Great Retailing Quotes

No product irrespective of how great it is can sell itself without being discovered with the power of marketing.

Word-of-mouth marketing is great. It can help you enter the market, but it cannot help you stay in the market or achieve rapid long-term growth.

Early in life I have noticed that no event is ever correctly reported in a newspaper, but in Spain, for the first time, I saw newspaper reports which did not bear any relation to the facts, not even the relationship which is implied in an ordinary lie. I saw great battles reported where there had been no fighting, and complete silence where hundreds of men had been killed. I saw troops who had fought bravely denounced as cowards and traitors, and others who had never seen a shot fired hailed as heroes of imaginary victories; and I saw newspapers in London retailing these lies and eager intellectuals building emotional superstructures over events that never happened. I saw, in fact, history being written not in terms of what happened but of what ought to have happened according to various “party lines.

In 2016, two academics from Oxford University came to the conclusion that up to 86% of jobs in restaurants, 75% of jobs in retail and 59% of jobs in entertainment could be automatized by 2035.

So cotton growers, siphoning from the Ogallala, get three billion dollars a year in taxpayer money for fiber that is shipped to China, where it is used to make cheap clothing sold back to American chain retail stores like Wal-Mart.

One of the great unwritten chapters of retail intelligence programming featured a “personal shopper” program that all-too-accurately modeled the shoppers’ desires and outputted purchase ideas based on what shoppers really wanted as opposed to what they wanted known that they wanted. This resulted in one overcompensatingly masculine test user receiving suggestions for an anal plug and a tribute art book for classic homoerotic artist Tom of Finland, while a female test user in the throes of a nasty divorce received suggestions for a small handgun, a portable bandsaw, and several gallons of an industrial solvent used to reduce organic matter to an easily drainable slurry. After history’s first recorded instance of a focus group riot, the personal shopper program was extensively rewritten.

Bradley Headstone, in his decent black coat and waistcoat, and decent white shirt, and decent formal black tie, and decent pantaloons of pepper and salt, with his decent silver watch in his pocket and its decent hair-guard round his neck, looked a thoroughly decent young man of six-and-twenty. He was never seen in any other dress, and yet there was a certain stiffness in his manner of wearing this, as if there were a want of adaptation between him and it, recalling some mechanics in their holiday clothes. He had acquired mechanically a great store of teacher's knowledge. He could do mental arithmetic mechanically, sing at sight mechanically, blow various wind instruments mechanically, even play the great church organ mechanically. From his early childhood up, his mind had been a place of mechanical stowage. The arrangement of his wholesale warehouse, so that it might be always ready to meet the demands of retail dealers history here, geography there, astronomy to the right, political economy to the left—natural history, the physical sciences, figures, music, the lower mathematics, and what not, all in their several places—this care had imparted to his countenance a look of care; while the habit of questioning and being questioned had given him a suspicious manner, or a manner that would be better described as one of lying in wait. There was a kind of settled trouble in the face. It was the face belonging to a naturally slow or inattentive intellect that had toiled hard to get what it had won, and that had to hold it now that it was gotten. He always seemed to be uneasy lest anything should be missing from his mental warehouse, and taking stock to assure himself.

Even then, retailers learned early that shoppers prefer their shopping suggestions not be too truthful. One of the great unwritten chapters of retail intelligence programming featured a “personal shopper” program that all-too-accurately modeled the shoppers’ desires and outputted purchase ideas based on what shoppers really wanted as opposed to what they wanted known that they wanted. This resulted in one overcompensatingly masculine test user receiving suggestions for an anal plug and a tribute art book for classic homoerotic artist Tom of Finland, while a female test user in the throes of a nasty divorce received suggestions for a small handgun, a portable bandsaw, and several gallons of an industrial solvent used to reduce organic matter to an easily drainable slurry.

Moral for psychologists. -- Not to go in for backstairs psychology. Never to observe in order to observe! That gives a false perspective, leads to squinting and something forced and exaggerated. Experience as the wish to experience does not succeed. One must not eye oneself while having an experience; else the eye becomes "an evil eye." A born psychologist guards instinctively against seeing in order to see; the same is true of the born painter. He never works "from nature"; he leaves it to his instinct, to his camera obscura, to sift through and express the "case," "nature," that which is "experienced." He is conscious only of what is general, of the conclusion, the result: he does not know arbitrary abstractions from an individual case. What happens when one proceeds differently? For example, if, in the manner of the Parisian novelists, one goes in for backstairs psychology and deals in gossip, wholesale and retail? Then one lies in wait for reality, as it were, and every evening one brings home a handful of curiosities. But note what finally comes of all this: a heap of splotches, a mosaic at best, but in any case something added together, something restless, a mess of screaming colors. The worst in this respect is accomplished by the Goncourts; they do not put three sentences together without really hurting the eye, the psychologist's eye. Nature, estimated artistically, is no model. It exaggerates, it distorts, it leaves gaps. Nature is chance. To study "from nature" seems to me to be a bad sign: it betrays submission, weakness, fatalism; this lying in the dust before petit faits [little facts] is unworthy of a whole artist. To see what is--that is the mark of another kind of spirit, the anti-artistic, the factual. One must know who one is. Toward a psychology of the artist. -- If there is to be art, if there is to be any aesthetic doing and seeing, one physiological condition is indispensable: frenzy. Frenzy must first have enhanced the excitability of the whole machine; else there is no art. All kinds of frenzy, however diversely conditioned, have the strength to accomplish this: above all, the frenzy of sexual excitement, this most ancient and original form of frenzy. Also the frenzy that follows all great cravings, all strong affects; the frenzy of feasts, contests, feats of daring, victory, all extreme movement; the frenzy of cruelty; the frenzy in destruction, the frenzy under certain meteorological influences, as for example the frenzy of spring; or under the influence of narcotics; and finally the frenzy of will, the frenzy of an overcharged and swollen will. What is essential in such frenzy is the feeling of increased strength and fullness. Out of this feeling one lends to things, one forces them to accept from us, one violates them--this process is called idealizing. Let us get rid of a prejudice here: idealizing does not consist, as is commonly held, in subtracting or discounting the petty and inconsequential. What is decisive is rather a tremendous drive to bring out the main features so that the others disappear in the process. In this state one enriches everything out of one's own fullness: whatever one sees, whatever one wills, is seen swelled, taut, strong, overloaded with strength. A man in this state transforms things until they mirror his power--until they are reflections of his perfection. This having to transform into perfection is--art. Even everything that he is not yet, becomes for him an occasion of joy in himself; in art man enjoys himself as perfection.

There may be little room for the display of this supreme qualification in the retail book business, but there is room for some. Be enterprising. Get good people about you. Make your shop windows and your shops attractive. The fact that so many young men and women enter the teaching profession shows that there are still some people willing to scrape along on comparatively little money for the pleasure of following an occupation in which they delight. It is as true to-day as it was in Chaucer's time that there is a class of men who "gladly learn and gladly teach," and our college trustees and overseers and rich alumni take advantage of this and expect them to live on wages which an expert chauffeur would regard as insufficient. Any bookshop worthy of survival can offer inducements at least as great as the average school or college. Under pleasant conditions you will meet pleasant people, for the most part, whom you can teach and form whom you may learn something.

Entitlement Narcissistic vampires believe they are so special that the rules don’t apply to them. They expect the red carpet to be rolled out for them wherever they go, and if it isn’t, they get quite surly. They don’t wait, they don’t recycle, they don’t pay retail, they don’t stand in line, they don’t clean up after themselves, they don’t let other people get in front of them in traffic, and their income taxes rival great works of fiction. Illness or even death is no excuse for other people not immediately jumping up to meet their needs. They aren’t the least bit ashamed of using other people and systems for their own personal gain. They boast about how they take advantage of just about everybody.

