Delivery Service Quotes

Stop trying. Take long walks. Look at scenery. Doze off at noon. Don't even think about flying. And then, pretty soon, you'll be flying again.

How wonderful it is to have a place to return to.

first don't panic, second don't panic and third DID I MENTCHIN NOT TO PANIC?!

she was impressed that a single ray of sun could make the world this beautiful.

Kiki don't get too hung up on appearances, it's your heart that's important

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

humans are so quick to decide that anything they don't understand is evil.

Just follow your heart, and keep smiling.

everyone has some type of magic inside them. If a person can find their magic and lovingly cultivate it, they'll truly feel alive every day.

those who complain too much can't hear nice noises.

One of the locations that showed up most frequently in Kira’s OASIS account logs was the planet Miyazaki in Sector Twenty-Seven. It was a bizarre and beautiful world that paid tribute to the work of Hayao Miyazaki, the famous Japanese animator behind anime masterpieces like Nausicaä of the Valley of the Wind and Kiki’s Delivery Service.

I’ve come to believe that everyone has some type of magic inside them. If a person can find their magic and lovingly cultivate it, they’ll truly feel alive every day.

Just follow your heart, and keep smiling.

But whether or not teenagers are using dating apps, they're coming of age in a culture that has already been affected by the attitudes the apps have introduced. 'It’s like ordering Seamless,' says Dan, the investment banker, referring to the online food-delivery service. 'But you’re ordering a person.' The comparison to online shopping seems apt. dating apps are the free-market economy come to sex.

this morning I go to pay for breakfast and there, right there at the Kroger check-out, staring me in the face is a national magazine with your picture on the cover. Counterfeit Countess, it said. In great big, bold type: Counterfeit! Countess! Counterfeit,” he reiterated, “a word interchangeable with forgery and often associated with arrest.” Ah, yes. Patrice had called from Austin and warned me she had sold the story to Woman’s World magazine. “Last sentence?” Mittwede asked. “You know what it is?’ “No, I’ve not seen it.” “Tanya says, ‘I’m going to grow up and be a con artist.’” It had struck me as pretty funny when I said it, but Mittwede had better delivery. I think it was the hysteria. He was saying, “I remember that story. That was like a year and a half ago. You didn’t tell me you were that girl, the Dallas Countess. I already knew the story but I read it again, and I know all the cops have read it again, too. And now your picture is with Passport Services and at the check-out counter. You think federal agents don’t buy groceries? You’re fucking crazy. We’re going to be arrested.” “You maybe need to take a Valium.” “I threw them all in the fire!”   ~~~~~~

The 'U' goes before 'ME' in Customer.

my body split in two: a brain that was willing and hands like the postal service, subject to inexplicable delays in delivery.

It was a good year for both of us, wasn’t it?

There's something about evening service in a country church that makes a fellow feel drowsy and peaceful. Sort of end-of-a-perfect-day feeling. Old Heppenstall was up in the pulpit, and he has a kind of regular, bleating delivery that assists thought. They had left the door open, and the air was full of a mixed scent of trees and honeysuckle and mildew and villagers' Sunday clothes. As far as the eye could reach, you could see farmers propped up in restful attitudes, breathing heavily; and the children in the congregation who had fidgeted during the earlier part of the proceedings were now lying back in a surfeited sort of coma. The last rays of the setting sun shone through the stained-glass windows, birds were twittering in the trees, the women's dresses crackled gently in the stillness. Peaceful. That's what I'm driving at. I felt peaceful. Everybody felt peaceful.

Value can’t be created without understanding what people want (market research). Attracting customers first requires getting their attention, then making them interested (marketing). In order to close a sale, people must first trust your ability to deliver on what’s promised (value delivery and operations). Customer satisfaction depends on reliably exceeding the customer’s expectations (customer service). Profit sufficiency requires bringing in more money than is spent (finance).

The Xalisco traffickers’ innovation was literally a delivery mechanism as well. Guys from Xalisco had figured out that what white people—especially middle-class white kids—want most is service, convenience. They didn’t want to go to skid row or some seedy dope house to buy their drugs. Now they didn’t need to. The guys from Xalisco would deliver it to them.

delivery lead time, deployment frequency, time to restore service, and change fail rate.

There is a difference between really being concerned about service delivery and incompetence and just complaining for the sake of it.

In government you are doing a good job, when you are not doing your job.

They might be different, but humans are so quick to decide that anything they don't understand is evil.

I learned to love the unlovable, to forgive the unforgivable, to reach the unreachable, and to teach the unteachable.

you have to understand human needs in order to effectively deliver services and solutions to people. Delivery systems matter.

In our search for measures of delivery performance that meet these criteria, we settled on four: delivery lead time, deployment frequency, time to restore service, and change fail rate.

they found themselves drawn to Japanese references over and over: the deceptively innocent paintings of Yoshitomo Nara; Miyazaki anime like Kiki’s Delivery Service and Princess Mononoke; other, more adult anime like Akira and Ghost in the Shell, both of which Sam had loved; and of course, Hokusai’s Thirty-Six Views of Mount Fuji series, the first of which is The Great Wave.

