. Brought up in an atmosphere of strict Lutheranism, she had as a child expressed enough skepticism about religion to worry her deeply conventional father. As a fourteen-year-old in Russia, she had been required to change her religion to Orthodoxy. In public, she scrupulously observed all forms of this faith, attending church services, observing religious holidays, and making pilgrimages. Throughout her reign, she never underestimated the importance of religion. She knew that the name of the autocrat and the power of the throne were embodied in the daily prayers of the faithful, and that the views of the clergy and the piety of the masses were a power to be reckoned with. She understood that the sovereign, whatever his or her private views of religion, must find a way to make this work. When Voltaire was asked how he, who denied God, could take Holy Communion, he replied that he “breakfasted according to the custom of the country.” Having observed the disastrous effect of her husband’s contemptuous public rejection of the Orthodox Church, Catherine chose to emulate Voltaire.

A business model describes the flow between key components of the company: •  value proposition, which the company offers (product/service, benefits) •  customer segments, such as users, and payers, or moms or teens •  distribution channels to reach customers and offer them the value proposition •  customer relationships to create demand •  revenue streams generated by the value proposition(s) •  resources needed to make the business model possible •  activities necessary to implement the business model •  partners who participate in the business and their motivations for doing so •  cost structure resulting from the business model The

A discreet person . . . • is strong, yet humble; • expresses genuine concern and interest; • exercises caution to avoid unnecessary risks; • knows intuitively when a situation or conversation is heading in the wrong direction; • does not need to tear others down to build himself up; • refrains from using foul language or speaking brashly; • regulates her reactions and responds appropriately; • takes the higher road rather than wrestling in the mud; • remains gracious and poised in the heat of the moment; • refrains from unnecessary confrontations; • does not break confidence or share other people’s secrets with which they have been entrusted; • communicates with deliberation and confidence.

Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more

Civil Service Commissioner William Dudley Foulke recorded his interview with Pat Garrett, slayer of Billy the Kid and candidate for Customs Collectorship of El Paso, Texas: ROOSEVELT How many men have you killed? GARRETT Three. ROOSEVELT How did you come to do it? GARRETT In the discharge of my duty as a public officer. ROOSEVELT (looking pleased) Have you ever played poker? GARRETT Yes. ROOSEVELT Are you going to do it when you are in office? GARRETT No. ROOSEVELT All right, I am going to appoint you. But see you observe the civil service law. The appointment dismayed many Texans, not because of Garrett’s bloody record but because he was an agnostic. “In El Paso,” the President said approvingly, “the people are homicidal but orthodox.

Roman Centurion's Song" LEGATE, I had the news last night - my cohort ordered home By ships to Portus Itius and thence by road to Rome. I've marched the companies aboard, the arms are stowed below: Now let another take my sword. Command me not to go! I've served in Britain forty years, from Vectis to the Wall, I have none other home than this, nor any life at all. Last night I did not understand, but, now the hour draws near That calls me to my native land, I feel that land is here. Here where men say my name was made, here where my work was done; Here where my dearest dead are laid - my wife - my wife and son; Here where time, custom, grief and toil, age, memory, service, love, Have rooted me in British soil. Ah, how can I remove? For me this land, that sea, these airs, those folk and fields suffice. What purple Southern pomp can match our changeful Northern skies, Black with December snows unshed or pearled with August haze - The clanging arch of steel-grey March, or June's long-lighted days? You'll follow widening Rhodanus till vine and olive lean Aslant before the sunny breeze that sweeps Nemausus clean To Arelate's triple gate; but let me linger on, Here where our stiff-necked British oaks confront Euroclydon! You'll take the old Aurelian Road through shore-descending pines Where, blue as any peacock's neck, the Tyrrhene Ocean shines. You'll go where laurel crowns are won, but -will you e'er forget The scent of hawthorn in the sun, or bracken in the wet? Let me work here for Britain's sake - at any task you will - A marsh to drain, a road to make or native troops to drill. Some Western camp (I know the Pict) or granite Border keep, Mid seas of heather derelict, where our old messmates sleep. Legate, I come to you in tears - My cohort ordered home! I've served in Britain forty years. What should I do in Rome? Here is my heart, my soul, my mind - the only life I know. I cannot leave it all behind. Command me not to go!