Often the slaves got knowledge of the results of great battles before the white people received it. This news was usually gotten from the coloured man who was sent to the post-office for the mail. In our case the post-office was about three miles from the plantation, and the mail came once or twice a week. The man who was sent to the office would linger about the place long enough to get the drift of the conversation from the group of white people who naturally congregated there, after receiving their mail, to discuss the latest news. The mail-carrier on his way back to our master's house would as naturally retail the news that he had secured among the slaves, and in this way they often heard of important events before the white people at the "big house," as the master's house was called.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Tricia loved New York because loving New York was a good career move. It was a good retail move, a good cuisine move, not a good taxi move or a great quality of pavement move, but definitely a career move that ranked amongst the highest and the best. Tricia was a TV anchor person, and New York was where most of the world’s TV was anchored. Tricia’s TV anchoring had been done exclusively in Britain up to that point: regional news, then breakfast news, early evening news. She would have been called, if the language allowed, a rapidly rising anchor, but... hey, this is television, what does it matter? She was a rapidly rising anchor. She had what it took: great hair, a profound understand- ing of strategic lip gloss, the intelligence to understand the world and a tiny secret interior deadness which meant she didn’t care. Everybody has their moment of great opportunity in life. If you happen to miss the one you care about, then everything else in life becomes eerily easy. Tricia had only ever missed one opportunity. These days it didn’t even make her tremble quite so much as it used to to think about it. She guessed it was that bit of her that had gone dead.

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

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

By 1937 the whole of the intelligentsia was mentally at war. Left-wing thought had narrowed down to “anti-Fascism,” i.e., to a negative, and a torrent of hate-literature directed against Germany and the politicians supposedly friendly to Germany was pouring from the Press. The thing that, to me, was truly frightening about the war in Spain was not such violence as I witnessed, nor even the party feuds behind the lines, but the immediate reappearance in left-wing circles of the mental atmosphere of the Great War. The very people who for twenty years had sniggered over their own superiority to war hysteria were the ones who rushed straight back into the mental slum of 1915. All the familiar war-time idiocies, spy-hunting, orthodoxy-sniffing (Sniff, sniff. Are you a good anti-Fascist?), the retailing of incredible atrocity-stories, came back into vogue as though the intervening years had never happened. Before the end of the Spanish war, and even before Munich, some of the better of the left-wing writers were beginning to squirm. Neither Auden nor, on the whole, Spender wrote about the Spanish war in quite the vein that was expected of them. Since then there has been a change of feeling and much dismay and confusion, because the actual course of events has made nonsense of the left-wing orthodoxy of the last few years. But then it did not need very great acuteness to see that much of it was nonsense from the start. There is no certainty, therefore, that the next orthodoxy to emerge will be any better than the last. On

Science is analytical description, philosophy is synthetic interpretation. Science wishes to resolve the whole into parts, the organism into organs, the obscure into the known. It does not inquire into the values and ideal possibilities of things, nor into their total and final significance; it is content to show their present actuality and operation, it narrows its gaze resolutely to the nature and process of things as they are. The scientist is as impartial as Nature in Turgenev's poem: he is as interested in the leg of a flea as in the creative throes of a genius. But the philosopher is not content to describe the fact; he wishes to ascertain its relation to experience in general, and thereby to get at its meaning and its worth; he combines things in interpretive synthesis; he tries to put together, better than before, that great universe-watch which the inquisitive scientist has analytically taken apart. Science tells us how to heal and how to kill; it reduces the death rate in retail and then kills us wholesale in war; but only wisdom desire coordinated in the light of all experience- can tell us when to heal and when to kill. To observe processes and to construct means is science; to criticize and coordinate ends is philosophy: and because in these days our means and instruments have multiplied beyond our interpretation and synthesis of ideals and ends, our life is full of sound and fury, signifying nothing. For a fact is nothing except in relation to desire; it is not complete except in relation to a purpose and a whole. Science without philosophy, facts without perspective and valuation, cannot save us from havoc and despair. Science gives us knowledge, but only philosophy can give us wisdom.

It's not that we're dumb. On the contrary, many millions of people have exerted great intelligence and creativity in building the modern world. It's more that we're being swept into unknown and dangerous waters by accelerating economic growth. On just one single day of the days I have spent writing this book, as much world trade was carried out as in the whole of 1949; as much scientific research was published as in the whole of 1960; as many telephone calls were made as in all of 1983; as many e-mails were sent as in 1990.11 Our natural, human, and industrial systems, which evolve slowly, are struggling to adapt. Laws and institutions that we might expect to regulate these flows have not been able to keep up. A good example is what is inaccurately described as mindless sprawl in our physical environment. We deplore the relentless spread of low-density suburbs over millions of acres of formerly virgin land. We worry about its environmental impact, about the obesity in people that it fosters, and about the other social problems that come in its wake. But nobody seems to have designed urban sprawl, it just happens-or so it appears. On closer inspection, however, urban sprawl is not mindless at all. There is nothing inevitable about its development. Sprawl is the result of zoning laws designed by legislators, low-density buildings designed by developers, marketing strategies designed by ad agencies, tax breaks designed by economists, credit lines designed by banks, geomatics designed by retailers, data-mining software designed by hamburger chains, and automobiles designed by car designers. The interactions between all these systems and human behavior are complicated and hard to understand-but the policies themselves are not the result of chance. "Out of control" is an ideology, not a fact.

Keynesian argument that wage earners consume a greater proportion of their income than landlords or entrepreneurs, and therefore that a decreased total wage bill is a calamity because consumption will decline and savings increase. In the first place, this is not always accurate. It assumes (1) that the laborers are the relatively “poor” and the nonlaborers the relative “rich,” and (2) that the poor consume a greater proportion of their income than the rich. The first assumption is not necessarily correct. The President of General Motors is, after all, a “laborer,” and so also is Mickey Mantle; on the other hand, there are a great many poor landlords, farmers, and retailers. Manipulating relations between wage earners and others is a very clumsy and ineffective way of manipulating relations between poor and rich (provided we desire any manipulation at all). The second assumption is often, but not necessarily, true, as we have seen above. As we have also seen, however, the empirical study of Lubell indicates that a redistribution of income between rich and poor may not appreciably affect the social consumption–saving proportions. But suppose that all these objections are waved aside for the moment, and we concede for the sake of argument that a fall in total payroll will shift the social proportion against consumption and in favor of saving. What then? But this is precisely an effect that we should highly prize. For, as we have seen, any shift in social time preferences in favor of saving and against consumption will speed the advent of recovery, and decrease the need for a lengthy period of depression readjustment. Any such shift from consumption to savings will foster recovery. To the extent that this dreaded fall in consumption does result from a cut in wage rates, then, the depression will be cured that much more rapidly.

Scrupling to do writings relative to keeping slaves has been a means of sundry small trials to me, in which I have so evidently felt my own will set aside that I think it good to mention a few of them. Tradesmen and retailers of goods, who depend on their business for a living, are naturally inclined to keep the good-will of their customers; nor is it a pleasant thing for young men to be under any necessity to question the judgment or honesty of elderly men, and more especially of such as have a fair reputation. Deep-rooted customs, though wrong, are not easily altered; but it is the duty of all to be firm in that which they certainly know is right for them. A charitable, benevolent man, well acquainted with a negro, may, I believe, under some circumstances, keep him in his family as a servant, on no other motives than the negro's good; but man, as man, knows not what shall be after him, nor hath he any assurance that his children will attain to that perfection in wisdom and goodness necessary rightly to exercise such power; hence it is clear to me, that I ought not to be the scribe where wills are drawn in which some children are made ales masters over others during life. About this time an ancient man of good esteem in the neighborhood came to my house to get his will written. He had young negroes, and I asked him privately how he purposed to dispose of them. He told me; I then said, "I cannot write thy will without breaking my own peace," and respectfully gave him my reasons for it. He signified that he had a choice that I should have written it, but as I could not, consistently with my conscience, he did not desire it, and so he got it written by some other person. A few years after, there being great alterations in his family, he came again to get me to write his will. His negroes were yet young, and his son, to whom he intended to give them, was, since he first spoke to me, from a libertine become a sober young man, and he supposed that I would have been free on that account to write it. We had much friendly talk on the subject, and then deferred it. A few days after he came again and directed their freedom, and I then wrote his will.

