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If you offered me the chance to do it all over, knowing what I know now, after the things I’ve seen . . . I’d shoot you in the head. That ain’t the kind of thing you ask a lady. —Frances Brown

Soon a whole guild of low-priced shrine keepers around Europe named their own pope - Boldface the Relatively Shameless, Discount Pope of Prague. The price war was on [...] The Retail Pope would offer cheesy bacon toppings on the Host with communion and the Discount Pope would counter with topless nun night for midnight mass.

In SEO, the price you set anchors the value you’re perceived to deliver—don’t discount your expertise

No one man should be viewed as having more to offer the world than another. We are all equals and every human being has something of value in their composition which makes them unique – just as every country has their own unique resources to share with the world. Never discount somebody based on material wealth, true wealth is what cannot be seen. Never discount a country by their size or resources, while their resources may greatly benefit other lands in need.

She might have to use her employee discount to buy something more threatening today, although at the moment the most dangerous thing she could think of that Neiman Marcus had to offer was the employee discount itself.

Aoife also offered a 50 per cent discount if I held it here. She might look dowdy but she’s savvy. That’s how she clinched it. She knows I’ll feature it in the magazine now, knows it’ll get press because of Will. It’ll pay dividends in the end.

You know, Anvar, people don’t understand these days,” he told me, “the real sacrifice. They think their offering is the money they spend on the animal. Or they think it is the life of the animal. But it isn’t. You are the sacrifice. What you are feeling now? That is your sacrifice. The lives of other creatures are not yours to take. Life is precious and to end one is final. Remember to never take more from the world than you can give back to it.

The myth that we must have “time”—more time—in order to create is a myth that keeps us from using the time we do have. If we are forever yearning for “more,” we are forever discounting what is offered.

The myth that we must have "time" - more time - in order to create is a myth that keeps us from using the time we do have. If we are forever yearning for "more", we are forever discounting what is offered.

So. It’s why I tried so very hard to get you here,’ she says. ‘Why I offered that ridiculous discount to be featured in your wife’s magazine. I would have expected her to question it a little more than she did. But I suppose that’s why she’s so well suited to you. Entitled enough to believe that the world simply owes her something. She must have realised that there would be no way we could make a profit from it. But I am getting something out of it, so it happens.

I am willing to contribute for a grand tombstone for Political Correctness (PC). This mouthplug has made us cowards, afraid to exercise our freedom of expression. It has stifled frank exchange of ideas and has made debates one-sided and pre-concluded. It has given strength to ideas which cannot defend themselves in an open debate. PC may be acceptable in private space but it is diastrous in public space as it makes that public space an oxymoron by making it restricted to only the "acceptable". Democracy is about competitive ideas and PC is undemocratic as it discounts the possibility of a level playing field. All growth of ideas is through cross fertilisation and PC leads to degeneration of ideas by restricting the process to inbreeding. Only those who use weakness as leverage to gain advantage without effort or have an hidden agenda will root for PC. It is the tool of the lazy and the devious. My offer for its tombstone stands.

The world is scary and terrible and people out here don’t want Obamacare to fix a paper cut let alone offer some discounted mental health care, so what is left for us to do? Talk about it? Stop being afraid of it? Shut down those who want to dismiss us as fragile or crazy?!

Andrew Young, a former U.S. Congressman and U.N. ambassador turned Wal-Mart spokesman, seemed to offer an explanation: “Poverty in America,” he said, “is market potential unrealized.” It seems that the poor benefit the discounting industry far more than the discounting industry benefits the poor.

...mass market consumption offers the facade of social equality without forcing society to go through the hard work of redistributing wealth. Low prices lead consumers to think they can get what they want without necessarily giving them what they want - or need. The ancient Roman phrase for this is panem et circenses, bread and circuses, the art of plying citizens with pleasures to distract them from pain.

The renowned British philosopher Alfred North Whitehead recognized this inescapable quality of modern life when he asserted that “civilization advances by extending the number of operations we can perform without thinking about them.” Take, for example, the “advance” offered to civilization by the discount coupon, which allows consumers to assume that they will receive a reduced purchase price by presenting the coupon.

Shared public meaning gives soldiers a context for their losses and their sacrifice that is acknowledged by most of the society. That helps keep at bay the sense of futility and rage that can develop among soldiers during a war that doesn’t seem to end. Such public meaning is probably not generated by the kinds of formulaic phrases, such as “Thank you for your service,” that many Americans now feel compelled to offer soldiers and vets. Neither is it generated by honoring vets at sporting events, allowing them to board planes first, or giving them minor discounts at stores. If anything, these token acts only deepen the chasm between the military and civilian populations by highlighting the fact that some people serve their country but the vast majority don’t. In Israel, where around half of the population serves in the military, reflexively thanking someone for their service makes as little sense as thanking them for paying their taxes. It doesn’t cross anyone’s mind.

