Distributor Quotes

friends don't threaten friends' distributor caps

Saying of the Prophet Distribution God it is who gives: I am only a distributor.

More and more companies will choose to use Network Marketing because it fits the New Economy. They can provide all the corporate support and pay distributors on a purely performance basis to promote their products. It’s extremely efficient because in the New Economy, word-of-mouth advertising continues to work better than any other form of promotion. The company can just take the money they would have spent on advertising and promotion and pay it to their distributors to spread the word.

You want to know the story? I'd be happy to tell you. I think I have just enough caloric energy stored up to make it through the telling of the tale. It's short. I am monstrously fat. I am a glutton. My wife was disgusted and repulsed. She gave me six months to lose one hundred pounds. I joined Weight Watchers . . . see it there, right across the street, that gaunt storefront? This afternoon was the big six-month weigh-in. So to speak. I had gained almost seventy pounds in the six months. An errant Snickers bar fell out of the cuff of my pants and rolled against my wife's foot as I stepped on the scale. The scale over there across the street is truly an ingenious device. One preprograms the desired new weight into it, and if one has achieved or gone below that new low weight, the scale bursts into recorded whistles and cheers and some lively marching-band tune. Apparently, tiny flags protrude from the top and wave mechanically back and forth. A failure--see for instance mine--results in a flatulent dirge of disappointed and contemptuous tuba. To the strains of the latter my wife left, the establishment, me, on the arm of a svelte yogurt distributor whom I am even now planning to crush, financially speaking, first thing tomorrow morning. Ms. Beadsman, you will find an eclair on the floor to the left of your chair. Could you perhaps manipulate it onto this plate with minimal chocolate loss and pass it to me.

In addition to helping the girls parse the world, and all its awful truths - time only goes one way, things end, affections wax and wane - I was the sole distributor of the strongest currency they would ever know: maternal love.

...the incarnation is the complete refutation of every human system and institution that claims to control, possess, and distribute God. Whatever any church or religious leader may claim in regard to their particular access to God or control over your experience of God, the incarnation is the last word: God loves the world. God came into the world in the form of the people he created, the human race (including you and me), who bear his image. God's creation of humanity in his image gives hints of who he is, since we all are marked by his fingerprints. But as flawed humans, we give only a vague hint of God. Our broken reflection of God's image is easily drowned out by our broken humanity. then, two thousand years ago, God came in his fullness. He came to all of us in Jesus. The incarnation is not owned, trademarked, or controlled by any church. It belongs to every human being. The incarnation is not something that requires a distributor or middleman. It is a gracious gift to every person everywhere, religious or not. God gave himself to us in Jesus.

I mean that a party can’t be anything other than a distributor of favors in exchange for support, ideals are part of the furniture.

The ending of human life used to be in the hands of nature. But we stole it. Now we have a monopoly on death. We are its sole distributor.

So no more whining about the cards you were dealt, the great defeats you suffered, or any other circumstances. Countless people have more disadvantages and greater obstacles than you, and yet they’re wealthier and more fulfilled. Luck is an equal-opportunity distributor. Lady luck shines on all, but rather than having your umbrella overhead, you’ve got to have your face to the sky. When it comes down to it, it’s all you, baby. There’s no other way around it.

One early challenge was that the book distributors required retailers to order ten books at a time. Amazon didn’t yet have that kind of sales volume, and Bezos later enjoyed telling the story of how he got around it. “We found a loophole,” he said. “Their systems were programmed in such a way that you didn’t have to receive ten books, you only had to order ten books. So we found an obscure book about lichens that they had in their system but was out of stock. We began ordering the one book we wanted and nine copies of the lichen book. They would ship out the book we needed and a note that said, ‘Sorry, but we’re out of the lichen book.’ ”4

Abelman’s Dry Goods Kansas City, Missouri U.S.A. Mr. I. Abelman, Mongoloid, Esq.: We have received via post your absurd comments about our trousers, the comments revealing, as they did, your total lack of contact with reality. Were you more aware, you would know or realize by now that the offending trousers were dispatched to you with our full knowledge that they were inadequate so far as length was concerned. “Why? Why?” You are, in your incomprehensible babble, unable to assimilate stimulating concepts of commerce into your retarded and blighted worldview. The trousers were sent to you (1) as a means of testing your initiative (A clever, wide-awake business concern should be able to make three-quarter-length trousers a byword of masculine fashion. Your advertising and merchandising programs are obviously faulty.) and (2) as a means of testing your ability to meet the standards requisite in a distributor of our quality product. (Our loyal and dependable outlets can vend any trouser bearing the Levy label no matter how abominable their design and construction. You are apparently a faithless people.) We do not wish to be bothered in the future by such tedious complaints. Please confine your correspondence to orders only. We are a busy and dynamic organization whose mission needless effrontery and harassment can only hinder. If you molest us again, sir, you may feel the sting of the lash across your pitiful shoulders. Yours in anger, Gus Levy, Pres.

I stood by and spoke out for Amazon when Amazon was attacked by Hatchett and other traditional publishers in the early days. I also represented Amazon as an author spokesperson to the media during the Press Conference launch in Santa Monica for Kindle Family as well as at Book Expo America. Today, authors don't have that kind of loyalty to a distributor of their books. They don't have that kind of loyalty to the publishers of their books and jump around to find the best deal for each book and going back and forth between publishing with a big publisher and self-publishing. Publishing like any industry is built on relationships. When an author is published by multiple publishers and jumps around, it signals to her publishers her lack of commitment to them. It is only human to see this lack of trust. So, my advice to authors who jump around...find a good publisher to land with if you decide to go with a traditional publisher. Be committed to them or it will seem like a betrayal when you are published with another publisher in the same genre. - Advice to Authors by Kailin Gow

In dated Industrial models, products and services flowed linearly from suppliers to manufacturers to distributors to consumers. But in a permaculture economy model, people and businesses are involved in a value web whereby they may each hold more than one of those roles and each entities role is more hybridized. It’s about cyclical co-creation and cyclical co-consumption.

