Customers Come First Quotes

Paine suffered then, as now he suffers not so much because of what he wrote as from the misinterpretations of others... He disbelieved the ancient myths and miracles taught by established creeds. But the attacks on those creeds - or on persons devoted to them - have served to darken his memory, casting a shadow across the closing years of his life. When Theodore Roosevelt termed Tom Paine a 'dirty little atheist' he surely spoke from lack of understanding. It was a stricture, an inaccurate charge of the sort that has dimmed the greatness of this eminent American. But the true measure of his stature will yet be appreciated. The torch which he handed on will not be extinguished. If Paine had ceased his writings with 'The Rights of Man' he would have been hailed today as one of the two or three outstanding figures of the Revolution. But 'The Age of Reason' cost him glory at the hands of his countrymen - a greater loss to them than to Tom Paine. I was always interested in Paine the inventor. He conceived and designed the iron bridge and the hollow candle; the principle of the modern central draught burner. The man had a sort of universal genius. He was interested in a diversity of things; but his special creed, his first thought, was liberty. Traducers have said that he spent his last days drinking in pothouses. They have pictured him as a wicked old man coming to a sorry end. But I am persuaded that Paine must have looked with magnanimity and sorrow on the attacks of his countrymen. That those attacks have continued down to our day, with scarcely any abatement, is an indication of how strong prejudice, when once aroused, may become. It has been a custom in some quarters to hold up Paine as an example of everything bad. The memory of Tom Paine will outlive all this. No man who helped to lay the foundations of our liberty - who stepped forth as the champion of so difficult a cause - can be permanently obscured by such attacks. Tom Paine should be read by his countrymen. I commend his fame to their hands. {The Philosophy of Paine, June 7, 1925}

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.

When we first come here in 1973, two men came to restaurant and say, ‘Go back to China and take your filthy, foreign food with you.’ I say, ‘You are angry. Anger comes from stomach. Sit. I bring you soup. For free. It will make you feel better.’ They ate my wonton soup. Recipe from my grandmother. They have been customers of restaurant for forty years. Meet force with softness. Recipe for life. Now you understand.” And, strangely, he did.

When you first start off trying to solve a problem, the first solutions you come up with are very complex, and most people stop there. But if you keep going, and live with the problem and peel more layers of the onion off, you can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.

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.

I was lost a long time, without knowing it. Without the Faith, one is free, and that is a pleasant feeling at first. There are no questions of conscience, no constraints, except the constraints of custom, convention and the law, and these are flexible enough for most purposes. It is only later that terror comes. One is free - but free in chaos, in an unexplained and unexplainable world. One is free in a desert, from which there is no retreat but inward, toward the hollow core of oneself. There is nothing to build on but the small rock of one's own pride, and this is a nothing, based on nothing... I think, therefore I am. But what am I? An accident of disorder, going no place.

Which comes first, the customer or the designer? Do we make fashion, or does fashion make us? The more we think about the question, the more the answer slips through our fingers.

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

The year was 1987, but it might as well have been the Summer of Love: I was twenty, had hair down to my shoulders, and was dressed like an Indian rickshaw driver. For those charged with enforcing our nation’s drug laws, it would have been only prudent to subject my luggage to special scrutiny. Happily, I had nothing to hide. “Where are you coming from?” the officer asked, glancing skeptically at my backpack. “India, Nepal, Thailand…” I said. “Did you take any drugs while you were over there?” As it happens, I had. The temptation to lie was obvious—why speak to a customs officer about my recent drug use? But there was no real reason not to tell the truth, apart from the risk that it would lead to an even more thorough search of my luggage (and perhaps of my person) than had already commenced. “Yes,” I said. The officer stopped searching my bag and looked up. “Which drugs did you take? “I smoked pot a few times… And I tried opium in India.” “Opium?” “Yes.” “Opium or heroin? “It was opium.” “You don’t hear much about opium these days.” “I know. It was the first time I’d ever tried it.” “Are you carrying any drugs with you now?” “No.” The officer eyed me warily for a moment and then returned to searching my bag. Given the nature of our conversation, I reconciled myself to being there for a very long time. I was, therefore, as patient as a tree. Which was a good thing, because the officer was now examining my belongings as though any one item—a toothbrush, a book, a flashlight, a bit of nylon cord—might reveal the deepest secrets of the universe. “What is opium like?” he asked after a time. And I told him. In fact, over the next ten minutes, I told this lawman almost everything I knew about the use of mind-altering substances. Eventually he completed his search and closed my luggage. One thing was perfectly obvious at the end of our encounter: We both felt very good about it.

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.

And so all the time the European brain has held onto two contradictory things. The first is the dominant established narrative of a generation: that anyone in the world can come to Europe and become a European, and that in order to become a European you merely need to be a person in Europe. The other part of the European brain has spent these years watching and waiting. This part could always recognise that the new arrivals were not only coming in unprecedented numbers but were bringing with them customs that, if not all unprecedented, had certainly not existed in Europe for a long time. The first part of the brain insists that the newcomers will assimilate and that, given time, even the most hard-to-swallow aspects of the culture of the new arrivals will become more recognisably European. Optimism favours the first part of the brain. Events favour the second, which increasingly begins to wonder whether anyone has the time for the changes that are meant to happen.

The knowledge both of the Poet and the Man of science is pleasure; but the knowledge of the one cleaves to us as a necessary part of our existence, our natural and unalienable inheritance; the other is a personal and individual acquisition, slow to come to us, and by no habitual and direct sympathy connecting us with our fellow-beings. The Man of science seeks truth as a remote and unknown benefactor; he cherishes and loves it in his solitude: the Poet, singing a song in which all human beings join with him, rejoices in the presence of truth as our visible friend and hourly companion. Poetry is the breath and finer spirit of all knowledge; it is the impassioned expression which is in the countenance of all Science. Emphatically may it be said of the Poet, as Shakespeare hath said of man, ‘that he looks before and after.’ He is the rock of defence for human nature; an upholder and preserver, carrying everywhere with him relationship and love. In spite of difference of soil and climate, of language and manners, of laws and customs: in spite of things silently gone out of mind, and things violently destroyed; the Poet binds together by passion and knowledge the vast empire of human society, as it is spread over the whole earth, and over all time. The objects of the Poet’s thoughts are everywhere; though the eyes and senses of man are, it is true, his favourite guides, yet he will follow wheresoever he can find an atmosphere of sensation in which to move his wings. Poetry is the first and last of all knowledge—it is as immortal as the heart of man.

The secret to success in business, and in life, is to serve others. Put others first in all you do.

The customer always comes first.

The sexual eagle exults he will gild the earth once more his descending wing his ascending wing sways imperceptibly the sleeves of the peppermint and all the water's adorable undress Days are counted so clearly that the mirror has yielded to a froth of fronds of the sky i see but one star now around us there is only the milk describing its dizzy ellipsis from which sometimes soft intuition with pupils of eyed agate rises to poke its umbrella tip in the mud of the electric light then great reaches cast anchor stretch out in the depths of my closed eyes icebergs radiating the customs of all the worlds yet to come bron from a fragment of you fragment unkown and iced on the wing your existence the giant bouquet escaping fr4om my arms is badly tied it didgs out walls unrolls the stairs of houses loses its leaves in the show windows of the street to gether the news i am always leaving to gather the news the newspaper is glass today and if letters no longer arrive it's that the train has been consumed the great incision of the emerald which gaave birth to the foliage is scarred for always the sawdust of blinding snow and the quarries of flesh are sounding along on the first shelf reversed on this shelf i take the impression of death and life to the liquid air

In 2011 a pharmacy opened in San Francisco manned by a single robot. When a human comes to the pharmacy, within seconds the robot receives all of the customer’s prescriptions, as well as detailed information about any other medicines she takes, and her suspected allergies. The robot ensures that the new medications don’t interact adversely with any other medicine or allergy, and then dispenses the required drug to the customer. In its first year of operation the robotic pharmacist provided 2 million prescriptions, without making a single mistake.

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.

It is now time for us to ask the personal question put to Jesus Christ by Saul of Tarsus on the Damascus road, ‘What shall I do Lord?’ or the similar question asked by the Philippian jailer, ’What must I do to be saved?’ Clearly we must do something. Christianity is no mere passive acquiescence in a series of propositions, however true. We may believe in the deity and the salvation of Christ, and acknowledge ourselves to be sinners in need of his salvation, but this does not make us Christians. We have to make a personal response to Jesus Christ, committing ourselves unreservedly to him as our Savior and Lord … At its simplest Christ’s call was “Follow me.” He asked men and women for their personal allegiance. He invited them to learn from him, to obey his words and to identify themselves with his cause … Now there can be no following without a previous forsaking. To follow Christ is to renounce all lesser loyalties … let me be more explicit about the forsaking which cannot be separated from the following of Jesus Christ. First, there must be a renunciation of sin. This, in a word, is repentance. It is the first part of Christian conversion. It can in no circumstances be bypassed. Repentance and faith belong together. We cannot follow Christ without forsaking sin … Repentance is a definite turn from every thought, word, deed, and habit which is known to be wrong … There can be no compromise here. There may be sins in our lives which we do not think we could ever renounce, but we must be willing to let them go as we cry to God for deliverance from them. If you are in doubt regarding what is right and what is wrong, do not be too greatly influenced by the customs and conventions of Christians you may know. Go by the clear teaching of the Bible and by the prompting of your conscience, and Christ will gradually lead you further along the path of righteousness. When he puts his finger on anything, give it up. It may be some association or recreation, some literature we read, or some attitude of pride, jealousy or resentment, or an unforgiving spirit. Jesus told his followers to pluck out their eye and cut off their hand or foot if it caused them to sin. We are not to obey this with dead literalism, of course, and mutilate our bodies. It is a figure of speech for dealing ruthlessly with the avenues along which temptation comes to us.

The difference of natural talents in different men, is, in reality, much less than we are aware of; and the very different genius which appears to distinguish men of different professions, when grown up to maturity, is not upon many occasions so much the cause, as the effect of the division of labour. The difference between the most dissimilar characters, between a philosopher and a common street porter, for example, seems to arise not so much from nature, as from habit, custom, and education. When they came in to the world, and for the first six or eight years of their existence, they were, perhaps, very much alike, and neither their parents nor play-fellows could perceive any remarkable difference. About that age, or soon after, they come to be employed in very different occupations. The difference of talents comes then to be taken notice of, and widens by degrees, till at last the vanity of the philosopher is willing to acknowledge scarce any resemblance.

