General Merchandise Quotes

The documents said that they were loaded with munitions. I had them opened. They were not full of munitions, but of passengers, mostly Jews, who wanted to get away and take their merchandise with them. They informed me that they had bribed the station-master and two of his colleagues. I had these three employees court-martialed, and they were hanged the same day. The news of their arrest and execution was communicated to all the railway stations, and after that the evacuation proceeded satisfactorily. Eight trains left daily instead of only seven, and when the Reds approached, the town was completely evacuated.

The winter of 1789 was the hardest within living memory. No one, not even the old people of the district, had ever known anything like it. The cold weather set in early, and, coming on top of a bad harvest, led to great distress among the tenant farmers and the peasants. We were hard hit at the foundry too, for conditions on the road became impossible, what with frost and ice, and then snow; and we were unable to deliver our goods to Paris and the other big cities. This meant that we were left with unsold merchandise on our hands, and little prospect of getting rid of it in the spring, for in the meantime the traders in Paris would be buying elsewhere—if, that is, they ordered at all. There was a general drop in demand for luxury commodities at this time, owing to the unrest throughout the country.

mark-down, which discounts the selling price to customers and, so long as demand is ‘elastic’, results in increased sales of the product line. However, this is an expensive method of selling products, as it reduces the profit achieved on the products. In fact mark-down is the single largest cost to a fashion retail business after the cost of the products themselves. It is worth remembering at this point that the main – and frequently only – source of income for a fashion retailer is the profit from the sales of its products. Less profit per garment means less income to pay its bills. Furthermore, this tactic is less effective when general trading conditions are poor, as the competition is usually doing the same thing. It is vital then that the fashion retailer knows what its customers want and are expecting. Problems in defining and then keeping up with changing customer needs and expectations are arguably the most important factor in successful selling. Large retail businesses like Marks & Spencer

The tone of those negotiations was very contentious,” says Becky Sauerbrunn, who served on the national team’s CBA committee and participated in most of the negotiation sessions. “They didn’t go anywhere. We would go into those meetings and say we want equal pay and they would say you’re not really generating the revenue to deserve equal pay to the men. And it just went around and around like that.” But then on March 7, Rich Nichols saw something that caught him by surprise. It was an article by Jonathan Tannenwald of the Philadelphia Inquirer that broke down financial numbers contained in U.S. Soccer’s General Annual Meeting report. The report itself was released quietly on U.S. Soccer’s website without fanfare—Tannenwald was the only journalist for a major newspaper who picked up on it. What the U.S. Soccer report showed—and what in turn the Philadelphia Inquirer explained—was that U.S. Soccer initially budgeted a $420,000 loss for 2016 but changed their numbers to expect a profit of almost $18 million, based largely on the gate receipts and merchandise sales of the women’s national team during the 2015 Women’s World Cup victory tour.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

I, the driver of this car, that used to be Jim Ross, the teamster, and J.A. Ross and Co., general merchandise at Queen Centre, California, am now J. Arnold Ross, oil operator, and my breakfast is about digested, and I am a little too warm in my big new overcoat because the sun is coming out, and I have a new well flowing four thousand barrels at Los Lobos river, and sixteen on the pump at Antelope, and I'm on my way to sign a lease at Beach City, and we'll make up our schedule in the next couple of hours, and 'Bunny' is sitting beside me, and he is well and strong, and is going to own everything I am making, and follow in my footsteps, except that he will never make the ugly blunders or have painful memories that I have, but will be wise and perfect and do everything I say.

