E Commerce Quotes

At Mayflower-Plymouth, we are excited to invest in the evolution of a lot of different industries from IP to E-commerce to Transportation to Real Estate and more. But in every case, the goal is to add value and make things better. We are an investment company with soul and with purpose.

If we want to survive this economic collapse, new mandatory school subjects should be eCommerce, Chinese, spirituality and aesthetics.

Let us take you into a deeper experience, make a moment a lasting conveyable memory. Let us help build your tribe.

In October 2014, Alibaba Group Holding Ltd. went public on the New York Stock Exchange (NYSE) and raised $25 billion, marking it as the largest IPO in history. Alibaba is also one of the largest e-commerce platforms in the world.

New York is the concentrate of art and commerce and sport and religion and entertainment and finance, bringing to a single compact arena the gladiator, the evangelist, the promoter, the actor, the trader and the merchant. No one should come to New York to live unless he is willing to be lucky.

In a world where consumers had limited choice, you needed to compete for locations,” says Ross, who went on to cofound eCommera, a British e-commerce advisory firm. “But in a world where consumers have unlimited choice, you need to compete for attention. And this requires something more than selling other people’s products.

This was the beginning of surveillance capitalism, and the end of the Internet as I knew it. Now, it was the creative Web that collapsed, as countless beautiful, difficult, individualistic websites were shuttered. The promise of convenience led people to exchange their personal sites—which demanded constant and laborious upkeep—for a Facebook page and a Gmail account. The appearance of ownership was easy to mistake for the reality of it. Few of us understood it at the time, but none of the things that we’d go on to share would belong to us anymore. The successors to the e-commerce companies that had failed because they couldn’t find anything we were interested in buying now had a new product to sell. That new product was Us.

The ICC [Interstate Commerce Commission] illustrates what might be called the natural history of government intervention. A real or fancied evil leads to demands to do something about it. A political coalition forms consisting of sincere, high-minded reformers and equally sincere interested parties. The incompatible objectives of the members of the coalition (e.g., low prices to consumers and high prices to producers) are glossed over by fine rhetoric about “the public interest,” “fair competition,” and the like. The coalition succeeds in getting Congress (or a state legislature) to pass a law. The preamble to the law pays lip service to the rhetoric and the body of the law grants power to government officials to “do something.” The high-minded reformers experience a glow of triumph and turn their attention to new causes. The interested parties go to work to make sure that the power is used for their benefit. They generally succeed. Success breeds its problems, which are met by broadening the scope of intervention. Bureaucracy takes its toll so that even the initial special interests no longer benefit. In the end the effects are precisely the opposite of the objectives of the reformers and generally do not even achieve the objectives of the special interests. Yet the activity is so firmly established and so many vested interests are connected with it that repeal of the initial legislation is nearly inconceivable. Instead, new government legislation is called for to cope with the problems produced by the earlier legislation and a new cycle begins.

Remember that high school boy in Omaha who got 30 million for his cross-media-e-commerce-integration-thingamajig? It was plastered all over the news and on CNN. We could have come up with that, we all agreed, but we were too busy living our lives for such things. So now he’s richer than Midas, and we’re reading about his fortune in the Huffington Post and thinking he should spend some of it on zit cream.

If you can't measure it, you can't improve it" - Peter Drucker

Great merchants have never had the opportunity to understand their customers in a truly individualized way,” he said. “E-commerce is going to make that possible.”13

e-Commerce makes it easy to spend money. Netiquette makes you aware hidden fees. NetworkEtiquette.net

you’re good enough, you’re smart enough…and doggone it, people like you.

E-Commerce is where shoppers are the loneliest.

France is fighting for ‘La Patrie’; England is fighting for commerce; Italy is fighting to get a slice of Austria, and America is fighting for souvenirs.

Une des plus grandes niaiseries du commerce parisien est de vouloir trouver le succès dans les analogues, quand il est dans les contraires A

In his book, Jüdisches Erwerbsleben, Georg Ratzinger, Pope Benedict XVI’s great uncle, wrote: “Jewish commerce can be characterized by two manifestations: 1) it is based on the exploitation of the work of others without any productive activity of its own and 2) it is characterized by gambling and speculation on the differential in values as the way to achieve riches.

The true theory of our constitution is surely the wisest & best, that the states are independent as to everything within themselves, & united as to everything respecting foreign nations. Let the general government be reduced to foreign concerns only, and let our affairs be disentangled from those of all other nations, except as to commerce, which the merchants will manage the better, the more they are left free to manage for themselves, and our general government may be reduced to a very simple organization, & a very unexpensive one; a few plain duties to be performed by a few servants….

Sometimes money finds its own expression,” Jake said. “Like water flowing through a canyon, only the walls are laws and regulations. It follows the path of least resistance and leaves the landscape altered behind it.

The peace of the country was entering into her. It has no commerce with memory, and little with hope. Least of all is it concerned with the hopes of the next five minutes. It is the peace of the present, which passes understanding. Its murmur came "now," and "now" once more as they trod the gravel, and "now," as the moonlight fell upon their father's sword. They passed upstairs, kissed, and, and amidst the endless iterations fell asleep.