He envisions the supply chain as an “intricate network of suppliers, distributors, and customers who share carefully managed information about demand, decisions, and performance, and who recognize that success for one part of the supply chain means success for all.

For the first time, we could calculate the six-year total for the entire state. There were two ways to do it. Simply add up all the pills the pharmacies bought. Or add up each distributor’s deliveries to every county. Both methods produced the same number—780 million. That was just hydrocodone and oxycodone—in a state with fewer than 1.8 million people.

Contributors and distributors tend to do better at personal branding than takers and fakers.

Distribuzione E’ Dio che dà, io sono solo un distributore.

I would rather have my distributors give lousy presentations to prospects who love them, than give great presentations to prospects who hate them.

On the other hand, if you drive to Minnesota you could have car trouble right away and be towed to a gas station: —“I don’t like the sound of that thing. At first I thought maybe just moisture in the distributor cap, but now, I don’t know, I think we’re talking valves here, or a broken piston.” —“I appreciate your concern.” —“You bet. Goin’ far?” —“I guess not.

I chose the members very carefully, based on their ability to correctly answer the following question: “Do you want to go to Orlando at your own expense and perform before Tupperware distributors?” (The correct answer was: “Yes.”)

Though taken for granted today, making milk safe and cleaning up water supplies were herculean efforts, involving massive investments of public dollars and new laws mandating that farmers, milk distributors, and other private actors change their behavior. No city required milk pasteurization at the beginning of the twentieth century. By the early 1920s, virtually all the largest cities did, and many offered “milk stations” where poorer residents could buy clean milk. Infant mortality plummeted.25

A woman can plan. A woman thinks she needs a man for nothing in this world but soon realizes she is wrong. The same way every black- owned business has to acquire goods from a white distributor, women have to do business with men, be it professional or personal, to achieve too many of our goals.

Measurability—Can you identify the segment? Can you quantify its size? Accessibility—Can you reach the segment through advertising, sales force or distributors, transportation, or warehousing? Substantiality—Is the segment large enough to bother with? Is the segment shrinking, maturing, or growing?

In general, I don’t like to blame the creators. They are making work that appeals to them and the people in the room with them. They are making something that is, at some level, genuine. But the distributors, the networks that bring art to the population, they are the ones who ensure that there’s a flattening and narrowing. The younger me may have sat up all night with bandmates raging against Puffy or DMX or whoever, but the fact is that they were never the problem. The problem was that someone in the corporate chain of command felt that there was a need to play those songs fourteen times a day and to eliminate alternatives.

Find a Way or Make a Way

The secret to recruiting is not in convincing people, but in sorting people. You can wear yourself out and become discouraged, working with the same “empty oysters.” Your job as a professional recruiter is only to sort through the prospects until you find one who wants to be a distributor. It is ten times easier to locate a prospect who wants to work, than to convince an unwilling disinterested prospect to work.

and Hoffman la Roche, manufacturers of Valium. The cost of the raw material and manufacturing of Valium to Hoffman la Roche is $3 per kilo (2.2 pounds). It is sold to their distributors for $20,000 per kilo. By the time it reaches the consumer, the price of Valium has risen to $50,000 per kilo. Valium is used in huge quantities in Europe and the United States. It is possibly the most used drug of its kind in the world.

Still, it was an image that must have appealed to a great many middle-class women of my grandmother's time. They were to be sedate in bearing, unapproachable, regal even, but possessed of arcane and potentially lethal recipes, and capable of inspiring the most incendiary passions in men. And on top of that, perfectly and always ladies - loaf givers. The distributors of gracious largesse. Had anyone ever taken this sort of thing seriously?

Watanabe-san and Sadie exchanged gifts. She brought him a pair of carved wooden Ichigo chopsticks that their Japanese distributor had had made to celebrate the release of the second Ichigo in Japan. In return, he gave her a silk scarf with a reproduction of Cherry Blossoms at Night, by Katsushika Ōi, on it. The painting depicts a woman composing a poem on a slate in the foreground. The titular cherry blossoms are in the background, all but a few of them in deep shadow. Despite the title, the cherry blossoms are not the subject; it is a painting about the creative process---its solitude and the ways in which an artist, particularly a female one, is expected to disappear. The woman's slate appears to be blank. "I know Hokusai is an inspiration for you," Watanabe-san said. "This is by Hokusai's daughter. Only a handful of her paintings survived, but I think she is even better than the father.

The implications of the shift to digital distribution in the games market is heightened due to an advantage not found with video—not only can distributors of product made for the major console platforms (Nintendo Wii, Microsoft Xbox, Sony PlayStation) eliminate inventory risk if games are downloaded via online networks such as Xbox Live Arcade, but game distributors also have the ability to update games with patches, new levels, and character add-ons.

Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity. It is a duty. Whether one is a member of the organization, a consultant to it, a supplier, or a distributor, one owes that responsibility to all one’s coworkers: those whose work one depends on as well as those who depend on one’s own work.

If we sold a business opportunity: * Most people hate their job. * Most people need more money. * Most people would like to be their own boss. * Most people want to be rich. * Most people would like to work three weeks out of the month but get paid for four. * Most people want more time with their children. * Most mothers hate warehousing their babies in daycare. * Most jobs don’t pay enough. * Most people start with this package. * Most people want to pay fewer taxes. * Most new distributors get their convention ticket right away.