-Write out a conversation with your inner voice. Begin the entry with a question directed to yourself, then write your mental response. It may help to label the different voices A and B. Dialogue writing is a very effective way to get to the heart of the matter. The following passage is an example of typical dialogue writing: A: Tomorrow is a big day. You have an interview at a college. How do you feel? B: I am really nervous. This is the first interview and I don’t know what it is going to be like. A: What are you afraid of? B: I’m afraid I’ll stutter and say something stupid. I’m worried the person will ask a question and I won’t know what to say. A: What do you want to discuss? B: I think it is good that I was on the basketball team for four years. That shows commitment and dedication. I also got decent grades and earned a blue ribbon at the science fair. A: What about your hobbies outside of school? B: I really like to read. I could mention that. I could talk also about the vacations my family has taken. They are pretty interesting. I enjoy my part-time retail job. A: It sounds like you do a lot. B: I guess I am good at organizing my life and accomplishing what needs to be done. Hey, that would sound good in an interview! -Try focused “freewriting.” Pick one topic, such as school, friends, or family, and write everything that comes to mind about that topic. Write for at least ten minutes or until you’re certain that you have run out of things to write. -Write your belief system. Start by writing “I believe…” at the top of a clean page. Then write whatever comes to mind. It may help to ask yourself questions when you get stuck such as “What do I believe about friendship?” “What is my personal style?” or “What are my gifts and abilities?” -Write about an event from your perspective, then write about the same event from someone else’s point of view. For example, if you had a hard time answering a question during class, write about how you felt, what you thought, and how you behaved. Next, pretend you are the teacher writing about the same event. What do you think he or she was thinking? How did he or she act? This exercise is a great way to show that there are multiple ways of seeing the same situation.

The way Brad’s business works,” she said, “is that companies who are looking to expand send his agency locations where they want to go, and I don’t mean towns or regions. I mean coordinates. Latitude and longitude. Often they’ve already identified the site themselves.” “Why don’t they just buy the property themselves?” I asked. “Something about retailers not wanting to also be in real estate,” she said with a shrug. “It never made much sense to me either, but apparently it’s about showing their investors that they are staying within a particular area of business expertise and subcontracting for related services. Anyway. So a company like yours—Great Deal, right?” “Right.” “Great Deal says they want three stores in metro Atlanta in these locations and they’ll pay between one and three million per lot. Brad goes in, negotiates the deal with the property owner through a broker, ensures the land is suitable, then purchases it for Great Deal. But say he finds out that the seller will part with the land for only a few hundred thousand? He knows Great Deal will pay way more than that so . . .” “He convinces the seller to ask for a higher price and gets a cut of the extra?” I suggest. “Worse,” she said, and now her previous despondency settled back into her body so that she sagged and, for a second, squeezed her eyes shut. “He buys the land himself. Sets up a shell company under someone else’s name, then tries to sell it on to Great Deal at the markup he knows they’ll pay. A million plus profit per site.

F&O is meant for institutional investors and hedge fund. They are the one to get benefited from this option. Big companies or high net worth individuals hedge their position using F&O. Future trading is a great option for hedging. Retail investors, who jump in F&O for extraordinary returns will surely end up with lots of disappointment.

Export files for submission or to e-book. When you’re ready to get your manuscript out there, there’s a legion of options for the final format, including RTF, DOC, EPUB, Kindle MOBI, PDF, and HTML. You can even choose to export only what you need for a submission or contest entry. I use the ebook options to read my manuscript on my Nook or iPad, and for uploading my novels to online retailers. Great for critique partners and beta readers too.

his peers have expressed considerably more skepticism. “There is nothing Tesla [can] do that we cannot also do,” Fiat Chrysler CEO Sergio Marchionne said in June 2016. Two years earlier, he had asked customers not to buy the Fiat 500e electric car, because the company lost $14,000 on the sale of each one. Fiat would sell the minimum number of electric cars needed to meet government mandates and “not one more,” he said. In April 2016, Marchionne continued that theme in an interview on the sidelines of his company’s annual meeting, this time responding to the price of the Model 3. If Musk could show him that the car would be profitable at the $35,000 price tag, Marchionne said, “I will copy the formula, add the Italian design flair, and get it to the market within twelve months.” The German automakers have been even more dismissive. In November 2015, Edzard Reuter, the former CEO of Daimler, called Tesla a “joke” and Musk a “pretender,” suggesting in an interview with a German newspaper that Tesla didn’t stand up to serious comparison with “the great car companies of Germany.” Daimler, BMW, and Volkswagen were slow to accept that Tesla could one day challenge their market dominance. “German carmakers have been in denial that electric vehicles can create an emotional appeal to customers,” Arndt Ellinghorst, an automotive analyst at Evercore ISI, told the Los Angeles Times in April 2016. “Many still believe that Tesla is a sideshow catering to a niche product to some tree-hugging Californians and eccentric US hedge fund managers.” GM wasn’t quite so blasé. In 2013, then CEO Dan Akerson established a team within the company to study Tesla, based on the belief that it could be a big disrupter. GM’s Chevrolet Volt, a hybrid sedan that could drive about forty miles in full electric mode, had won Motor Trend’s 2011 Car of the Year, but GM was looking further into the future. At the 2015 Detroit auto show, it unveiled a concept of the Chevy Bolt, a two-hundred-mile electric car that would retail for $30,000 (after a $7,500 rebate from the US government). It was seen as a direct response to Tesla and new CEO Mary Barra’s biggest risk since she took over in 2014. Wired magazine celebrated the Bolt’s impending arrival with a February 2016 cover story about how GM had beaten Tesla “in the race to build a true electric car for the masses

My uncle used to make tennis rackets. His rackets were made in the exact same factory as a name-brand racket. They were made of the same material on the same machine. The only difference was that when my uncle’s rackets came off the assembly line, they didn’t put the well-known brand logo on the product. My uncle’s rackets sold for less money, in the same big-box retailer, next to the name-brand rackets. Month after month, the name-brand rackets outsold the generic-brand ones. Why? Because people perceived greater value from the name-brand rackets and felt just fine paying a premium for that feeling. On a strictly rational scale, the generic rackets offered better value. But again, value is a perception, not a calculation, which is the reason companies make such a big deal about investing in their brand. But a strong brand, like all other intangible factors that contribute to the perception of value, starts with a clear sense of WHY.

Platinum Flooring Company’s certified and skilled installers are trained to install hardwood products for any give art form, which would not only make your new floor look great, but last long for years to come. The Platinum Flooring Company’s specialist would not only help you select the perfect laminate flooring for your home that would suit your home décor as well as budget, but would also install your new laminate flooring for a fast, worry-free installation experience. Platinum Flooring Company is a full service, Hayward based flooring and installation firm specializing in classic design with a global influence. Whether designing residential or commercial spaces, Platinum Flooring has built a reputation on achieving highly individual results for a discerning clientele across the state of California and Beyond. At Platinum Floor Company, we have a separate team of stair installers headed by a stair specialist, having intense knowledge of different wood species, latest technology tools and in-depth knowledge of angular complexities. “Wooden floor, especially hardwood is good as it can take a lot of abuse and has a greater life expectancy compared to laminate or engineered floors.”, says Alex Vongsouthi – Founder, Platinum Flooring Company. But there are several reasons which can make your wood floor crack or separate between boards, cup, crown, etc. some being high traffic on the floor, spillages, sunlight and high percentage of moisture content in the room. With this it can be difficult to know whether floors need to be replaced or can be fixed. Platinum Flooring is renowned for its high standards and uncompromising service quality, with the expertise of a high-end retailer in Hardwood, Engineered wood and Laminate flooring.