Google prefers a site that’s dynamic and frequently updated.  This doesn’t mean that every page needs to change every day, but the addition and modification of content on the pages can enhance the experience for your customers and the search engines.

The origin of the caste system, formulated by the great legislator Manu, was admirable. He saw clearly that men are distinguished by natural evolution into four great classes: those capable of offering service to society through their bodily labor (Sudras); those who serve through mentality, skill, agriculture, trade, commerce, business life in general (Vaisyas); those whose talents are administrative, executive, and protective-rulers and warriors (Kshatriyas); those of contemplative nature, spiritually inspired and inspiring (Brahmins). “Neither birth nor sacraments nor study nor ancestry can decide whether a person is twice-born (i.e., a Brahmin);” the Mahabharata declares, “character and conduct only can decide.” 281 Manu instructed society to show respect to its members insofar as they possessed wisdom, virtue, age, kinship or, lastly, wealth. Riches in Vedic India were always despised if they were hoarded or unavailable for charitable purposes. Ungenerous men of great wealth were assigned a low rank in society. Serious evils arose when the caste system became hardened through the centuries into a hereditary halter. Social reformers like Gandhi and the members of very numerous societies in India today are making slow but sure progress in restoring the ancient values of caste, based solely on natural qualification and not on birth. Every nation on earth has its own distinctive misery-producing karma to deal with and remove; India, too, with her versatile and invulnerable spirit, shall prove herself equal to the task of caste-reformation.

Every business needs capital. Whether we’re talking about a barbershop or a bank, a boutique e-commerce store or a hotdog stand. Whether we’re talking about a restaurant or a clothing store, a giant like Walmart, or the local bodega that’s owned by a local family. They all need capital.

As Peter Drucker said, “In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition.

We are not an e-commerce company, although we have the largest e-commerce business in the world. We’re not eBay. We do not buy and sell. We help people become an e-commerce company. We enable other companies to do e-commerce. This is the difference between us and Amazon. We believe every company should be an Amazon.

Unlike IR #2, the digital revolution IR #3 had a less powerful overall effect on productivity growth, and the main effect of its inventions occurred in the relatively short interval of 1996 to 2004, when the invention of the Internet, web browsers, search engines, and e-commerce created a fundamental change in business practices and procedures that was reflected in a temporary revival of productivity growth.

this change has been a conscious choice, the result of a systematic effort on the part of a privileged few. The early rush to turn commerce into e-commerce quickly led to a bubble, and then, just after the turn of the millennium, to a collapse. After that, companies realized that people who went online were far less interested in spending than in sharing, and that the human connection the Internet made possible could be monetized. If most of what people wanted to do online was to be able to tell their family, friends, and strangers what they were up to, and to be told what their family, friends, and strangers were up to in return, then all companies had to do was figure out how to put themselves in the middle of those social exchanges and turn them into profit. This was the beginning of surveillance capitalism, and the end of the Internet as I knew it.

During the globalization wave, Amazon had lost the battle for e-commerce to Ebay, the battle for digital media to Apple, and the battle for technology innovation to Google. Bezos was hungry to re-invent Amazon over a decade after it was founded. The two masterstrokes of Bezos that created new revenue streams by renting out Amazon’s infrastructure – Amazon Prime and Amazon Web Services (AWS) – were at the time, shots in the dark. They would end up turning things around.

One of the strangest controversies in the history of Orientalism turned upon the “origin of bhakti”, as if devotion had at some given moment been a new idea and thenceforth a fashionable one. It would have been simpler to observe that the word bhakti means primarily a given share, and therefore also the devotion or love that all liberality presupposes; and so that inasmuch as one “gives God his share” (bhagam), i.e. sacrifces, one is his bhakta. Thus in the hymn, “If thou givest me my share” amounts to saying “If thou lovest me”. It has often been pointed out that the Sacrifice was thought of as a commerce between Gods and men: but not often realised that by introducing into traditional conceptions of trade notions derived from our own internecine commercial transactions, we have falsified our understanding of the original sense of such a commerce, which was actually more of the potlatsh type, a competition in giving, than like our competitions in taking.

As Peter Drucker said, “In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time – literally – substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.”4

The technology has proven so valuable that SpaceX’s competitors have started to copy it and have tried to poach some of the company’s experts in the field. Blue Origin, Jeff Bezos’s secretive rocket company, has been particularly aggressive, hiring away Ray Miryekta, one of the world’s foremost friction stir welding experts and igniting a major rift with Musk. “Blue Origin does these surgical strikes on specialized talent* offering like double their salaries. I think it’s unnecessary and a bit rude,” Musk said. Within SpaceX, Blue Origin is mockingly referred to as BO and at one point the company created an e-mail filter to detect messages with “blue” and “origin” to block the poaching. The relationship between Musk and Bezos has soured, and they no longer chat about their shared ambition of getting to Mars. “I do think Bezos has an insatiable desire to be King Bezos,” Musk said. “He has a relentless work ethic and wants to kill everything in e-commerce. But he’s not the most fun guy, honestly.