It’s not as if we can go somewhere else; the disasters on the moon and Mars colonies proved that. We have one very limited world, and although death has been defeated as completely as polio, people still must die. The ending of human life used to be in the hands of nature. But we stole it. Now we have a monopoly on death. We are its sole distributor. I understand why there are scythes, and how important and how necessary the work is… but I often wonder why I had to be chosen. And if there is some eternal world after this one, what fate awaits a taker of lives? —From the gleaning journal of H.S. Curie

I think he had a very, very good smile, for somebody whose teeth were somewhere between so-so and bad. What seems not a whit onerous to write about is the mechanics of it. His smile often went backward or forward when all the other facial traffic in the room was either not moving at all of moving the in opposite direction. His distributor wasn't standard, even in the family. He could look grave, to to say funereal, when candles on small children's birthday cakes were being blown out. On the other hand, he could look positively delighted when one of the kids showed him where he or she had scraped a shoulder swimming under the float. Technically, I think, he had no social smile whatever, and yet it seems true (maybe just a trifle extravagant) to say that nothing essentially right was ever missing in his face.

The sensor did not seem to be restricted to my mother's food, and there was so much to sort through, a torrent of information, but with George there, sitting in the fading warmth of the filtered afternoon springtime sun spilling through the kitchen windows, making me buttered toast which I ate happily, light and good with his concentration and gentle focus, I could begin to think about the layers. The bread distributor, the bread factory, the wheat, the farmer. The butter, which had a dreary tang to it. When I checked the package, I read that it came from a big farm in Wisconsin. The cream held a thinness, a kind of metallic bumper aftertaste. The milk- weary. All of those parts distant, crowded, like the far-off sound of an airplane, or a car parking, all hovering in the background, foregrounded by the state of the maker of the food.

The New Machine. Imagine you are sitting at your desk at work and the boss comes to you and gives you this proposal. “We just bought a new machine for the company and we need to train someone to operate this new machine. You would have to go to night school three days a week for nine months to learn how to operate this machine. We wouldn’t pay you for going to night school, but when you graduated from night school, you would be our machine operator and you would get a $1,500 per month raise. What do you think?” Most people would reply, “Yes! I could spend three nights a week for nine months in training so that I could get a $1,500 a month raise.” And isn’t that what your network marketing opportunity offers? If you really dedicated yourself, three nights a week for nine months, you should have enough distributors and customers to easily earn $1,500 extra per month. Now, your current job doesn’t offer the opportunity to work three nights a week and get a huge raise, but our network marketing opportunity does.

Bread!--Yes, I think it might honestly be called bread that Walter Drake had ministered. It had not been free from chalk or potatoes: bits of shell and peel might have been found in it, with an occasional bit of dirt, and a hair or two; yes, even a little alum, and that is _bad_, because it tends to destroy, not satisfy the hunger. There was sawdust in it, and parchment-dust, and lumber-dust; it was ill salted, badly baked, sad; sometimes it was blue-moldy, and sometimes even maggoty; but the mass of it was honest flour, and those who did not recoil from the look of it, or recognize the presence of the variety of foreign matter, could live upon it, in a sense, up to a certain pitch of life. But a great deal of it was not of his baking at all--he had been merely the distributor--crumbling down other bakers' loaves and making them up again in his own shapes. In his declining years, however, he had been really beginning to learn the business. Only, in his congregation were many who not merely preferred bad bread of certain kinds, but were incapable of digesting any of high quality.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

Lillian was determined that her next role would be Hester Prynne in Nathaniel Hawthorne’s The Scarlet Letter and assumed she only needed to find the right actor to play opposite her as Reverend Dimmesdale. Mayer informed her there was a much larger issue at stake; The Scarlet Letter was on the Hays office “blacklist” of books that could not be filmed. The very idea of a blacklist was ridiculous to Lillian and she took up the matter directly with Will Hays. While he would occasionally publicly chastise the studios, Hays never forgot that the full name of his office was the Motion Picture Producers and Distributors of America and worked to smooth the path any and every way he could. He told Lillian that the major source of objection was “the Protestant Church, especially the Methodists,” and directed her to the heads of several church and women’s organizations where she forcefully presented her case. Even with Hays’s assistance, no other actress had the personal and professional reputation pure enough to garner the response she received: the ban would be lifted if she was “personally responsible” for the film. Lillian turned her attention to finding the consummate Dimmesdale and Mayer suggested she watch Lars Hanson in The Saga of Gosta Berling. The studio boss had seen Mauritz Stiller’s film in Berlin the previous December and he immediately put the director and the film’s three stars, Hanson, Mona Martenson, and Greta Gustafsson, all under contract. Lillian agreed Hanson was “perfect” and was enthusiastic when Thalberg suggested the experienced Swede Victor Seastrom (Sjöström) direct, for she believed he had “Mr. Griffith’s sensitivity to atmosphere.” And so the ban was lifted from The Scarlet Letter, Lars Hanson was coming from Sweden, Victor Seastrom was assigned to direct, and now it was Irving Thalberg’s problem. He had no script. Lillian would later say that Irving “told me that Frances Marion and I could adapt it,” but it was hardly that simple.

play in the picks and shovels market is to invest in a distribution business, which act to facilitate business to business transactions. By becoming a distributor, businesses are able to mitigate the risks associated with production, inventory and marketing while profiting instead

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.

But see, publishers don’t actually know what readers want. They know what distributors want. Joe and Jane Smith? No clue. Barnes & Noble? Wal-Mart? Publishers know what those guys want. Welcome back, gatekeepers.

12. Manufacturers and distributors should comply with the Code (and all subsequent WHA Resolutions on infant feeding) independently of any government action to implement it.

The expansion of cost-effective EDI communication systems will provide at least three benefits: immediate customer access to the distributor’s computer while decreasing telephone expenses, the transfer of inventory data to a personal computer within the foodservice operation, and bar-code scanning that can facilitate deliveries and receiving.

Food laws have several purposes: To ensure the nutritional value of all foods To maintain the integrity of all foods To protect the quality and quantity of all basic foods To promote honesty among producers, processors, and distributors To provide evidence-based informative, accurate labeling for consumers

The specialty distributor of the 1980s has become the broad-line distributor of the 2000s.