Wildly Popular House Buying Strategy In A Competitive Environment It is important for the success of any real estate consulting company to have customers who are happy with their services. Customers who are unhappy with your real estate services business will stop buying your goods and will supply your business with a bad name. To guarantee that your business receives positive reviews, be certain to give your customers the best quality service. We've great ideas about how to create potential customers and keeping current ones satisfied. Each new employee you bring into your real estate services business could have long-lasting repercussions, so choose them carefully. Prior to inviting someone to join you, be certain that he or she's going to be capable of performing the duties the job will require, and that he or she's certified in any way needed. Whenever a new employee joins your business, you should see that they receive thorough training and could complete the tasks assigned to them. Successful companies have happy staff members that need to help you succeed; they tend to be the product of ongoing training. A real estate services business that hopes to be competitive in today's business world should have a professionally designed website. As a responsible business owner, you have to hire a professional website designer to build your site if you don't have the necessary skills to do it yourself. The appearance of your website is vital to its success, so be sure to use visually appealing templates and images that support your content. Never discount the importance of virtual retailing to your real estate consulting company's success; today's business climate requires that all companies establish and maintain a strong and authoritative web presence. Don't give in to complacency, even though your real estate consulting company is doing well. House buying experts universally believe that the very best time to expand your company is when you are gaining momentum. When you have dedication to the project, you could build a successful company. If your company could learn to embrace changes in the marketplace and always strive for something better, you will get through a lot of tough times.

Importance of price: Price is imperative for FMCG retailers, much more so than for manufacturers. Retailers must constantly keep their real prices competitive and put great effort into managing their price perceptions in the minds of their shoppers.

In February 2010, Ad Age reported that Wal-Mart had consolidated its stocked range of food bags from three brands, Ziploc, Glad and Hefty, down to the market leader, Ziploc, and their own Great Value private label offering.3 Pactiv, the makers of Hefty, gained the consolation prize of the contract to manufacture the Great Value products, whereas the owners of Glad lost their entire food bag business in Wal-Mart. Wal-Mart could do this easily as, unlike many other retailers, they consolidate all manufacturer payments into the buying price and pass on most of the benefit to the shopper in lower prices. Retailers who take manufacturer payments to their bottom line are sometimes unwilling to give up the short-term benefit of such payments for the longer-term return of better margins from their private label. The secondary brands that are targeted by private label are usually big payers of trade spend to make up for their lower level of consumer appeal versus the top brands.

I shou'd not myself have thought [Cato] worth so much notice as I have here taken of him; but that the Men are weak enough in general, to suffer their sense to be led away captive, by such half-thinking retailers of sentences. Among whom, This in particular, was he worth the pains, might be easily proved to have been often grossly in the wrong in other matters as well as in the present case; and therefore, when he happens to be in the right, the merit of it is more to be imputed to blind chance than to his wisdom: Since the greatest fools, when active, may blunder into the right sometimes: And great talkers among many absurdities, must here and there drop a good saying, when they least design it. Of this stamp, are the generality of evidence brought against us. Men avers'd to the labour of thinking; who found reason a drudgery (...); who have gain'd all their reputation by a pretty gimness of expressions, which wou'd no more bear examination than their heads, their hearts, or their faces; and who (to mimic this sage) wou'd rather see common-sense in confusion, than a word misplaced in one of their sentences. Yet these are sages among the Men, and their sentences are so many divine oracles; whereas perhaps, had we lived in their own times, to have heard the many more foolish things they said than sensible ones, we shou'd have found them as oafish as the dupes who revere them. And tho' perhaps we might have been more surprized to hear such dotards talk sometimes rationally, than we now are, to read their sayings; we shou'd have had reason still to think them more fit to extort our admiration than deserve it. Care has been taken to hand down to us the best of their sentences, many of which nevertheless are weak enough: But had the same care been taken to register all their absurdities, how great a share of their present applause wou'd they have lost!

they bought a retail company, Lojas Americanas, and a beer company, Brahma. Their thesis proved correct: If they had the right people with the right cultural DNA, they could deploy those right people into acquired businesses and win big. Lemann and his partners focused on building a “People Machine” to hire and train an ever-larger pool of aggressive, ambitious, young leaders for eventual deployment. Their ultimate “strategy” was to find passionate, driven young people; put them in an intense meritocratic culture; challenge them with audacious goals; and give them a stake in the outcome—what they summarized as Dream-People-Culture.

Companies can also exploit workers. UK retailer Sports Direct allegedly paid workers below the minimum wage, fired them if they took sick leave and gave them ‘zero-hours’ contracts with no guarantee of employment.

What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower’s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization’s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn’t want credit in the program, as we knew the word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe’s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That’s what it was, and it was advertising of the most productive sort. Giving Space on Shopping Bags One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe’s. We even localized the bags, customizing them for the San Diego, Los Angeles, and San Francisco market areas. Several years after I left, Trader Joe’s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small retailers in local areas, and I strongly recommended it to them. In 1994, while running the troubled Petrini’s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums.

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Suburban zoning has replaced “public characters” with the retailers and their employees in the malls and out on the strips.

As I was to learn, the process for creating the digital media business would be quite different because there was so much more to creating a great digital media customer experience than simply adding the next retail category to the Amazon website. The first part of the process went as normal. Our team of three or four people developed plans using the tried-and-true MBA-style methods of the time. We gathered data about the size of the market opportunity. We constructed financial models projecting our annual sales in each category, assuming, of course, an ever-increasing share of digital sales. We calculated gross margin assuming a certain cost of goods from our suppliers. We projected an operating margin based on the size of the team we would need to support the business. We outlined the deals we would make with media companies. We sketched out pricing parameters. We described how the service would work for customers. We put it all together in crisp-looking PowerPoint slides (this was still several months before the switch to narratives) and comprehensive Excel spreadsheets.

But people get long runs when they're right on the edge of the wave, whether it's Microsoft or Intel or all kinds of people, including National Cash Register in the early days. The cash register was one of the great contributions to civilization. It's a wonderful story.Patterson was a small retail merchant who didn't make any money. One day. Somebody sold him a crude cash register, which he put into his retail operation. And it instantly changed from losing money to earning a profit because it made it so much harder for the employees to steal. But Patterson, having the kind of mind that he did, didn't think, "Oh, good for my retail business." He thought, "I'm going into the cash register business.

First of all, in my day, James Cash Penney had called his hourly employees “associates,” and I guess I always had that idea in the back of my head. But the idea to try it at Wal-Mart actually occurred to me on a trip to England. HELEN WALTON: “We were on a tennis vacation to England. We were there to see Wimbledon. One day, we were walking down a street in London, and Sam, of course, stopped to look at a store—he always stopped to look in stores wherever we went—anywhere in the world, it didn’t matter. On that same trip, we lost a lot of our things in Italy when thieves broke into the car while he was looking at a big discount store. Anyway, he stopped at this one English retailing company, and I remember him saying, ‘Look at that sign. That is great. That’s what we should do.’ ” It was Lewis Company, J. M. Lewis Partnership. They had a partnership with all their associates listed up on the sign. For some reason that whole idea really excited me: a partnership with all our associates. As soon as we got home, we started calling our store workers “associates” instead of employees.

The remaining forty percent of startups, also replicative by nature, are unaffiliated retail businesses that sell everything from auto repairs to zippers. The merchant–entrepreneurs who start these enterprises see a market for something new, or a better way to promote and sell already existing goods.