Sons of ditch-diggers aspired to be bastard sons of kings and thieving aristocrats rather than of rough handed children of dirt and toil. The immense profit from this new exploitation and world-wide commerce enabled a guild of millionaires to engage the greatest engineers, the wisest men of science, as well as pay high wage to the more intelligent labor and at the same time to have left enough surplus to make more and thorough the dictatorship of capital over the state and over the popular vote, not only in Europe and America, but in Asia and Africa. The world wept because within the exploiting group of New World masters, greed and jealousy became so fierce that they fought for trade and markets and materials and slaves all over the world until at last in 1914 the world flamed in war. The fantastic structure fell, leaving grotesque profits and poverty plenty and starvation empire and democracy staring at each other across world depression. And the rebuilding, whether it comes now or a century later, will and must go back to the basic principles of reconstruction in the United States during 1867-1876--Land light and leading for slaves black brown yellow and white...

To bring under the sway of Christianity savage nations who do not attack us and whom we have therefore no excuse for oppressing, we ought before all things to leave them in peace, and in case we need or wish to enter into closer relations with them, we ought only to influence them by Christian manners and Christian teaching, setting them the example of the Christian virtues of patience, meekness, endurance, purity, brotherhood, and love. Instead of that we begin by establishing among them new markets for our commerce, with the sole aim of our own profit; then we appropriate their lands, i. e., rob them; then we sell them spirits, tobacco, and opium, i. e., corrupt them; then we establish our morals among them, teach them the use of violence and new methods of destruction, i, e., we teach them nothing but the animal law of strife, below which man cannot sink, and we do all we can to conceal from them all that is Christian in us. After this we send some dozens of missionaries prating to them of the hypocritical absurdities of the Church, and then quote the failure of our efforts to turn the heathen to Christianity as an incontrovertible proof of the impossibility of applying the truths of Christianity in practical life.

Recent estimates have Chinese companies outstripping U.S. competitors ten to one in quantity of food deliveries and fifty to one in spending on mobile payments. China’s e-commerce purchases are roughly double the U.S. totals, and the gap is only growing. Data on total trips through ride-hailing apps is somewhat scarce, but during the height of competition between Uber and Didi, self-reported numbers from the two companies had Didi’s rides in China at four times the total of Uber’s global rides. When it comes to rides on shared bikes, China is outpacing the United States at an astounding ratio of three hundred to one.

Every year or so I like to take a step back and look at a few key advertising, marketing, and media facts just to gauge how far removed from reality we advertising experts have gotten. These data represent the latest numbers I could find. I have listed the sources below. So here we go -- 10 facts, direct from the real world: E-commerce in 2014 accounted for 6.5 percent of total retail sales. 96% of video viewing is currently done on a television. 4% is done on a web device. In Europe and the US, people would not care if 92% of brands disappeared. The rate of engagement among a brand's fans with a Facebook post is 7 in 10,000. For Twitter it is 3 in 10,000. Fewer than one standard banner ad in a thousand is clicked on. Over half the display ads paid for by marketers are unviewable. Less than 1% of retail buying is done on a mobile device. Only 44% of traffic on the web is human. One bot-net can generate 1 billion fraudulent digital ad impressions a day. Half of all U.S online advertising - $10 billion a year - may be lost to fraud. As regular readers know, one of our favorite sayings around The Ad Contrarian Social Club is a quote from Noble Prize winning physicist Richard Feynman, who wonderfully declared that “Science is the belief in the ignorance of experts.” I think these facts do a pretty good job of vindicating Feynman.

The trend toward the ownership of land by fewer and fewer individuals is, it seems to me, a disastrous thing. For when too large a proportion of the populace is supporting itself by the indirections of trade and business and commerce and art and the million schemes of men in cities, then the complexity of society is likely to become so great as to destroy its equilibrium, and it will always be out of balance in some way. But if a considerable portion of the people are occupied wholly or partially in labors that directly supply them with many things that they want, or think they want, whether it be a sweet pea or a sour pickle, then the public poise will be a good deal harder to upset.

But it must be observed that as the depreciation of money proceeds, the demand for money (i.e. for the kind of money in question) gradually begins to fall. When loss of wealth is suffered in proportion to the length of time money is kept on hand, endeavours are made to reduce cash holdings as much as possible. N ow if every individual, even if his circumstances are otherwise unchanged, no longer wishes to maintain his cash holding at the same level as before the beginning of the inflation, the demand for money in the whole community, which can only be the sum of the individuals' demands, decreases too. There is also the additional fact that as commerce gradually-begins to use foreign money and actual gold in place of notes, individuals begin to hold part of their reserves in foreign money and in gold and no longer in notes.