You are worse than a corrupt politician if you don't vote, because tomorrow. You will be the first to complain about bad service delivery and how bad the country is being run by bad leaders and criminals.

Of a real, true contract, on whatsoever subject, there is no vestige in Rousseau's book. To give an exact idea of his theory, I cannot do better than compare it with a commercial agreement, in which the names of the parties, the nature and value of the goods, products and services involved, the conditions of quality, delivery, price, reimbursement, everything in fact which constitutes the material of contracts, is omitted, and nothing is mentioned but penalties and jurisdictions. "Indeed, Citizen of Geneva, you talk well. But before holding forth about the sovereign and the prince, about the policeman and the judge, tell me first what is my share of the bargain? What? You expect me to sign an agreement in virtue of which I may be prosecuted for a thousand transgressions, by municipal, rural, river and forest police, handed over to tribunals, judged, condemned for damage, cheating, swindling, theft, bankruptcy, robbery, disobedience to the laws of the State, offence to public morals, vagabondage,--and in this agreement I find not a word of either my rights or my obligations, I find only penalties! "But every penalty no doubt presupposes a duty, and every duty corresponds to a right. Where then in your agreement are my rights and duties? What have I promised to my fellow citizens? What have they promised to me? Show it to me, for without that, your penalties are but excesses of power, your law-controlled State a flagrant usurpation, your police, your judgment and your executions so many abuses. You who have so well denied property, who have impeached so eloquently the inequality of conditions among men, what dignity, what heritage, have you for me in your republic, that you should claim the right to judge me, to imprison me, to take my life and honor? Perfidious declaimer, have you inveighed so loudly against exploiters and tyrants, only to deliver me to them without defence?

Customer centricity is a strategy that aligns a company’s development and delivery of its products and services with the current and future needs of a select set of customers in order to maximize their long-term financial value to the firm.

The approach taken in the Gjensidige project is an example of classic service design—insights research, workshops, service blueprinting, service proposition development, concept sketches and presentations, experience prototyping, testing, and delivery.

The more the customer is involved in the process of service production and delivery, the greater the perceived value and satisfaction. . . Consumers (as individuals and as a group of interacting subjects) become partial employees and employees become partial consumers.

The disintegration processes which have become so manifest in recent years—the decay of public services: schools, police, mail delivery, garbage collection, transportation, et cetera; the death rate on the highways and the traffic problems in the cities; the pollution of air and water—are the automatic results of the needs of mass societies that have become unmanageable

As Jesus showed us in his life and ministry, healing and transformation flow out of relationship—not the delivery of services. True love flows out of mutuality, where we blur the lines between those who are serving and those who are receiving, and where we humbly acknowledge that we all have something of offer and something to receive from one another...As Christians, we have become so fixated on our roles as servants that we miss out on relationships of mutuality that the Spirit wants to knit between people...This is the beautiful picture of mutuality...each one is invited to participate by serving others. When we allow those we have labeled victims or the poor to serve and participate in our acts of transforming love, we usher in the kingdom of God.

The flood of donations was considered to be a sign of God’s approval of Mother Teresa’s congregation. We were told that we received more gifts than other religious congregations because God was pleased with Mother, and because the Missionaries of Charity were the sisters who were faithful to the true spirit of religious life. Our bank account was already the size of a great fortune and increased with every postal service delivery. Around $50 million had collected in one checking account in the Bronx. . . . Those of us who worked in the office regularly understood that we were not to speak about our work. The donations rolled in and were deposited in the bank, but they had no effect on our ascetic lives or on the lives of the poor we were trying to help.

back-scratching of liquor licenses, the netherworld of trash removal, linen, grease disposal. And with every dime you've got tied up in your new place, suddenly the drains in your prep kitchen are backing up with raw sewage, pushing hundreds of gallons of impacted crap into your dining room; your coke-addled chef just called that Asian waitress who's working her way through law school a chink, which ensures your presence in court for the next six months; your bartender is giving away the bar to under-age girls from Wantagh, any one of whom could then crash Daddy's Buick into a busload of divinity students, putting your liquor license in peril, to say the least; the Ansel System could go off, shutting down your kitchen in the middle of a ten-thousand-dollar night; there's the ongoing struggle with rodents and cockroaches, any one of which could crawl across the Tina Brown four-top in the middle of the dessert course; you just bought 10,000 dollars-worth of shrimp when the market was low, but the walk-in freezer just went on the fritz and naturally it's a holiday weekend, so good luck getting a service call in time; the dishwasher just walked out after arguing with the busboy, and they need glasses now on table seven; immigration is at the door for a surprise inspection of your kitchen's Green Cards; the produce guy wants a certified check or he's taking back the delivery; you didn't order enough napkins for the weekend — and is that the New York Times reviewer waiting for your hostess to stop flirting and notice her?

True, the Web produces acute concentration. A large number of users visit just a few sites, such as Google, which, at the time of this writing, has total market dominance. At no time in history has a company grown so dominant so quickly—Google can service people from Nicaragua to southwestern Mongolia to the American West Coast, without having to worry about phone operators, shipping, delivery, and manufacturing. This is the ultimate winner-take-all case study. People forget, though, that before Google, Alta Vista dominated the search-engine market. I am prepared to revise the Google metaphor by replacing it with a new name for future editions of this book.