Avoiding Chargebacks "Depending on the type of business, the frequency of charge backs will be higher for some businesses and more difficult to defend. Learning15 the proper way to handle a customer chargeback will help the owner and reduce the frequency. Having to pay charge backs can be very costly to the business owner resulting in losses. It could also be very discouraging to a new business owner knowing that he has to pay a penalty, as well as refund services rendered. It would be a good idea to be aware of the things about which your customers complain frequently and make it a goal to correct, improve, or remove it. It would be very unfortunate to learn of a damaging remark about your operation made on the Internet, rather than face- to- face. Make it a point to inquire of your customer whether he was dissatisfied. Make conversation with your customer and if the customer has a complaint, make every effort to resolve it as soon as possible. Charge backs could get very costly and sometimes settling the dispute with the customer could save you money. However, there will be times when the refund should not be given or attempts to settle this on the spot should not be made. The business owner will have to use his own judgment. Jesus counsels us to “Love your enemies, do good to them which hate you, Luke 6:27, (KJV).” No doubt some business owners will have difficulty doing this when the occasion arises, and some may have learned that this is the way to go. But, I encourage you to try this. As you do more and more business, you will find this to be a very necessary way for you to resolve conflicts in your business. It will be easier to do this than to resist, as Jesus said in Matthew 5:25 (KJV), “Agree with thine adversary quickly whilst thou art in the way with him.; lest at any time the adversary deliver thee to the judge, and the judge deliver thee to the officer, and thou be cast into prison.” Being cast into prison may be an extreme outcome, but we can avoid further conflicts if we would just humble ourselves and strive to resolve our conflicts. If it is any consolation, there are rewards for acting with love. Luke 6:35 says, “But love thee your enemies and do good and lend, hoping for nothing again; and your reward shall be great, and ye shall be the children of the Highest: for he is kind unto the unthankful and to the evil.” As one can see, business owners have a higher degree of responsibility because of the number of people with whom he/she interacts.

1. Innovation is work. It requires knowledge. It often requires great ingenuity. There are clearly people who are more talented innovators than the rest of us. Also, innovators rarely work in more than one area. For all his tremendous innovative capacity, Edison worked only in the electrical field. And an innovator in financial areas, Citibank in New York, for instance, is unlikely to embark on innovations in retailing or health care.

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

This manifesto is a distillation of critical action points that will lead to double-digit sales and profit increases, and which have actually led some retailers to achieve as much as five times more sales over the past many years. The adage, “The good is the enemy of the great,” is possibly nowhere more applicable than in retailing. With a global population nearing seven billion, the world demand for goods and services is swelling. The movement from developing societies (traditional retailing) to highly developed societies (modern retailing) continues apace. Demand alone has been the driving force behind good retailing, globally.

A striking feature of good retailing has been almost a single-minded focus on matching the right selection of merchandise to the customer base, with little or no regard to the time it costs shoppers to acquire the merchandise. Good retailers, with their suppliers’ complicity, regularly squander (waste) 80 percent of the shopper’s time. Great retailers will make productive use of that “lost” time.

Good retailers are obsessed about what they (and their suppliers) want to sell to shoppers. Great retailers are obsessed about what shoppers want to buy!

3. Display the “vital few” (or the “big head”) along the dominant path your shoppers take, rather than expecting them to find them. Good retailers expect shoppers to find the merchandise they want; great retailers learn all they can about what the shoppers want, and take it to them!

5. Open space attracts! Shoppers compete with products for space in the store. Good retailers might be oblivious to this competition, and freely tip the balance in favor of the products over the shoppers. Jamming the store with products leads to lots of narrow aisles (“aisleness”) and psychic discomfort for shoppers. Great retailers refuse to sacrifice shopper space, and use wide promenades to lead crowds of shoppers through a speedy, efficient, high-dollar trip. The allocation of open space is of paramount importance in store design—and there is no single recipe for success.

Using category reinvention, you can upgrade the emotional feel of an entire aisle or department. The coffee aisle, for example, can be redesigned to give it a café ambiance. Remember, the goal is to make your winners win bigger. This will be more easily done with large displays that you can dominate—appropriate to your vital few. And now on the near and far horizon, digital media, even interactive, is a tool of greatest value to you as the brand owner. This means that you can win even in good retailers. Great retailers will expect and appreciate your cooperation with game-changed retailing!

great retailers and brand owners continue to experiment. They test to find out what works, and what doesn’t, so they can continue to improve their strategies. This rigorous investigation and testing is how we arrived at the principles discussed previously.

At its zenith Sears accounted for more than 2 percent of all retail sales in the United States. It pioneered several innovations critical to the success of today’s most admired retailers: for example, supply chain management, store brands, catalogue retailing, and credit card sales. The esteem in which Sears’ management was held shows in this 1964 excerpt from Fortune: “How did Sears do it? In a way, the most arresting aspect of its story is that there was no gimmick. Sears opened no big bag of tricks, shot off no skyrockets. Instead, it looked as though everybody in its organization simply did the right thing, easily and naturally. And their cumulative effect was to create an extraordinary powerhouse of a company.

Retailers, especially low-margin retailers, each with a minor market share, cannot afford to entice the public to desire a product. All they can afford to say is: “If you want this product, buy it from me.

In 1972, about 10 cents out of every retail dollar was spent with Sears.

Don't deal bitterly with the enemy you see. Deal with the greater enemy that sent your enemy to you. If you focus on dealing with the "retailer", remember that the "producer" can employ more "retailers" and what that means is that your life business will redefine you as "dealer of enemies". Satan is behind the plot!

Thanksgiving has become the first day of what in now thought of as the “Holy or Holiday Season.” The “holidays” as they are generally known, are an annually recurring period of time from late November to early January. These days are also recognized by many other countries as well, with the “Christmas Tree” and all the trimmings, generally being considered secular. This period of time incorporates the shopping days, which comprises a peak season for the retail market. Regardless of religious affiliation, children and adults alike enjoy the many window displays and Christmas tree lighting ceremonies. To a great extent it really doesn’t matter that there are still some people believing that the commercialism of these holidays is blasphemy and that they should be reserved strictly for worship. There are virtually, no valid reasons why we can’t all enjoy these days in our own way. Children of all faiths and ages should be able to understand the true meaning and still be able to enjoy the music, surprises and magic of the season… This year we are again faced with a severely, politically divided country; with a great number of people fearing for their future. It might be too much to hope for, that politicians will be able to put aside their differences. Unfortunately many of them still believe that their hypocritical concept of Christianity is greater than that of their opposition. Regardless, they should however understand that we are all equal in the eyes of God as well as the law, and that America was built by a diverse people. Let us not slip back into a newer form of “Small Minded Bigotry,” but rather forge ahead in a unified way making our country stronger. The time has come to energize our nation by rebuilding our bridges and highways. Rebuilding our airports, investing in high-speed trains, and making education affordable is the way to a more productive future. If we head down this ambitious path of development, we will create jobs and put more people to work. It will help the middle class to regain their footing and it will strengthen our slowly growing economy. When our citizens earn more, the economy will lift us all out of the recession that so many.

Economics, it says on page one of textbooks, is the study of human behavior under conditions of scarcity. The expansion of the economic realm is therefore the expansion of scarcity, its incursion into areas of life once characterized by abundance. Economic behavior, particularly the exchange of money for goods, extends today into realms that were never before the subject of money exchanges. Take, for example, one of the great retail growth categories in the last decade: bottled water. If one thing is abundant on earth to the point of near-ubiquity, it is water, yet today it has become scarce, something we pay for.

Although individual characteristics and attitude criteria are of great value in planning outside-the-store communication strategies (advertising), they are more difficult for store management to actually respond to effectively.

Servco Industries Bronx was one of the first Office Cleaning Service companies, over 20 years ago to introduce high speed floor care services to retail giants like Sears Holding Corp, Kmart, Sports Authority, Waldbaums Supermarkets, Atlantic and Pacific Tea Company and FAO Schwartz. Prior to using this equipment, it took four times the labor to clean stores than it does today. With new floor finishes that promote high speed burnishing, you get brilliant longer lasting great looking floors. These companies represent just a few of the corporations that Servco Industries works with today to solve their Janitorial Cleaning and commercial floor cleaning services.

Thank you for reading The Renegades 2: Aftermath. If you enjoyed the book, I would really appreciate it if you would consider leaving a review. I can’t stress how helpful this is in helping other readers decide if they should give it a shot. Reviews from readers like you are the best recommendation a book can have. Without reviews, an author’s books are virtually invisible on the retail sites. It also let’s me know what you liked. You can leave a review by visiting the book’s page. I would greatly appreciate it. It only takes a couple of seconds.