That is, “Yes” is nothing without “How.” Asking “How,” knowing “How,” and defining “How” are all part of the effective negotiator’s arsenal. He would be unarmed without them.         ■    Ask calibrated “How” questions, and ask them again and again. Asking “How” keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands.         ■    Use “How” questions to shape the negotiating environment. You do this by using “How can I do that?” as a gentle version of “No.” This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves.         ■    Don’t just pay attention to the people you’re negotiating with directly; always identify the motivations of the players “behind the table.” You can do so by asking how a deal will affect everybody else and how on board they are.         ■    Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal.         ■    Is the “Yes” real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It’s really hard to repeatedly lie or fake conviction.         ■    A person’s use of pronouns offers deep insights into his or her relative authority. If you’re hearing a lot of “I,” “me,” and “my,” the real power to decide probably lies elsewhere. Picking up a lot of “we,” “they,” and “them,” it’s more likely you’re dealing directly with a savvy decision maker keeping his options open.         ■    Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.

Price mostly meanders around recent price until a big shift in opinion occurs, causing price to jump up or down. This is crudely modeled by quants using something called a jump-diffusion process model. Again, what does this have to do with an asset’s true intrinsic value? Not much. Fortunately, the value-focused investor doesn’t have to worry about these statistical methods and jargon. Stochastic calculus, information theory, GARCH variants, statistics, or time-series analysis is interesting if you’re into it, but for the value investor, it is mostly noise and not worth pursuing. The value investor needs to accept that often price can be wrong for long periods and occasionally offers interesting discounts to value.

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There is perhaps only one thing to say to this infant, who is all future, overlapping briefly with me, whose life, barring the improbable, is all but past. That message is simple: When you come to one of the many moments in life where you must give an account of yourself, provide a ledger of what you have been, and done, and meant to the world, do not, I pray, discount that you filled a dying man’s days with a sated joy, a joy unknown to me in all my prior years, a joy that does not hunger for more and more but rests, satisfied. In this time, right now, that is an enormous thing. EPILOGUE Lucy Kalanithi You left me, sweet, two legacies,— A legacy of love A Heavenly Father would content, Had he the offer of; You left me boundaries of pain Capacious as the sea,

Opportunity Knocks Being selective when deciding what opportunities to go after is one thing, but it can get even harder when opportunities come to us. We get a job offer we didn’t expect. A side project comes along that isn’t really what we do, but it is easy cash. Someone asks us to help out with something we love doing, but it is unpaid work. An acquaintance has a time share available in a less-than-ideal location but at a discounted rate. What do we do? The fear of missing out goes into full effect. How can we say no; the offer is right here for the taking. We might never have gone after it, but now it is so easy to get it we consider it. But if we just say yes because it is an easy reward, we run the risk of having to later say no to a more meaningful one.

Less apparent at the time, but in many ways more problematic, were deep-seated structural developments in the work force. By the late 1960s millions of baby boomers were already crowding the job market. Ever-higher percentages of women were also looking for employment outside the home. A rise in immigrant workers, made possible after 1968 by the immigration law of 1965, did not affect most labor markets but further intensified popular unease. These developments combined to hike the numbers seeking work by 10.1 million between 1964 and 1970, or 1.6 million per year. Many of these people landed in the service sector of the economy—as employees in fast-food chains, discount retail outlets, hospitals, and nursing homes—or as clerical or maintenance workers. Most of these jobs tended to be part-time, offering low pay and benefits.80

We have dangerously warmed our world already, and our governments still refuse to take the actions necessary to halt the trend. There was a time when many had the right to claim ignorance. But for the past three decades, since the Intergovernmental Panel on Climate Change was created and climate negotiations began, this refusal to lower emissions has been accompanied with full awareness of the dangers. And this kind of recklessness would have been functionally impossible without institutional racism, even if only latent. It would have been impossible without Orientalism, without all the potent tools on offer that allow the powerful to discount the lives of the less powerful. These tools - of ranking the relative value of humans - are what allow the writing off of entire nations and ancient cultures. And they are what allowed for the digging up of all that carbon to begin with.

You might wonder how this hurts taxpayers, especially if you’re a liberal and you think these nonprofits fight for worthy causes. So here’s the kicker: that $11 billion meant for consumer relief? Not only did a lot of it go to Democratic-favored nonprofits instead, but it ended up being much less than $11 billion. That’s because the DOJ offered banks a huge discount whenever they “donated” that money to those nonprofits. Most of the settlements gave banks double or triple credit toward their fine for every dollar they donated to these nonprofits—for instance, a Bank of America $1.15 million “donation” to the National Urban League counted as $2.6 million toward meeting its settlement obligation, and every $1.5 million to La Raza counted as $3.5 million of consumer relief. This is so mind-boggling that it’s worth summing up: after the financial crisis, the Obama DOJ slammed big banks with massive fines so it could trumpet that it was sending tons of relief to consumers. Then it told banks they could pay less than half that much if they donated the money to Obama’s favorite nonprofits instead. And being fond of money, the banks took the DOJ up on the offer. Now that’s a great quid pro quo—the DOJ gets to look good, the banks get to keep most of their money, and the liberal nonprofits get lots of funding.