He was in love with France before he even reached Paris. Jefferson’s work in Europe offered him a new battlefield in the war for American union and national authority that he had begun in the Congress. His sojourn in France is often seen as a revolutionary swoon during which he fell too hard for the foes of monarchy, growing overly attached to—and unhealthily admiring of—the French Revolution and its excesses. Some of his most enduring radical quotations, usually considered on their own with less appreciation of the larger context of Jefferson’s decades-long political, diplomatic, and philosophical careers, date from this era. His relationship to France and to the French, however, should be seen for what it was: a political undertaking in which Jefferson put the interests of America first. He was determined to create a balance of global power in which France would help the United States resist commercial and possible military threats from the British.5 From the ancien régime of Louis XVI and Marie-Antoinette to the French Revolution to the Age of Napoleon, Jefferson viewed France in the context of how it could help America on the world stage.6 Much of Jefferson’s energy was spent striving to create international respect for the United States and to negotiate commercial treaties to build and expand American commerce and wealth. His mind wandered and roamed and soared, but in his main work—the advancement of America’s security and economic interests—he was focused and clear-headed. Countries earned respect by appearing strong and unified. Jefferson wanted America to be respected. He, therefore, took care to project strength and a sense of unity. The cause of national power required it, and he was as devoted to the marshaling of American power in Paris as he had been in Annapolis. E

MAKING MARKETS SAFE is one of the oldest problems of market design, going back to well before the invention of agriculture, when hunters traded the ax heads and arrowheads that archaeologists today find thousands of miles from where they were made. More recently, one of the responsibilities of kings in medieval Europe was to provide safe passage to and from markets and fairs. For healthy commerce, buyers and sellers needed to be able to participate in these markets safely, without being waylaid and robbed (or worse) by highwaymen. Indeed, the word waylay captures the act of robbing travelers carrying money or valuables on their way to or from a market. Without some assurance of safe passage, these markets would have failed; they would have been too risky to attract many participants. And if the markets had failed, the kingdoms would have been deprived of the prosperity that markets, and the taxes on them, bring.

The sums of money collected in hoards lie there idle, waiting for the moment when commerce needs them for maintaining the stability of the objective exchange-value of money; and all those sums of money, that might threaten this stability when the demand for money decreases, flow back out of circulation into these hoards to slumber quietly until they are called forth again. This tacitly assumes ll the fundamental correctness of the arguments of the Quantity Theory, but asserts that there is nevertheless a principle inherent in the economic system that always prevents the working out of the processes that the Quantity Theory describes. In the first place, it must be recognized that from the economic point of view there is no such thing as money lying idle. All money, whether in reserves or literally in circulation (i.e. in process of changing hands at the very moment under consideration), is devoted in exactly the same way to the performance of a monetary function. The stock of money of the community is the sum of the stocks of individuals; there is no such thing as errant money.

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

4. “National Debts Shall Not Be Contracted with a View to the External Friction of States”; This expedient of seeking aid within or without the state is above suspicion when the purpose is domestic economy (e.g., the improvement of roads, new settlements, establishment of stores against unfruitful years, etc.). But as an opposing machine in the antagonism of powers, a credit system which grows beyond sight and which is yet a safe debt for the present requirements — because all the creditors do not require payment at one time — constitutes a dangerous money power. This ingenious invention of a commercial people [England] in this century is dangerous because it is a war treasure which exceeds the treasures of all other states; it cannot be exhausted except by default of taxes (which is inevitable), though it can be long delayed by the stimulus to trade which occurs through the reaction of credit on industry and commerce. This facility in making war, together with the inclination to do so on the part of rulers—an inclination which seems inborn in human nature — is thus a great hindrance to perpetual peace. Therefore, to forbid this credit system must be a preliminary article of perpetual peace all the more because it must eventually entangle many innocent states in the inevitable bankruptcy and openly harm them. They are therefore justified in allying themselves against such a state and its measures.

...[E]xcept the flying fish, there was no race existing on the earth, in the air, or the waters, who were the object of such an intermitting, general, and relentless persecution as the Jews of this period. Upon the slightest and most unreasonable pretences, as well as upon accusations the most absurd and groundless, their persons and property were exposed to every turn of popular fury... Yet the passive courage inspired by the love of gain induced the Jews to dare the various evils to which they were subjected, in consideration of the immense profits which they were enabled to realise in a country naturally so wealthy as England. In spite of every kind of discouragement, and even of the special court of taxations already mentioned, called the Jews' Exchequer, erected for the very purpose of despoiling and distressing them, the Jews increased, multiplied, and accumulated huge sums, which they transferred from one hand to another by means of bills of exchange-an invention for which commerce is said to be indebted to them, and which enabled them to transfer their wealth from land to land, that, when threatened with oppression in one country, their treasure might be secured in another. The obstinacy and avarice of the Jews being thus in a measure placed in opposition to the fanaticism and tyranny of those under whom they lived, seemed to increase in proportion to the persecution with which they were visited...

