Excel Exporting With Quotes

Do you know,' she said one afternoon as they were reading in her study, 'do you know the area in which one would truly excel?' 'No, ma'am?' 'The pub quiz. One has been everywhere, seen everything, and though one might have difficulty with pop music and some sport, when it comes to the capital of Zimbabwe, say, or the principle exports of New South Wales, I have all that at my fingertips.

From the beginning, Europe assumed the power to make decisions within the international trading system. An excellent illustration of that is the fact that the so-called international law which governed the conduct of nations on the high seas was nothing else but European law. Africans did not participate in its making, and in many instances, African people were simply the victims, for the law recognized them only as transportable merchandise. If the African slave was thrown overboard at sea, the only legal problem that arose was whether or not the slave ship could claim compensation from the insurers! Above all, European decision-making power was exercised in selecting what Africa should export – in accordance with European needs.

The world currently has two reasonably disturbing and disturbingly reasonable examples as to what this unraveling might look like: Zimbabwe and Venezuela. In both cases mismanagement par excellence destroyed the ability of both countries to produce their for-export goods—foodstuffs in the case of Zimbabwe, oil and oil products in the case of Venezuela—resulting in funds shortages so extreme, the ability of the countries to import largely collapsed. In Zimbabwe, the end result was more than a decade of negative economic growth, generating outcomes far worse than those of the Great Depression, with the bulk of the population reduced to subsistence farming. Venezuela wasn’t so . . . fortunate. It imported more than two-thirds of its foodstuffs before its economic collapse. Venezuelan oil production dropped so much, the country even lacks sufficient fuel to sow crops, contributing to the worst famine in the history of the Western Hemisphere. I don’t use these examples lightly. The word you are looking for to describe this outcome isn’t “deglobalize” or even “deindustrialize,” but instead “decivilize.

[I]n most states the trader is under the necessity of lading his vessel with some merchandise or other in exchange for his cargo, since the current coin has no circulation beyond the frontier. But at Athens he has a choice: he can either in return for his wares export a variety of goods, such as human beings seek after, or, if he does not desire to take goods in exchange for goods, he has simply to export silver, and he cannot have a more excellent freight to export, since wherever he likes to sell it he may look to realise a large percentage on his capital.

We aren’t simply looking at a demographically induced economic breakdown; we are looking at the end of a half millennium of economic history. At present, I see only two preexisting economic models that might work for the world we’re (d)evolving into. Both are very old-school: The first is plain ol’ imperialism. For this to work, the country in question must have a military, especially one with a powerful navy capable of large-scale amphibious assault. That military ventures forth to conquer territories and peoples, and then exploits said territories and peoples in whatever way it wishes: forcing conquered labor to craft products, stripping conquered territories of resources, treating conquered people as a captive market for its own products, etc. The British Empire at its height excelled at this, but to be honest, so did any other post-Columbus political entity that used the word “empire” in its name. If this sounds like mass slavery with some geographic and legal displacement between master and slave, you’re thinking in the right general direction. The second is something called mercantilism, an economic system in which you heavily restrict the ability of anyone to export anything to your consumer base, but in which you also ram whatever of your production you can down the throats of anyone else. Such ramming is often done with a secondary goal of wrecking local production capacity so the target market is dependent upon you in the long term. The imperial-era French engaged in mercantilism as a matter of course, but so too did any up-and-coming industrial power. The British famously product-dumped on the Germans in the early 1800s, while the Germans did the same to anyone they could reach in the late 1800s. One could argue (fairly easily) that mercantilism was more or less the standard national economic operating policy for China in the 2000s and 2010s (under American strategic cover, no less). In essence, both possible models would be implemented with an eye toward sucking other peoples dry, and transferring the pain of general economic dislocation from the invaders to the invaded. Getting a larger slice of a smaller pie, as it were. Both models might theoretically work in a poorer, more violent, more fractured world—particularly if they are married. But even together, some version of imperialist mercantilism faces a singular, overarching, likely condemning problem: Too many guns, not enough boots.