Inarguably, a successful restaurant demands that you live on the premises for the first few years, working seventeen-hour days, with total involvement in every aspect of a complicated, cruel and very fickle trade. You must be fluent in not only Spanish but the Kabbala-like intricacies of health codes, tax law, fire department regulations, environmental protection laws, building code, occupational safety and health regs, fair hiring practices, zoning, insurance, the vagaries and back-alley back-scratching of liquor licenses, the netherworld of trash removal, linen, grease disposal. And with every dime you've got tied up in your new place, suddenly the drains in your prep kitchen are backing up with raw sewage, pushing hundreds of gallons of impacted crap into your dining room; your coke-addled chef just called that Asian waitress who's working her way through law school a chink, which ensures your presence in court for the next six months; your bartender is giving away the bar to under-age girls from Wantagh, any one of whom could then crash Daddy's Buick into a busload of divinity students, putting your liquor license in peril, to say the least; the Ansel System could go off, shutting down your kitchen in the middle of a ten-thousand-dollar night; there's the ongoing struggle with rodents and cockroaches, any one of which could crawl across the Tina Brown four-top in the middle of the dessert course; you just bought 10,000 dollars-worth of shrimp when the market was low, but the walk-in freezer just went on the fritz and naturally it's a holiday weekend, so good luck getting a service call in time; the dishwasher just walked out after arguing with the busboy, and they need glasses now on table seven; immigration is at the door for a surprise inspection of your kitchen's Green Cards; the produce guy wants a certified check or he's taking back the delivery; you didn't order enough napkins for the weekend — and is that the New York Times reviewer waiting for your hostess to stop flirting and notice her?

The beauty parlor is where everything interesting in life, everything alluring, is experienced firsthand, physically, rather than through the spectrum of some screen or another. It's so emotional in there! And all these people are stroking your hair. The atmosphere is centuries old, yet very now too. Elba is not bound to our technological era. Were armageddon to befall us tomorrow and wipe our electricity and organized delivery systems, elba would still have a job. Her gossip would take the place of associated press wire services. Instead of using bleach in a bottle, she'd squeeze the juice out of an unfortunate iguana directly onto her customer's hair. A woman like elba finds a way.

If human beings flourish from their inner core rather than in the realm of impact and results, then the inner work of learning is fundamental to human happiness, as far from pointless wheel spinning as are the forms of tenderness we owe our children or grandchildren. Intellectual work is a form of loving service at least as important as cooking, cleaning, or raising children; as essential as the provision of shelter, safety, or health care; as valuable as the delivery of necessary goods and services; as crucial as the administration of justice. All of these other forms of work make possible, but only possible, the fruits of human flourishing in peace and leisure: study and reflection, art and music, prayer and celebration, family and friendship, and the contemplation of the natural world.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Dear Mr. Vermylen: Your company has been one of our good customers for fourteen years. Naturally, we are very grateful for your patronage and are eager to give you the speedy, efficient service you deserve. However, we regret to say that it isn’t possible for us to do that when your trucks bring us a large shipment late in the afternoon, as they did on November 10. Why? Because many other customers make late afternoon deliveries also. Naturally, that causes congestion. That means your trucks are held up unavoidably at the pier and sometimes even your freight is delayed. That’s bad, but it can be avoided. If you make your deliveries at the pier in the morning when possible, your trucks will be able to keep moving, your freight will get immediate attention, and our workers will get home early at night to enjoy a dinner of the delicious macaroni and noodles that you manufacture. Regardless of when your shipments arrive, we shall always cheerfully do all in our power to serve you promptly. You are busy. Please don’t trouble to answer this note.

The crime was discovered when Trina became pregnant. As is often the case, the correctional officer was fired but not criminally prosecuted. Trina remained imprisoned and gave birth to a son. Like hundreds of women who give birth while in prison, Trina was completely unprepared for the stress of childbirth. She delivered her baby while handcuffed to a bed. It wasn’t until 2008 that most states abandoned the practice of shackling or handcuffing incarcerated women during delivery. Trina’s baby boy was taken away from her and placed in foster care. After this series of events—the fire, the imprisonment, the rape, the traumatic birth, and then the seizure of her son—Trina’s mental health deteriorated further. Over the years, she became less functional and more mentally disabled. Her body began to spasm and quiver uncontrollably, until she required a cane and then a wheelchair. By the time she had turned thirty, prison doctors diagnosed her with multiple sclerosis, intellectual disability, and mental illness related to trauma. Trina had filed a civil suit against the officer who raped her, and the jury awarded her a judgment of $62,000. The guard appealed, and the Court reversed the verdict because the correctional officer had not been permitted to tell the jury that Trina was in prison for murder. Consequently, Trina never received any financial aid or services from the state to compensate her for being violently raped by one of its “correctional” officers. In 2014, Trina turned fifty-two. She has been in prison for thirty-eight years. She is one of nearly five hundred people in Pennsylvania who have been condemned to mandatory life imprisonment without parole for crimes they were accused of committing when they were between the ages of thirteen and seventeen. It is the largest population of child offenders condemned to die in prison in any single jurisdiction in the world.