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

Give us an idea of…” Noya Baram rubs her temples. “Oh, well.” Augie begins to stroll around again. “The examples are limitless. Small examples: elevators stop working. Grocery-store scanners. Train and bus passes. Televisions. Phones. Radios. Traffic lights. Credit-card scanners. Home alarm systems. Laptop computers will lose all their software, all files, everything erased. Your computer will be nothing but a keyboard and a blank screen. “Electricity would be severely compromised. Which means refrigerators. In some cases, heat. Water—well, we have already seen the effect on water-purification plants. Clean water in America will quickly become a scarcity. “That means health problems on a massive scale. Who will care for the sick? Hospitals? Will they have the necessary resources to treat you? Surgical operations these days are highly computerized. And they will not have access to any of your prior medical records online. “For that matter, will they treat you at all? Do you have health insurance? Says who? A card in your pocket? They won’t be able to look you up and confirm it. Nor will they be able to seek reimbursement from the insurer. And even if they could get in contact with the insurance company, the insurance company won’t know whether you’re its customer. Does it have handwritten lists of its policyholders? No. It’s all on computers. Computers that have been erased. Will the hospitals work for free? “No websites, of course. No e-commerce. Conveyor belts. Sophisticated machinery inside manufacturing plants. Payroll records. “Planes will be grounded. Even trains may not operate in most places. Cars, at least any built since, oh, 2010 or so, will be affected. “Legal records. Welfare records. Law enforcement databases. The ability of local police to identify criminals, to coordinate with other states and the federal government through databases—no more. “Bank records. You think you have ten thousand dollars in your savings account? Fifty thousand dollars in a retirement account? You think you have a pension that allows you to receive a fixed payment every month?” He shakes his head. “Not if computer files and their backups are erased. Do banks have a large wad of cash, wrapped in a rubber band with your name on it, sitting in a vault somewhere? Of course not. It’s all data.” “Mother of God,” says Chancellor Richter, wiping his face with a handkerchief.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

E-commerce is exploding and mobile commerce is fastest growing segment of the e-commerce explosion.

A Finnish company started as a paper mill and expanded into other products like rubber goods. In 1992, this company made a mobile phone and when it took off, they sold off all other businesses to focus only on selling mobiles. This is the Nokia story.

Everything in this life happens for a purpose; there are no mistakes, no coincidences.

Solo businesses that hit the million-dollar range typically fall into six categories: 1. E-commerce; 2. Manufacturing; 3. Informational content creation; 4. Professional services and creative businesses, such as marketing firms, public speaking businesses, and consultancies. 5. Personal services firms, offering expertise, such as fitness coaching; 6. Real estate. These companies use outsourcing, automation, mobile technology, or a combination of all three to build, operate, and grow their businesses.

Choosing the right eCommerce platform has never been easier the reason behind this is the eCommerce platform market isn’t a tiny one, today there are almost hundreds of options available – some might have a simple feel to them, while some are cluttered.

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

Plumley’s record of anti-labor votes was one of the issues that led a forty-year-old professor of political science, Andrew E. Nuquist, to challenge Plumley for the Republican nomination in 1946. Nuquist, from a small town in rural Nebraska, had relocated to Vermont in 1938 after completing his doctorate at the University of Wisconsin. As his daughter Elizabeth Raby remembered, “When my father arrived in Vermont, his field of interest was international relations. Very soon, however, he became fascinated by his adopted state. Although he always retained his internationalist outlook, he became a specialist in the local and state governments of Vermont.” During his tenure as associate professor of political science at the University of Vermont, Nuquist served on many civic and war-related bodies: he was chair of the Vermont State Chamber of Commerce Committee on Local Finances and Affairs from 1941 to 1943, a public panel member of the Regional War Labor Board from 1943 to 1946, and director of the Town Officers’ Educational Conference in 1946.

proper Inventory Management is one of the important key for E-business

Living in larger, denser communities is socially stimulating and economically profitable, but such communities also pose life-threatening health hazards. The biggest peril is contagion. There are many kinds of infectious disease, but all of them are caused by organisms that make a living by invading hosts, feeding off their bodies, reproducing, and then being transmitted to new hosts to keep the cycle going. A disease’s survival therefore depends on how many hosts are available in a population for it to infect, the disease’s ability to spread from one host to another, and the rate at which its hosts survive the infection.43 By aggregating many potential hosts in close contact with one another, villages and towns become ideal places for infectious diseases to thrive, hence dangerous places for human hosts. Another boon to the spread of infectious diseases is commerce. Because

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Average conversion rates for most e-commerce websites are typically low—usually around 1–2 percent—due to the high commitment level needed from the visitor.

Accumulating millions of frequent flyer miles does not make one a pilot.

Richard Branson’s philosophy that if someone offers you an exciting or interesting opportunity that you have no idea how to approach, first say yes, then figure out the how.