She'd encountered people like this before, in college as well as earlier, going all the way back to when she was a little girl—and, of course, at the film distributor where she worked before getting married, too. Coming up to you like they were your best friend and you shared all your confidences, they would start running people down right and left, expecting you to agree with everything they said. But then the next thing you knew you'd see them cozying up to somebody else and making you the target of their smears.

Wallander si avviò verso il distributore di bevande. Ma si rese conto di non averemonete.Un uomo anziano con due grucce uscì da una stanza muovendosi con grande fatica.Quando Wallander gli chiese se pote sse cambiargli un banconota, l‘uomo scosse il capo, mise la mano nella tasca della vestaglia e gli diede le monete necessarie per il caffè. Wallander rimase con la banconota tesa senza sapere cosa fare. ―Morirò fra poco‖ disse l‘uomo sorridendo. ―Più o meno fra due o tre settimane. Non so proprio cosa farmene dei soldi.‖ L‘uomo si allontanò lentamente. Sembrava essere di ottimo umore. Wallander lo seguì con uno sguardo ammirato. Spinse il pulsante sbagliato e fucostretto a bere un cappuccino, cosa che non faceva mai.

The maximum amount of the reward money for a single report was KRW 13 million to a whistleblower who reported on a distributor of seafood products that

The pillow entrepreneur, who knew the true nature of the distributor, thought that it might take longer than that.

There were two primary distributors of books at that time, Ingram and Baker and Taylor, so a new retailer wouldn’t have to approach each of the thousands of book publishers individually.

distributor

Despite initial enthusiasm from Page’s distributors, as an overall category, innerwear remained a low-profile product in retail stores. This would ultimately necessitate a high-pitched, pan-India advertising campaign from Page, but the costs were prohibitive. Competitive intensity from incumbents had already increased substantially during 1995–2000. When the company reached sales of Rs 21 crore in FY2000, Rupa and Maxwell were already at Rs 150 crore each. One level above them, in the mid-premium segment, brands like Liberty, Libertina and Tantex (TTK Tantex) were firmly ensconced. Associated Apparels (Liberty and Libertina) reported sales of Rs 100 crore during the same period. In a stroke of luck for Page, both TTK Tantex and Associated Apparels fell prey to labour strikes. TTK Tantex saw labour-related plant shutdowns in 1997 that lasted for two years, sending the company’s revenues into a steady descent (see Exhibit 55). The TTK Group had twenty companies across many sectors and, due to lack of management bandwidth to handle the crisis, sold the innerwear brand in FY02. In the same year, Associated Apparels had a labour strike in one of its factories that disrupted its supply chain. The exit of both TTK Tantex and the crippling of Associated Apparels played into Page’s hands as all the large innerwear retailers (dealers) in northern and western India shifted to Jockey.

As a central distributor of goods, the welfare state necessitates high levels of taxation, and it must institute extensive programmes of economic regulation in order to ensure that sufficient tax revenue is generated. Excessive taxation, consequently, always occurs where the political system inadequately manages its ‘opening and restriction’ towards the economy, and where it assumes co-ordinating power in influencing the economic conditions in which citizens live. High-level taxation, however, inevitably leads to economic problems – to problems registered in the medium of money, but caused by the medium of power. These problems might, for instance, take the form of possible underproduction, flight of capital, loss of investment potential, or increasing prices, imbalances in the relation of supply and demand in the private economy, difficulties in the circulation of capital, worsening international competitiveness of firms, or excessive regulation of available capital by central banks. All such tendencies, in Luhmann’s view, characterize societies which are drifting away from the ideal condition of realized plural differentiation towards a more authoritarian (less differentiated) mode of political economy.

surgical products distributors varnicorporation.com

When we sign up new frontline distributors, we give them one specific assignment prior to their one-on-one personal training, to which they are invited following the completion of these assignments. We’ll cover them in depth in a later chapter, but suffice to say, they are quite simple: Define your goals. Visualize the end result—see yourself there—then commit your goals to writing. Make a list of 2,000 warm market leads—people with whom you want to share the opportunity—then prioritize your prime twenty-five family members and friends. After personally using our products, find ten customers who enjoy them as well. For the sake of preserving your positive attitude, avoid any and all news for six months, except magazines which are 75 percent literature and 25 percent “current event” news. It’s very easy to enforce the first three, but not the last. However, a cursory evaluation of your distributor’s attitude will reveal a great deal. If he’s bouncy and sincerely exuberant, he’s probably not watching the news! Create

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The mask resembles a plague doctor’s mask with emerald polypropylene eye lenses. It has a long beak-like nose to allow excess pollution to linger. The nose is connected to a series of distributor cables tucked under the bar. The designer ones are made from real leather and on some occasions, endangered animal skulls and other fine materials.