Some of these bots are already arriving in 2021 in more primitive forms. Recently, when I was in quarantine at home in Beijing, all of my e-commerce packages and food were delivered by a robot in my apartment complex. The package would be placed on a sturdy, wheeled creature resembling R2-D2. It could wirelessly summon the elevator, navigate autonomously to my door, and then call my phone to announce its arrival, so I could take the package, after which it would return to reception. Fully autonomous door-to-door delivery vans are also being tested in Silicon Valley. By 2041, end-to-end delivery should be pervasive, with autonomous forklifts moving items in the warehouse, drones and autonomous vehicles delivering the boxes to the apartment complex, and the R2-D2 bot delivering the package to each home. Similarly, some restaurants now use robotic waiters to reduce human contact. These are not humanoid robots, but autonomous trays-on-wheels that deliver your order to your table. Robot servers today are both gimmicks and safety measures, but tomorrow they may be a normal part of table service for many restaurants, apart from the highest-end establishments or places that cater to tourists, where the human service is integral to the restaurant’s charm. Robots can be used in hotels (to clean and to deliver laundry, suitcases, and room service), offices (as receptionists, guards, and cleaning staff), stores (to clean floors and organize shelves), and information outlets (to answer questions and give directions at airports, hotels, and offices). In-home robots will go beyond the Roomba. Robots can wash dishes (not like a dishwasher, but as an autonomous machine in which you can pile all the greasy pots, utensils, and plates without removing leftover food, with all of them emerging cleaned, disinfected, dried, and organized). Robots can cook—not like a humanoid chef, but like an automated food processor connected to a self-cooking pot. Ingredients go in and the cooked dish comes out. All of these technology components exist now—and will be fine-tuned and integrated in the decade to come. So be patient. Wait for robotics to be perfected and for costs to go down. The commercial and subsequently personal applications will follow. By 2041, it’s not far-fetched to say that you may be living a lot more like the Jetsons!

This month saw the launch of Foodlogica, which aims to contribute to the localised food system by providing affordable zero-emissions transport and less traffic congestion. This urban delivery service uses solar-powered electric tricycles for the final link in the food distribution system, as well as aiming to shorten the chain between local food producers and sellers.

Differentiation in an existing market can take one of three forms. You can describe differences in product attributes (faster, cheaper, less filling, 30% more), in distribution channel (pizza in 30 minutes, home delivery, see your nearest dealer, build it yourself on the Web), or in service (five-year, 50,000-mile warranty; 90-day money-back guarantee; lifetime warranty).

What is the Internet’s role as a channel of distribution? The Internet can be a great way to sell product. The Internet has four functions as a channel of customer communication, called the Four C’s of Internet marketing. The “commerce” function of a Web site allows for sales, but more importantly it provides a 24/7 storefront to fit the customer’s schedule to shop, browse, and compare product offerings. The “content” of your Web site is an extension of the product. It can provide additional support and value, and if it is compelling, it can attract new prospects. iTunes.com provides music for the Apple’s iPod player; it sold over 10 billion songs by 2010. Your site can provide “customer care” by allowing customers to access their accounts, check on deliveries, and get answers to frequently asked questions (FAQs). This pleases customers and also reduces a manufacturer’s cost of live customer service. And lastly, Web sites also “convert leads” from your Internet and other marketing efforts, such as television, radio, sales promotions, and public relations.

As Jesus showed us in his life and ministry, healing and transformation flow out of relationship—not the delivery of services. True love flows out of mutuality, where we blur the lines between those who are serving and those who are receiving, and where we humbly acknowledge that we all have something of offer and something to receive from one another.

As Jesus showed us in his life and ministry, healing and transformation flow out of relationship—not the delivery of services. True love flows out of mutuality, where we blur the lines between those who are serving and those who are receiving, and where we humbly acknowledge that we all have something of offer and something to receive from one another...As Christians, we have become some fixated on our roles as servants that we miss out on relationships of mutuality that the Spirit wants to knit between people.

infrastructure companies. Amazon is so good at infrastructure that its fastest-growing and most profitable business (AWS) is all about allowing other companies to leverage Amazon’s computing infrastructure. Amazon also makes money by offering Fulfillment by Amazon to other merchants who envy its mastery of logistics, which ought to strike fear into the hearts of frenemies like UPS and FedEx. In addition to its eighty-six gigantic fulfillment centers, Amazon also has at least fifty-eight Prime Now hubs in major markets, allowing it to beat UPS and FedEx on performance by offering same-day delivery of purchases in less than two hours. Amazon has also built out “sortation” centers that let it beat UPS and FedEx on price by shipping small packages via the United States Postal Service for about $ 1 rather than paying FedEx or UPS around $ 4.50.

M&S, Lola’s and Hummingbird should offer an emergency 2 a.m. cupcake delivery service for people going through a break-up, because sometimes a girl just needs to bury her face in frosted icing to feel better.