Red Dino Sdn Bhd aims to provide e-commerce solutions to setting up marketplace accounts, managing and retaining seller's accounts, along with photography and graphic design - for ease of retailers and manufacturers to kick-start their online businesses. Using our platform - DinoSync, we integrate multiple marketplaces, website providers, point of sales system (POS), multi-warehouse and shipping management, and business analytics into a single web application.

of knowledge in these experiences that can be refined into a good niche. The jobs you’ve held or expertise you’ve developed are frequently where you’re going to be able to offer the most value. Skills learned as a professional or from a certified program in a particular industry are what give you the expertise, authority, and credibility that are inherently valuable in Internet Marketing. As far as I’m concerned, previous work experience is the best category to pick from. Also think about the courses you took in college. What training did you receive? What accreditations did you gain? What certifications did you earn? Write all of that down. You’d be surprised at what skills

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Now the biggest challenge is learning the skills that will get me to the next level. Going from 80 to 150 employees takes an entirely different skill set than going from 1 to 80 employees takes. It comes down to figuring out if you're an excellent executor or a good manager. It took me the longest time to get my head out of execution and be more strategic. A lot of my value and self-worth were on the revenue-generating side of the business. I would put in X effort and get out Y monetary growth. I had to shed that skin and tell myself that my worth isn't tied to what I produce, it's tied to what my people produce. That's something I doubt myself about today. You can only read so many CEO books and only get so much coaching before you figure out, "This is all you. You have to figure out how you like to lead

where reporters were not constrained by the interests of the local chamber of commerce.

You call Warby Parker, and we want somebody to answer within six seconds. So many e-commerce sites were trying to hide their 1-800 number, and they viewed customer service as a cost center that should be minimized,” explains Blumenthal. “We’ve always viewed it as profit center, as an investment in our brand. Our customers are our biggest driver of traffic and sales because of referrals. We make somebody happy, and it benefits the company.

Michael Artime is CEO & Founder of Ecom Honey which leads a small, focused team comprised of designers, copywriters, and other marketing professionals working together to create email and SMS marketing campaigns that convert. The company boasts significant increases in client revenues and has worked with over 100 popular e-commerce brands. Mr. Artime is a University of Central Florida alum and enjoys golfing. He lives in Nashville, Tennessee where Ecom Honey is headquartered.

Like Kirsten Green, Bell understood that e-commerce had set in motion a structural shift in the world of retailing and brands. Especially attractive, he believed, were categories whose leading brands combined high price, little meaningful innovation, and a bad customer experience.

Metaverse Hype? Not sure. From the ashes of the dot-com bubble, the global e-commerce market has risen, worth five trillion dollars (as of 2021).

Ernest Eguasa graduated from the University of Benin with an accounting degree before continuing his education at Lagos Business School, completing their Senior Management Program. He holds multiple financial certificates as well. Mr. Eguasa has over 12 years of experience in financial management and specializes in e-commerce and e-payments for retail and pharmaceutical companies. He is a Green Belt in Lean6Sigma and the CFO for HealthPlus Limited.

AIMEE is a computer program, short for “Artificial Intelligence Mohawk E-commerce Engine,” designed to identify products with the potential to become top sellers on Amazon, a platform that many start-ups have deliberately avoided.

Amazon follows the same fail-faster religion. Jeff Bezos, founder of the trillion-dollar e-commerce platform, sent the following memo to his shareholders when the company became the fastest ever to reach annual sales of $100 billion: One area where I think we are especially distinctive is failure. I believe we are the best place in the world to fail (we have plenty of practice!), and failure and invention are inseparable twins. To invent you have to experiment, and if you know in advance that it’s going to work, it’s not an experiment. Most large organisations embrace the idea of invention, but are not willing to suffer the string of failed experiments necessary to get there. Outsized returns often come from betting against conventional wisdom, and conventional wisdom is usually right. Given a 10 per cent chance of a 100 times payoff, you should take that bet every time. But you’re still going to be wrong nine times out of ten. We all know that if you swing for the fences, you’re going to strike out a lot, but you’re also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs. This long-tailed distribution of returns is why it’s important to be bold. Big winners pay for so many experiments.

Smartphones and other devices, such as tablets and laptops, provide access to social media content and e‐commerce applications.

While social media is mainly a communication channel, the third component, e‐commerce, is a sales channel.

When watching people use gadgets and software, we need to remember that the way they’re making use of their context is largely being determined by the structures available to them. Often, I have heard e-commerce clients complain that their customers are using the online shopping cart improperly, as a sort of wish-list, even when the site provides a separate wish-list function. Though when you look at the environment neutrally as a cluster of environmental structures, it becomes clear that Add to Cart is usually a much easier and quicker function to find and use than Add to Wish-List — the button tends to be more prominent, more available, and the “Cart” itself is always represented somewhere (normally as a concrete metaphor with a picture of a cart) regardless of where the user is shopping. Why wouldn’t the user make use of such an available, straightforward environmental structure over a less-available abstraction?

The relationship between Musk and Bezos has soured, and they no longer chat about their shared ambition of getting to Mars. “I do think Bezos has an insatiable desire to be King Bezos,” Musk said. “He has a relentless work ethic and wants to kill everything in e-commerce. But he’s not the most fun guy, honestly.”fn3 In

Every page on your site should have a unique page title specific to the purpose of the page.  Too ensure the text isn’t truncated in the search engine results, keep it under 60 characters.

As Peter Drucker said, “In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time—literally—substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.

Credibility sets the stage. Logic leads to conclusion. Emotion leads to action. Strategically balancing all three persuades conversion.