The advantages of a hereditary Monarchy are self-evident. Without some such method of prescriptive, immediate and automatic succession, an interregnum intervenes, rival claimants arise, continuity is interrupted and the magic lost. Even when Parliament had secured control of taxation and therefore of government; even when the menace of dynastic conflicts had receded in to the coloured past; even when kingship had ceased to be transcendental and had become one of many alternative institutional forms; the principle of hereditary Monarchy continued to furnish the State with certain specific and inimitable advantages. Apart from the imponderable, but deeply important, sentiments and affections which congregate around an ancient and legitimate Royal Family, a hereditary Monarch acquires sovereignty by processes which are wholly different from those by which a dictator seizes, or a President is granted, the headship of the State. The King personifies both the past history and the present identity of the Nation as a whole. Consecrated as he is to the service of his peoples, he possesses a religious sanction and is regarded as someone set apart from ordinary mortals. In an epoch of change, he remains the symbol of continuity; in a phase of disintegration, the element of cohesion; in times of mutability, the emblem of permanence. Governments come and go, politicians rise and fall: the Crown is always there. A legitimate Monarch moreover has no need to justify his existence, since he is there by natural right. He is not impelled as usurpers and dictators are impelled, either to mesmerise his people by a succession of dramatic triumphs, or to secure their acquiescence by internal terrorism or by the invention of external dangers. The appeal of hereditary Monarchy is to stability rather than to change, to continuity rather than to experiment, to custom rather than to novelty, to safety rather than to adventure. The Monarch, above all, is neutral. Whatever may be his personal prejudices or affections, he is bound to remain detached from all political parties and to preserve in his own person the equilibrium of the realm. An elected President – whether, as under some constitutions, he be no more than a representative functionary, or whether, as under other constitutions, he be the chief executive – can never inspire the same sense of absolute neutrality. However impartial he may strive to become, he must always remain the prisoner of his own partisan past; he is accompanied by friends and supporters whom he may seek to reward, or faced by former antagonists who will regard him with distrust. He cannot, to an equal extent, serve as the fly-wheel of the State.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

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

Porcophilia can also be used for oppressive and repressive purposes. In medieval Spain, where Jews and Muslims were compelled on pain of death and torture to convert to Christianity, the religious authorities quite rightly suspected that many of the conversions were not sincere. Indeed, the Inquisition arose partly from the holy dread that secret infidels were attending Mass—where of course, and even more disgustingly, they were pretending to eat human flesh and drink human blood, in the person of Christ himself. Among the customs that arose in consequence was the offering, at most events formal and informal, of a plate of charcuterie. Those who have been fortunate enough to visit Spain, or any good Spanish restaurant, will be familiar with the gesture of hospitality: literally dozens of pieces of differently cured, differently sliced pig. But the grim origin of this lies in a constant effort to sniff out heresy, and to be unsmilingly watchful for giveaway expressions of distaste. In the hands of eager Christian fa-natics, even the toothsome jamón Ibérico could be pressed into service as a form of torture.

And so, at a December 1981 meeting, Contra leaders, whom Reagan referred to as the “moral equivalent of the Founding Fathers,” floated the idea that trafficking cocaine into California would provide enough profits to arm and train the anti-Sandinista guerrillas.108 With most of the network already established, the plan was rather straightforward: There were the Medellín and Cali cartels in Colombia; the airports and money laundering in Panama run by President Manuel Noriega; the well-known lack of radar detection that made landing strips in Costa Rica prime transport depots; and weapons and drug warehouses at Ilopango air base outside San Salvador. The problem had been U.S. law enforcement guarding key entry points into a lucrative market. But with the CIA and the National Security Council now ready to run interference and keep the FBI, the U.S. Customs Service,