As perception AI gets better at recognizing our faces, understanding our voices, and seeing the world around us, it will add millions of seamless points of contact between the online and offline worlds. Those nodes will be so pervasive that it no longer makes sense to think of oneself as “going online.” When you order a full meal just by speaking a sentence from your couch, are you online or offline? When your refrigerator at home tells your shopping cart at the store that you’re out of milk, are you moving through a physical world or a digital one? I call these new blended environments OMO: online-merge-offline. OMO is the next step in an evolution that already took us from pure e-commerce deliveries to O2O (online-to-offline) services.

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CONFUSION 5: HOW TO DEAL WITH CUSTOMER DISSATISFACTION If you have hit each step to this point, customer dissatisfaction will be rare. But dissatisfactions will happen. Here’s what to do about them: 1. Always listen to what your Customers are saying. And never interrupt while they’re saying it! 2. After you’re sure you’ve heard all of your Customer’s complaint, make absolutely certain you understand what he or she said. You could ask, “Can I repeat what you’ve just told me, Mrs. Jones, to make absolutely certain I understand you?” 3. Secure your Customer’s acknowledgment that you have heard his or her complaint accurately. 4. Apologize for whatever your Customer thinks you did that dissatisfied him or her even if you didn’t do it! 5. After your Customer has acknowledged your apology, ask exactly what would make him or her happy. 6. Repeat what your Customer told you would make him or her happy, and get his or her acknowledgment that you heard it correctly. 7. If at all possible, give your Customer exactly what he or she asked for! But what if your Customer wants something completely unreasonable? If you’ve followed my recommendations to the letter, what your Customer asks will seldom seem unreasonable. That’s assuming you’ve got the right Customer. CONFUSION 6: WHO TO CALL A CUSTOMER At this stage, it’s important to ask some questions: Which types of Customers would you most like to do business with? Where do you see your real market opportunities? Who would you like to work with, provide service for, and position your business for? A Tactile Customer for whom people is most important? A Neutral Customer for whom the mechanics of how you do business is most important? An Experimental Customer for whom cutting-edge innovation is important? A Traditional Customer for whom low cost and certainty of delivery are absolutely essential? In short, it’s all up to you. No mystery. No magic. Just a systematic process for shaping your business’s future. But you must have the passion to pursue the process. And you must be absolutely clear about every aspect of it. Until you know your Customers as well as you know yourself. Until all your complaints about Customers are a thing of the past. Until you accept the undeniable fact that Customer Acquisition and Customer Satisfaction are more science than art. But unless you’re willing to grow your business, you better not follow any of the above recommendations. Because it will definitely grow.

CONFUSION 6: WHO TO CALL A CUSTOMER At this stage, it’s important to ask some questions: Which types of Customers would you most like to do business with? Where do you see your real market opportunities? Who would you like to work with, provide service for, and position your business for? A Tactile Customer for whom people is most important? A Neutral Customer for whom the mechanics of how you do business is most important? An Experimental Customer for whom cutting-edge innovation is important? A Traditional Customer for whom low cost and certainty of delivery are absolutely essential? In short, it’s all up to you. No mystery. No magic. Just a systematic process for shaping your business’s future. But you must have the passion to pursue the process. And you must be absolutely clear about every aspect of it. Until you know your Customers as well as you know yourself. Until all your complaints about Customers are a thing of the past. Until you accept the undeniable fact that Customer Acquisition and Customer Satisfaction are more science than art. But unless you’re willing to grow your business, you better not follow any of the above recommendations. Because it will definitely grow.

Gud Mould Industry Co., Ltd. is a professional manufacturer of plastic injection moulds and die-casting moulds. Founded in 2007, Gud Mould Industry Co., Ltd. covers an area of 7000 square meters and has more than 100 experienced staffs, of which more than 30 with years of experience in plastic engineering and die-casting. To meet customers' higher requirements for product quality and greater demand for mould production, we constantly introduce advanced equipment, technology and talents at home and abroad to enhance our production means and technical support, constantly expand processing area to increase our production capacity. At present, Gud Mould has a large number of international advanced CNC machining centers, EDM, WEDM, milling machines, tool grinders and other precision die and mould processing equipment; imported spectrometers, metallographic analyzers, water capacity detectors, coordinate detectors, gauges and other international advanced detection equipment and instruments. Gud Mould's die design and production all realize computerization, apply International advanced AutoCAD, Pro/E, UG, Cimatron, MASTERCAM, etc. File of IGS, DXF, STP, PORASLD and so on are acceptable here. After receiving drawings and data from customers, engineers of Gud Mould design and program first. Manufacture, produce and inspect them strictly according to the drawings of mould engineering. All manufacturing processes realize digitalization of drawings, so as to ensure stability of high precision and high quality of dies. All materials of die are made of high quality steel and precision standard die base, which ensures service performance and life of die. In line with principle of customer first, we provide the best quality, delivery date, quality service and reasonable price, absolutely guarantee interests of customers, and provide confidentiality commitment to all technical information of customers. Gud Mould Industry Co., Ltd. has always adhered to business philosophy of "people-oriented, quality first", and has been making progress and developing steadily. Although Gud Mould is medium-sized, it has been recognized by well-known domestic enterprises such as Chang'an, Changfei, Hafei, Lifan, Ford in China, and has established a good reputation among domestic customers. In 2018, we set up overseas department, which mainly develops overseas markets. We sincerely welcome you to visit our company and expand your business!