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Ask calibrated “How” questions, and ask them again and again. Asking “How” keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands. ■​Use “How” questions to shape the negotiating environment. You do this by using “How can I do that?” as a gentle version of “No.” This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves. ■​Don’t just pay attention to the people you’re negotiating with directly; always identify the motivations of the players “behind the table.” You can do so by asking how a deal will affect everybody else and how on board they are. ■​Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal. ■​Is the “Yes” real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It’s really hard to repeatedly lie or fake conviction. ■​A person’s use of pronouns offers deep insights into his or her relative authority. If you’re hearing a lot of “I,” “me,” and “my,” the real power to decide probably lies elsewhere. Picking up a lot of “we,” “they,” and “them,” it’s more likely you’re dealing directly with a savvy decision maker keeping his options open. ■​Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.

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Cash is king, especially in a down market. In my experience, offering all cash is 90 percent effective in securing a discount with the initial offer.

And as customers, we will always have to take responsibility for the power of our pocketbooks. We like the idea of supporting a small bookstore or local hardware store, but are we willing to forgo the discounts offered by the chains? Will we buy clothing from a line that exploits its workers? What kind of message will we send a manufacturer who has a history of flouting environmental laws? Every time we punch a time clock, sign a paycheck, or use a credit card, we have an opportunity to let our life speak. What do we want to say?

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In the months preceding publication of this edition, Google Cloud and Azure offered completely new ways of making discount commitments in the form of Azure Savings Plans and Google Flexible Committed Use Discounts (Flexible CUDs), changing the game yet again.

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Unfortunately, the Bull that gilded Renaissance New York did little for most Americans. Eighties Wall Street was about institutional money released by deregulation, mergers and acquisitions, and, most of all, the debt that made it all possible. As John Kenneth Galbraith points out, financial euphoria always starts with new ways to borrow money; this time it was triggered by the Savings & Loan crisis. Volcker’s rocketing interest rates had forced S&Ls to offer double digits to new depositors while only getting back single digits on the old thirty-year mortgages on their books. S&Ls were going under, and getting a mortgage was nearly impossible, so in March 1980, with the banking system and the housing market on the brink, Carter had signed a law to allow them to issue credit cards, invest in commercial real estate, and offer checking accounts in order to stay in business. Reagan then took it a step further with a change that encouraged S&Ls to sell their mortgages in search of higher returns, freeing up a $1 trillion that needed to be invested in something. Which takes us back to Salomon Brothers, where in 1978 one Lew Ranieri had repackaged an old investment product the government had clamped down on during the Depression: A group of home mortgages all backed by government insurance would be bundled together, then sliced into bonds, thus converting the debt some people owed on their homes into an asset for others. Ranieri had been a bit ahead of the curve then—the same high interest rates that killed the S&Ls also made his bonds unattractive—but now deregulation let Salomon buy up the S&Ls’ mortgages at a deep discount, bundle them into bonds, and sell them back to the S&Ls who believed they’d diversified into the bond market when in fact they’d just bought ground meat made out of their own steaks. In June 1983, Salomon Brothers and Freddie Mac together issued the first collateralized mortgage obligation bonds (CMOs), which bundled up debt and cut it into tranches based on the amount of risk: you could choose between ground chuck and ground sirloin. It would be years before technology would allow doing this on a huge scale, but the immediate impact was that all kinds of debt, not just mortgages, were bundled, cut into bonds, and sold: credit card debt, car loans, you name it. Between 1983 and 1988, some $60 billion of CMOs were sold; GM’s financing arm became more profitable than its cars. America began to make debt instead of things. The