I’m not sure why I thought it would be a good idea to bring Kanish to Mel Odious Sound yesterday. Bringing a Billionheir to a large recording complex full of Producers is like opening a bag of chips at a seagull convention. It wouldn’t be long before every Producer within earshot swooped in to aggressively pitch his latest and greatest pet project, most of which would likely prove unprofitable. Rev is obviously going to pitch a project, and it very well may be something amazing. But as I’ve pointed out, in order for Kanish to make a profit, he would have to pick up half the Publishing—a non-starter for the Rev. He’s not a Songwriting Producer, so he likely doesn’t have a sufficient portion of the Publishing to share. And even if he did, no seasoned Producer is going to give half of their equity in a song in order to basically secure a small loan from an outside investor. There’s no upside. For starters, Kanish has no channels of Distribution beyond Streaming, which is already available to anyone and everyone who wants it, and which is currently only profitable for the Major Labels and the stockholders of the Streaming services themselves. Everyone else is getting screwed. And please don’t quote me the Douchebag Big Tech Billionaires running big Streaming Corporations. They are literally lining their pockets with the would-be earnings of Artists and Songwriters alike. What they claim as fair is anything but. Frankly, I don’t think we should be comfortable with Spotify taking a 30 percent margin off the top, and then disbursing the Tiger’s Share of the remaining 70 percent to the Major Labels who have already negotiated top dollar for access to their catalog. This has resulted in nothing but some remaining scraps trickling down to the tens of thousands of Independent Artists out there who just want to make a living. You can’t make a living off scraps, or even a trickle, for that matter. Mark my words, we are currently witnessing the greatest heist in the annals of the Music Business, and that’s saying something given its history. Can you say Napster? Stunningly, the only place that Songwriters can make sufficient Performance Royalties is radio—a medium that is coming up on its hundred-year anniversary. To make matters worse, the Major Distributors still have radio all locked up, and without airplay, there’s no hit. So even now, more than twenty years into the Internet revolution, the odds of breaking through the artistic cacophony without Major-Label Distribution are impossibly low. So much for the Internet leveling the playing field. At this point, only Congress can solve the problem. And despite the fact that Streaming has been around since the mid-aughts, Congress has done nothing to deal with the issue. Why? Because it’s far cheaper for Big Tech to line the pockets of lobbyists and fund the campaigns of politicians who gladly ignore the issue than it is to pay Artists and Songwriters a fair rate for their work, my friends. Same is it ever was. Just so I’m clear, there is a debate to be had as to how much Songwriters and Artists should be paid for Streaming. A radio Spin can reach millions. A Stream rarely reaches more than a few listeners. Clearly, a new method of calculation is required. But that doesn’t mean that we should just sit by as the Big Tech Douchebags rob an entire generation of royalties all so they can sell their Streaming Corporation for billions down the line. I mean, that is the end game, after all. At which point, profit for the new majority stockholder will be all but impossible. How will anyone get paid then?

An investor can invest directly in a mutual fund by filling and submitting the application form and cheque to the respective mutual fund or invest indirectly, through an intermediary called an agent, broker, distributor or advisor, any

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You won’t find this name in the Bible, but Satan is the original SweetTart distributor. Do you remember eating those candies when you were young? They are sweet on the outside and sour when you bite into them. The enemy will come with something that is good on the outside – like a legitimate, strong desire for food, sex, or achievement - offer it to you in the wrong way at the wrong time. He’ll get you to believe that his counterfeit pleasure is the only way to satisfy your emotional needs. He’ll offer sex to you from a video screen or in a perverted way, moving you away from what is good, true, loving, and wonderful, and twisting it into something that is evil and destructive in the end. It will always look and taste attractive – that is, until you bite into it. But the problem is that the sour part may not come for weeks, months, or even years. You can spend decades enjoying the sugary coating of sin, only to find out too late that when the sweetness is gone, there’s nothing left but a sour taste.

Unlike traditional retailers, Amazon boasted what was called a negative operating cycle. Customers paid with their credit cards when their books shipped but Amazon settled its accounts with the book distributors only every few months. With every sale, Amazon put more cash in the bank, giving it a steady stream of capital to fund its operations and expansion.14 The company could also lay claim to a uniquely high return on invested capital. Unlike brick-and-mortar retailers, whose inventories were spread out across hundreds or thousands of stores around the country, Amazon had one website and, at that time, a single warehouse and inventory. Amazon’s ratio of fixed costs to revenue was considerably more favorable than that of its offline competitors. In other words, Bezos and Covey argued, a dollar that was plugged into Amazon’s infrastructure could lead to exponentially greater returns than a dollar that went into the infrastructure of any other retailer in the world.

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The distributors were sending some of their largest shipments to some of the smallest towns in the state. I worried the editors would want the story for the Sunday edition. They agreed to give me time to do more reporting. I had three weeks to put together the story of a lifetime.

Saying of the Prophet Distribution God it is who gives: I am only a distributor.

Eventually, Hubbard became the exclusive distributor of Sandoz LSD in Canada and, later, somehow secured an Investigational New Drug permit from the FDA allowing him to conduct clinical research on LSD in the United States—this even though he had a third-grade education, a criminal record, and a single, arguably fraudulent scientific credential. (His PhD had been purchased from a diploma mill.) Seeing himself as “a catalytic agent,” Hubbard would introduce an estimated six thousand people to LSD between 1951 and 1966, in an avowed effort to shift the course of human history.

Within hours, however, the Post had a blockbuster up on its website: The drug distributors had saturated America with 76 billion oxycodone and hydrocodone pills from 2006 to 2012. The records provided a road map to the painkiller epidemic nationwide, tracing the path of every prescription opioid manufactured and distributed.

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A hardliner by nature, Honecker was nonetheless more open to rock music. But rather than import music by decadent capitalist puppets like the Doors or the Stones, he determined the DDR should foster its own rock culture. This led to a string of officially sanctioned East German rock bands dominating Free German Youth concerts and DDR youth radio during the 1970s. Bands with names like the Puhdys, Renft, Electra-Combo, Karussell, and Stern-Combo Meissen aped Deep Purple, Uriah Heep, King Crimson, Blood, Sweat & Tears, and Jethro Tull—and landed deals with the government record label, Amiga, the sole music manufacturer and distributor in the tightly-controlled East German media system.

I believe most leaders in this industry tend to skip over the war stories of their career because they’re afraid you’ll run away screaming if you actually knew what they went through to achieve success. Looking back, I wish that my upline mentors would have shared their stories of struggle with me. If they had, it would have made the challenges I faced along my journey that much easier to swallow. In many ways, we are all part of a very special brotherhood, united by the battle scars we earn during this amazing process of growth.

The first is your classic product company. Think Lenovo in consumer electronics. Lenovo makes and sells physical things. It builds physical assets, such as factories and distribution centers, in order to make its products and get them to consumers. Almost all manufacturing has worked in this linear fashion over the last century. So have distributors and resellers, which are companies that build or lease physical assets or technologies in order to distribute and sell physical products.