We’re finally living,” she whispered, putting her hand on her chest. “I’m doing things I never dreamed I’d get to do. I’m loving! I wanted to die because it hurt too much to live and you,” she gasped, tossing her hand at him. “You make me forget I was ever a whore.” “Come here,” he whispered. She slowly scooted over onto the seat, eyeing his harsh gaze. “Closer,” he said. “Until your lips are pressed into mine.” She took hold of his face and ran him over with a kiss, laughing when he smiled under the attack. He held her face, stroking her hair. “I think you should be a life coach,” he muttered. “Done. You’ll have to be my first customer.” “How much will this cost me?” “Everything,” she giggled. “And all your time.” “That’s

Yoruba people have a custom of naming twins Taiwo and Kehinde. Taiwo is the older twin, the one who comes out first. Kehinde, therefore, is the second-born twin. But Kehinde is also the older twin, because he says to Taiwo, “Go out first and test the world for me.

Being busy helping customers meant that I had no time to train the way I was used to, with an intense four-or five-hour workout each day. So I adopted the idea of training twice a day, two hours before work and two hours from seven to nine in the evening, when business slacked off and only the serious lifters were left. Split workouts seemed like an annoyance at first, but I realized I was onto something when I saw the results: I was concentrating better and recovering faster while grinding out longer and harder sets. On many days I would add a third training session at lunchtime. I'd isolate a body part that I thought was weak and give it thirty or forty minutes of my full attention, blasting twenty sets of calf raises, say, or one hundred triceps extensions. I did the same thing some nights after dinner, coming back to train for an hour at eleven o'clock. As I went to sleep in my snug little room, I'd often feel one or another muscle that I'd traumatized that day jumping and twitching-just a side effect of a successful workout and every pleasing, because I knew those fibers would now recover and grow.

This is the heart of it, the scared woman who does not want to go alone to the man any longer, because when she does, when she takes of her baggy dress, displaying to him rancid breasts each almost as big as his own head, or no breasts, or mammectomized scar tissues taped over with old tennis balls to give her the right curves; when, vending her flesh, she stands or squats waiting, congealing the air firstly with her greasy cheesey stench of unwashed feet confined in week-old socks, secondly with her perfume of leotards and panties also a week old, crusted with semen and urine, brown-greased with the filth of alleys; thirdly with the odor of her dress also worn for a week, emblazoned with beer-spills and cigarette-ash and salted with the smelly sweat of sex, dread, fever, addiction—when she goes to the man, and is accepted by him, when all these stinking skins of hers have come off (either quickly, to get it over with, or slowly like a big truck pulling into a weigh station because she is tired), when she nakedly presents her soul’s ageing soul, exhaling from every pore physical and ectoplasmic her fourth and supreme smell which makes eyes water more than any queen of red onions—rotten waxy smell from between her breasts, I said, bloody pissy shitty smell from between her legs, sweat-smell and underarm-smell, all blended into her halo, generalized sweetish smell of unwashed flesh; when she hunkers painfully down with her customer on bed or a floor or in an alley, then she expects her own death. Her smell is enough to keep him from knowing the heart of her, and the heart of her is not the heart of it. The heart of it is that she is scared.

The conduct of a new sedoretu is to some extent, and wisely, prescribed by custom and sanctioned by religion. The first night after the ceremony of marriage belongs to the Morning and Evening couples; the second night to the Day and Night couples. Thereafter the four spouses may join as and when they please, but always and only by invitation given and accepted, and the arrangements are to be known to all four. Four souls and bodies and all the years of their four lives to come are in the balance in each of those decisions and invitations; passion, negative and positive, must find its channels, and trust must be established, lest the whole structure fail to found itself solidly, or destroy itself in selfishness and jealousy and grief.

It’s estimated that more than forty thousand RVers dwell in the desert near Quartzsite from December through February. Bill Alexander has watched them come and go for what seems like forever. The outdoor recreation planner and lead park ranger at the Bureau of Land Management’s Yuma Field Office, he’s been working in this region for seventeen years. And after all that time, he says, he’s still impressed by the campers’ neighborliness. “We can have that guy who rides up on a bike with his dog on a leash and throws down his tent next to a guy in a $500,000 custom-built motorhome, and they get along just fine,” Bill told me. “That ability to coexist is based simply on their desire to enjoy the public land, and the fact that it belongs equally to the guy riding the bicycle as to the guy in the motorhome.

The ideal chopped-salad customer is himself efficient: he needs to eat his twelve-dollar salad in ten minutes because he needs the extra time to keep functioning within the job that allows him to afford a regular twelve-dollar salad in the first place. He feels a physical need for this twelve-dollar salad, as it’s the most reliable and convenient way to build up a vitamin barrier against the general malfunction that comes with his salad-requiring-and-enabling job.

My first impression was of handsome women wearing classic evening gowns and marvelous tiaras and necklaces. I imagined those heirloom diamonds and pearls coming out of the family vault or the bank safe-deposit box especially for this gala evening. The men looked dignified in tuxedos, tails, or uniforms with ribbons and medals--very English and very military. This was the British aristocracy as I’d always imagined it--the epitome of long-standing tradition, secure in its lineage and customs.

What's important to remember is that every customer interaction should be treated like a first impression. Until your on-demand customer becomes a loyal follower, he's probably already forgotten what his last touch was, so you'd better wow him or her this time. Don't skimp and don't cut corners when it comes to the external touches your brand makes. From experience I can tell you that you'll pay a much bigger price in customer retention if you go cheap when it comes to customer outreach and service.

Visionaries are especially afraid of a false negative: that customers will reject a flawed MVP that is too small or too limited. […] The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plan right into the ground. Instead, they process a unique combination of perseverance and flexibility.

8 Ways to Shine a Positive Light on Others 1. Let the other person appear smart. The person who desperately tries to be the smartest person in the room inevitably comes off as the least. 2. Don’t bring attention to anything which may embarrass another person. Whether your conversation partner has poor grammar, a pimple on his chin, or lacks social grace, a discreet person does not say or do anything which would make another feel ashamed, embarrassed, or humiliated. Allow the other person to maintain his own grace and dignity. 3. Ask their opinions, seek their advice, ask them inquiring questions. By allowing them to reveal their opinions and knowledge, you will demonstrate respect and make them feel important. 4. Practice patience. Sometimes it takes a person a moment to gather her thoughts, process information, or respond appropriately. Your patience is respectful and appreciated. 5. Maintain your calm. Rather than react with anger or defensiveness, regulate your response and shift the energy into a more positive direction. 6. Put your ego aside. Allow another to triumph and enjoy the spotlight. 7. Be aware and concerned for the feelings of others. 8. Purposely seek ways to put others at ease and make them feel comfortable.

that speaks to the little secret behind the relationships that small giants have with their suppliers and customers. It’s generally not the people at the top of the organization who create the intimate bonds. It’s the managers and employees who do the work of the business day in and day out. They are the ones who convey the spirit of the company to the outside world. Accordingly, they are the company’s first priority—which, from one perspective, is ironic. For all the extraordinary service and enlightened hospitality that the small giants offer, what really sets them apart is their belief that the customer comes second.

The wine club was something she’d started two years ago. As often as customers asked for her and Martin’s recommendations, it had seemed to be a worthwhile endeavor. Each month, she and Martin selected two wines with a combined value ranging from one hundred to one hundred and fifty dollars. She’d hesitated at first at the price, and had asked Martin whether they should consider offering more budgetfriendly wines. She’d worried that at those prices, people wouldn’t be willing to sign up for memberships. “If I pick it, they will come,” Martin had whispered dramatically. She’d given him six months to prove he was right. He had been.

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.

Saturday evening, on a quiet lazy afternoon, I went to watch a bullfight in Las Ventas, one of Madrid's most famous bullrings. I went there out of curiosity. I had long been haunted by the image of the matador with its custom made torero suit, embroidered with golden threads, looking spectacular in his "suit of light" or traje de luces as they call it in Spain. I was curious to see the dance of death unfold in front of me, to test my humanity in the midst of blood and gold, and to see in which state my soul will come out of the arena, whether it will be shaken and stirred, furious and angry, or a little bit aware of the life embedded in every death. Being an avid fan of Hemingway, and a proponent of his famous sentence "About morals, I know only that what is moral is what you feel good after and what is immoral is what you feel bad after,” I went there willingly to test myself. I had heard atrocities about bullfighting yet I had this immense desire to be part of what I partially had an inclination to call a bloody piece of cultural experience. As I sat there, in front of the empty arena, I felt a grandiose feeling of belonging to something bigger than anything I experienced during my stay in Spain. Few minutes and I'll be witnessing a painting being carefully drawn in front of me, few minutes and I will be part of an art form deeply entrenched in the Spanish cultural heritage: the art of defying death. But to sit there, and to watch the bull enter the arena… To watch one bull surrounded by a matador and his six assistants. To watch the matador confronting the bull with the capote, performing a series of passes, just before the picador on a horse stabs the bull's neck, weakening the neck muscles and leading to the animal's first loss of blood... Starting a game with only one side having decided fully to engage in while making sure all the odds will be in the favor of him being a predetermined winner. It was this moment precisely that made me feel part of something immoral. The unfair rules of the game. The indifferent bull being begged to react, being pushed to the edge of fury. The bull, tired and peaceful. The bull, being teased relentlessly. The bull being pushed to a game he isn't interested in. And the matador getting credits for an unfair game he set. As I left the arena, people looked at me with mocking eyes. Yes, I went to watch a bull fight and yes the play of colors is marvelous. The matador’s costume is breathtaking and to be sitting in an arena fills your lungs with the sands of time. But to see the amount of claps the spill of blood is getting was beyond what I can endure. To hear the amount of claps injustice brings is astonishing. You understand a lot about human nature, about the wars taking place every day, about poverty and starvation. You understand a lot about racial discrimination and abuse (verbal and physical), sex trafficking, and everything that stirs the wounds of this world wide open. You understand a lot about humans’ thirst for injustice and violence as a way to empower hidden insecurities. Replace the bull and replace the matador. And the arena will still be there. And you'll hear the claps. You've been hearing them ever since you opened your eyes.