Direct-sold retail funds can be great for investors, but sometimes they can work against the fund companies that market them. Throughout the recent bear market, advisor-sold funds did a better job in retaining their assets because financial advisors were able to prevent clients from selling in a panic. A little handholding goes a long way in convincing clients to ride out the turbulent markets.

As I turn on my computer: Come to Me, I want to connect with you. As I make a phone call to talk through my stress with a friend: Call on Me! As I scroll through Facebook: Don’t follow them, follow Me. As I open up Instagram: Come to Me, open up to Me. As I binge watch another late-night TV show: Come. To. Me. As I start a text, complaining to a friend about my day: Delete that; don’t complain to her, come to Me. As I link over to Amazon Prime for a little retail therapy: Come to Me, I’m a Wonderful Counselor. As I run in to Starbucks for something sweet: My words are sweet as honey. Come to me. As I turn to comfort food: Come to Me, I’m the Great Comforter.

bulk n. 1 [mass noun] the mass or size of something large: residents jump up and down on their rubbish to reduce its bulk. large size or shape: he moved quickly in spite of his bulk. [count noun] a large mass or shape. [as modifier] large in quantity: bulk orders of over 100 copies. roughage in food: potatoes supply energy, essential protein, and bulk. cargo in an unpackaged mass such as grain or oil. [PRINTING] the thickness of paper or a book. 2 (the bulk of) the greater part of something: the bulk of the traffic had passed. v. [with obj.] 1 treat (a product) so that its quantity appears greater than it is: traders were bulking up their flour with chalk. [no obj.] (bulk up) build up flesh and muscle, typically in training for sporting events. 2 combine (shares or commodities for sale): your shares will be bulked with others and sold at the best prices available. bulk large be or seem to be of great importance: territorial questions bulked large in diplomatic relations. in bulk 1 (of goods) in large quantities and generally at a reduced price: retail multiples buy in bulk. 2 (of a cargo or commodity) not packaged; loose. Middle English: the senses ‘cargo as a whole’ and ‘heap, large quantity’ (the earliest recorded) are probably from Old Norse búlki ‘cargo’; other senses arose perhaps by alteration of obsolete bouk ‘belly, body’. bulk buying

The Californians are an idle, thriftless people, and can make nothing for themselves. The country abounds in grapes, yet they buy, at a great price, bad wine made in Boston and brought round by us, and retail it among themselves at a real (12 1/2 cents) by the small wineglass.

Early in life I have noticed that no event is ever correctly reported in a newspaper, but in Spain, for the first time, I saw newspaper reports which did not bear any relation to the facts, not even the relationship which is implied in an ordinary lie. I saw great battles reported where there had been no fighting, and complete silence where hundreds of men had been killed. I saw troops who had fought bravely denounced as cowards and traitors, and others who had never seen a shot fired hailed as heroes of imaginary victories; and I saw newspapers in London retailing these lies and eager intellectuals building emotional superstructures over events that never happened. I saw, in fact, history being written not in terms of what happened but of what ought to have happened according to various 'party lines'.

Schmidt started 2012 with new, modern packaging for the deodorant, which was designed to set it apart from the competition. She looked beyond the direct-to-consumer sales channels and the natural and wellness retailers that her competitors used almost exclusively; in 2015, she expanded into traditional grocery stores and pharmacies, which allowed her to reach more customers and to enable greater access to healthy natural products. Her creativity, innovation, and hard work paid off. Schmidt earned appearances on Fox News and The Today Show; mentions on social media from celebrities and influencers; articles in national publications; and distribution on the shelves of Target and Walmart. Though it was bittersweet, Jaime realized that a larger company with more resources could bring her vision and mission to an even wider customer base, and she signed the deal with Unilever right before Christmas 2017. Reflecting on her journey, she says, “When I’m asked about what made Schmidt’s so successful, I often say that my customers were my business plan. It started when I listened to those at the farmer’s market, and it continued through each step of growth. Staying hyper-tuned-in to my customers always guided and served me.” Not sales. Not marketing. Customers, educating, and being educated.

Had a frothy venture capital sector not been so obsessed with the search for eccentric and visionary founders, WeWork might still occupy only a smattering of buildings in Brooklyn and lower Manhattan. If mutual funds hadn’t rushed into startups, WeWork might have never had the funds to start expanding to surf pools. If Saudi Arabia’s economy hadn’t fallen under the control of a new startup-loving prince desperate to diversify its oil wealth, Masayoshi Son might never have written Neumann a check. If bankers hadn’t been so focused on the prestige and fees from leading a big IPO, perhaps sober advice could have prevailed before a major public embarrassment. When all the forces worked together, people thought as a herd. Optimism supplanted critical thinking. Smart minds were bent so that a real estate company looked like a software company. It was the same effect that allowed mattress companies to look like tech companies. Ride-hailing firms weren’t just glorified taxi services, but were meant to compete with established retail giants. When everyone stood to get rich, everything had infinite potential.

There is no such thing as constant growth, nor is there any rule that says high-speed growth is necessarily a great strategy when building a company to last. Where a finite-minded leader sees fast growth as the goal, an infinite-minded leader views growth as an adjustable variable. Sometimes it is important to strategically slow the rate of growth to help ensure the security of the long-term or simply to make sure the organization is properly equipped to withstand the additional pressures that come with high-speed growth. A fast-growing retail operation, for example, may choose to slow the store expansion schedule in order to put more resources into training and development of staff and store managers.

Ideally, pursue all three ways of varying the market, with the target customers in mind: ★ increasing the benefits that really matter to the target market; ★ creating new benefits that will appeal strongly to the target market; and ★ subtracting benefits that are unimportant to the target market. Betfair ★ dramatically increased value for money in the betting market; ★ provided the new benefits of being able to bet against outcomes, being able to trade bets and guaranteeing that winning accounts would not be closed; and ★ subtracted the ability to bet in retail premises or at the track, or to bet and collect winnings in cash. Betfair’s target market is big gamblers: professionals and serious enthusiasts. The change in profile between what betting exchanges offered and what the main market offered was ideally suited to the target market. ★ Getting great value is essential if a gambler is to win. It is very difficult to win if the bookmaker takes out 20 per cent on each event. If a betting exchange takes out only 1 per cent, a serious gambler has to be only slightly more than 1 per cent more accurate than the market and he will win. ★ It is much easier to bet against an outcome and win than it is to specify the winner. (If there are eight horses in a race and the gambler has a strong view against the favourite, he can back against that horse without knowing which of the other seven will win.) Big gamblers are much more likely to bet against events than small gamblers. Big gamblers are also skilful in trading bets, which can be a risk-free way of making money. Finally, big gamblers are the only people whose accounts are regularly closed down by bookmakers. ★ Big gamblers do not frequent off-track betting shops and are more than happy to bet online and by phone, and to receive payment by bank transfer.

We fundamentally changed the point of view of the business from customer-oriented to buyer-oriented. I put our buyers in charge of the company. From 1958 through 1976, we tried to carry what the customers asked for, given the limits of our small stores and other operational parameters. Each store manager had great latitude in what was carried and from what supplier it was ordered. There was very little central distribution except for Trader Joe’s labeled California wines or imports. Each store probably had access to ten thousand stock keeping units (SKUs), of which about three thousand were actually stocked in any given week. By the time I left in 1989, we were down to a band of 1,100 to 1,500 SKUs, all of which were delivered through a central distribution system. The managers no longer had any buying discretion and there were no “DSDs,” or direct store deliveries. And along the way not only did we drop a lot of products that our customers would have liked us to sell, even at not-outstanding prices, but we stopped cashing checks in excess of the amount of purchase, we stopped all full-case discounts, and we persistently shortened the hours. We violated every received-wisdom of retailing except one: we delivered great value, which is where most retailers fail.

Corstorphine Security Systems can provide you with top quality security equipment to keep your home, business or other premises safe from unwanted visitors. We take great pride in offering you a comprehensive range of services which includes installations, servicing, maintenance and repairs. This outstanding after care service is what keeps our customers returning to us year after year. Whether you require a burglar alarm for your home, CCTV for your retail unit or an access control system for your nursery or day care centre, we can help.