It doesn't happen to me anymore, because a fresh generation of Africans and Asians has arisen to take over the business, but in my early years in Washington, D.C., I would often find myself in the back of a big beat-up old cab driven by an African-American veteran. I became used to the formalities of the mise-en-scène: on some hot and drowsy Dixie-like afternoon I would flag down a flaking Chevy. Behind the wheel, leaning wa-aay back and relaxed, often with a cigar stub in the corner of his mouth (and, I am not making this up, but sometimes also with a genuine porkpie hat on the back of his head) would be a grizzled man with the waist of his pants somewhere up around his armpits. I would state my desired destination. In accordance with ancient cabdriver custom, he would say nothing inresponse but simply engage the stickshift on his steering wheel and begin to cruise in a leisurely fashion. There would be a pause. Then: 'You from England?' I would always try to say something along the lines of 'Well, I'm in no position to deny it.' This occasionally got me a grin; in any case, I always knew what was coming next. 'I was there once.' 'Were you in the service?' 'I sure was.' 'Did you get to Normandy?' 'Yes, sir.' But it wasn't Normandy or combat about which they wanted to reminisce. (With real combat veterans, by the way, it almost never is.) It was England itself. 'Man did it know how to rain… and the warm beer. Nice people, though. Real nice.' I would never forget to say, as I got out and deliberately didn't overtip (that seeming a cheap thing to do), how much this effort on their part was remembered and appreciated.

The chief care of the legislators [in the colonies of New England] was the maintenance of orderly conduct and good morals in the community: thus they constantly invaded the domain of conscience, and there was scarcely a sin which was no subject to magisterial censure. The reader is aware of the rigor with which these laws punished rape and adultery; intercourse between unmarried persons was likewise severely repressed. The judge was empowered to inflict either a pecuniary penalty, a whipping, or marriage, on the misdemeanants; and if the records of the old courts of New Haven may be believed, prosecutions of this kind were not unfrequent. We find a sentence, bearing date the 1st of May, 1660, inflicting a fine and reprimand on a young woman who was accused of using improper language, and of allowing herself to be kissed. The Code of 1650 abounds in preventive measures. It punishes idleness and drunkenness with severity. Innkeepers were forbidden to furnish more than certain quantities of liquor to each customer; and simple lying, whenever it may be injurious, is checked by a fine or a flogging. In other places, the legislator, entirely forgetting the great principles of religious toleration which he had himself demanded in Europe, makes attendance on divine service compulsory, and goes so far as to visit with severe punishment, and even with death, Christians who choose to worship God according to a ritual differing from his own. Sometimes, indeed, the zeal for regulation induces him to descend to the most frivolous particulars: thus a law is to be found in the same code which prohibits the use of tobacco. It must not be forgotten that these fantastical and vexatious laws were not imposed by authority, but that they were freely voted by all the persons interested in them, and that the manners of the community were even more austere and puritanical than the laws.... These errors are no doubt discreditable to human reason; they attest the inferiority of our nature, which is incapable of laying firm hold upon what is true and just, and is often reduced to the alternative of two excesses. In strict connection with this penal legislation, which bears such striking marks of a narrow, sectarian spirit, and of those religious passions which had been warmed by persecution and were still fermenting among the people, a body of political laws is to be found, which, though written two hundred years ago, is still in advance of the liberties of our own age.