I wished Adam weren’t jumping in for his turn. Because watching Adam wakeboard was not relaxing. He wasn’t careful when wakeboarding. Or in general. He was the opposite of careful. His life was one big episode of Jackass. He would do anything on a dare, so the older boys dared him a lot. My role in this game was to run and tell their mom. If I’d been able to run faster when we were kids, I might have saved Adam from a broken arm, several cracked ribs, and a couple of snake bites. Knowing this, it might not make a lot of sense that Mr. Vader let us wakeboard for the marina. But we’d come to wakeboarding only gradually. When we first started out, it was more like, Look at the very young children on water skis! How adorable. One time the local newspaper ran a photo of me and Adam waterskiing double, each of us holding up an American flag. It’s okay for you to gag now. I can take it. But Mr. Vader was no fool. He understood things changed. After the second time Adam broke his collarbone, Mr. Vader put us under strict orders not to get hurt, because it was bad for business. Customers might not be so eager to buy a wakeboard and all the equipment if they witnessed our watery death. To enforce this rule, the punishment for bleeding in the boat was that we had to clean the boat. Adam cleaned the boat a lot last summer.

In reality, electrons move in “probability clouds.” So what do you tell a sixth grader? Do you talk about the motion of planets, which is easy to understand and nudges you closer to the truth? Or do you talk about “probability clouds,” which are impossible to understand but accurate? The choice may seem to be a difficult one: (1) accuracy first, at the expense of accessibility; or (2) accessibility first, at the expense of accuracy. But in many circumstances this is a false choice for one compelling reason: If a message can’t be used to make predictions or decisions, it is without value, no matter how accurate or comprehensive it is. Herb Kelleher could tell a flight attendant that her goal is to “maximize shareholder value.” In some sense, this statement is more accurate and complete than that the goal is to be “THE low-fare airline.” After all, the proverb “THE low-fare airline” is clearly incomplete—Southwest could offer lower fares by eliminating aircraft maintenance, or by asking passengers to share napkins. Clearly, there are additional values (customer comfort, safety ratings) that refine Southwest’s core value of economy. The problem with “maximize shareholder value,” despite its accuracy, is that it doesn’t help the flight attendant decide whether to serve chicken salad. An accurate but useless idea is still useless.

In Webvan’s case premature scaling was an integral part of the company culture and the prevailing venture capital “get big fast” mantra. Webvan spent $18 million to develop proprietary software and $40 million to set up its first automated warehouse before it had shipped a single item. Premature scaling had dire consequences since Webvan’s spending was on a scale that ensures it will be taught in business school case studies for years to come. As customer behavior continued to differ from the predictions in Webvan’s business plan, the company slowly realized it had overbuilt and over-designed. The business model made sense only at the high volumes predicted on the spreadsheet.

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.

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.

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.

Danny Meyer of Union Square Hospitality Group talked about businesses having soul. He believed soul was what made a business great, or even worth doing at all. “A business without soul is not something I’m interested in working at,” he said. He suggested that the soul of a business grew out of the relationships a company developed as it went along. “Soul can’t exist unless you have active, meaningful dialogue with stakeholders: employees, customers, the community, suppliers, and investors. When you launch a business, your job as the entrepreneur is to say, ‘Here’s a value proposition that I believe in. Here’s where I’m coming from. This is my point of view.’ At first, it’s a monologue. Gradually it becomes a dialogue and then a real conversation.

the right way.’ Each went something like this: Step 1: They got me excited about all the new leads they would bring.   Step 2: I’d go through an onboarding process that felt valuable (and sometimes was).   Step 3: They assigned their “best” senior rep to my account.   Step 4: I saw some results.   Step 5: They moved my senior rep to the newest customer...   Step 6: A junior rep starts managing my account. My results suffered.   Step 7: I complained.   Step 8: The senior rep would come back once in a while to make me feel better.   Step 9: Results still suffered. And I’d eventually cancel.   Step 10: I’d search for another agency and repeat the cycle of insanity.   Step 11: For the zillionth time–Start wondering why I wasn’t getting results like the first time.

As entrepreneurs, product managers, developers, and designers, we love to spend our time coming up with cool new feature ideas and designing great user experiences. However, those items sit at the top two levels of the pyramid of user needs. First and foremost, the product needs to be available when the user wants to use it. After that, the product's response time needs to be fast enough to be deemed adequate. The next tier pertains to the product's quality: Does it work as it is supposed to? We then arrive at the feature set tier, which deals with functionality. At the top, we have user experience (UX) design, which governs how easy—and hopefully how enjoyable—your product is to use. As with Maslow's hierarchy, lower-level needs have to be met before higher-level needs matter.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

What could be more subtle, for instance, than the instinct which had prompted her to hang on the walls of her drawing-room three paintings, all by Douanier Rousseau? Her guests, on coming into this room, were put at ease by the presence of pictures, and ‘modern’ pictures at that, which they could recognize at first sight. Faced by the work of Seurat, of Matisse, even of Renoir, who knows but that they might hesitate, the name of the artist not rising immediately to their lips? But at the sight of those fantastic foliages, those mouthing monkeys, there could arise no doubt; even the most uncultured could murmur: ‘What gorgeous Rousseaus you have here. I always think it is so wonderful that they were painted by a common customs official – abroad, of course.’ And buoyed up by a feeling of intellectual adequacy, they would thereafter really enjoy themselves.

the earliest surreal photographs come from the 1850s, when photographers first went out prowling the streets of London, Paris, and New York, looking for their unposed slice of life. These photographs, concrete, particular, anecdotal (except that the anecdote has been effaced)—moments of lost time, of vanished customs—seem far more surreal to us now than any photograph rendered abstract and poetic by superimposition, under-printing, solarization, and the like. Believing that the images they sought came from the unconscious, whose contents they assumed as loyal Freudians to be timeless as well as universal, the Surrealists misunderstood what was most brutally moving, irrational, unassimilable, mysterious—time itself. What renders a photograph surreal is its irrefutable pathos as a message from time past, and the concreteness of its intimations about social class.

Then one day Chip showed up with the back of his pickup truck just loaded with old metal letters he’d found at a flea market--big, oddly shaped letters taken from various old signs. They were mismatched and rusty and dented--and I loved them. We tacked them up on the front of the shop, spelling out the name that would come to mean so much: Magnolia. The letters were uneven and looked a little handmade and ragged, but it seemed to work. I loved this sign because Chip designed it and made it with his own two hands. It came together in such an imperfectly perfect way, and I hoped people would get it. To this day that sign is one of my proudest accomplishments. I’m no Joanna Gaines, but I certainly see things differently and love design in my own unique way. That first sign really reflected that for me. I would glow when I would hear a customer come in the shop and say, “I saw the sign and just had to stop in.

everything that has life gives sign of satisfaction, and the cattle that lie on the ground seem to have great and tranquil thoughts. These halcyons may be looked for with a little more assurance in that pure October weather which we distinguish by the name of the Indian summer. The day, immeasurably long, sleeps over the broad hills and warm wide fields. To have lived through all its sunny hours, seems longevity enough. The solitary places do not seem quite lonely. At the gates of the forest, the surprised man of the world is forced to leave his city estimates of great and small, wise and foolish. The knapsack of custom falls off his back with the first step he takes into these precincts. Here is sanctity which shames our religions, and reality which discredits our heroes. Here we find Nature to be the circumstance which dwarfs every other circumstance, and judges like a god all men that come to her. Nature, Ralph Waldo Emerson

The most insidious part of the traditional marketing model is that “big blowout launch” mythology. Of course, equally seductive is the “build it and they will come” assumption that too many people associate with the Web. Both are too simple and rarely effective. Remember what Aaron Swartz realized. Users have to be pulled in. A good idea is not enough. Your customers, in fact, have to be “acquired.” But the way to do that isn’t with a bombardment. It’s with a targeted offensive in the right places aimed at the right people. Your start-up is designed to be a growth engine—and at some point early on, that engine has to be kick-started. The good news is that we have to do that only once. Because the next step isn’t about getting more attention or publicity. The endless promotional cycle of traditional marketing is not our destiny. Because once we bring our first customers in, our next move is to set about turning them into an army.

With this single maneuver, Vincent engaged several important principles of influence. First, even those who did not take his suggestions felt Vincent had done them a favor by offering valuable information to help them order. Everyone felt grateful, and consequently, the rule of of reciprocation worked in his favor when it came time to decide on his gratuity. Besides hiking up the percentage of his tip, Vincent’s ploy also placed him in a position to increase the size of the party’s order. It established him as an authority on the current stores of the house: he clearly knew what was and wasn’t good that night. Moreover—and here is where seeming to argue against his own interests comes in—it proved him to be a trustworthy informant because he recommended dishes slightly less expensive than the one originally ordered. Rather than having appeared to try to line his own pockets, he seemed to have the customers’ best interests at heart.