Okay, so let's say you're the one hearing feedback from your partner - now what? Yield. Don't get defensive, or go tit for tat, or any of that Adaptive Child behavior. You, the listener, also need to be centered. You too need to remember love. What can you give this person to help them feel better? You can begin by offering the gift of your presence. Listen. And let them know they've been heard. Reflect back what you heard. If you're at a loss, just repeat your partner's feedback wheel. ... If you are the speaker, and the listening partner has left out important things or gotten something seriously wrong, help them out. Gently correct them, and then have them reflect again. But don't be overly fussy. Serviceable is good enough. Now that you've listened, you need to respond. How? Empathically and accountably. Own whatever you can, with no buts, excuses, or reasons. "Yes, I did that" - plain and simple. Land on it, really take it on. The more accountable you are, the more your partner might relax. If you realize what you've done, if you really get it, you'll be less likely to keep repeating that behavior. And conversely, not acknowledging what you did - by changing the subject, or denying, or minimizing - will leave your partner feeling more desperate. ... If you are the speaker, it pays to keep it specific. The feedback wheel is about this one incident, period. Most people go awry when they escalate their complaints, moving from the specific occurrence to a trend, then to their partner's character. For example: "Terry, you came late." (Occurence.) "You always come late." (Trend.) "You're never on time." (Trend.) "You really are selfish!" (Character.) When the speaker jumps from a particular event to a trend (you always, you never) to the partner's character (you are a ...), they render their partner ever more helpless, and each intensification feels dirtier. ... Once you've reflectively listened and acknowledged whatever you can about the truth of your partner's complaint, give. Give to your partner whatever parts of their request (the fourth step in the feedback wheel: what I'd like now) as you possibly can. ... And finally, for you both, let the repair happen. Don't discount your partner's efforts. Don't disqualify what's being offered with a response like "I don't believe you" or "This is too little too late." Dare to take yes for an answer. ... Let them win; let it be good enough. Com into knowing love.

Consider shirts, for example. Macy’s boasted 129 different men’s styles, priced from $1.99 to $14.09. Korvette, by contrast, stocked only 35 styles of men’s shirts, priced from $1.49 to $6.99. While it was difficult to pin down precise numbers, Korvette’s “bargain” prices were at least in part a reflection of its relatively paltry selection. Neither the $1.99 shirt from Macy’s nor the $1.49 shirt from Korvette was likely to be of the highest quality, and it was impossible to know which of the two offered the best value. But Macy’s customers had the opportunity to compare a $1.99 shirt with a $14.09 shirt, while Korvette shoppers were limited to the low end of the category. For Korvette this had the advantage of shielding customers from top-of-the-line goods that by comparison may have made their largely low-end lines appear shabby. For Korvette customers to make truly informed buying decisions was nearly impossible.

Almost overnight discounters reversed the venerable retailing practice of offering customers precisely what they wanted. Rather, discounters offered customers what was available at the lowest possible price and positioned these goods in such a way—both physically and psychologically—as to convince customers they were getting the very best deal. The focus switched from the object to the deal: If the deal was good, the object under consideration became less critical to the transaction. Nearly half a century earlier, Frank W. Woolworth had set the stage for this parlor trick when he scoured the globe for almost anything cheap: hair ribbons, buttons, and poorly made wood-backed thermometers. Fifty years later the country had changed dramatically.

The data we’d collected over the years through many tests just reinforced this. Shipping promotions drove significantly higher growth than any other type of promotion. The perceived value of free shipping was higher than straight discounting of product prices. Put another way, if the average discount of a free shipping promotion was 10 percent, we’d see significantly more demand lift (called elasticity) by offering free shipping than by discounting product prices by 10 percent. It wasn’t even close. Free shipping drove sales. We just had to figure out a sustainable way to offer free shipping.

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Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

You can use standards of legitimacy both as a sword to persuade others, and as a shield to help you resist pressure to give in arbitrarily. (“I would like to give you a discount, but this price is firm. It is what General Motors paid for the same item last week; here is the bill of sale.”) Just as, by finding relevant precedent and principles a lawyer enhances his or her ability to persuade a judge, so a negotiator can enhance his or her negotiation power by finding precedents, principles, and other external criteria of fairness and by thinking of ways to present them forcefully and tellingly: “I am asking for no more and no less than you are paying others for comparable work.” “We will pay what the house is worth if we can afford it. We are offering what the similar house nearby sold for last month. Unless you can give us a good reason why your house is worth more, our

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The frightened customer would then be offered an NCR machine at a discount.43

Woolworth’s and similar chains such as S. S. Kresge Company and W. T. Grant focused on offering the absolutely lowest price even if it meant things would need replacing a lot sooner than they once did. This pushed hard against the American tradition of frugality, where price was only one consideration. Historically, Americans sought durable long-lasting goods that they could pass among themselves and down to their children. Shoes were reheeled, socks darned, and hems let out to fit generations of brothers and sisters. Discounters gave the common man and woman the opportunity to eschew the cobbler and the darning needle, to break in a brand-new pair of shoes or socks when their toes poked through the old ones. Discounters made ordinary folks feel rich by putting a wide selection of goods within easy reach of all but the most meager budgets. Someone had to pay, of course, but that someone need not be the customer.

Every once in a while I get the queer notion that every human soul experiences everything, both outwardly and inwardly, that the world has to offer in the way of experiences. If that were not so, there would be no equality before God. The difference between souls does not lie in their ability or inability to have experiences but only in the degree of articulation with which they become conscious of these experiences. Even those who are simple enough to discount the more mysterious conditions of our soul as “extravagant fancies” are filled and permeated by them. For this reason the hope springs eternal that even the most ineffable inner experience will strike a responsive chord in someone who will exclaim in brotherly surprise: “I’ve had exactly the same experience.