Whereas 3 percent of traffic stops lead to a search, only about one-third of those searches lead to contraband. Further, only about half of those contraband hits lead to arrest, which is not surprising because when we look at the amounts of contraband found, it is typically that associated with a user, not a distributor, of the item in question.

(1) Acceptor – Attunement. (2) Transducer – Understanding. (3) Distributor – Entanglement. (a) Past. (b) Futurity. (c) Presence.

Ninety percent of wine produced in the United States is sold to retailers and consumers through distributors,

This means that thousands of wine firms must compete to sell their products through a relatively small number of highly concentrated distributors.

It is especially important to cross out (or at least approach with serious skepticism) the parentheticals: “pause,” “beat,” and “she takes a moment.” All these kinds of stage directions are adjectives, adverbs, indications of transitions or psychological explanations, or emotional maps (“He cannot look away”; “She makes a decision”). They are not playable. What the writer has done by putting in these abbreviated emotional guideposts is to take a stab at providing the characters’ subtext. This is useful to the producers, executives, distributors, and agents who read a lot of screenplays—dozens per week—and need such time-saving devices. It

their distributors: The more you sell, the more they sell. But, ironically, the most intense pressure often comes from two sources that both determine and define your success as a business, namely, your employees and your customers.

Nella quantità di oggetti che avevano raccolto, il campanello di servizio sembrava il più innocuo e quando quelli della Sicurezza lo avevano scansionato, gli avevano detto di tenerselo come souvenir. Alessandro lo aveva tenuto sulla sua scrivania per un paio di anni, prima di scoprire che in realtà quello stupido campanello era una chiave di ingresso a una Soglia. Ogni tanto, quando si annoiava, si divertiva a farlo suonare. Ding. Era innocuo e serviva più a dare fastidio ai colleghi che altro. Non aveva un suono sgradevole o un brutto aspetto, era solo uno stupido campanello. Ding. Ding. Un giorno aveva passato dodici ore in ufficio, nutrendosi solo di schifezze del distributore e caffè, mentre cercava di venire a capo del problema che era sorto dalle parti di Brera, quando all’Accademia di Belle Arti un ragazzo aveva preso un pennello da un barattolo nell’aula delle esercitazioni di disegno dal vero ed era finito in coma per tre mesi a causa della fulminata istantanea che si era preso dall’oggetto. Ding. Ding. Ding. Alessandro era talmente preso dal cercare di capire come fosse possibile che una Soglia Instabile fosse finita dentro un barattolo di pennelli o se le instabilità si manifestassero casualmente in oggetti casuali, che non si era accorto di aver iniziato a picchiettare il dito sul campanello, fino a che… Ding. Ding. Ding. Diiiiing. Diiiiing. Diiiiing. Ding. Ding. Ding. Un attimo prima era seduto alla sua scrivania all’Agenzia a fissare il vuoto verso la lavagna con tutti gli appunti, e un secondo dopo era con il culo per terra da tutt’altra parte con il campanello di servizio in mano.

I was able to visit Prague ten months after the successful revolution and to speak to a number of people close to Havel who described their own experiences in carrying out his principles. They found that they could call upon aspects of their selves that they didn’t know existed: a ne’er-do-well part-time musician became a completely reliable organizer and distributor of an important underground newsletter. A writer denied publishing outlets by the regime came to work effectively with mental patients and then became an adviser to the president of the new democracy. What I called “Proteus in Prague” was the capacity of individual people for attitudes, actions, and skills they had not previously recognized in themselves.

Pair 3: American Home Products Co. (drugs, cosmetics, household products, candy) and American Hospital Supply Co. (distributor and manufacturer of hospital supplies and equipment) These were two “billion-dollar good-will” companies at the end of 1969, representing different segments of the rapidly growing and immensely profitable “health industry.” We shall refer to them as Home and Hospital, respectively. Selected data on both are presented in Table 18-3. They had the following favorable points in common: excellent growth, with no setbacks since 1958 (i.e., 100% earnings stability); and strong financial condition. The growth rate of Hospital up to the end of 1969 was considerably higher than Home’s. On the other hand, Home enjoyed substantially better profitability on both sales and capital.† (In fact, the relatively low rate of Hospital’s earnings on its capital in 1969—only 9.7%—raises the intriguing question whether the business then was in fact a highly profitable one, despite its remarkable past growth rate in sales and earnings.) When comparative price is taken into account, Home offered much more for the money in terms of current (or past) earnings and dividends. The very low book value of Home illustrates a basic ambiguity or contradiction in common-stock analysis. On the one hand, it means that the company is earning a high return on its capital—which in general is a sign of strength and prosperity. On the other, it means that the investor at the current price would be especially vulnerable to any important adverse change in the company’s earnings situation. Since Hospital was selling at over four times its book value in 1969, this cautionary remark must be applied to both companies. TABLE 18-3. Pair 3. CONCLUSIONS: Our clear-cut view would be that both companies were too “rich” at their current prices to be considered by the investor who decides to follow our ideas of conservative selection. This does not mean that the companies were lacking in promise. The trouble is, rather, that their price contained too much “promise” and not enough actual performance. For the two enterprises combined, the 1969 price reflected almost $5 billion of good-will valuation. How many years of excellent future earnings would it take to “realize” that good-will factor in the form of dividends or tangible assets? SHORT-TERM SEQUEL: At the end of 1969 the market evidently thought more highly of the earnings prospects of Hospital than of Home, since it gave the former almost twice the multiplier of the latter. As it happened the favored issue showed a microscopic decline in earnings in 1970, while Home turned in a respectable 8% gain. The market price of Hospital reacted significantly to this one-year disappointment. It sold at 32 in February 1971—a loss of about 30% from its 1969 close—while Home was quoted slightly above its corresponding level.*

For the first time, we could calculate the six-year total for the entire state. There were two ways to do it. Simply add up all the pills the pharmacies bought. Or add up each distributor’s deliveries to every county. Both methods produced the same number—780 million. That was just hydrocodone and oxycodone—in a state with fewer than 1.8 million people. During those same years, 1,728 West Virginians fatally overdosed on those two painkillers, according to data sent to me by epidemiologists at the state Health Statistics Center.