Did you know that 75 per cent of people who read the sentence, ‘It is not possible to lick your own elbow’, will try? The other 25 per cent work for the parcel delivery service and would like you to try for them.

There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.

One assumption that is already being shattered is the idea that only routine, semi-skilled jobs like taxi driving, food delivery, or household chores are susceptible. Even traditional professions like medicine and law are proving to be susceptible to platform models. We’ve already mentioned Medicast, which applies an Uber-like model to finding a doctor. Several platform companies are providing online venues where legal services are available with comparable ease, speed, and convenience. Axiom Law has built a $200 million platform business by using a combination of data-mining software and freelance law talent to provide legal guidance and services to business clients; InCloudCounsel claims it can process basic legal documents such as licensing forms and nondisclosure agreements at a savings of up to 80 percent compared with a traditional law firm.11 In the decades to come, it seems likely that the platform model will be applied—or at least tested—in virtually every market for labor and professional services. How will this trend impact the service industries—not to mention the working lives of hundreds of millions of people? One likely result will be an even greater stratification of wealth, power, and prestige among service providers. Routine and standardized tasks will move to online platforms, where an army of relatively low-paid, self-employed professionals will be available to handle them. Meanwhile, the world’s great law firms, medical centers, consulting partnerships, and accounting practices will not vanish, but their relative size and importance will shrink as much of the work they used to do migrates to platforms that can provide comparable services at a fraction of the cost and with far greater convenience. A surviving handful of world-class experts will increasingly focus on a tiny subset of the most highly specialized and challenging assignments, which they can tackle from anywhere in the world using online tools. Thus, at the very highest level of professional expertise, winner-take-all markets are likely to emerge, with (say) two dozen internationally renowned attorneys competing for the splashiest and most lucrative cases anywhere on the globe.

Shippers and logistics service providers impose multiple requirements on their transportation carriers regardless of the product shipped. These include low and predictable price; short and consistent travel times; high departure and arrival frequency; high equipment availability; accurate and damage-free delivery; and ease of doing business with the carriers. No

Literature and practice refer to various other frameworks made up of three to seven or even more steps, but fundamentally they all share the same mindset (Best, 2006; Mager, 2009; Miettinen & Koivisto, 2009). The wording also varies: identify-build-measure (Engine, 2009), insight-idea-prototyping-delivery (live|work, 2009), discovering-concepting-designing-building-implementing (Designthinkers, 2009), to highlight just a few. When

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RETAILERS KNOW THEIR shelfspace is a valuable resource. But this is a recent discovery; in the past, they gave it away, then they thought of selling it. Manufacturers either paid directly, via slotting allowances etc., or paid in materials and labour to make the shelves more attractive and better organised; then they paid both as demand for shelfspace exceeded supply. More recently, for fast turnover items, manufacturers such as Frito-Lay have used a direct delivery and merchandising service where their people will spend pretty much all day in store refilling shelves to their and the store’s mutual benefit.

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

a key part of their subsequent success was rooted in the insight that continuous improvement to the shopping experience rather than any one particular improvement had the potential to be a major competitive edge. Tesco’s improvements included their ‘One in front’ commitment to effectively abolish checkout line-ups, baby-changing and bottle-warming facilities, ATMs, escorted searches for product requests and priority parking for pregnant mums. It was not that one improvement was more successful than another; it was the relentless implementation of a never-ending stream of small improvements that steadily improved Tesco’s image relative to their competitors, who were left seemingly forever floundering in their wake. The scheme also got Tesco’s staff more engaged in service delivery and coming up with ideas for further improvements. ‘Every little helps’ helped Tesco attract over a million new shoppers in the period from 1990–1995.

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The real value in service design, or any of the other practices that make up the conversational medium, is precisely its power to drive conversation. The point of the map or the blueprint is not the thing that results from the process but rather the process that arises from the thing.

After a time I saw what I believed, at the time, to be a radio relay station located out on a desolate sand spit near Villa Bens. It was only later that I found out that it was Castelo de Tarfaya, a small fortification on the North African coast. Tarfaya was occupied by the British in 1882, when they established a trading post, called Casa del Mar. It is now considered the Southern part of Morocco. In the early ‘20s, the French pioneering aviation company, Aéropostale, built a landing strip in this desert, for its mail delivery service. By 1925 their route was extended to Dakar, where the mail was transferred onto steam ships bound for Brazil. A monument now stands in Tarfaya, to honor the air carrier and its pilots as well as the French aviator and author Antoine Marie Jean-Baptiste Roger, comte de Saint-Exupéry better known as Antoine de Saint-Exupéry. As a newly acclaimed author in the literary world. “Night Flight,” or “Vol de nuit,” was the first of Saint-Exupéry’s literary works and won him the prix Femina, a French literary prize created in 1904. The novel was based on his experiences as an early mail pilot and the director of the “Aeroposta Argentina airline,” in South America. Antoine is also known for his narrative “The Little Prince” and his aviation writings, including the lyrical 1939 “Wind, Sand and Stars” which is Saint-Exupéry’s 1939, memoir of his experiences as a postal pilot. It tells how on the week following Christmas in 1935, he and his mechanic amazingly survived a crash in the Sahara desert. The two men suffered dehydration in the extreme desert heat before a local Bedouin, riding his camel, discovered them “just in the nick of time,” to save their lives. His biographies divulge numerous affairs, most notably with the Frenchwoman Hélène de Vogüé, known as “Nelly” and referred to as “Madame de B.