In God we trust, all others must bring data" - American Statistician W. Edwards Deming

Next, you need a seasonal marketing calendar. You should be planning your marketing strategy at least three months in advance. That way, you can set up your promotions ahead of time. Then you are not rushing at the last minute to capitalize on the sales.

Now she volunteered to open an account in her name at Yandex Money, the largest online payment service in Russia, in order to collect donations to support the protests. The organizing committee agreed. With Romanova in charge, it meant that nobody would question where the money went, given her unblemished reputation for integrity. The money would be safe from government pressure too; any attempt to intimidate Romanova would clearly be futile. The account at Yandex Money became known as Romanova’s Purse.11 On December 20 Yandex published on Facebook a new application that facilitated crowdfunding through Facebook for Yandex Money. Previously Yandex Money had become a common way for Moscow’s middle class to carry out e-commerce online; people trusted Yandex with their credit cards and used it to make purchases. Now the crowdsourcing application took it to a new level. Protesters were quickly able to utilize a transparent way to collect money for the demonstrations, and it was all done thanks to Internet technology. Romanova was a fearless overseer. Yandex said it was pure coincidence that the new crowdsourcing app was rolled out at the same time that protesters were raising money for the next rally. The next big protest rally was scheduled for December 24 on Prospect Sakharova. Ilya Klishin renamed the main protest event page on Facebook, with the cover photo depicting a wide image of the Bolotnaya crowd and the slogan, “We Were on Bolotnaya and We Are Coming Back,” and on the side carried a picture with the words, “We Are for Fair Elections.” Organizers announced they needed 3 million rubles, about $100,000. Romanova soon collected more than 4 million rubles online and immediately posted a detailed report of how the money would be spent.

1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks).

Agencia o distribución   De este modo llegamos a la opción de la agencia o la distribución, acuerdos ambos con personas independientes que no obligan al empresario, con el que no crean ninguna asociación o empresa conjunta. El exportador evita los riesgos de asumir obligaciones contractuales indeseadas, de inscribir una sucursal comercial y de quedar sujeto a la fiscalidad local. Con frecuencia, el exportador desea confiar en la experiencia del agente local para introducir su producto rápidamente en el mercado, pero sin asumir el gasto o el riesgo de incrementar la inversión, como ocurriría con la filial comercial.   1.2 Cómo escoger entre la agencia y la distribución   Muchas personas con responsabilidades directivas no distinguen entre la “agencia” y la “distribución”. A menudo se confunden ambas expresiones, como si fueran sinónimas y equivalentes de un tercer término, la “representación en el extranjero”. Tanto los agentes como los distribuidores son, en un sentido amplio, “representantes”. Sin embargo, muchos ordenamientos jurídicos establecen distinciones importantes entre ambas figuras:   En las relaciones de agencia comercial, el empresario contrata, en última instancia, directamente con los clientes. Por así decirlo, el agente únicamente los “presenta”, como resultado de sus actividades de marketing y prospección en su demarcación. Es un intermediario. Por el contrario, en la relación de distribución, el distribuidor se sitúa entre el empresario y el cliente final: el distribuidor compra la mercancía y la revende por su cuenta al comprador final. La diferencia clave es que el agente ni compra la mercancía ni la toma a su nombre. En la práctica, una misma empresa puede desempeñar ambos papeles, ya que puede actuar como agente y como distribuidora a la vez, pero para productos diferentes. Incluso es posible ser agente y distribuidor para el mismo empresario, manteniendo la distinción en función del producto. En caso de desavenencia, las consecuencias jurídicas de una operación pueden variar dependiendo de si el representante actuaba como agente o como distribuidor.   Aunque no existe un principio general aplicable a todas las jurisdicciones, quizá la siguiente regla general pueda ser útil para determinar qué opción es más útil para un proyecto determinado.   Cuándo es preferible la agencia   Si se prevé que los compradores finales preferirán tratar directamente con el empresario (por ejemplo, en productos que son únicos, que deben adaptarse al cliente o que son maquinaria compleja, cara o de mantenimiento significativo), la agencia es la opción más indicada.   Cuándo es preferible la distribución   Si el representante necesita disponer de una gran cantidad de mercancía para venderla a un gran número de clientes, el contrato más indicado quizá sea el de distribución.   La decisión del exportador puede cambiar con el tiempo. Es frecuente que empiece con ventas directas al extranjero, que utilice después los servicios de un agente, que pase más adelante a la venta por distribución y que acabe creando, si el mercado se ha desarrollado notablemente, una sucursal o una filial comercial.

So, what exactly did these companies do and how did they make use of Facebook Fan Marketing E-Commerce

for e-commerce websites looking to integrate ODR into their services, don't hide this assurance on a page three clicks away from the homepage. The benefits won't be reaped if the notification of the availability of ODR is not announced on the top levels. Put a sidebar on the customer service page, put it in the privacy policy, or even put a little news item on the homepage. Choose the Web seals you subscribe to and display carefully. Sign up for a seal that has a broader trust-in-transactions connotation,

I do think Bezos has an insatiable desire to be King Bezos,” Musk said. “He has a relentless work ethic and wants to kill everything in e-commerce. But he’s not the most fun guy, honestly.”*

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Crunching data is not an automatic ticket for success, any more than putting up a website turned every company in the dotcom era into an e-commerce juggernaut. If the rollout of IT in the corporate world over the last 30 years has taught one lesson, it’s that the adoption of a transformative technology always requires careful and creative management grounded in facts. The new new thing never succeeds without a lot of help from the old old thing.