But I'd actually prefer to be paid in craftgems... presuming you offer those." "Certainly, certainly. I'll even give you a cheap rate on the discount.

Oi!” It had all been going perfectly. Joe and Lauren had been sitting on a park bench eating their lollies from Raj’s shop. Raj could see Joe was trying to impress this girl, and so made a ridiculous fuss of him, giving him a one-penny discount on their lollies, and offering Lauren a free browse of Now magazine. At last, though, they had escaped the newsagent’s shop and found a quiet corner of the park, where they had been talking and talking as the melted red goo of their lollies dribbled down their fingers. They spoke about everything except Joe’s family life. Joe didn’t want to lie to Lauren. He already liked her too much for that. So when she asked him what his parents did he just told her his dad worked in ‘human waste management’ and unsurprisingly Lauren didn’t enquire any further. Joe desperately didn’t want Lauren to know how ridiculously rich he was. Having observed how Sapphire

While Wyeth handled the technology, Tudor focused on business development. He gave ice cream–making demonstrations to confectioners, he offered coffee shop owners a water-cooling jug of his own design, and he came up with ice-block subscription models—customers could sign up for one or two deliveries a day, on a monthly plan. He even designed and built some of the earliest domestic iceboxes, which he called “Little Ice Houses,” so that customers could store their daily allowance of ice at home. Meanwhile, despite his self-pitying journal entries, Tudor had to admit that the nascent ice industry enjoyed some unique advantages. Ships departing New England ports were generally light on their outbound voyages, and frequently resorted to carrying stones as ballast, which they simply tossed overboard at their destination in order to return with foreign cargo. Once they were convinced that most of Tudor’s ice wouldn’t melt in transit, they gladly carried it at low rates: even a discounted cargo made more economic sense than a pile of rocks.

I recall picking up the Miami Herald one morning in July of 1985 to read that the Howard Johnson’s hotel near the Miami airport had been offering “guerrilla discounts,” rooms at seventeen dollars a day under what an employee, when pressed by the Herald reporter, described as “a freedom fighters program” that was “supposed to be under wraps.

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One table over from where copies of The First American Bible were being sold (for a discounted price of $149.99), Road to Majority attendees crowded around a rack of T-shirts that carried slogans such as “Faith Over Fear” and “This Means War.” The top seller, offered in at least seven different colors, was “Let’s Go Brandon,” a bowdlerized euphemism that conservatives chant as a substitute for “Fuck Joe Biden.” The shirts even included a hashtag—#FJB—that jettisoned any plausible deniability. When I asked Dave Klucken, the booth’s proprietor, what brought him all the way from Loganville, Georgia, to peddle these goods, he replied, “We’ve taken God out of America.” Did he really think #FJB was an appropriate way to bring God back? Klucken shrugged. “People keep on asking for it,” he told me. “You’ve got to give

Somewhere below us, Cacus was roaring, cursing, and offering panicked mortals deep discounts on slightly damp Rolexes.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.

Tips for Purchasing Industrial Surplus Parts Industrial surplus equipment and parts are becoming increasingly popular as more companies turn to purchasing the components either for use or for refurbishment and resale. Industrial surplus parts are sold when an industrial manufacturer decides to get rid of these extra (or surplus) pieces, whether they are equipment or parts for putting together equipment, which can then be purchased by resellers or Industrial surplus buyers. For example: The most common type of parts sold for industrial surplus are electrical or electronics—because technology is increasing at a rapid past, it is not uncommon for the parts for electrical equipment to become obsolete when the latest model or latest technology is used. After the new model replaces the old, the parts and equipment are considered surplus. And also When we can buy surplus inventory from retailers or businesses is a great way to invest relatively little money and resell those inventory items for a significant profit. The following are some practical tips to keep in mind when purchasing industrial surplus parts. Tip: Research the surplus parts before purchasing Not all surplus parts are created equal, which is why you should never just purchase a surplus part because it seems like a good deal or because you have come across a new sale. It’s important to research the type of part, the manufacturer, whether it is used/non-used, and other relevant information. You want to be able to get more than what you paid for these surplus parts, if you are reselling, or to use the parts, if you are purchasing them for your own business; “jumping right in” could result in a waste of time, money and purchases. Tip: Never purchase certain parts without a warranty period Most surplus parts should have some kind of warranty or warranty period. This is especially true for electrical or electronic parts, which are more sensitive in nature. Do not purchase any electrical surplus parts if there is not a warranty period, as you will be risking your money. When possible, purchase other types of surplus parts only when there is an acceptable warranty period to help protect your purchase. Tip: Look for professional surplus retailers It might be tempting to look for an “underbelly” store that offers surplus parts at an extreme discount, but you should only do business with a professional retailer or manufacturer with a reputable reputation. When you choose little known surplus part resellers or sellers with poor reputations, you might be purchasing parts that are cobbled together or even stolen.