Think about it: Where are the redundancies in your own life? Where’s the emergency brake or the spare tire in your company? How will you deal with the loss of a valuable team member, a critical distributor, or an important client? What will you do if your household loses a source of income? The system must be designed to continue operating even if a component fails.

The reason is clear from the market share numbers. In the 1999 Euromoney poll, almost 48 per cent of market share was held by banks outside the top ten; by the 2006 poll, that number had halved to about 24 per cent. These banks did not have a business large enough to justify spending the money needed to automate. In fact, the collective market share decline of smaller banks masked a shift in behaviour that was even worse news for the career prospects of the traders who worked in them. Increasingly, FX giants like Deutsche would give these banks access to systems like Autobahn or the equivalent. Their salespeople would simply quote the Deutsche Bank (or Citibank, UBS or Barclays) rate to their customers with a small spread to offset the credit risk. No need for expensive traders. In effect, the smaller banks had shifted from ‘manufacturing’ FX rates to being distributors to clients with whom they had a strong relationship based on regional expertise or history. ‘You guys just sucked us dry,’ complained an old friend and adversary at the time – he was in his late thirties, from a smaller bank, and we were at his ‘leaving-the-industry’ drinks. ‘But,’ he added resignedly, with a slightly drunken grin, ‘I guess that’s just that old whore Capitalism for you.’ He became a maths teacher.

Another thing you need to understand is what we now call the “core competencies” of your organization. What are we really good at? What do our customers pay us for? Why do they buy from us? In a competitive, nonmonopolistic market—and that is what the world has become—there is absolutely no reason why a customer should buy from you rather from your competitor. None. He pays you because you give him something that is of value to him. What is it that we get paid for? You may think this is a simple question. It is not. I have been working with some of the world’s biggest manufacturers, producers, and distributors of packaged consumer goods. All of you use their products, even in Slovenia. They have two kinds of customers. One, of course, is the retailer. The other is the housewife. What do they pay for? I have been asking this question for a year now. I do not know how many companies in the world make soap, but there are a great many. And I can’t tell the difference between one kind of soap or the other. And why does the buyer have a preference—and a strong one, by the way? What does it do for her? Why is she willing to buy from one manufacturer when on the same shelves in the United States or in Japan or in Germany they are soaps from other companies? She usually does not even look at them. She reaches out for that one soap. Why? What does she see? What does she want? Try to work on this. Incidentally, the best way to find out is to ask customers not by questionnaire but by sitting down with them and finding out. The most successful retailer I know in the world is not one of the big retail chains. It is somebody in Ireland, a small country about the size of Slovenia. This particular company is next door to Great Britain with its very powerful supermarkets, and all of them are also in Ireland. And yet this little company has maybe 60 percent of the sandwich market. What do they do? Well, the answer is that the boss spends two days each week in one of his stores serving customers, from the meat counter to the checkout counter, and is the one who puts stuff into bags and carries it out to the shoppers’ automobiles. He knows what the customers pay for. But let me go back to the beginning: The place to start managing is not in the plant, and it is not in the office. You start with managing yourself by finding out your own strengths, by placing yourself where your strengths can produce results and making sure that you set the right example (which is basically what ethics is all about), and by placing your people where their strengths can produce results.

My Daddy and My Car By Marilyn Akers, Georgia Grits At fifteen, I came home from school one afternoon to find a faded red car with a white hardtop and a damaged front fender parked in the driveway. Since my daddy often worked on cars, both for himself and others, I noticed it only in passing. That is until my daddy explained that it was a 1971 Mercury Comet…and it was mine! Trouble was, it had a blown engine, and it was my job to overhaul it. So after school and on weekends I washed car parts, rode to the junk yard for replacement parts (and foot-long hot dogs from the Dairy Queen), handed my dad all sorts of tools, fixed coffee with cream and sugar, and occasionally got to do a “real” job under the hood. I remember being so excited when he asked me to get on the creeper and roll under the car (the children were never allowed under the car!) to tighten a fender bolt. Another day, I helped him connect the spark-plug wires to the distributor cap. I asked him why this particular job was so important for him to show me. He replied, “So if you’re ever out with a boy and the car breaks down, you’ll know what to look for.” He meant intentional removal of the wires, and it didn’t occur to me until many years later to ask if that advice was from personal experience! When the engine work was done, we took it to Earl Scheib for one of his infamous $99 paint jobs. I was so proud of that car and the work done side by side with my dad. We sold it less than a year later, after I stuck my foot through a rusted hole in the floorboard. I lost my dad in 2001 following a sixteen-year battle with Alzheimer’s Disease. But the bond formed between a teenage daughter and her father, and the lessons I learned from him, will be with me for a lifetime.

Unlike traditional retailers, Amazon boasted what was called a negative operating cycle. Customers paid with their credit cards when their books shipped but Amazon settled its accounts with the book distributors only every few months. With every sale, Amazon put more cash in the bank, giving it a steady stream of capital to fund its operations and expansion.14 The company could also lay claim to a uniquely high return on invested capital. Unlike

Are you really qualified to say if our wine sucks?” She stared at him, the glass on its way to her lips. “I’m a wholesale wine distributor, smart-ass.