Furthermore, the East India Company showed how government and commercial enterprises of the same nation can make common cause in expanding commerce and culture across borders. Indeed, it demonstrated that when it comes to globalization, the line between the state and its companies can be thin or invisible.

Hey, Rita.” She watched Jake return to his hardware goodies. “Hey, Meridith. Sorry to call at dinnertime, but this is important.” “What is it?” Jake looked up at her tone. “I ran into Dee Whittier in town awhile ago.” “Who?” “She owns a sporting shop and is on the chamber of commerce with me. She’s also Max and Ben’s soccer coach.” “Okay . . .” “Well, she called and told me she saw the kids’ uncle in town this afternoon.” “What?” Meridith caught Jake’s eye, then flickered a look toward Noelle. “She recognized him because he goes to the boys’ games sometimes and, well, according to her he’s a total stud, and she’s single, so . . . you haven’t heard from him yet?” “No.” “I thought you’d want to know.” “Yes, I—thanks, Rita. Forewarned is forearmed, right?” A scream pierced the line. “Brandon, leave your sister alone!” Rita yelled. “Listen, I gotta run.” “Thanks for calling,” Meridith said absently. “What’s wrong?” Jake asked. He would be coming soon. Surely it wouldn’t take long for him to discover his sister had passed away. She felt a moment’s pity at the thought, then remembered he’d gone over three months without checking in. “You okay?” Jake asked again. Noelle entered the room and grabbed a stack of napkins from the island drawer. “Noelle, your uncle hasn’t called or e-mailed, has he?” Noelle’s hand froze, a stack of napkins clutched in her fist. Her lips parted. Her eyes darted to Jake, then back to Meridith. “Why?” “Rita said someone named Dee saw him in town today.” Noelle closed the drawer slowly. “Oh. Uh . . . no.” Meridith turned to the soup. Thick broth bubbles popped and spewed. She turned down the heat again and stirred. “Well, I guess he’s back. You’ll be seeing him soon.” She tried to inject enthusiasm in her voice, tried to be happy for the children. A piece of familiarity, a renewed bond, a living reminder of their mother. It would be good for them. And yet. What if he wanted them once he found out what had happened to Eva and T. J.? What if he fought her for them and won? Her stomach bottomed out. She loved the children now. They were her siblings. Her family. She remembered coming to the island with every intention of handing them over like unwanted baggage. What she’d once wanted most was now a potential reality. Only now she didn’t want it at all. Dinner

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The idyll of individual independence was for the opponents of economic reform the most fearsome of prospects. For Turgot’s principal adversary in the Lit de Justice, the advocate-general Antoine-Louis Séguier, to abolish regulations would be to “abandon the certainty of the present for an uncertain future.” It would be to threaten both commerce and the way people think about themselves: “Every manufacturer, every artisan, every worker will regard himself as an isolated being, dependent on himself alone, and free to wander in all the discrepancies of an often disordered imagination; all subordination will be destroyed.” “This sort of freedom is nothing other than a true independence,” Séguier said, and “independence is a vice in the political constitution”; “this freedom would soon transform itself into license . . . this principle of wealth would become a principle of destruction, a source of disorder.”79 As J.-E.-M. Portalis, Napoleon’s minister of religion, wrote in a eulogy to Séguier, the period of Turgot’s reforms was an epoch in which traders had “a great idea of their independence and their strength,” and in which “industry was great, but disquiet was greater still.” “The spirit of discussion and criticism” had “incredible effects,” and “there was nothing constant except the perpetual change in everything.”80 In the Lit de Justice, the last poignant words were the king’s: “My intention is in no way to confound the conditions of men; I wish to reign only by justice and laws.”81

Alibaba reported record sales of $9.3 billion on “ Singles Day”, easily beating last year’s figure of $5.8 billion. Singles Day is by far the biggest day of the year for online retailers. Jack Ma, boss of the e-commerce giant, said that 275m packages would be shipped from orders made on November 11th. The day was originally dedicated to Chinese singletons but has recently morphed into a frenzy of consumerism.

The next step is to create a three- to four-word mantra that explains the meaning that your startup is seeking to make. For startups, the definition of “mantra” from the American Heritage Dictionary of the English Language is perfect: A sacred verbal formula repeated in prayer, meditation, or incantation, such as an invocation of a god, a magic spell, or a syllable or portion of scripture containing mystical potentialities. Here are five examples (some hypothetical) that illustrate the power of a good mantra to communicate the meaning of organizations: Authentic athletic performance (Nike)* Fun family entertainment (Disney)* Rewarding everyday moments (Starbucks)* Democratize commerce (eBay)

Your website is your product and you won’t succeed unless it’s professional, pleasing and well designed.