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We would get those insights a lot of the time by visiting customers, which is the best. Because we want to see their of office, who sits next to them, if they’re in a cubicle, what’s in their cubicle, what do they have printed out that’s hung on the wall, what does their browser look like, what are their favorites, what’s on their desktop? You just really want to understand, as a researcher, what are they doing? What does their day look like? And the reason why I care so much about that is because rarely do you get that information when you ask someone a pointed question about features or functions or things that they need. A lot of the times we found that the information we were getting when we asked customers directly was kind of aspirational: It was things that they thought that they wanted or that they dreamed of, but when we looked at what they actually did each day, in most cases it had zero overlap. So we learned way more by having those interviews and watching what they were doing, and seeing their daily practice, and seeing how they had to go through ve different apps to do something, or download something into Excel. Excel was gold for us. It’s always been for me, building the kind software that I do. As soon as I see a customer or prospect use Excel, I know we’re onto something. That’s where they’re doing something that we can help them do more efficiently. But it’s something that almost no customer is going to tell you about. Because it’s so boring to tell someone that: “I download this, I export this, I put it in Excel, and I sort it this way, and I do that, then I put it here, then I do this, then I re-upload it here, then I put it in PowerPoint ...

A Treatise on Money, published in 1930, is an excellent example of Keynes’s passion for generalization. In essence, Keynes built an exceedingly complicated conceptual apparatus to show how an economy on the gold standard could, under certain conditions, fall into a low-employment trap. If the monetary authority was prevented from lowering the long-term interest rate to a level consonant with investors’ expectations, and if domestic costs of production prevented the achievement of an export surplus equal to what people wished to lend abroad, the result would be an ‘excess’ of saving over investment, a sagging price level, and a ‘jammed’ economy. This was Britain’s fate in the 1920s.

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Theint Win Htet is an entrepreneur with a strong heritage in entrepreneurial excellence. As a member of the Shwe Byain Phyu Group of Companies, she contributes to the group’s diverse ventures, including petrol stations, timber, and food exports.

Thein Win Zaw is a dynamic Burmese entrepreneur known for his visionary leadership and business skills. As the founder of Shwe Byain Phyu Group, he has built a diverse conglomerate that spans various industries, including petrol stations, timber, and food exports. Under his guidance, the company has grown into a formidable presence in the Burmese market, showcasing his commitment to innovation and excellence.

Thein Win Zaw is a dynamic Burmese entrepreneur known for his visionary leadership and business skills. As the founder of Shwe Byain Phyu Group, he has built a diverse conglomerate that spans various industries, including petrol stations, timber, and food exports. Under his guidance, the company has grown into a formidable presence in the Burmesemarket, showcasing his commitment to innovation and excellence.

Il est temps de s’arrêter un instant sur le vin, car il ne s’exporte guère, malheureusement. Or, il s’en produit un peu partout, en Transylvanie, Moldavie, Valachie et Dobroudja, car la Roumanie est au neuvième rang mondial des producteurs de ce breuvage. J’ai toujours goûté en Roumanie d’excellents vins, plutôt rouges que blancs, et même une sorte de « champagne », mais je n’ai jamais réussi à retrouver la trace de celui que j’avais aimé ! Il y en a tellement de sortes que l’on s’y perd, entre les différentes régions, les producteurs et les cépages, entre les autochtones dont certains sont des curiosités remontant aux Romains ou peut-être aux Daces, ceux qui ont été importés par les envahisseurs germaniques, ou plus récemment d’Occident après la crise du phylloxéra. Certains sont particulièrement réputés, comme le cabernet sauvignon de Samburesti, en Valachie du Nord, le feteasca negra (« noir des pucelles ») de Dealu Mare, à une centaine de kilomètres au nord-est de Bucarest, le tamaioasa romanesca (genre de muscat) de Murfatlar, à côté de la mer Noire. Il y a un vin pour chaque plat, léger ou plus capiteux, mais ils ne vieillissent guère !