So the question is, what can I do to motivate you, Polly?” She eyes me salaciously and I drop my gaze, unable to return the intensity. Gently, she uses one finger to lift my chin and make my eyes meet her own. They are a vivid blue and alive with desire for me. The air around us is charged and the tension is palpable. My soaking pussy is a testament to how much I already want her… “Well?” she asks, breaking my train of thought. I gaze at her face; just a few inches from mine. “I – I’ve never done this before…” “Done what Polly?” Rachel chides, removing her finger. I miss the contact immediately and am rueful to have upset her. She raises one eyebrow at me. “Thought about what motivates you?” she asks, sardonically. “I’ve never been like this… with a woman, I mean…” She rises from the sofa in one fluid movement and stands above me. “Kneel Polly.” Surprised by the order, I blink at her before I respond. “Excuse me?” Rachel smiles at me. “Get. On. Your. Knees,” she says, articulating each word, and pointing to the floor in front of her. “I am going to find a way to motivate you.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

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

I will conclude this work with stating in what light religion appears to me. If we suppose a large family of children, who, on any particular day, or particular circumstance, made it a custom to present to their parents some token of their affection and gratitude, each of them would make a different offering, and most probably in a different manner. Some would pay their congratulations in themes of verse and prose, by some little devices, as their genius dictated, or according to what they thought would please; and, perhaps, the least of all, not able to do any of those things, would ramble into the garden, or the field, and gather what it thought the prettiest flower it could find, though, perhaps, it might be but a simple weed. The parent would be more gratified by such a variety, than if the whole of them had acted on a concerted plan, and each had made exactly the same offering. This would have the cold appearance of contrivance, or the harsh one of control. But of all unwelcome things, nothing could more afflict the parent than to know, that the whole of them had afterwards gotten together by the ears, boys and girls, fighting, scratching, reviling, and abusing each other about which was the best or the worst present. Why may we not suppose, that the great Father of all is pleased with variety of devotion; and that the greatest offence we can act, is that by which we seek to torment and render each other miserable? For my own part, I am fully satisfied that what I am now doing, with an endeavour to conciliate mankind, to render their condition happy, to unite nations that have hitherto been enemies, and to extirpate the horrid practice of war, and break the chains of slavery and oppression is acceptable in his sight, and being the best service I can perform, I act it cheerfully. I do not believe that any two men, on what are called doctrinal points, think alike who think at all. It is only those who have not thought that appear to agree… As to what are called national religions, we may, with as much propriety, talk of national Gods. It is either political craft or the remains of the Pagan system, when every nation had its separate and particular deity…

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

The military authorities were concerned that soldiers going home on leave would demoralize the home population with horror stories of the Ostfront. ‘You are under military law,’ ran the forceful reminder, ‘and you are still subject to punishment. Don’t speak about weapons, tactics or losses. Don’t speak about bad rations or injustice. The intelligence service of the enemy is ready to exploit it.’ One soldier, or more likely a group, produced their own version of instructions, entitled ‘Notes for Those Going on Leave.’ Their attempt to be funny reveals a great deal about the brutalizing affects of the Ostfront. ‘You must remember that you are entering a National Socialist country whose living conditions are very different to those to which you have been accustomed. You must be tactful with the inhabitants, adapting to their customs and refrain from the habits which you have come to love so much. Food: Do not rip up the parquet or other kinds of floor, because potatoes are kept in a different place. Curfew: If you forget your key, try to open the door with the round-shaped object. Only in cases of extreme urgency use a grenade. Defense Against Partisans: It is not necessary to ask civilians the password and open fire upon receiving an unsatisfactory answer. Defense Against Animals: Dogs with mines attached to them are a special feature of the Soviet Union. German dogs in the worst cases bite, but they do not explode. Shooting every dog you see, although recommended in the Soviet Union, might create a bad impression. Relations with the Civil Population: In Germany just because someone is wearing women’s clothes does not necessarily mean that she is a partisan. But in spite of this, they are dangerous for anyone on leave from the front. General: When on leave back to the Fatherland take care not to talk about the paradise existence in the Soviet Union in case everybody wants to come here and spoil our idyllic comfort.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