Books about colonization in early America more typically dwell on themes of politics, trade, religion, demography, and warfare. Without discounting the importance of these topics (for each has a place here) and with no intention of offering a monocausal explanation for complex events, this book argues that sometimes mundane decisions about how to feed pigs or whether or not to build a fence also could affect the course of history.

As Louis Uchitelle has reported in the New York Times, many employers will offer almost anything—free meals, subsidized transportation, store discounts—rather than raise wages. The reason for this, in the words of one employer, is that such extras “can be shed more easily” than wage increases when changes in the market seem to make them unnecessary. In the same spirit, automobile manufacturers would rather offer their customers cash rebates than reduced prices; the advantage of the rebate is that it seems like a gift and can be withdrawn without explanation.

now extended to more types of bundled services; which had the effect of making various service bundles offering large discounts avai

also, you might rethink the taking-me-on-as-a-client thing when you understand I have a fake passport and almost no cash. Oh, and an Oyster card, but it's almost empty. So I hope your offer of friendship also includes a discount." Charlotte's lips curled up. "I think we can work something out. After all, you brought us a dead body. It;s the gift that keeps giving.

What can they be discussing?” Jenny asked nobody in particular. “A marriage proposal?” the duchess suggested. “I doubt it.” Her mother gave her a considering look from the sideboard. “If Bernward offered, Genevieve, would you choose Paris over him?” Her Grace was a pragmatic woman, also a mother who would cheerfully kill for her children or for her dear Percival. Her instincts were not to be discounted, ever. “I did.” “Oh, my dear, whatever could be more important than love?” And

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Yet just days later Ryanair announced that it had placed one of the biggest-ever orders for Boeing’s 737 series aircraft. The company said it would purchase one hundred Boeing 737-800 aircraft in the next eight years and had taken options on fifty more planes, claiming that Boeing’s offer was ‘exceptionally competitive’. Ryanair said the ‘catalogue value’ of the deal was $9.1 billion, but refused to disclose the extent of the discount it had negotiated. Airline industry observers, aware of the US aircraft manufacturer’s desperate need to win the contract, speculated that it amounted to between 30 and 50 per cent. Boeing had been forced to sharply reduce its aircraft production and to lay off up to 30,000 workers as it struggled to stave off a financial crisis in the wake of the terrorist attacks. Some people who know O’Leary and Tony Ryan well suggest one of their great similarities is their ability to ‘corner their prey’.

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Have the “willingness to pay” talk with customers early in the product development process. If you don't do it early, you won't be able to prioritize the product features you develop, and you won't know whether you're building something customers will pay for until it's in the marketplace. Don't force a one-size-fits-all solution. Whether you like it or not, your customers are different, so customer segmentation is crucial. But segmentation based on demographics—the primary way companies group their customers—is misleading. You should build segments based on differences in your customers' willingness to pay for your new product. Product configuration and bundling is more science than art. You need to build them carefully and match them with your most meaningful segments. Choose the right pricing and revenue models, because how you charge is often more important than how much you charge. Develop your pricing strategy. Create a plan that looks a few steps ahead, allowing you to maximize gains in the short and long term. Draft your business case using customer willingness-to-pay data, and establish links between price, value, volume, and cost. Without this, your business case will tell you only what you want to hear, which may be far afield from market realities. Communicate the value of your offering clearly and compellingly; otherwise you will not get customers to pay full measure. Understand your customers' irrational sides, because whether you sell to other businesses or to consumers, your customers are people. You should take into account their full psyches, including their emotions, in making purchase decisions. Maintain your pricing integrity. Control discounting tightly. If demand for your new product is below expectations, only use price cuts as a last resort, after all other measures have been exhausted. We

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If customers are more concentrated, then the customers can demand (and get) big price discounts. If suppliers (the client’s company and its competitors) are more concentrated, then the vendors in the industry have the power to set high prices, and customers have no choice but to buy at those prices.

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HDFC Bank was the first of the private lenders to go public— even before it completed a full year. 'It was a mistake,' Deepak told me. The RBI required the new banks to go public within a year but all other lenders went back to the regulator and got extensions. 'We didn't ask for it. We were too naive,' Deepak said. 'Everybody took time as they wanted to get a premium. We sold at par, ₹10. But I have no regrets.' Deepak pushed for a par issue as the bank had nothing to show. And the disaster of parent HDFC's listing was still haunting him, though that had happened a decade and a half ago. In 1978, India's capital market was in a different shape and mortgage was a new product, not understood by many. HDFC put the photograph of its first borrower on the cover of its balance sheet, a D. B. Remedios from Thane, who took a loan of ₹35,000 to build his house. The public issue of HDFC bombed. In an initial public offering (IPO) of ₹10 crore, the face value of one share was ₹100. ICICI, IFC (Washington) and the Aga Khan Fund took 5% stakes each in the mortgage lender and the balance 85% equity was offered to the public, but there were few takers. The stock quoted at a steep discount on listing. For the bank, Deepak did not want to take any chance. So portions of the issue were reserved for the shareholders and employees of HDFC as well as the bank's employees. HDFC decided to own close to a 26% stake in the bank and NatWest 20%. Satpal was offered about 5% and the public 25%. The size of the public issue was ₹50 crore. 'We didn't know whether it would succeed. Our experience with HDFC had been a disaster,' Deepak said. But Deepak had grossly underestimated investors' appetite for the new bank. The issue, which opened on 14 March 1995, was subscribed a record fifty-five times. The stock was listed on the Bombay Stock Exchange (now known as BSE Ltd) on 26 May that year at ₹39.95, almost at a 300% premium.