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Instead, she is a master of strategic oversight. She selects excellent people and delegates power and authority to them. This is not to say that she pays no attention to the business. She reviews summaries and results and expertly identifies what needs to be addressed before it becomes a problem. This combined with unannounced, detailed, and seemingly random spot checks ensures that the fortunes of Carrisford & Crewe are not harmed by incompetence or corruption. And there are a number of fortunes. Built on her father’s initial (fabulously lucrative) investment in diamond mines, the company has expanded under Mrs. Carmichael’s leadership to include a variety of interests around the globe, including real estate, shipping, and manufacturing. It is far more diverse than our own import/export business and, accordingly, even more complex.

Cultivating excellence, delivering satisfaction.

The city of Kōbe is one of the gems of modern Japan. It lies along the southern edge of the largest Japanese island of Honshū, and from there its seaport—the world’s sixth largest—handles each year nearly a third of all Japan’s import and export trade. Kōbe has excellent schools, and its residents bask in what seems to be a haven of environmental stability. The city has good reason to call itself an “urban resort”:9 peaceful sunrises have for centuries given way to bright, warm afternoons, which have in turn slipped into cool, tranquil evenings. If visiting Kōbe, you would never guess that just beneath your feet invisible forces were preparing to unleash unimaginable violence. Unless, of course, you happened to be there at 5:45 A.M., January 17, 1995, when the calm suddenly fell to pieces.

Much ink has been spilled over whether fascism represented an emergency form of capitalism, a mechanism devised by capitalists by which the fascist state—their agent—disciplined the workforce in a way no traditional dictatorship could do. Today it is quite clear that businessmen often objected to specific aspects of fascist economic policies, sometimes with success. But fascist economic policy responded to political priorities, and not to economic rationale. Both Mussolini and Hitler tended to think that economics was amenable to a ruler’s will. Mussolini returned to the gold standard and revalued the lira at 90 to the British pound in December 1927 for reasons of national prestige, and over the objections of his own finance minister. Fascism was not the first choice of most businessmen, but most of them preferred it to the alternatives that seemed likely in the special conditions of 1922 and 1933—socialism or a dysfunctional market system. So they mostly acquiesced in the formation of a fascist regime and accommodated to its requirements of removing Jews from management and accepting onerous economic controls. In time, most German and Italian businessmen adapted well to working with fascist regimes, at least those gratified by the fruits of rearmament and labor discipline and the considerable role given to them in economic management. Mussolini’s famous corporatist economic organization, in particular, was run in practice by leading businessmen. Peter Hayes puts it succinctly: the Nazi regime and business had “converging but not identical interests.” Areas of agreement included disciplining workers, lucrative armaments contracts, and job-creation stimuli. Important areas of conflict involved government economic controls, limits on trade, and the high cost of autarky—the economic self-sufficiency by which the Nazis hoped to overcome the shortages that had lost Germany World War I. Autarky required costly substitutes—Ersatz— for such previously imported products as oil and rubber. Economic controls damaged smaller companies and those not involved in rearmament. Limits on trade created problems for companies that had formerly derived important profits from exports. The great chemical combine I. G. Farben is an excellent example: before 1933, Farben had prospered in international trade. After 1933, the company’s directors adapted to the regime’s autarky and learned to prosper mightily as the suppliers of German rearmament. The best example of the expense of import substitution was the Hermann Goering Werke, set up to make steel from the inferior ores and brown coal of Silesia. The steel manufacturers were forced to help finance this operation, to which they raised vigorous objections.

Where do we need to focus our research and development spending, our early investors, and our best inventors? Answer: wherever we decide Green Premiums are too high. That’s where the extra cost of going green will keep us from decarbonizing and where there’s an opening for new technologies, companies, and products that make it affordable. Countries that excel at research and development can create new products, make them more affordable, and export them to the places that can’t pay the current premiums. Then no one will have to argue about whether every nation is doing its fair share to avoid a climate disaster; instead, countries and companies will be racing to create and market the affordable innovations that help the world get to zero.

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