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Some areas of opportunity: •   First, stop saying, “Well, this is just the way it is in our industry.” •   Have your available cash reported DAILY, with a short explanation of why it changed in the last 24 hours, and chart it against accounts receivable (AR) and accounts payable (AP) weekly. You’ll learn so much more about your business when you see how the cash is flowing on a daily basis. •   If you want to be paid sooner, ask. Small firms are finding that large companies (and governments!!) will pay considerably faster or even prepay if they simply ask, ask, ask, ask, and ask some more. •   Give value back to customers who pay on time or in advance. •   Get your invoices out more quickly. Hire one more person in accounting to do nothing but make sure invoicing is timely and follow up on payments. •   Send friendly reminders five days before the deadline that payments are due. Many customers are disorganized and will appreciate the reminders, resulting in faster payment. •   If invoices are recurring, obtain recurring credit card authorization from your customers to automate on-time payments. •   Understand why your clients are paying late. They might be unhappy with your product or service. Or perhaps an invoice has recurring mistakes, or it is not structured to flow through the customer’s automated invoicing system. •   Understand each customer’s payment cycles, and time your billings to coincide. •   Pay many of your own expenses with a credit card so you can play the float. Get your own customers to pay by credit card, so they can pay you quickly even if their cash flow is slow. •   Help your customers improve their cash flow so they can pay you on time. Offer them leasing options, for instance. •   Shorten cycles for delivery of your product or service. All of you have some kind of “work in progress.” The faster you complete projects, the faster you get paid. •   Offer a product or service so valuable that you have some leverage with your customers to get them to pay sooner. • Remember, improving margins and profit improves cash.

10. maritime mail service When you're keen on sending a message in a bottle but dubious about the delivery mechanism, consider the following factors from science-minded seafarers: choose a dark bottle, roll the message inward to avoid the ink fading in the sun, drop the bottle in a place with a steady current, and wait a loooooong time. (As of this book's publication, the world's oldest message in a bottle was discovered 132 years after it was sent.) Is this the wrong time to mention that the greatest predictor of survival is hope?

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The biggest missed opportunity in development is that organizations don’t think about their customers as valuable, productive assets in the delivery of a service, but as anonymous consumers of products.

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Low-cost, high-frequency expenditures are those that need to be undertaken for common illnesses that occur periodically or those for the prevention and early treatment of conditions such as chronic kidney disease, cervical cancer, pre-eclampsia, suicide mortality and damage due to glaucoma. These represent small expenditures that are affordable to most people but are often not incurred by individuals either because of the twin phenomena of distorted perception and behaviour, and a gap in understanding about what they need, or because of gaps in health services delivery or access to basic financial services.

The concept of selling solutions isn’t wrong. It’s based on a valid recognition of the enormous unmet needs most customers have. But very few companies have figured out how to implement the concept profitably. Most failed attempts to deliver solutions have suffered from one of two common flaws. First, many are uncompelling or undifferentiated in the customer’s eyes. Sometimes the word solution is simply code for a consultative selling process or an attempt to pitch some kind of service agreement along with the product. Sometimes the solution is more significant, but undifferentiated. Take outsourcing as an example. Many companies have moved to take over and run some customer function, such as the mail room or call center, and then struggled to make money. The reason: In most cases, this is simply a cost-of-capital or -labor play, based on the notion that the contractor can run the operation more cheaply than the client firm. The function’s role in enhancing the customer’s business scarcely changes. Not surprisingly, this purely cost-based value proposition leads to rapid downward pricing pressure and service commoditization. The other major problem with many attempts to create solutions is their complexity. Once a company has developed a compelling solutions offering, reaching and serving the customer often requires the creation of a highly skilled delivery force that is hard to scale up. The result is a small, marginally profitable operation that clings to relevance on the periphery of the business.

The microservice architecture has the following benefits: It enables the continuous delivery and deployment of large, complex applications. Services are small and easily maintained. Services are independently deployable. Services are independently scalable. The microservice architecture enables teams to be autonomous. It allows easy experimenting and adoption of new technologies. It has better fault isolation.

We need politicians or political parties that will compete by service delivery, not the ones that will compete by stealing from the poor and from the country.

The internet may be mankind’s greatest tool, but it’s also our most dangerous gateway to behavioral addiction. With cell phones being its most potent delivery vehicle. Now we have a wide variety of addictive products and activities that never existed before. Online pornography. Texting and emails. Virtual reality. Facebook, Instagram, and TikTok. Cable and internet news that never sleeps. Video games. Numerous streaming services with endless bingeable offerings. “And advertisements. Everywhere. Finely tuned to your exact interests. Chasing you wherever you roam.