The first thing he did was to attempt to analyse a mental device he was in the habit of resorting to - a device that supplied him with the secret substratum of his whole life. This was a certain trick he had of doing what he called 'sinking into his soul’. This trick had been a furtive custom with him from very early days. In his childhood his mother had often rallied him about it in her light-hearted way, and had applied to these trances, or these fits of absent-mindedness, an amusing but rather indecent nursery name. His father, on the other hand, had encouraged him in these moods, taking them very gravely, and treating him, when under their spell, as if he were a sort of infant magician. It was, however, when staying in his grandmother's house at Weymouth that the word had come to him which he now always used in his own mind to describe these obsessions. It was the word ‘mythology’ ; and he used it entirely in a private sense of his own.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

The crowding of the people out of the country into the city aggravated the misery; and the newly-arrived suffered most. For, having no houses of their own, but inhabiting in the height of summer stifling huts, the mortality among them was dreadful, and they perished in wild disorder. The dead lay as they had died, one upon another, while others hardly alive wallowed in the streets and crawled about every fountain craving for water.The temples in which they lodged were full of the corpses of those who died in them; for the violence of the calamity was such that men, not knowing where to turn, grew reckless of all law, human and divine.The customs which had hitherto been observed at funerals were universally violated, and they buried their dead each one as best he could. Many, having no proper appliances, because the deaths in their household had been so numerous already, lost all shame in the burial of the dead.When one man had raised a funeral pile, others would come, and throwing on their dead first, set fire to it; or when some other corpse was already burning, before they could be stopped, would throw their own dead upon it and depart. (Book 2 Chapter 52)

Among the fraudulent farmworker amnesties approved by the INS was one from Egyptian Mahmud Abouhalima,7 or—as he was known in the terrorist community—“Mahmud the Red.” Mahmud had come to the United States as a “tourist” from Germany—where he had been denied political asylum, but got around that by marrying an emotionally disturbed alcoholic, and then married another German woman after divorcing the first when she objected to his taking a second wife.8 At the end of 1985, Mahmud and his second wife took a “three-week” trip to the United States on tourist visas and promptly settled into an apartment in Brooklyn.9 Luckily for Mahmud, just as his tourist visa was expiring six months later, Schumer’s farmworker amnesty became law. So Mahmud submitted an application, claiming to have worked on a farm in South Carolina, despite having never left New York, except one short visit to the Michigan Islamic community.10 Mahmud was approved. Otherwise, crops would rot in the fields! And what a wonderful agricultural worker Mahmud was. He became a limo driver in New York, where he repeatedly had his license suspended for ripping off customers and speeding through red lights because he was busy reading the Koran.

Mrs. Indianapolis was in town again. She looked like a can of Sprite in her green and yellow outfit. She always likes to come down to the front desk just to chat. It was 4:04 am and thankfully I was awake and at the front desk when she got off the elevator and walked towards me. 
 “Good morning, Jacob,” she said.
 “My name is Jarod,” I replied.
 “When did you change your name?” “I was born Jarod, and I’ll probably die. Maybe.”
 “You must be new here. You look like a guy named Jacob that used to work at the front desk.”
 “Nope, I’m not new. And there’s no Jacob that’s worked the front desk, nor anybody who looks or looked like me. How can I assist you, Mrs. Indianapolis?”
 “I’d like to inform you that the pool is emitting a certain odor.”
 “What sort of odor?”
 “Bleach.”
 “Ah, that’s what we like to call chlorine. It’s the latest craze in the sanitation of public pools. Between you and me, though, I think it’s just a fad.”
 “Don’t get sassy with me, young man. I know what chlorine is. I expect a clean pool when I go swimming. But what I don’t expect is enough bleach to get the grass stain out of a shirt the size of Kentucky.”
 “That’s not our policy, ma’am. We only use about as much chlorine as it would take to remove a coffee stain the size of Seattle from a light gray shirt the size of Washington.” “Jerry, I don’t usually give advice to underlings, but I’m feeling charitable tonight. So I’ll tell you that if you want to get ahead in life, you have to know when to talk and when not to talk. And for a guy like you, it’d be a good idea if you decided not to talk all the time. Or even better, not to talk at all.”
 “Some people say some people talk too much, and some people, the second some people, say the first some people talk to much and think too little. Who is first and who is second in this case? Well, the customer—that’s you, lady—always comes first.”
 “There you go again with the talking. I’d rather talk to a robot than to you.”
 “If you’d rather talk to a robot, why don’t you just find your husband? He’s got all the personality and charm of a circuit board. Forgive me, I didn’t mean that.”
 “I should hope not!”
 “What I meant to say was fried circuit board. It’d be quite absurd to equate your husband’s banter to a functioning circuit board.”
 “I’m going to have a talk to your manager about your poor guest service.”
 “Go ahead. Tell him that Jerry was rude and see what he says. And by the way, the laundry room is off limits when no lifeguard is on duty.

other gentlemen had come out with him. One was a low-spirited gentleman of middle age, of a meagre habit, and a disconsolate face; who kept his hands continually in the pockets of his scanty pepper-and-salt trousers, very large and dog’s-eared from that custom; and was not particularly well brushed or washed. The other, a full-sized, sleek, well-conditioned gentleman, in a blue coat with bright buttons, and a white cravat. This gentleman had a very red face, as if an undue proportion of the blood in his body were squeezed up into his head; which perhaps accounted for his having also the appearance of being rather cold about the heart. He who had Toby’s meat upon the fork, called to the first one by the name of Filer; and they both drew near together. Mr. Filer being exceedingly short-sighted, was obliged to go so close to the remnant of Toby’s dinner before he could make out what it was, that Toby’s heart leaped up into his mouth. But Mr. Filer didn’t eat it. “This is a description of animal food, Alderman,” said Filer, making little punches in it, with a pencil-case, “commonly known to the labouring population of this country, by the name of tripe.” The Alderman laughed, and winked; for he was a merry fellow, Alderman Cute. Oh, and a sly fellow,

There is far more to the Islamic way of life than fasting and segregating women, of course. Praying five times a day, avoiding alcohol, the custom of eating with the right hand, leaving the left for ablutions and many health measures associated with Islam, such as ritual washing. Then there is the Qur’an itself and the sonorous power of the Arabic language, with an attractive system of ethics including a focus on alms-giving and the equality of believers. Putting all this together created a powerful religious technology which made its followers more aggressive, confident, united and with a higher birth rate than any competing civilization. [...] People in the West see the traditional culture of the Muslim Middle East as primitive and “backward,” and there are constant calls for modernization. In fact, as had been seen, Islamic culture is anything but backward. Civilization first arose in Egypt, Mesopotamia and the Indus Valley in what is now Pakistan. It is no coincidence that these lands, with the longest experience of civilization, are now strongly and fervently Muslim. Long experience of civilization has bred a high-S genotype and culture which perfectly adapt people to survive and expand their numbers in dense agricultural and urban populations. Such countries tend to be poor (if we leave out the anomalous effects of oil wealth), since their peoples lack the temperament for industrialization. But wealth at that level is of no benefit in the long-term struggle for survival and success. To paraphrase Christian scripture, what does it benefit a civilization if it gains wealth but loses its strength and vigor? The advantages of Islam can be clearly seen in countries with mixed populations. Lebanon once had a Christian majority but is now 54% Muslim. In Communist Yugoslavia the provinces with Muslim populations grew much faster and received tax revenue from the wealthier Christian states. The population of Kosovo, the spiritual homeland of Christian Serbia, grew from 733,000 in 1948 to over two million in 1994, with the Muslim component surging from 68% to 90%, and lately going even higher. Meanwhile, Muslims are migrating into Europe where Christianity is in decline, the birth rate is far below replacement level, and people no longer have much faith in their own culture. Over the next few decades, as the next chapter will indicate, the native peoples of the West will become feebler and fewer. This means that on current trends Europe will become an Islamic continent in a century or so. The 1,400-year struggle between Islam and the West is coming to end. pp. 227 & 229-230

. . . everything that has life gives sign of satisfaction, and the cattle that lie on the ground seem to have great and tranquil thoughts. These halcyons may be looked for with a little more assurance in that pure October weather which we distinguish by the name of the Indian summer. The day, immeasurably long, sleeps over the broad hills and warm wide fields. To have lived through all its sunny hours, seems longevity enough. The solitary places do not seem quite lonely. At the gates of the forest, the surprised man of the world is forced to leave his city estimates of great and small, wise and foolish. The knapsack of custom falls off his back with the first step he takes into these precincts. Here is sanctity which shames our religions, and reality which discredits our heroes. Here we find Nature to be the circumstance which dwarfs every other circumstance, and judges like a god all men that come to her. Nature, Ralph Waldo Emerson Aye, and poets send out the sick spirit to green pastures, like lame horses turned out unshod to the turf to renew their hoofs. A sort of yarb-doctors in their way, poets have it that for sore hearts, as for sore lungs, nature is the grand cure. But who froze to death my teamster on the prairie? And who made an idiot of Peter the Will Boy? The Confidence Man, Herman Melville

The market is the first force that has led to the shriveling of citizenship. The classic case is the Wal-Mart effect. A town has a Main Street of small businesses and mom-and-pop shops. The shopkeepers and their customers have relationships that are not just about economic transactions but are set in a context of family, neighborhood, people, and place. Then Wal-Mart comes to town. It offers lower prices. It offers convenience. Because of its scale and might in the marketplace, it can compensate its workers stingily and drive out competition.   The presence of Wal-Mart leads the townspeople to think of themselves primarily as consumers, and to shed other aspects of their identities, like being neighbors or parishioners or friends. As consumers first, they gravitate to the place with the lowest prices. Wal-Mart thrives. The small businesses struggle and lay off workers. They cut back on their sponsorship of tee ball, their support of the food bank. As the mom-and-pops give way to the big box, and commutes become necessary, lives become more frenetic and stressful. People see each other less often. The sense of mutual obligation that townsfolk once shared starts to evaporate. Microhabits of caring and sociability fall away. In this tableau of libertarian citizenship, market forces triumph and everyone gets better deals—yet everyone is now in many senses poorer.

The two techniques I refer to are undoing what has been done and isolating. The first of these has a wide range of application and goes back very far. It is, as it were, negative magic, and endeavours, by means of motor symbolism, to ‘blow away’ not merely the consequences of some event (or experience or impression) but the event itself. I choose the term ‘blow away’ advisedly, so as to remind the reader of the part played by this technique not only in neuroses but in magical acts, popular customs and religious ceremonies as well. [...] The same purpose may perhaps account for the obsession for repeating which is so frequently met with in this neurosis and the carrying out of which serves a number of contradictory intentions at once. When anything has not happened in the desired way it is undone by being repeated in a different way; and thereupon all the motives that exist for lingering over such repetitions come into play as well. [...] The second of these techniques which we are setting out to describe for the first time, that of isolation, is peculiar to obsessional neurosis. It, too, takes place in the motor sphere. When something unpleasant has happened to the subject or when he himself has done something which has a significance for his neurosis, he interpolates an interval during which nothing further must happen—during which he must perceive nothing and do nothing.