Prestige Great Acres is a private improvement adventure by Prestige Group based on Sarjapur Road, one of Bangalore's quickest developing regions. Built on an enormous land reason of 108 sections of land, Prestige City ace arranged with raised lodging blocks containing flawlessly made loft units and upscale offices and conveniences. Glory development's blended improvement will have lofts, manors, plots, and retail space.

Of course my handling of the crisis only made it worse. Angry, hurt, I often reacted with self-righteousness, petulance, anger. On some level I knew my reaction was toxic, counterproductive, but I couldn't stop myself. It's just not easy to remain even-keeled when you wake up one day, thinking you're creating jobs and helping poor countries modernize and enabling athletes to achieve greatness, only to find yourself being burned in effigy outside the flagship retail store in your own hometown.

there was a great big open trash bin out behind that store, and at night, after both stores were closed, John and Larry would go over to Gibson’s and get down in their trash and check as many prices as they could find.” I guess we had very little capacity for embarrassment back in those days. We paid absolutely no attention whatsoever to the way things were supposed to be done, you know, the way the rules of retail said it had to be done.

3. Living in a cocoon Specialist analysts operate in a cocoon, in which they are overexposed to company management and peer analysts and underexposed to what is going on in the rest of the world. Herding instincts may tend to reinforce similar opinions among peer analysts. Their thinking starts to reflect what Daniel Kahneman calls the “insider view.” In the case of Ahold, the specialist retail analysts spent a great deal of time comparing the company’s performance, on a range of measures, with US peers such as Albertson’s and Kroger. As global investors, however, we find it more useful to compare the returns of a company in a particular industry with those in other industries and countries. A specialist analyst couldn’t say whether Ahold was a good investment relative to, say, a Scandinavian paper company or a Thai cement plant.

LifeWay Christian Stores, once the nation’s largest Christian retail chain and an affiliate of the Southern Baptist Convention, has wielded that power overtly. When Rachel Held Evans and Jen Hatmaker ran afoul of conservative orthodoxies related to sexuality and gender, LifeWay stopped carrying their books. It did, however, stock Todd Starnes’s The Deplorables’ Guide to Making America Great Again (“ Winning was just the beginning . . . change may start at the White House, but it finishes at your house”) and R. C. Sproul and Abdul Saleeb’s The Dark Side of Islam. The products Christians consume shape the faith they inhabit. Today, what it means to be a “conservative evangelical” is as much about culture as it is about theology.

Amidst superabundance, even we in rich countries live in an omnipresent anxiety, craving "financial security" as we try to keep scarcity at bay. We make choices (even those having nothing to do with money) according to what we can "afford," and we commonly associate freedom with wealth. But when we pursue it, we find that the paradise of financial freedom is a mirage, receding as we approach it, and that the chase itself enslaves. The anxiety is always there, the scarcity always just one disaster away. We call that chase greed. Truly, it is a response to the perception of scarcity. Let me offer one more kind of evidence, for now meant to be suggestive rather than conclusive, for the artificiality or illusory nature of the scarcity we experience. Economics, it says on page one of textbooks, is the study of human behavior under conditions of scarcity. The expansion of the economic realm is therefore the expansion of scarcity, its incursion into areas of life once characterized by abundance. Economic behavior, particularly the exchange of money for goods, extends today into realms that were never before the subject of money exchanges. Take, for example, one of the great retail growth categories in the last decade: bottled water. If one thing is abundant on earth to the point of near-ubiquity, it is water, yet today it has become scarce, something we pay for. Child care has been another area of high economic growth in my lifetime. When I was young, it was nothing for friends or neighbors to watch each other's kids for a few hours after school, a vestige of village or tribal times when children ran free. My ex-wife Patsy speaks movingly of her childhood in rural Taiwan, where children could and did show up at any neighbor's house around dinner time to be given a bowl of rice. The community took care of the children. In other words, child care was abundant; it would have been impossible to open an after-school day care center. For something to become an object of commerce, it must be made scarce first. As the economy grows, by definition, more and more of human activity enters the realm of money, the realm of goods and services. Usually we associate economic growth with an increase in wealth, but we can also see it as impoverishment, an increase in scarcity. Things we once never dreamed of paying for, we must pay for today. Pay for using what? Using money, of course — money that we struggle and sacrifice to obtain. If one thing is scarce, it is surely money. Most people I know live in constant low-level (sometimes high-level) anxiety for fear of not having enough of it. And as the anxiety of the wealthy confirms, no amount is ever enough.

Do you remember the great “showrooming” scare? Retailers used to be terrified of people coming into their stores, browsing around, then buying cheaper versions from competitors online. After a little market research, of course, they found out that the opposite was true—more people research online first, then head to stores to try out products before they buy them.

Ignore “Google” As one of the best known companies in the world and because it’s often cited as a pioneer in adopting OKRs, Google is always held as a benchmark in content and methodology for OKRs. Our suggestion is that you ignore any reference to Google in implementing your OKRs. First of all, things that work for Google might not necessarily work for your company. Second, our empirical research with more than 20 Google employees has shown that there’s no homogeneous format for OKRs within the company, or between departments (e.g., how sales or product treats the subject) or across geographies (e.g., how Brazil, the US, and Europe address the issue). We’ve even found that four of those people that dind’t even know what OKRs were, and many who used OKRs as a high-level task list, which it’s NOT. Some official Google resources on OKRs, such as their human resources website, re:Work, explain the methodology simplistically and give out terrible OKR examples (one suggested Objective is “Eat 5 Pies”). Finally, don’t learn about management from companies that don’t really need to be well-managed. Google is a money minting machine because of its Adwords advertising business, and it really doesn’t matter if it has a strategy or not, or how well it executes it: Cash will keep pouring in. For execution lessons, look at tougher businesses, like retail and manufacturing. That’s where management really can make or break a company.

Okay, a couple more: I happen to believe that economic success lies in the hands of SMEs, small and medium-sized enterprises. Four books I give away on SMEs are: George Whalin’s Retail Superstars: Inside the Twenty-five Best Independent Stores in America (Favorite line: “Be the best, it’s the only market that’s not crowded.”), Bo Burlingham’s Small Giants: Companies That Choose to Be Great Instead of Big, Bill Taylor’s Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways, and Hermann Simon’s Hidden Champions of the Twenty-first Century: The Success Strategies of Unknown World Market Leaders. I love giving books away! I bet,

By 2008, storm clouds were gathering over Microsoft. PC shipments, the financial lifeblood of Microsoft, had leveled off. Meanwhile sales of Apple and Google smartphones and tablets were on the rise, producing growing revenues from search and online advertising that Microsoft hadn’t matched. Meanwhile, Amazon had quietly launched Amazon Web Services (AWS), establishing itself for years to come as a leader in the lucrative, rapidly growing cloud services business. The logic behind the advent of the cloud was simple and compelling. The PC Revolution of the 1980s, led by Microsoft, Intel, Apple, and others, had made computing accessible to homes and offices around the world. The 1990s had ushered in the client/server era to meet the needs of millions of users who wanted to share data over networks rather than on floppy disks. But the cost of maintaining servers in an ever-growing sea of data—and the advent of businesses like Amazon, Office 365, Google, and Facebook—simply outpaced the ability for servers to keep up. The emergence of cloud services fundamentally shifted the economics of computing. It standardized and pooled computing resources and automated maintenance tasks once done manually. It allowed for elastic scaling up or down on a self-service, pay-as-you-go basis. Cloud providers invested in enormous data ​centers around the world and then rented them out at a lower cost per user. This was the Cloud Revolution. Amazon was one of the first to cash in with AWS. They figured out early on that the same cloud infrastructure they used to sell books, movies, and other retail items could be rented, like a time-share, to other businesses and startups at a much lower price than it would take for each company to build its own cloud. By June 2008, Amazon already had 180,000 developers building applications and services for their cloud platform. Microsoft did not yet have a commercially viable cloud platform. All of this spelled trouble for Microsoft. Even before the Great Recession of 2008, our stock had begun a downward slide. In a long-planned move, Bill Gates left the company that year to focus on the Bill & Melinda Gates Foundation. But others were leaving, too. Among them, Kevin Johnson, president of the Windows and online services business, announced he would leave to become CEO of Juniper Networks. In their letter to shareholders that year, Bill and Steve Ballmer noted that Ray Ozzie, creator of Lotus Notes, had been named the company’s new Chief Software Architect (Bill’s old title), reflecting the fact that a new generation of leaders was stepping up in areas like online advertising and search. There was no mention of the cloud in that year’s shareholder letter, but, to his credit, Steve had a game plan and a wider view of the playing field.