My first one is All Money Ain’t Good Money,” Ms. Greene said to the group, nodding her head. “This is so true. Our community is notorious for wanting a hook up and not paying their outstanding invoices. Like you said, discounts are great, if offered,” she paused. “But they shouldn’t be expected because I’m black and you’re black. It’s very frustrating when our customers say that our prices are too high, then go to non-black businesses and pay the same, if not more…

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Groupon is a study of the hazards of pursuing scale and valuation at all costs. In 2010, Forbes called it the “fastest growing company ever” after its founders raised $135 million in funding, giving Groupon a valuation of more than $1 billion after just 17 months.5 The company turned down a $6 billion acquisition offer from Google and went public in 2011 with one of the biggest IPOs since Google’s in 2004.6 It was one of the original unicorns. However, the business model had serious problems. Groupon sometimes sold so many Daily Deals that participating businesses were overwhelmed . . . even crippled. Other businesses accused Groupon of strong-arming them to sign up for Daily Deals. Customers started to view the group discount (the company’s bread and butter) as a sign that a participating business was desperate. Businesses stopped signing up. Journalists suggested that Groupon was prioritizing customer acquisition over retention — growth over value — and that it had gone public before it had a solid, proven business model.7 Groupon is still a player, with just over $3 billion in annual revenue in 2015. But its stock has fallen from $26 a share to about $4 today, and it has withdrawn from many international markets. Also revealing is that the company is suing IBM for patent infringement, something that will not create customer value.8 Many promising startups have paid the price for rushing to scale. We can see clues to potential future failures in the recent “down rounds” (stock purchases priced at a lower valuation than those of previous investors) hitting companies like Foursquare, Gilt Group, Jet, Jawbone, and Technorati. In their rush to build scale, executives and founders search for shortcuts to sustainable, long-term revenue growth.

Safeway developed a successful campaign in the United States to grow sales from light shoppers and increase sales from heavy shoppers. They sent a monthly newsletter to 1.2 million card holders. Those whom they identified as secondary shoppers (people who mainly shop somewhere else) received a coupon for departments they didn’t use, like the meat or produce section. Primary shoppers (people who mainly shop at Safeway) were also given coupons, but to less common areas, like the cookie aisle, as they already visited the main departments. The campaign was a huge success, increasing same-store sales and sales from secondary shoppers, plus it changed customer behaviour by converting secondary shoppers into primary ones. The campaign also improved Safeway’s image by going beyond a general discount to create targeted deals. They sent out 451 800 versions of their offering.

In simple terms, the trade start buying the product on discount to hold in stock for future sale at a higher margin rather than sell immediately. They make money by taking advantage of contradicting discounts and promotional schedules and then selling the product for a higher price at a later date. This is not uncommon. If a manufacturer offers promotional prices every other month, a retailer will forward buy five weeks’ supply at the end of each promotional month. It is not unknown for a retailer to buy a year’s supply ahead of a major price rise. At

retailers can sometimes focus on their competition so much that they are often less astute when buying (i.e. their competitive effort is directed horizontally rather than vertically). In these circumstances it is not unusual for a manufacturer to find that it is possible to raise the list price offered to all retailers without being criticised. The retailers are focusing on the discount from the given list price, as the list price is known to be common to all retailers. Thus, the objective for retailers in the negotiations is to win greater discounts, bonuses, promotions support, delays of payment and so on than other retailers, but not primarily to compete for profit with the manufacturer.

Discounters’ profits came and still come from buying competitively while handling financial operations, logistics and property business more astutely than other retailers can. The high-volume, low-operating-cost model allowed them to offer lower prices and more choice, while maintaining acceptable service levels; their goal was to move a lot of product and make small percentage profits on high volumes, which improves efficiency and gives them the power to negotiate with manufacturers.

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Suppose that, in the last few weeks of a quarter, earnings threaten to fall short of the programmed year-over-year increase. The corporation simply borrows sales (and associated profits) from the next quarter by offering customers special discounts to place orders earlier than they had planned.