The direction of this new force, liberated by the love, vanity, and inspiration of a sharp little shop assistant, was through the spirit of the times to a personal power that were content to wish as large as possible, without any limitation or detailed idea. This spirit, since it was the Age of Reason, was love of Mystery. For it cannot be disguised that the prime effect of knowledge of the universe in which we are shipwrecked is a feeling of despair and disgust, often developing into an energetic desire to escape reality altogether. The age of Voltaire is also the age of fairy tales; the vast Cabinet de Fèes, some volumes of which Marie Antoinette took into her cell to console her, it is said, stood alongside the Encyclopèdie ... This impression of disgust, and this impulse to escape were naturally very strong in the eighteenth century, which had come to a singularly lucid view of the truth of the laws that govern our existence, the nature of mankind, its passions and instincts, its societies, customs, and possibilities, its scope and cosmical setting and the probable length and breadth of its destinies. This escape, since from Truth, can only be into Illusion, the sublime comfort and refuge of that pragmatic fiction we have already praised. There is the usual human poverty of all its possible varieties ... there are all the drugs, from subtle, all conquering opium to cheating, cozening cocaine. There is religion, of course, and music, and gambling; these are the major euphorias. But the queerest and oldest is the sidepath of Magic... At its deepest, this Magic is concerned with the creative powers of the will; at lowest it is but a barbarous rationalism, the first of all our attempts to force the heavens to be reasonable.

THE INSTRUCTION OF PTAHHOTEP Part II If you are one among guests At the table of one greater than you, Take what he gives as it is set before you; Look at what is before you, Don’t shoot many glances at him, Molesting him offends the ka. Don’t speak to him until he summons, One does not know what may displease; Speak when he has addressed you, Then your words will please the heart. The nobleman, when he is behind food, Behaves as his ka commands him; He will give to him whom he favors, It is the custom when night has come. It is the ka that makes his hands reach out, The great man gives to the chosen man; Thus eating is under the counsel of god, A fool is who complains of it. If you are a man of trust, Sent by one great man to another, Adhere to the nature of him who sent you. Give his message as he said it. Guard against reviling speech, Which embroils one great with another; Keep to the truth, don't exceed it, But an outburst should not be repeated. Do not malign anyone, Great or small, the ka abhors it. If you plow and there’s growth in the field, And god lets it prosper in your hand, Do not boast at your neighbors’ side, One has great respect for the silent man: Man of character is man of wealth. If he robs he is like a crocodile in court. Don’t impose on one who is childless, Neither decry nor boast of it; There is many a father who has grief, And a mother of children less content than another; It is the lonely whom god fosters, While the family man prays for a follower. If you are poor, serve a man of worth, That all your conduct may be well with the god. Do not recall if he once was poor, Don’t be arrogant toward him For knowing his former state; Respect him for what has accrued to him. For wealth does not come by itself. It is their law for him whom they love, His gain, he gathered it himself ; It is the god who makes him worthy And protects him while he sleeps. Follow your heart as long as you live, Do no more than is required, Do not shorten the time of “follow-the-heart,” Trimming its moment offends the ka Don’t waste time on daily cares Beyond providing for your household; When wealth has come, follow your heart, Wealth does no good if one is glum! If you are a man of worth And produce a son by the grace of god, If he is straight, takes after you, Takes good care of your possessions. Do for him all that is good, He is your son, your ka begot him, Don’t withdraw your heart from him. But an offspring can make trouble: If he strays, neglects your counsel, Disobeys all that is said, His mouth spouting evil speech, Punish him for all his talk They hate him who crosses you, His guilt was fated in the womb; He whom they guide can not go wrong, Whom they make boatless can not cross. If you are in the antechamber, Stand and sit as fits your rank Which was assigned you the first day. Do not trespass — you will be turned back, Keen is the face to him who enters announced, Spacious the seat of him who has been called. The antechamber has a rule, All behavior is by measure; It is the god who gives advancement, He who uses elbows is not helped. If you are among the people, Gain supporters through being trusted The trusted man who does not vent his belly’s speech, He will himself become a leader, A man of means — what is he like ? Your name is good, you are not maligned, Your body is sleek, your face benign, One praises you without your knowing. He whose heart obeys his belly Puts contempt of himself in place of love, His heart is bald, his body unanointed; The great-hearted is god-given, He who obeys his belly belongs to the enemy.

Today there is much talk about democratic ideals in the outside world. But not in Germany! For here in Germany we had more than enough time-fifteen years-to acquaint ourselves with these democratic ideals. And we ourselves had to pick up the legacy left behind by this democracy. Now we are being credited with many a truly astounding war aim, especially by the English. After all, England is quite experienced in issuing proclamations of objectives in warfare as it has waged the greatest number of wars the world over. Truly astounding are the war aims announced to us today. A new Europe will arise. This Europe will be characterized by justice. This justice will render armament obsolete. This will lead to disarmament at last. This disarmament in turn will bring about an economic blossoming. Change and trade will spring up-much trade-free trade. And with the sponsorship of this trade, culture shall once more blossom, and not only culture will benefit, but religion will also prosper. In other words: we are heading towards a golden age! Well, we have heard of this golden age before. Many times precisely the same people attempted to illustrate its virtues to us who are now flooding us with descriptions of its benefits. The records are old ones, played once too often. We can only pity these gentlemen who cannot even come up with a new idea to trap a great people. For all this they had already promised us in 1918. Then, too, England’s objectives in the war were the creation of this “new Europe,” the establishment of a “new justice,” of which the “right to selfdetermination of the peoples” was to form an integral part. Back then already they promised us justice to render obsolete-for all time-the bearing of any sort of weaponry. Back then already they submitted to us a program for disarmament-one for global disarmament. To make this disarmament more evident, it was to be crowned by the establishment of an association of nations bearing no arms. These were to settle their differences in the future-for even back then there was no doubt that differences would still arise-by talking them to death in discussion and debate, just as is the custom in democratic states. There would be no more shooting under any circumstances! In 1918, they declared a blessed and pious age to come! What came to pass in its stead we all lived to see: the old states were destroyed without even as much as asking their citizenry. Historic, ancient structures were severed, not only state bodies but grown economic structures as well, without anything better to take their place. In total disregard of the principle of the right to self-determination of the peoples, the European peoples were hacked to pieces, torn apart. Great states were dissolved. Nations were robbed of their rights, first rendered utterly defenseless and then subjected to a division which left only victors and vanquished in this world. And then there was no more talk of disarmament. To the contrary, armament went on. Nor did any efforts materialize to settle conflicts peacefully. The armed states waged wars just as before. Yet those who had been disarmed were no longer in a position to ward off the aggressions of those well armed. Naturally, this did not herald economic prosperity but, to the contrary, produced a network of lunatic reparations payments which led to increasing destitution for not only the vanquished, but also the so-called victors themselves. The consequences of this economic destitution were felt most acutely by the German Volk. International finance remained brutal and squeezed our Volk ruthlessly. Adolf Hitler – speech in the Sportpalast Berlin, January 30, 1940

Nations disappear, but their effect remains on the way of society, industry and craft. The manner of thinking and the character of literature and art; languages become dead but their words, proverbs, symbols and metaphors enter new languages to become a part of them; the divinity of old beliefs comes to an end, but old idols remain in the sleeve of every new religion and every fold of the turban and tiara; civilisations vanish but the palaces of a new civilisation keep dazzling with their marks and decorations Five thousand years ago such a civilisation arose in the valley of the Tigris and the Euphrates and before the eyes, it spread across the entire East. This civilisation established its authority for 2500 years from the Mediterranean to the Arabia Sea. Then the chants of the worshippers of Zoroaster arose in the fire temples of Persia, and the Achaemenid rulers raised the buildings of Iranian civilization over the rubble of Babylon and Nineveh. The civilisational current of the Tigris and the Euphrates mixed with the Iranian civilisation and neither the religion of the land between the two rivers remained nor the language; but we cannot forget the favour which the inhabitants there have bestowed on the world by introducing man to the knowledge and arts for the first time. The world’s oldest villages have been found in this same land between the two rivers; cultivation became a custom there for the first time indeed; the potter’s wheel was first invented there; the remains of the most ancient cities were found there; city-states were established for the first time in the same valley; and the first code of law was compiled on this very land. But the greatest feat of the ancient inhabitants is the invention of the art of writing. The first schools were also opened on the coasts of the Tigris and the Euphrates. The oldest libraries have also been available there and the oldest epics are also the creation of this area.

The people are pieces of software called avatars. They are the audiovisual bodies that people use to communicate with each other in the Metaverse. Hiro's avatar is now on the Street, too, and if the couples coming off the monorail look over in his direction, they can see him, just as he's seeing them. They could strike up a conversation: Hiro in the U-Stor-It in L.A. and the four teenagers probably on a couch in a suburb of Chicago, each with their own laptop. But they probably won't talk to each other, any more than they would in Reality. These are nice kids, and they don't want to talk to a solitary crossbreed with a slick custom avatar who's packing a couple of swords. Your avatar can look any way you want it to, up to the limitations of your equipment. If you're ugly, you can make your avatar beautiful. If you've just gotten out of bed, your avatar can still be wearing beautiful clothes and professionally applied makeup. You can look like a gorilla or a dragon or a giant talking penis in the Metaverse. Spend five minutes walking down the Street and you will see all of these. Hiro's avatar just looks like Hiro, with the difference that no matter what Hiro is wearing in Reality, his avatar always wears a black leather kimono. Most hacker types don't go in for garish avatars, because they know that it takes a lot more sophistication to render a realistic human face than a talking penis. Kind of the way people who really know clothing can appreciate the fine details that separate a cheap gray wool suit from an expensive hand-tailored gray wool suit. You can't just materialize anywhere in the Metaverse, like Captain Kirk beaming down from on high. This would be confusing and irritating to the people around you. It would break the metaphor. Materializing out of nowhere (or vanishing back into Reality) is considered to be a private function best done in the confines of your own House. Most avatars nowadays are anatomically correct, and naked as a babe when they are first created, so in any case, you have to make yourself decent before you emerge onto the Street. Unless you're something intrinsically indecent and you don't care.