In a country of thirty-two million households, A&P served five million customers a day. In 1929, it became, as John had predicted, the first retailer anywhere to sell $1 billion of merchandise in a single year.28

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

between users and manufacturers is that users tend to develop innovations that are functionally novel, requiring a great deal of user-need information and use-context information for their development. In contrast, manufacturers tend to develop innovations that are improvements on well-known needs and that require a rich understanding of solution information for their development. For example, firms that use inventory-management systems, such as retailers, tend to be the developers of new approaches

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cotton growers, siphoning from the Ogallala, get three billion dollars a year in taxpayer money for fiber that is shipped to China, where it is used to make cheap clothing sold back to American chain retail stores like Wal-Mart.

The Benefits of Furniture 3D Rendering for Custom Designs Benefits of Furniture 3D Rendering for Custom Designs Customers crave personalization, especially when it comes to furniture. Imagine this: You’re shopping for a dining table, but none of the options fit your space or style perfectly. Wouldn’t it be great if you could tweak the design, change the color, or adjust the dimensions to suit your preferences? This is where 3D rendering for custom furniture designs comes in, revolutionizing the industry and making personalization a breeze. From offering lifelike visuals to streamlining the design process, 3D product rendering services have become a game-changer for furniture retailers, manufacturers, and customers alike. Let’s dive into how 3D furniture design, 3D product visualization, and 3D furniture models are reshaping the furniture customization experience. What is Furniture 3D Rendering? First, let’s clarify what we mean by furniture 3D rendering. In simple terms, it’s a technology that creates realistic, computer-generated images of furniture designs. These designs can range from simple chairs to complex modular systems. What makes it special? The ability to customize every detail and visualize the final product with stunning accuracy. Unlike traditional sketches or 2D drawings, 3D furniture models allow you to see how a piece will look from every angle, in various materials and finishes, even before it’s built. Why is 3D Rendering Essential for Custom Designs? Custom furniture design often comes with challenges: meeting customer expectations, managing production costs, and ensuring flawless execution. Here’s how 3D product rendering services solve these issues: 1. Bringing Ideas to Life Describing it in words or rough sketches can lead to miscommunication. With 3D product visualization, designers can translate these ideas into realistic models, making it easier for customers to see their vision come to life. Imagine being able to adjust the size, color, or material of a couch and instantly viewing the changes on-screen. This level of interactivity makes the design process exciting and collaborative. 2. Eliminating Guesswork One of the biggest pain points in custom furniture design is uncertainty. Customers often worry: “Will this color match my living room?” “Will the table fit in my dining area?” 3D furniture design removes this uncertainty by providing photorealistic visuals. Some services even allow customers to use augmented reality (AR) to virtually place the furniture in their space, ensuring it’s the perfect fit. 3. Reducing Costs and Errors In traditional furniture customization, errors during production can be costly. A miscalculation in dimensions or a misunderstanding about the design can lead to wasted materials and delayed timelines. By using 3D furniture models, manufacturers can catch potential issues early. How 3D Product Visualization Enhances Custom Furniture Experiences Customization isn’t just about making changes; it’s about making the process enjoyable and rewarding for customers. Here are some ways 3D product visualization elevates the experience: Interactive Customization Through interactive 3D tools, customers can mix and match materials, try different finishes, and even adjust design elements like armrests or leg styles. This hands-on approach makes them feel more connected to the product, increasing satisfaction and loyalty. Speeding Up Decision-Making The ability to see real-time changes to designs helps customers make decisions faster. They no longer have to imagine how a walnut finish might look compared to oak—they can see it immediately. Showcasing Versatility For businesses, 3D furniture models are a fantastic way to showcase a single product’s versatility. For example, a modular sofa can be displayed in various configurations, sizes, and colors, all without the need for multiple physical prototypes.

Early in life I have noticed that no event is ever correctly reported in a newspaper, but in Spain, for the first time, I saw newspaper reports which did not bear any relation to the facts, not even the relationship which is implied in an ordinary lie. I saw great battles reported where there had been no fighting, and complete silence where hundreds of men had been killed. I saw troops who had fought bravely denounced as cowards and traitors, and others who had never seen a shot fired hailed as heroes of imaginary victories; and I saw newspapers in London retailing these lies and eager intellectuals building emotional superstructures over events that never happened. I saw, in fact, history being written not in terms of what happened but of what ought to have happened according to various party lines.

Angela Liberatore said, Web development is a career path that can speak to experts inspired by innovation and the web. Assuming you appreciate utilizing PCs and computerized apparatuses to assemble and keep up with sites, think about seeking after this vocation way. Finding out about the likely advantages of turning into a web engineer and how to become one can set you up for a compensating vocation experience. There is a tremendous interest for web developers in the present market. Web developers have the adaptability to work from anyplace they need. While there are positively various specialized topics in website architecture, the central matter is that most web-related positions are viewed as great vocations with added advantages and advantages and the chance of development. Functioning as a web developer includes a few obligations, including ceaseless learning, critical thinking, and decisive idea. This field is continually advancing because of headways in web development. This implies web and programming developers need to work resolutely to keep awake to-date with the latest coding dialects and market patterns to guarantee they are applicable over the long run in their professions in web development. There is no indication of a slowdown in demand. The developing prominence of online web-based business shopping is anticipated to extend more rapidly than the retail area – and the steadily developing dependence on portable hunts will just bring about a more noteworthy interest for profoundly gifted web and programming engineers. Reasons to Begin Your Web Development Career Journey today: Web Developers Are In-Demand Today, the web-based experience is crucial for the outcome of each and every business and association. Without a web engineer, organizations are left utilizing simplified website designers like Squarespace or a WordPress layout. While these could get the job done for certain organizations, a lot more depend in a web designer or group of engineers to convey the extraordinary, drawing in, and very much planned encounters shoppers anticipate today. This is one explanation the Agency of Work Measurements (BLS) gauges that the web advancement industry is supposed to become 23% by 2031 a lot quicker than the normal. Web Developers Earn a Great Living Do web developers get compensated well? the response is yes. However remuneration depends on experience like each and every other industry, the typical web designer $79,476 per year as per Glassdoor. This is around $30 60 minutes, altogether higher than the Indiana statewide normal time-based compensation of $17.54 each hour. Getting into Web development is one way for Hoosiers to make around twofold the normal compensation without fundamentally expecting to acquire a postgraduate education. Work adaptability/flexibility Working in any web advancement job offers you significant work adaptability. Inside an association, you have the adaptability to work cooperatively with a group or freely. You can fill in as a remote web engineer, in an office, or from home. Beside work environment adaptability, you can likewise settle on the ventures you mean to zero in on as you acquire field insight. In the event that you investigate outsourcing open doors as a web designer, you can have adaptable work hours as you settle on the undertakings and clients to acknowledge. You may likewise choose to subcontract explicit errands in an undertaking if essential. Problem-solving opportunities A web developers job includes tracking down various ways to deal with circumstances and settling on the most suitable activity. Filling in as a web engineer can assist you with creating decisive reasoning skills, as you frequently resolve true difficulties with tasks and fix code messes with routinely. Beside critical thinking, the programming abilities you gain as a web engineer are likewise transferrable abilities that can help you in numerous different jobs.