But it isn’t the fun of DIY invention, urban exploration, physical danger, and civil disorder that the Z-Boys enjoyed in 1976. It is fun within serious limits, and for all of its thrills it is (by contrast) scripted. And rather obedient. The fact that there are public skateparks and high-performance skateboards signals progress: America has embraced this sport, as it did bicycles in the nineteenth century. Towns want to make skating safe and acceptable. The economy has more opportunity to grow. America is better off for all of this. Yet such government and commercial intervention in a sport that was born of radical liberty means that the fun itself has changed; it has become mediated. For the skaters who take pride in their flashy store-bought equipment have already missed the Z-Boys’ joke: Skating is a guerrilla activity. It’s the fun of beating, not supporting, the system. P. T. Barnum said it himself: all of business is humbug. How else could business turn a profit, if it didn’t trick you with advertising? If it didn’t hook you with its product? This particular brand of humbug was perfected in the late 1960s, when merchandise was developed and marketed and sold to make Americans feel like rebels. Now, as then, customers always pay for this privilege, and purveyors keep it safe (and generally clean) to curb their liability. They can’t afford customers taking real risks. Plus it’s bad for business to encourage real rebellion. And yet, marketers know Americans love fun—they have known this for centuries. And they know that Americans, especially kids, crave autonomy and participation, so they simulate the DIY experience at franchises like the Build-A-Bear “workshops,” where kids construct teddy bears from limited options, or “DIY” restaurants, where customers pay to grill their own steaks, fry their own pancakes, make their own Bloody Marys. These pay-to-play stores and restaurants are, in a sense, more active, more “fun,” than their traditional competition: that’s their big selling point. But in both cases (as Barnum knew) the joke is still on you: the personalized bear is a standardized mishmash, the personalized food is often inedible. As Las Vegas knows, the house always wins. In the history of radical American fun, pleasure comes from resistance, risk, and participation—the same virtues celebrated in the “Port Huron Statement” and the Digger Papers, in the flapper’s slang and the Pinkster Ode. In the history of commercial amusement, most pleasures for sale are by necessity passive. They curtail creativity and they limit participation (as they do, say, in a laser-tag arena) to a narrow range of calculated surprises, often amplified by dazzling technology. To this extent, TV and computer screens, from the tiny to the colossal, have become the scourge of American fun. The ubiquity of TV screens in public spaces (even in taxicabs and elevators) shows that such viewing isn’t amusement at all but rather an aggressive, ubiquitous distraction. Although a punky insurgency of heedless satire has stung the airwaves in recent decades—from equal-opportunity offenders like The Simpsons and South Park to Comedy Central’s rabble-rousing pundits, Jon Stewart and Stephen Colbert—the prevailing “fun” of commercial amusement puts minimal demands on citizens, besides their time and money. TV’s inherent ease seems to be its appeal, but it also sends a sobering, Jumbotron-sized message about the health of the public sphere.

But the whole of our present life extinguishes the respect for human life! The judge who sentences to death, and his lieutenant, the executioner, who garrots in broad daylight in Madrid, or guillotines in the mists of Paris amid the jeers of the degraded members of high and low society; the general who massacres at Bac-leh, and the newspaper correspondent who strives to cover the assassins with glory; the employer who poisons his workmen with white lead, because-he answers-"it would cost so much more to substitute oxide of zinc for it;" the so-called English geographer who kills an old women lest she should awake a hostile village by her sobs, and the German geographer who causes the girl he had taken as a mistress to be hanged with her lover, the court-martial that is content with fifteen days arrest for the Biribi gaoler convicted of murder....all, all, all in the present society teaches absolute contempt for human life-for that flesh that costs so little in the market! And those who garrot, assassinate, who kill depreciated human merchandise, they who have made a religion of the maxim that for the safety of the public you must garrot, shoot and kill, they complain that human life is not sufficiently respected!!!

MYTH-1: Handmade items are costly! The items are modest yet the commitment of the craftsmen behind the items we offer is costly The vast majority of the cycles engaged with making the item are finished by the creator – the plan, however, the choice of the materials, the working out of how to cause the materials to go together, gathering the item, capturing the item, advertising the item, planning the bundling, and posting, conveying, or action selling. In spite of this, the items that the fasten organization offers you are truly sensible. Haven't viewed our list? here you go! (click here) Have you ever discovered such wonderful hand-made items at such modest rates?? I GUESS NOT! MYTH-2: HAND-MADE PRODUCTS ARE NOT STYLISH On the off chance that you believe that way, I have an inquiry for you – did your grandmother convey such a shopping pack when went out to get for food supplies or did she have such telephone and individual embellishment sacks? Certainly not. The crafted works are not, at this point unfashionable or old-fashioned. Actually, they are intended for pioneers. Simply being an aspect of the pattern and following it has neither rhyme nor reason. Be the person who sets it MYTH-3: HANDMADE GOODS ARE OF POOR QUALITY I can't envision how individuals have such misguided judgment. The machine-made merchandise is to some degree bargained with quality. In any case, with regards to hand made items, they are taken well consideration of by the craftsmen as referenced above, there is no trade-off with the quality. They are made of cotton and jute which are solid and strong. They are lightweight and simple to deal with. MYTH-4: THEY ARE SAME OLD PATTERNS You can't quit lecturing about the handcrafted items which are extremely extraordinary as it will never be equivalent to some other the explanation being that they are delivered by the hands of a craftsman and not a machine. The sack so made is a result of devotion, love, energy, and the enthusiasm to serve the client. Individuals love block prints due to the strong and straightforward plans that can be made, yet that effortlessness finds a way to accomplish. The strategy is brilliant for pictures with only a couple of tones and fewer subtleties however can be hard to use for pictures with bunches of little content, or extremely fine subtleties that will, in general, sever the square with such a large number of employments. One of the benefits of square printing is that it very well may be done on a surface of practically any size and surface. I print on texture, paper, canvas, wood, and different materials, and you don't need to stress over fitting it through a printer or a press. MYTH-5: HANDMADE PRODUCTS ARE NOT LONG LASTING Recollect the last cowhide sack you had? Which lost its covering not long after getting wet in a downpour or subsequent to utilizing it for 3-4 times. That is not the situation with hand-made cotton packs. They are launderable which makes it look clean with each utilization. No problem with the upkeep.