Her mind escaped between them, and went exploring for itself through the great gaps they had made in the simple obedient assumptions of her girlhood. That question originally put in Paradise, "Why shouldn't we?" came into her mind and stayed there. It is a question that marks a definite stage in the departure from innocence. Things that had seemed opaque and immutable appeared translucent and questionable. She began to read more and more in order to learn things and get a light upon things, and less and less to pass the time. Ideas came to her that seemed at first strange altogether and then grotesquely justifiable and then crept to a sort of acceptance by familiarity. And a disturbing intermittent sense of a general responsibility increased and increased in her. You will understand this sense of responsibility which was growing up in Lady Harman's mind if you have felt it yourself, but if you have not then you may find it a little difficult to understand. You see it comes, when it comes at all, out of a phase of disillusionment. All children, I suppose, begin by taking for granted the rightness of things in general, the soundness of accepted standards, and many people are at least so happy that they never really grow out of this assumption. They go to the grave with an unbroken confidence that somewhere behind all the immediate injustices and disorders of life, behind the antics of politics, the rigidities of institutions, the pressure of custom and the vagaries of law, there is wisdom and purpose and adequate provision, they never lose that faith in the human household they acquired amongst the directed securities of home. But for more of us and more there comes a dissolution of these assurances; there comes illumination as the day comes into a candle-lit uncurtained room. The warm lights that once rounded off our world so completely are betrayed for what they are, smoky and guttering candles. Beyond what once seemed a casket of dutiful security is now a limitless and indifferent universe. Ours is the wisdom or there is no wisdom; ours is the decision or there is no decision. That burthen is upon each of us in the measure of our capacity. The talent has been given us and we may not bury it.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

Liberal anticulture rests on three pillars: first, the wholesale conquest of nature, which consequently makes nature into an independent object requiring salvation by the notional elimination of humanity; second, a new experience of time as a pastless present in which the future is a foreign land; and third, an order that renders place fungible and bereft of definitional meaning. These three cornerstones of human experience—nature, time and place—form the basis of culture, and liberalism’s success is premised upon their uprooting and replacement with facsimiles that bear the same names. The advance of this anticulture takes two primary forms. Anticulture is the consequence of a regime of standardizing law replacing widely observed informal norms that come to be discarded as forms of oppression; and it is the simultaneous consequence of a universal and homogenous market, resulting in a monoculture that, like its agricultural analogue, colonizes and destroys actual cultures rooted in experience, history, and place. These two visages of the liberal anticulture thus free us from other specific people and embedded relationships, replacing custom with abstract and depersonalized law, liberating us from personal obligations and debts, replacing what have come to be perceived as burdens on our individual autonomous freedom with pervasive legal threat and generalized financial indebtedness. In the effort to secure the radical autonomy of individuals, liberal law and the liberal market replace actual culture with an encompassing anticulture. This anticulture is the arena of our liberty—yet increasingly, it is rightly perceived as the locus of our bondage and even a threat to our continued existence. The simultaneous heady joy and gnawing anxieties of a liberated humanity, shorn of the compass of tradition and inheritance that were the hallmarks of embedded culture, are indicators of liberalism’s waxing success and accumulating failure. The paradox is our growing belief that we are thralls to the very sources of our liberation—pervasive legal surveillance and control of people alongside technological control of nature. As the empire of liberty grows, the reality of liberty recedes. The anticulture of liberalism—supposedly the source of our liberation—accelerates liberalism’s success and demise.

I’d met Madison, as I’ve already mentioned, two months earlier, in Budapest. I’d been at a conference. She’d been there with some girlfriends. We’d got talking in the hotel bar. An anthropologist, she’d said; that’s … exotic. Not at all, I’d replied; I work for an incorporated business, in a basement. Yes, she said, but … But what? I asked. Dances, and masks, and feathers, she eventually responded: that’s the essence of your work, isn’t it? I mean, even if you’re writing a report on workplace etiquette, or how to motivate employees or whatever, you’re seeing it all through a lens of rituals, and rites, and stuff. It must make the everyday all primitive and strange—no? I saw what she was getting at; but she was wrong. For anthropologists, even the exotic’s not exotic, let alone the everyday. In his key volume Tristes Tropiques, Claude Lévi-Strauss, the twentieth century’s most brilliant ethnographer, describes pacing the streets, all draped with new electric cable, of Lahore’s Old Town sometime in the nineteen-fifties, trying to piece together, long after the event, a vanished purity—of local colour, texture, custom, life in general—from nothing but leftovers and debris. He goes on to describe being struck by the same impression when he lived among the Amazonian Nambikwara tribe: the sense of having come “too late”—although he knows, from having read a previous account of life among the Nambikwara, that the anthropologist (that account’s author) who came here fifty years earlier, before the rubber-traders and the telegraph, was struck by that impression also; and knows as well that the anthropologist who, inspired by the account that Lévi-Strauss will himself write of this trip, shall come back in fifty more will be struck by it too, and wish—if only!—that he could have been here fifty years ago (that is, now, or, rather, then) to see what he, Lévi-Strauss, saw, or failed to see. This leads him to identify a “double-bind” to which all anthropologists, and anthropology itself, are, by their very nature, prey: the “purity” they crave is no more than a state in which all frames of comprehension, of interpretation and analysis, are lacking; once these are brought to bear, the mystery that drew the anthropologist towards his subject in the first place vanishes. I explained this to her; and she seemed, despite the fact that she was drunk, to understand what I was saying. Wow, she murmured; that’s kind of fucked. 2.8 When I arrived at Madison’s, we had sex. Afterwards,

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

OR. I will tell you, but these are the beginning for me of many [125] woes. After these evil things concerning my mother, on which I keep silence, had been wrought, I was driven an exile by the pursuits of the Erinnyes, when Loxias sent my foot [126] to Athens, that I might render satisfaction to the deities that must not be named. For there is a holy council, that Jove once on a time instituted for Mars on account of some pollution of his hands. [127] And coming thither, at first indeed no one of the strangers received me willingly, as being abhorred by the Gods, but they who had respect to me, afforded me [128] a stranger's meal at a separate table, being under the same house roof, and silently devised in respect to me, unaddressed by them, how I might be separated from their banquet [129] and cup, and, having filled up a share of wine in a separate vessel, equal for all, they enjoyed themselves. And I did not think fit to rebuke my guests, but I grieved in silence, and did not seem to perceive [their conduct,] deeply groaning, because I was my mother's slayer. [130] But I hear that my misfortunes have been made a festival at Athens, and that this custom still remains, that the people of Pallas honor the Libation Vessel. [131] But when I came to the hill of Mars, and stood in judgment, I indeed occupying one seat, but the eldest of the Erinnyes the other, having spoken and heard respecting my mother's death, Phœbus saved me by bearing witness, but Pallas counted out for me [132] the equal votes with her hand, and I came off victor in the bloody trial. [133] As many then as sat [in judgment,] persuaded by the sentence, determined to hold their dwelling near the court itself. [134] But as many of the Erinnyes as did not yield obedience to the sentence passed, continually kept driving me with unsettled wanderings, until I again returned to the holy ground of Phœbus, and lying stretched before the adyts, hungering for food, I swore that I would break from life by dying on the spot, unless Phœbus, who had undone, should preserve me. Upon this Phœbus, uttering a voice from the golden tripod, sent me hither to seize the heaven-sent image, and place it in the land of Athens. But that safety which he marked out for me do thou aid in. For if we can lay hold on the image of the Goddess, I both shall cease from my madness, and embarking thee in the bark of many oars, I shall settle thee again in Mycenæ. But, O beloved one, O sister mine, preserve my ancestral home, and preserve me, since all my state and that of the Pelopids is undone, unless we seize on the heavenly image of the Goddess.

If we take God’s Word seriously, we should avoid debt when possible. In those rare cases where we go into debt, we should make every effort to get out as soon as we can. We should never undertake debt without prayerful consideration and wise counsel. Our questions should be, Why go into debt? Is the risk called for? Will the benefits of becoming servants to the lender really outweigh the costs? What should we ask ourselves before going into debt? Before we incur debt, we should ask ourselves some basic spiritual questions: Is the fact that I don’t have enough resources to pay cash for something God’s way of telling me it isn’t his will for me to buy it? Or is it possible that this thing may have been God’s will but poor choices put me in a position where I can’t afford to buy it? Wouldn’t I do better to learn God’s lesson by foregoing it until—by his provision and my diligence—I save enough money to buy it? What I would call the “debt mentality” is a distorted perspective that involves invalid assumptions: • We need more than God has given us. • God doesn’t know best what our needs are. • God has failed to provide for our needs, forcing us to take matters into our own hands. • If God doesn’t come through the way we think he should, we can find another way. • Just because today’s income is sufficient to make our debt payments, tomorrow’s will be too (i.e., our circumstances won’t change). Those with convictions against borrowing will normally find ways to avoid it. Those without a firm conviction against going into debt will inevitably find the “need” to borrow. The best credit risks are those who won’t borrow in the first place. The more you’re inclined to go into debt, the more probable it is that you shouldn’t. Ask yourself, “Is the money I’ll be obligated to repay worth the value I’ll receive by getting the money or possessions now? When it comes time for me to repay my debt, what new needs will I have that my debt will keep me from meeting? Or what new wants will I have that will tempt me to go further into debt?” Consider these statements of God’s Word: • “True godliness with contentment is itself great wealth. After all, we brought nothing with us when we came into the world, and we can’t take anything with us when we leave it. So if we have enough food and clothing, let us be content” (1 Timothy 6:6-8). • “Those who love money will never have enough. How meaningless to think that wealth brings true happiness!” (Ecclesiastes 5:10). • “My child, don’t lose sight of common sense and discernment. Hang on to them, for they will refresh your soul. They are like jewels on a necklace. They keep you safe on your way, and your feet will not stumble. You can go to bed without fear; you will lie down and sleep soundly. You need not be afraid of sudden disaster or the destruction that comes upon the wicked, for the LORD is your security. He will keep your foot from being caught in a trap” (Proverbs 3:21-26). • “Don’t copy the behavior and customs of this world, but let God transform you into a new person by changing the way you think. Then you will learn to know God’s will for you, which is good and pleasing and perfect” (Romans 12:2).