Never discount good intentions, for good intentions may be all one has to offer. - Eilish in "No-Till" by Basil Pearl.

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Automakers typically offer deals in the summer to clear out inventory before cars from the new model year arrive in the fall. But July's discounts were unusually high. Incentives rose 8 percent - $216 per vehicle - over last July, according to Jesse Toprak, chief analyst for Cars.com. Incentives averaged $2,774 per vehicle, the most since August 2010. Toprak said Ford, Toyota, Volkswagen and Hyundai were the most generous. Chrysler saw the biggest gain in July, with sales up 20 percent to 140,102, led by the Ram pickup and the new Jeep Cherokee small SUV. Jeep sales rose 41 percent overall.

Should I Invest in a Timeshare? In my professional career, timeshare properties have been by far the worst investments I’ve seen. Buyers are lured with a free dinner or spa coupon, only to endure a hard sales pitch by peddlers who do not know the meaning of the word no. This will be the most expensive dinner you will ever not buy, if you sign up for the “free seminar” in exchange for a restaurant coupon. You can’t borrow against a timeshare or use it like a regular financial asset, and you can only reside in it for very short and specific periods of time. If you are really considering getting a timeshare, then only buy it on the secondary market; simply do an Internet search—you’ll find plenty of remorseful sellers offering you their units at huge discounts.

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Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

Discount brokerage accounts are low-cost online accounts offered by firms like E*TRADE, Charles Schwab, and Fidelity. These accounts allow do-it-yourself investors to purchase a large variety of common stocks, mutual funds, and exchange-traded funds (ETFs),

You can gain great insights about investing from a careful study of Buffett’s Generals. He was constantly appraising the value of as many stocks as he could find, looking for the ones where he felt he had a reasonable ability to understand the business and come up with an estimate for its worth. With a prodigious memory and many years of intense study, he built up an expansive memory bank full of these appraisals and opinions on a huge number of companies. Then, when Mr. Market offered one at a sufficiently attractive discount to its appraised value, he bought it; he often concentrated heavily in a handful of the most attractive ones. Good valuation work and proper temperament have always been the two keys pillars of his success as an investor. Buffett

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Small is beautiful. This is what Mother Teresa used to say always. What Mother Teresa used to say is a reality in the spiritual world as also in the investment world. Taking inspiration from the quotation of Mother Teresa think of making a small investment in the Public Sector Undertaking shares which are offered to the small investors at a discounted price of say 5 per cent.

Other perks of working for Disney are primarily in the form of discounts. The money I’ve saved through Disney discounts is unbelievable. I remember working at Staples and being excited when they finally gave us a 10% discount, which is nothing compared to what Disney offers. I got up to 60% off hotel rooms, 20-40% off merchandise, 20-40% off dining, a variety of discounts on Disney recreational offerings, 20% off quick service meals at Animal Kingdom and the resorts, and a holiday coupon book which included 30%, 40%, and 50% off meal coupons, free popcorn and soda coupons, free PhotoPass downloads, free rounds of mini golf, and extra park tickets.

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These notions about waiting and playing hard to get have been around for ages. According to Greek historian Xenophon, a prostitute once went to Socrates* for advice and he told her: “You must prompt them by behaving as a model of propriety, by a show of reluctance to yield, and by holding back until they are as keen as can be; for then the same gifts are much more to the recipient than when they are offered before they are desired.” Conversely, Socrates knew that people tend to discount and sometimes even reject the things that are always available. I

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why people open and respond to e-mail listed these factors: • Products or services featured (54 percent) • Written copy (40 percent) • Subject line (35 percent) • Compelling offers (discounts, free shipping) (33 percent)

The full-service brokerage offers expert advice that can manage your account, given that, they charge quite expensively. Discount brokers carry out buy and sell orders but provide no investment advice, thus, the commission cost is lower in this case.

faster. As I was closing this book, Walmart announced that to upgrade its ability to compete in e-commerce with Amazon—which still does eight times Walmart’s sales online—it was buying Jet, a year-old Internet retail startup. The Economist reported on August 13, 2016, that Jet’s appeal to Walmart was its “real-time pricing algorithm, which tempts customers with lower prices if they add more items to their basket. The algorithm also identifies which of Jet’s vendors is closest to the consumer, helping to minimize shipping costs and allowing them to offer discounts. Walmart plans to integrate the software with its own.” It turns out that “under a second” was just too damned slow.

The scariest thing about the wedding services industry is that there are no second chances to fix your mistakes. You can’t offer a refund, redo or give a hefty discount on the next one.

Your target market is the customers who buy quickly, rarely ask for discounts and tell their friends about your offerings. For businesses, big-picture characteristics include things like industry, location and company size, but those are rarely enough to identify a customer who is a great fit for your product. You might sell a solution for small business that greatly reduces the time and complexity of invoicing. Any small business could use your product, but the ones that send a significant number of invoices every month will love you the most.