Finding that turnpike mileage tripled in England between 1750 and 1770, Sidney and Beatrice Webb quote “an able and quite trustworthy writer” in 1767 declaring the development “an astonishing revolution. . . . The carriage of grain, coals, merchandise, etc., is in general conducted with little more than half the number of horses with which it formerly was. Journeys of business are performed with more than double expedition, . . . Everything wears the face of dispatch . . . and the hinge which has guided all these movements and upon which they turn is the reformation which has been made in our public roads.

By the turn of the century, the electric streetcar had largely replaced the use of horses in public transportation. The animals continued to serve for general hauling, merchandise delivery, and small-scale energy generation. In fact, their urban numbers actually increased.32 Only the development of the internal combustion engine and its application to power the truck and the automobile across the years 1900 to 1915 replaced the city horse with mechanical transportation.

for shade sail That is true, however when you read the fine print of a warranty they are all virtually the same. I understand op is talking about a metal roof, but in conditions of asphalt the products are the same regarding quality irrespective of supplier with a warranty generally simply cobering up to 20 years. Warranty as well only cover elements, certainly not install. The cert simply gaurantees the merchandise is normally intalled to company specs. Whats even more important may be the roofers do the job warranty. If the roof structure isn't installed correctly regardless of certification it will fail and warranty will be voided. A certification is purchased, no training is done. Thus if the roofer just buys a cert to improve business it will not matter if he follows the cert. Yes they could loose the, but most obtain the cert to improve business, certainly not for just about any added warranty for the home owner. So with regard to warranty a roofers warranty on their work is considerably more important. Just about all roofs mounted incorrectly or with shotty workmanship will are unsuccessful in a calendar year. Edit: added paet about warranty only covering materials.

It’s hard to believe how sick of war we used to be. We used to boast of how small our Army and Navy were, and how little influence generals and admirals had in Washington. We used to call armaments manufacturers “Merchants of Death.” Can you imagine that? • • • Nowadays, of course, just about our only solvent industry is the merchandising of death, bankrolled by our grandchildren,

Gage promised the people of Boston, commented one writer, "that if the inhabitants of Boston would give up their arms and ammunition, and not assist against the King's troops, they should immediately be permitted to depart with all their effects, merchandise included; finally, the inhabitants gave up their arms and ammunition—to the care of the Selectmen: the General then set a guard over the arms . . . . " Having seized the arms, Gage refused to let the inhabitants and merchandise leave Boston.56 In reaction, "the same day a town meeting was to be held in Boston, when the inhabitants were determined to demand the arms they had deposited in the hands of the select men, or have liberty to leave town.

I was impressed with the giant Carrefours stores in Brazil, which got me started on a campaign to bring home a concept called Hypermart—giant stores with groceries and general merchandise under one roof.

So for the first time since I had begun retailing in 1945, I was beginning to back off from the business. I was getting slightly less involved in the day-to-day decisions and leaning a bit more on Ron Mayer and Ferold Arend—our two executive vice presidents. I was still chairman and CEO. Ferold, at age forty-five, ran merchandising, while Ron Mayer, who was only forty, ran finance and distribution. To handle the explosive growth, we were bringing on new people in the general office. Ron brought in a lot of people to handle data processing and finance and distribution. What happened then is the one period in Wal-Mart’s history that I am still the least comfortable talking about today.

People, generally, do not complain of high prices, providing the “service” or embellishment of the merchandise is such as to pave the way for high prices. What people do complain of, and rightly so, is high prices and “sloppy” service.