Any prize off this bottom row,” the guy tells us, walking away to a waiting customer. “You did it!” I jump down off the counter and wrap my arms around his neck. “You won me a prize!” “Thank fuck.” His arms wrap around me. “I was starting to worry for a moment there. Felt like I was losing my man card.” I reach up on my tiptoes and kiss his lips. “Never. And thank you.” I tip my head back to look into his face. His hands slide down my back to my ass, and he gives it a squeeze. “Go pick your prize, Boston.” Leaving Liam, I head back to the counter and lean over, looking at the bottom row of prizes. I see all kinds of crap here, including really cheap-looking stuffed animals and dolls. I definitely do not want a doll. They freak me out. Then, I spy this sad-looking odd toy. Reaching over, I grab it. Liam comes up behind me as I right myself. His chest is pressed to my back. “Is that a…fucking knitted jellyfish?” I turn my head to look up at him. He’s squinting at the toy I’ve picked up. I look back down at it in my hands, and I think he’s right. It is a knitted jellyfish toy. “I think so.” It’s white and pink and looks like a little princess jellyfish. And the more I look at it, the cuter it becomes…in a weird knitted jellyfish way. “She looks like a jellyfish princess,” I say. “It looks like a piece of shit.” “Hey! You’ll hurt her feelings.” I jab him in the arm. Then, I hug her. “I shall call her Squishy, and she shall be mine.” I laugh, meeting Liam’s blank expression. “Finding Nemo? No?” I say. Liam slowly shakes his head, looking at me like I’ve lost my mind. “Okay, makes sense. You were probably too old to watch it when it first came out—you know, when I was still in diapers and you were out serenading teenage girls with the Backstreet Boys—hey!” I squeal when he digs me in the ribs with his fingers. “We’ll watch Nemo later, and then you’ll get the reference.” I turn to the guy. “I’ll take Squishy,” I tell him, holding the stuffed animal up. “Okay, what’s next?” I hook my arm through Liam’s, holding Squishy to my chest. “Hook a Duck.” “Hook a what?” I give him a confused look. “Duck.” “And what’s Hook a Duck?” “You don’t know what Hook a Duck is?” Liam looks appalled. “No…but I feel like I should.” “You should.” “What’s so special about it?” “Well, nothing special per se, but it’s like a rite of passage. Every kid plays Hook a Duck when they come to the fair.” “Hate to break it to you, Hunter, but we’re not kids.” “Maybe not. But it’s your first time at a fair in England, and you have to play.” Liam grabs my hand and sets off, I assume, in search of this Hook a Duck game. We find one a few minutes later, and it’s closed. All shut up with the tarpaulin covering the booth. “It’s closed. Never mind,” I say to him. I start to walk away, but Liam tugs me back by the hand he’s holding. “Like a little thing like it being closed is going to stop us from playing.” He gives me a grin and drops my hand. I watch as he unhooks the tarpaulin at the bottom and lifts it just enough so that he can sneak in underneath it. “Hunter, what are you doing?” I hiss. He ducks his head back out. “Come on,” he whispers, holding the material up for me to go under. “I’m not going in there.” “Yes you are. Now hurry the fuck up, or you’ll get me arrested for breaking into a Hook a Duck tent,” he whispers. “Ugh,” I complain.

By now, though, it had been a steep learning curve, he was fairly well versed on the basics of how clearing worked: When a customer bought shares in a stock on Robinhood — say, GameStop — at a specific price, the order was first sent to Robinhood's in-house clearing brokerage, who in turn bundled the trade to a market maker for execution. The trade was then brought to a clearinghouse, who oversaw the trade all the way to the settlement. During this time period, the trade itself needed to be 'insured' against anything that might go wrong, such as some sort of systemic collapse or a default by either party — although in reality, in regulated markets, this seemed extremely unlikely. While the customer's money was temporarily put aside, essentially in an untouchable safe, for the two days it took for the clearing agency to verify that both parties were able to provide what they had agreed upon — the brokerage house, Robinhood — had to insure the deal with a deposit; money of its own, separate from the money that the customer had provided, that could be used to guarantee the value of the trade. In financial parlance, this 'collateral' was known as VAR — or value at risk. For a single trade of a simple asset, it would have been relatively easy to know how much the brokerage would need to deposit to insure the situation; the risk of something going wrong would be small, and the total value would be simple to calculate. If GME was trading at $400 a share and a customer wanted ten shares, there was $4000 at risk, plus or minus some nominal amount due to minute vagaries in market fluctuations during the two-day period before settlement. In such a simple situation, Robinhood might be asked to put up $4000 and change — in addition to the $4000 of the customer's buy order, which remained locked in the safe. The deposit requirement calculation grew more complicated as layers were added onto the trading situation. A single trade had low inherent risk; multiplied to millions of trades, the risk profile began to change. The more volatile the stock — in price and/or volume — the riskier a buy or sell became. Of course, the NSCC did not make these calculations by hand; they used sophisticated algorithms to digest the numerous inputs coming in from the trade — type of equity, volume, current volatility, where it fit into a brokerage's portfolio as a whole — and spit out a 'recommendation' of what sort of deposit would protect the trade. And this process was entirely automated; the brokerage house would continually run its trading activity through the federal clearing system and would receive its updated deposit requirements as often as every fifteen minutes while the market was open. Premarket during a trading week, that number would come in at 5:11 a.m. East Coast time, usually right as Jim, in Orlando, was finishing his morning coffee. Robinhood would then have until 10:00 a.m. to satisfy the deposit requirement for the upcoming day of trading — or risk being in default, which could lead to an immediate shutdown of all operations. Usually, the deposit requirement was tied closely to the actual dollars being 'spent' on the trades; a near equal number of buys and sells in a brokerage house's trading profile lowered its overall risk, and though volatility was common, especially in the past half-decade, even a two-day settlement period came with an acceptable level of confidence that nobody would fail to deliver on their trades.

I well remember the first great hemp shop that was opened in San Francisco around 1976. It was essentially a long wooden bar with stools for the customers. On the bar itself were a few large crocks containing the basic and cheaper forms of the weed—Panama Red, Acapulco Gold, Indian Ganja, and Domestic Green. But against the wall behind the bar stood a long cabinet furnished with hundreds of small drawers that a local guitar maker had decorated with intricate ivory inlays in the Italian style. Each drawer carried a label indicating the precise field and year of the product, so that one could purchase all the different varieties from Mexico, Lebanon, Morocco, Egypt, India, and Vietnam, as well as the carefully tended plants of devout cannabinologists here at home. Business was conducted with leisure and courtesy, and the salesmen offered small samples for testing at the bar, along with sensitive and expert discussion of their special effects. I might add that the stronger psychedelics, such as LSD, were coming to be used only rarely—for psychotherapy, for retreats in religious institutions, and in our special hospitals for the dying.

Soul can’t exist unless you have active, meaningful dialogue with stakeholders: employees, customers, the community, suppliers, and investors. When you launch a business, your job as the entrepreneur is to say, ‘Here’s a value proposition that I believe in. Here’s where I’m coming from. This is my point of view.’ At first, it’s a monologue. Gradually it becomes a dialogue and then a real conversation. Like breaking in a baseball glove. You can’t will a baseball glove to be broken in; you have to use it. Well, you have to use a new business, too. You have to break it in. If you move on to the next thing too quickly, it will never develop its soul. Look what happens when a new restaurant opens. Everyone rushes in to see it, and it’s invariably awkward because it hasn’t yet developed soul. That takes time to emerge, and you have to work at it constantly.

order a bottle of wine, drink a toast to his wife’s pregnancy, and forget all about Jackson for a few hours. Instead, he paid his bill and headed out. The warrant for Logjam was a month old and no dealer could stay out of sight much longer than that before his customers migrated to a new supplier. Logjam would have resurfaced by now. The first place he visited was a washout. So was the second. He moved on to a zydeco joint. It stank of flat beer and stale smoke. The customers paid him little heed as he nursed a Canadian Club and ginger at the bar. He hadn’t long to wait until he spotted who held the concession. The bartender handed three customers a complimentary book of matches each as he set down their drinks. Two of them already had cigarettes lit, their lighters squared neatly on top of their cigarette packets. Val called him over. “I’m looking for a friend of mine.” The man eyeballed him. “A guy like you has no friends.” “His name’s Logjam. Have you seen him recently?” The bartender wiped the zinc counter with a sponge cloth. “Never heard of him. Does he come in here?” Val set his shield on the bar. “Have you

Most of the world’s most successful innovators see problems through a different lens from the rest of us. Why didn’t Hertz come up with a Zipcar-like product first? Kodak came close to creating a kind of Facebook product long before Mark Zuckerberg did. Major yogurt manufacturers understood that there might be a demand for Greek yogurt well before Chobani founder Hamdi Ulukaya launched what is now a $ 1 billion business. AT& T introduced a “picture phone” at the 1964 World’s Fair, decades before Apple’s iPhone. Instead of looking at the way the world is and assuming that’s the best predictor of the way the world will be, great innovators push themselves to look beyond entrenched assumptions to wonder if, perhaps, there was a better way. And there is.

First Choice Water Heaters is a review based website that goes through the most popular water heaters on the market. Our reviews come from customer feedback and experiences from verified purchases of that specific model. We reveal the best tankless water heater reviews based on fuel types (electric, natural gas & propane), top brands / models in the market, applications (point of use, whole house, commercial, direct vent, jacuzzi, under the sink, hard water), location (indoor/outdoor) & More.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

London Oriental massage:-> Enjoy the erotic nature of oriental massage in London. Either you are here for your business trip or you are a local residence, we are sure you will come back to us again after your first visit. With the largest chain of returning customers in the city, we guarantee you the fun and satisfaction that you are looking for. You will surely have the most exciting and unforgettable moments with our masseuses.

She comes further into the room and even the billowing layers of curtains cannot conceal her great beauty or youth. Certainly, she is far too young for her dining companion who has just barged in with all the grace of a retired rugby player. I recognize his swollen head instantly. Rupert Lothian. An over-privileged, nerve gratingly colossal ass. He is one of the bank’s high profile private customers. The bank never does business with anyone they do not check out first and his report was sickening

Does your tone match your intention? Is your tone of voice confusing or clarifying? Are you coming across to others as you had hoped? Once you begin to notice your tone, you can adjust as needed to make it work in your favor.

Is your voice value delivering the image you wish to convey? Is your voice coming across as smart, friendly, and positive or ignorant, rude, and negative?