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So many things were on her mind that even though she was home, she felt like she was just stopping by and couldn’t quite relax. She had only lived in Koriko for a year—this longing to return was strange and unexpected, even for her.

Woven was founded on the belief that the key to growth in today’s highly competitive and ever-changing environment is through the delivery of exceptional experiences. Woven provide outsourced call answering and customer complaints handling services.

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P&S has also established an image of low-cost, modern transportation services, like low-cost transportation and door-to-door delivery service, making P&S competitive in the market. Get moving car Quote

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Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

I’ve come to believe that everyone has some type of magic inside them. If a person can find their magic and lovingly cultivate it, they’ll truly feel alive every day. There is magic inside each and every one of you, too— I believe that.

A good secret makes things three times as nice.

Don't be so modest. Having a unique name is best...sticks in you head! That's one trick to doing business.

The goal of leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

as it sounds. Part of the challenge of listening is filtering out the noise of bias and defensiveness. When your frontline workers hear customers suggesting ways your business could do more for them, the instinctive response is to determine how much additional work that might mean. When service employees hear negative comments from customers about their or the organization’s service performance, they have a natural tendency to defend and protect. Their inherent sense of “possessiveness” about the delivery processes and their tendency to take complaints as a personal attack make it harder for people at the front line to listen in a nonjudgmental way. Although your people are up close and personal with customers on a day-to-day basis, as a manager you are in a better position to listen effectively. Being one step removed from the action, you should have less defensiveness and a broader perspective than the immediate moment.

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Section 13-2921 - Harassment; classification; definition A. A person commits harassment if, with intent to harass or with knowledge that the person is harassing another person, the person: 1. Anonymously or otherwise contacts, communicates or causes a communication with another person by verbal, electronic, mechanical, telegraphic, telephonic or written means in a manner that harasses. 2. Continues to follow another person in or about a public place for no legitimate purpose after being asked to desist. 3. Repeatedly commits an act or acts that harass another person. 4. Surveils or causes another person to surveil a person for no legitimate purpose. 5. On more than one occasion makes a false report to a law enforcement, credit or social service agency. 6. Interferes with the delivery of any public or regulated utility to a person. B. A person commits harassment against a public officer or employee if the person, with intent to harass, files a nonconsensual lien against any public officer or employee that is not accompanied by an order or a judgment from a court of competent jurisdiction authorizing the filing of the lien or is not issued by a governmental entity or political subdivision or agency pursuant to its statutory authority, a validly licensed utility or water delivery company, a mechanics' lien claimant or an entity created under covenants, conditions, restrictions or declarations affecting real property. C. Harassment under subsection A is a class 1 misdemeanor. Harassment under subsection B is a class 5 felony. D. This section does not apply to an otherwise lawful demonstration, assembly or picketing. E. For the purposes of this section, "harassment" means conduct that is directed at a specific person and that would cause a reasonable person to be seriously alarmed, annoyed or harassed and the conduct in fact seriously alarms, annoys or harasses the person. A.R.S. § 13-2921 Section 13-2921.01 - Aggravated harassment; classification; definition A. A person commits aggravated harassment if the person commits harassment as provided in section 13-2921 and any of the following applies: 1. A court has issued an order of protection or an injunction against harassment against the person and in favor of the victim of harassment and the order or injunction has been served and is still valid. 2. The person has previously been convicted of an offense included in section 13-3601. B. The victim of any previous offense shall be the same as in the present offense. C. A person who violates subsection A, paragraph 1 of this section is guilty of a class 6 felony. A person who commits a second or subsequent violation of subsection A, paragraph 1 of this section is guilty of a class 5 felony. A person who violates subsection A, paragraph 2 of this section is guilty of a class 5 felony. D. For the purposes of this section, "convicted" means a person who was convicted of an offense included in section 13-3601 or who was adjudicated delinquent for conduct that would constitute a historical prior felony conviction if the juvenile had been tried as an adult for an offense included in section 13-3601. A.R.S. § 13-2921.01

You should not make people feel like you are doing them a favor when you are doing your job.

Value can’t be created without understanding what people want (market research). Attracting customers first requires getting their attention, then making them interested (marketing). In order to close a sale, people must trust your ability to deliver on what’s promised (value delivery and operations). Customer satisfaction depends on exceeding the customer’s expectations (customer service). Profit sufficiency requires bringing in more money than is spent (finance).

The problem with politicians they think they are doing us a favor by doing their job.

Societally, we will need to see shifts in how we—including the medical community—approach wellness. Instead of hospitals being repositories for the sick, they will need to become wellness centers after recovery or treatment reverses major issues. That is, they will need to focus on prevention, on health optimization, on opportunities to reboot our bodies. Many more people will recover from illness at home, as hospitals will bring those facilities and services to you, and less expensively. Note: With a decrease in fertility we expect more stabilization of pediatric and delivery centers, and with an increase in longevity we will see growth of plastic surgery and cosmetic procedures.