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Mr. Hardy said that to him the most interesting angle to the case was the fact that the suspect apparently used one or more wigs as a disguise. “He may have bought at least one of them in Bayport. I suggest that you boys make the rounds of all shops selling wigs and see what you can find out.” The boys glanced at the clock on their father’s large desk, then Frank said, “We’ll have time to do a little sleuthing before closing time. Let’s go!” The two boys made a dash for the door, then both stopped short. They did not have the slightest idea where they were going! Sheepishly Joe asked, “Dad, do you know which stores sell wigs?” With a twinkle in his eyes, Mr. Hardy arose from the desk, walked into the library, and opened a file drawer labeled “W through Z.” A moment later he pulled out a thick folder marked WIGS: Manufacturers, distributors, and retail shops of the world. “Why, Dad, I didn’t know you had all this information—” Joe began. His father merely smiled. He thumbed through the heavy sheaf of papers, and pulled one out. “Bayport,” he read. “Well, three of these places can be eliminated at once. They sell only women’s hair pieces. Now let’s see. Frank, get a paper and pencil. First there’s Schwartz’s Masquerade and Costume Shop. It’s at 79 Renshaw Avenue. Then there’s Flint’s at Market and Pine, and one more: Ruben Brothers. That’s on Main Street just this side of the railroad.” “Schwartz’s is closest,” Frank spoke up. “Let’s try him first, Joe.” Hopefully the boys dashed out to their motorcycles and hurried downtown. As they entered Schwartz’s shop, a short, plump, smiling man came toward them. “Well, you just got under the wire fellows,” he said, looking up at a large old-fashioned clock on the wall.

Advertising your business is imperative in the present age because of cutting edge competition and you cannot expect rapid business growth unless and until a workable advertising strategy is employed. You can choose from a number of available options to market your services to people. Internet marketing is a modern as well as an efficient method to promote your services and products but, the effectiveness of poster printing cannot be denied. With the introduction of new and improved methods of poster printing, the quality of the prints has become considerably better. Today Poster printing, along with other print mediums like: Mug printing, T-Shirt printing, Sign printing & calendar printing, companies offer services to not only print, but also design posters for advertising campaigns. Here are 5 key advantages of Poster Priting: Advantages of Poster Printing 1. Low Costs The creative process of a poster printing involves a copywriter, a graphic designer as well as a printer. You can also hire a poster distributor or simply hang the posters by yourself. It is a simple process that won’t cost too much. However, you need to be mindful of local laws that may prevent posters from being displayed in certain areas. 2. Active Response printing People who view posters actively get engaged with their surroundings. Whether they are standing at a bus stop or lining up at the local nightclub, people are likely to notice posters out of sheer boredom. A clever poster printing must have a call-to-action phrase that propels the viewer to take action as soon as possible. This could be in the form of making a phone call, visiting a shop or navigating to a website. 3. Visibility Poster printing helps you hang multiple posters in one location in order to increase brand visibility. It’s quite normal to see entire rows of the same poster lining the side of a street or subway. When people get bombarded with the poster message, it is ensured that the message is going to sit on their hands long after they have viewed the poster. 4. Strategic location of a street or subway You can hang multiple posters in one location to increase brand visibility. It’s quite normal to see entire rows of the same poster lining the side of a street or subway. The biggest advantage of using poster printing is that, they can be put just about anywhere & seen by almost anyone.

Retail managers know that while their official vendors are large multinationals like Procter & Gamble and Hindustan Unilever Limited, what they are actually dealing with is someone like ‘Agarwal & Gupta Distributors’, the RS of the MNC. And so, while a good relationship with HUL can be developed by promoting their products, the truth is that a good relationship with the RS can be developed mainly by promoting his working capital availability. The RS is not merely a supplier of goods. He is a vital link in the whole retail chain and can be underestimated only at one’s peril. This is exactly what one large retail chain figured out early, and used to get the most amazing competitive advantage. Supermarket retail has a built-in advantage not available to traditional retailers. On the buying end, they buy bigger quantities and get a substantial period of time to make payment to the suppliers compared to smaller retailers, who sometimes have to pay cash on delivery. On the selling side, no customer gets credit at a supermarket. You scan, you bill, you pay and go — that’s the supermarket way. For the kirana, however, most regular customers expect a ‘khata’, a monthly account. Kirana customers buy through the month and pay only at the end. Supermarkets, by design, therefore, buy on liberal credit and sell on cash. Therefore, they are ‘cash surplus’ on a day-to-day basis. Their competitors, the kirana stores, are not. This particular retailer decided to make the payment terms more favourable to the supplier. So where the industry practice was eight days, this retailer reduced it to four days. In effect, the retailer halved the credit period, thus influencing the vendor’s working capital availability favourably. The vendor, in turn, now had a stake in the retailer’s growth and continued prosperity. The relationship soon turned into a win-win partnership. The vendor developed ingenious ways to enhance the retailer’s market share in various catchments.

Promotion stocks came to the retailer ahead of the rest of the market. Also, they usually got an extra lot even after the end of the promotion Newly launched products came to the retailer first. The customers got more choice, faster, leading to favourable word-of-mouth publicity Local display and consumer sampling budgets were always directed liberally at the retailer Vendors ensured that no slow moving inventory was stuck in the retailer’s stores; they wanted nothing to choke the pipeline The retailer also received the best in-class margin from the distributor If some items were in short supply, the vendor would ensure the retailer was the last one to go out of stock In effect, the consumers found more products, fresher stocks and more promotions in the retailer’s stores compared to the general market. This wasn’t something actively created by either the vendors or the retailer, but was a byproduct of good trading practices. Just one move based on a trading community insight— everyone has less money in the bank than needed — hurled the retailer into a virtuous growth cycle, with all the vendors pushing in one direction, with them. Most people in the business would not give a second look at changing these trading practices. If the payment norm is eight days why modify it? Surely the wholesalers, too, know what they’re letting themselves in for? And the vast volumes offered by organised retail should offset the stress of extending credit. Isn’t that how it works? One retailer managed to peep behind the curtain of wholesaler business practices and understood what a boon more money in the bank was to the trade. And look at the gains they reaped for this seemingly insignificant insight!

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