if consumer demand should increase for the goods or services of any private business, the private firm is delighted; it woos and welcomes the new business and expands its operations eagerly to fill the new orders. Government, in contrast, generally meets this situation by sourly urging or even ordering consumers to “buy” less, and allows shortages to develop, along with deterioration in the quality of its service. Thus, the increased consumer use of government streets in the cities is met by aggravated traffic congestion and by continuing denunciations and threats against people who drive their own cars. The New York City administration, for example, is continually threatening to outlaw the use of private cars in Manhattan, where congestion has been most troublesome. It is only government, of course, that would ever think of bludgeoning consumers in this way; it is only government that has the audacity to “solve” traffic congestion by forcing private cars (or trucks or taxis or whatever) off the road. According to this principle, of course, the “ideal” solution to traffic congestion is simply to outlaw all vehicles! But this sort of attitude toward the consumer is not confined to traffic on the streets. New York City, for example, has suffered periodically from a water “shortage.” Here is a situation where, for many years, the city government has had a compulsory monopoly of the supply of water to its citizens. Failing to supply enough water, and failing to price that water in such a way as to clear the market, to equate supply and demand (which private enterprise does automatically), New York’s response to water shortages has always been to blame not itself, but the consumer, whose sin has been to use “too much” water. The city administration could only react by outlawing the sprinkling of lawns, restricting use of water, and demanding that people drink less water. In this way, government transfers its own failings to the scapegoat user, who is threatened and bludgeoned instead of being served well and efficiently. There has been similar response by government to the ever-accelerating crime problem in New York City. Instead of providing efficient police protection, the city’s reaction has been to force the innocent citizen to stay out of crime-prone areas. Thus, after Central Park in Manhattan became a notorious center for muggings and other crime in the night hours, New York City’s “solution” to the problem was to impose a curfew, banning use of the park in those hours. In short, if an innocent citizen wants to stay in Central Park at night, it is he who is arrested for disobeying the curfew; it is, of course, easier to arrest him than to rid the park of crime. In short, while the long-held motto of private enterprise is that “the customer is always right,” the implicit maxim of government operation is that the customer is always to be blamed.

Rule by decree has conspicuous advantages for the domination of far-flung territories with heterogeneous populations and for a policy of oppression. Its efficiency is superior simply because it ignores all intermediary stages between issuance and application, and because it prevents political reasoning by the people through the withholding of information. It can easily overcome the variety of local customs and need not rely on the necessarily slow process of development of general law. It is most helpful for the establishment of a centralized administration because it overrides automatically all matters of local autonomy. If rule by good laws has sometimes been called the rule of wisdom, rule by appropriate decrees may rightly be called the rule of cleverness. For it is clever to reckon with ulterior motives and aims, and it is wise to understand and create by deduction from generally accepted principles. Government by bureaucracy has to be distinguished from the mere outgrowth and deformation of civil services which frequently accompanied the decline of the nation-state—as, notably, in France. There the administration has survived all changes in regime since the Revolution, entrenched itself like a parasite in the body politic, developed its own class interests, and become a useless organism whose only purpose appears to be chicanery and prevention of normal economic and political development. There are of course many superficial similarities between the two types of bureaucracy, especially if one pays too much attention to the striking psychological similarity of petty officials. But if the French people have made the very serious mistake of accepting their administration as a necessary evil, they have never committed the fatal error of allowing it to rule the country—even though the consequence has been that nobody rules it. The French atmosphere of government has become one of inefficiency and vexation; but it has not created and aura of pseudomysticism. And it is this pseudomysticism that is the stamp of bureaucracy when it becomes a form of government. Since the people it dominates never really know why something is happening, and a rational interpretation of laws does not exist, there remains only one thing that counts, the brutal naked event itself. What happens to one then becomes subject to an interpretation whose possibilities are endless, unlimited by reason and unhampered by knowledge. Within the framework of such endless interpretive speculation, so characteristic of all branches of Russian pre-revolutionary literature, the whole texture of life and world assume a mysterious secrecy and depth. There is a dangerous charm in this aura because of its seemingly inexhaustible richness; interpretation of suffering has a much larger range than that of action for the former goes on in the inwardness of the soul and releases all the possibilities of human imagination, whereas the latter is consistently checked, and possibly led into absurdity, by outward consequence and controllable experience.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.