Conversation starters. Icebreakers. Openers. However you choose to label them, that moment when the first words come out of your mouth can make or break the outcome of your entire conversation. Been there, done that, right?

Know your audience! With the high level of cultural sensitivity these days, it is often better to err on the side of caution. If you don’t want your humor to come back and bite you, don’t hurt one person to entertain another. We can have humor without making fun of other people.

In sales, this tactic comes across as pushy, arrogant, and uncaring. It doesn’t have to be this way. Admittedly, it may take great restraint to resist the temptation to dominate a conversation, but when you do, you are rewarded with an appreciation for your interest and attentiveness. Simply by changing your approach and becoming a discovery expert, you will receive relevant answers for how to better connect and serve others.

In sales, there is a questioning funnel for building rapport in which you start with broad questions and discreetly and respectfully move to the more specific. If you don’t honor this progression, you risk coming across as pushy. As you build rapport, you earn standing to get more personal.

Now, there is a great deal of difference between a person who requires assistance or looks to be served, and one who is needy. The average person meets his or her fellow on more or less equal ground; needy individuals imagine their demands to be broadcast from a position of height, when in fact anyone coming to their aid usually views them as lacking in either intelligence or ambition—possibly both. The needy person, becoming a needy customer, is often the first to be waited upon and probably the first to be despised. Grace habitually emanated such weary neediness; she would ask the price of an object without first scrutinizing the tag hanging from it. “I

and for the first time since learning of Krissa's marriage, he began working on a lyric. It was about loss, but not private loss, not loss of a romantic love. This was public loss, the lost innocence of a country at war few believed in, the loss of Roosevelt, Churchill, and Kennedy—of a king young men could believe in. It was about hungering to live with a tradition one could value, about longing to pay heed to customs that one could respect. It was called "My Grandfather's Chocolates." In the last stanza the grandson's regret and bitterness blazed into anger, fury at the generation who squandered their traditions. And as Quinn worked and reworked those lines, he knew that he was coming as close as he could to writing about Krissa.

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

Leverage Integrations as a Service In a start-up, you always need to be on the lookout for shortcuts to save you time and money. Don’t corners that will have a negative effect—just look for ways to triple your productivity. No matter how fast I could build integrations, I could never build them all. But in 2012, a new company called Zapier was building a platform to integrate web services together. This was perfect for WebMerge, as I could essentially build an integration to every one of their connected apps, with one single integration. WebMerge was one of the first 100 apps on Zapier, and it instantly allowed WebMerge customers to integrate their documents with each of those 100 apps. Over the years, Zapier blew up and now has thousands of apps available. Zapier was by far our largest integration partner with over 50 percent of our revenue coming from customers using Zapier. Investing in this early platform was crucial and sped up our integration releases by many years. What’s your Zapier story? Is there a partner out there that can open your business to a whole new market—or just help you get your product in front of new customers years ahead of schedule?

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

The most important mystery of ancient Egypt was presided over by a priesthood. That mystery concerned the annual inundation of the Nile flood plain. It was this flooding which made Egyptian agriculture, and therefore civilisation, possible. It was the centre of their society in both practical and ritual terms for many centuries; it made ancient Egypt the most stable society the world has ever seen. The Egyptian calendar itself was calculated with reference to the river, and was divided into three seasons, all of them linked to the Nile and the agricultural cycle it determined: Akhet, or the inundation, Peret, the growing season, and Shemu, the harvest. The size of the flood determined the size of the harvest: too little water and there would be famine; too much and there would be catastrophe; just the right amount and the whole country would bloom and prosper. Every detail of Egyptian life was linked to the flood: even the tax system was based on the level of the water, since it was that level which determined how prosperous the farmers were going to be in the subsequent season. The priests performed complicated rituals to divine the nature of that year’s flood and the resulting harvest. The religious elite had at their disposal a rich, emotionally satisfying mythological system; a subtle, complicated language of symbols that drew on that mythology; and a position of unchallenged power at the centre of their extraordinarily stable society, one which remained in an essentially static condition for thousands of years. But the priests were cheating, because they had something else too: they had a nilometer. This was a secret device made to measure and predict the level of flood water. It consisted of a large, permanent measuring station sited on the river, with lines and markers designed to predict the level of the annual flood. The calibrations used the water level to forecast levels of harvest from Hunger up through Suffering through to Happiness, Security and Abundance, to, in a year with too much water, Disaster. Nilometers were a – perhaps the – priestly secret. They were situated in temples where only priests were allowed access; Herodotus, who wrote the first outsider’s account of Egyptian life the fifth century BC, was told of their existence, but wasn’t allowed to see one. As late as 1810, thousands of years after the nilometers had entered use, foreigners were still forbidden access to them. Added to the accurate records of flood patters dating back centuries, the nilometer was an essential tool for control of Egypt. It had to be kept secret by the ruling class and institutions, because it was a central component of their authority. The world is full of priesthoods. The nilometer offers a good paradigm for many kinds of expertise, many varieties of religious and professional mystery. Many of the words for deliberately obfuscating nonsense come from priestly ritual: mumbo jumbo from the Mandinka word maamajomboo, a masked shamanic ceremonial dancer; hocus pocus from hoc est corpus meum in the Latin Mass. On the one hand, the elaborate language and ritual, designed to bamboozle and mystify and intimidate and add value; on the other the calculations that the pros make in private. Practitioners of almost every métier, from plumbers to chefs to nurses to teachers to police, have a gap between the way they talk to each other and they way they talk to their customers or audience. Grayson Perry is very funny on this phenomenon at work in the art world, as he described it in an interview with Brian Eno. ‘As for the language of the art world – “International Art English” – I think obfuscation was part of its purpose, to protect what in fact was probably a fairly simple philosophical point, to keep some sort of mystery around it. There was a fear that if it was made understandable, it wouldn’t seem important.

told me about once. If a visitor comes to your lodge and admires something out loud, you are supposed to give it to them. Charles says there are three reasons for the custom. The first”—I held up a finger—“is because generosity is a virtue to be encouraged. The second”—I put up another finger—“is to teach you not to be too attached to or too proud of things. Family, friends, community are important. Things are not. Can you guess the third one?” He smiled. “Charles told me that one. Be careful who you invite into your lodge. I didn’t think of it until after Seeker was already in the trailer. Maybe he was the Indian version of a witch. Medicine man.

Just think about the incredible transformation that took place in Steve’s life and career after Pixar. In 1983, Apple launched their computer Lisa, the last project Jobs worked on before he was let go. Jobs released Lisa with a nine-page ad in the New York Times spelling out the computer’s technical features. It was nine pages of geek talk nobody outside NASA was interested in. The computer bombed. When Jobs returned to the company after running Pixar, Apple became customer-centric, compelling, and clear in their communication. The first campaign he released went from nine pages in the New York Times to just two words on billboards all over America: Think Different. When Apple began filtering their communication to make it simple and relevant, they actually stopped featuring computers in most of their advertising. Instead, they understood their customers were all living, breathing heroes, and they tapped into their stories. They did this by (1) identifying what their customers wanted (to be seen and heard), (2) defining their customers’ challenge (that people didn’t recognize their hidden genius), and (3) offering their customers a tool they could use to express themselves (computers and smartphones). Each of these realizations are pillars in ancient storytelling and critical for connecting with customers. I’ll teach you about these three pillars and more in the coming chapters, but for now just realize the time Apple spent clarifying the role they play in their customers’ story is one of the primary factors responsible for their growth. Notice, though, the story of Apple isn’t about Apple; it’s about you. You’re the hero in the story, and they play a role more like Q in the James Bond movies. They are the guy you go see when you need a tool to help you win the day.

What should a cold call sound like?* Reach prospect: Hi, is [First Name] in? Introduction:** Hi [First Name], this is [Name] at [Company], how are you doing? Permission: I called to see if what we do for [Problem] can benefit your team. Did I catch you with two minutes? Value proposition: We help [Buyer persona] who [Problem] by [Solution]. In fact, [Customer success story]. Question + leading statement: I’ve seen a lot of [Buyer persona] who are dealing with [specific facet of problem]. How are you addressing that today? Qualify for interest + fit: [This is the part you cannot script - you have to know what makes a qualified buyer and really listen to their answers.] Ask for the appointment: Well, you’ve been kind to give me a few minutes today and it sounds like there’s reason to continue the conversation. Do you have time this coming [Day] or [Day] that we can get into more detail and determine if there’s a mutual fit? *This structure demonstrates how a call can go if the prospect has no objections. It’s best to also script effective responses to common objections. **There is an entire school of thought around using uncommon conversation starters to take the prospect out of his or her standard reaction to cold calls. This strategy is smart and merits testing once you’re ready to focus on improving your call effectiveness.

Proper customization does not come by further complicating an already complex system. No, proper customization comes about through combining multiple simple pieces. Invariably, if something is so complex that it requires the addition of multiple “preferences” or customization choices, it is probably too complex to use, too complex to be saved. I don’t customize my pen; I do customize how I use it. I don’t customize my furniture; I do customize through my choice of which piece to buy in the first place, where I put it, when I use it, and how.

Though it’s unclear whether Jeff knew about Charlie’s idea before sending out his directive to launch a free shipping program in October, it doesn’t really matter—the story is noteworthy for a couple of reasons. First, customer-focused ideas come from all areas within Amazon. Many companies have the “business people” tell the “technical people” what to build. There’s little discussion back and forth, and the teams stay in their own lanes. Amazon is not like this at all. It’s everyone’s job to obsess over customers and think of inventive ways to delight them.

First, let's be clear what I mean by “ask for the cash” and “ride the float.” I mean the following: After (courageously) asking for and getting payment from your customers as early as possible (ideally before you make or deliver what they've agreed to buy) and after convincing your key suppliers to take payment from you as late as possible (perhaps 30 or 60 or 90 days after they've shipped you what you ordered), you'll find your bank account flush with cash, at least until you have to pay your suppliers. While you have that cash in hand—the “float” before you have to pay it to your suppliers—you can use it to grow your business. Buy inventory. Hire people. Buy more Google AdWords. And so on. As your business grows, you then use your future revenue to pay your suppliers and your people, just in time when their bills come due. That's exactly what 19‐year‐old Michael Dell did in 1984 to start Dell Computer. And it's mostly how he grew Dell, too.