Industry Analysis Quotes

Whether your business sells Reiki healings or Jeans, Custom Pottery or YouTube Meditations, Computer Software or Construction materials…. Business fundamentals remain business fundamentals… Create value, communicate value, sell value.

Men have been adjudicating on what women are, and how they should behave, for millennia through the institutions of social control such as religion, the medical profession, psychoanalysis, the sex industry. Feminists have fought to remove the definition of what a woman is from these masculine institutions and develop their own understandings.

The mood-tracking technologies, sentiment analysis algorithms and stress-busting meditation techniques are put to work in the service of certain political and economic interests.

The point of industry analysis is not to declare the industry attractive or unattractive but to understand the underpinnings of competition and the root causes of profitability. P.29

Another key strategic concept deriving from competitor analysis is creating a situation of mixed motives or conflicting goals for competitors. This strategy involves finding moves for which retaliation, though effective, would hurt the competitor’s broader position. For example, as IBM responds to the threat of the minicomputer with its own minicomputer, it may hasten the decline in growth of its large computers and accelerate the changeover to minicomputers. Placing competitors in a situation of conflicting goals can be a very effective strategic approach for attacking established firms that have been successful in their markets. Small firms and newly entered firms often have very little legacy in the existing strategies in the industry and can reap great rewards from finding strategies that penalize competitors for their stake in these existing strategies.

Perhaps I was mad, as I thought at moments; perhaps I was not like other men? But I was able to do the same things the others did; with a little effort and industry I could read Plato, was able to solve problems in trigonometry or follow a chemical analysis. These was only one thing I could not do: wrest the dark secret goal from myself and keep it before me as others did who knew exactly what they wanted to be- professors, lawyers, doctors, artists, however long this would take them and whatever difficulties and advantages this decision would bear in its wake. This I could not do. Perhaps I would become something similar but how was I to know? Perhaps I would have to continue my search for years on end and would not become anything, and would not reach a goal. Perhaps I would reach this goal but it would turn out to be an evil, dangerous, horrible one?

Wherever Europeans or the descendants of European emigrants live, we see Socialism at work to-day; and in Asia it is the banner round which the antagonists of European civilization gather. If the intellectual dominance of Socialism remains unshaken, then in a short time the whole co-operative system of culture which Europe has built up during thousands of years will be shattered. For a socialist order of society is unrealizable. All efforts to realize Socialism lead only to the destruction of society. Factories, mines, and railways will come to a standstill, towns will be deserted. The population of the industrial territories will die out or migrate elsewhere. The farmer will return to the self-sufficiency of the closed, domestic economy. Without private ownership in the means of production there is, in the long run, no production other than a hand-to-mouth production for one's own needs.

An analysis in Bangladesh confirmed that the women who worked in the garment industry (as my grandparents did in 1930s Canada) enjoyed rising wages, later marriage, and fewer and better-educated children.46 Over the course of a generation, slums, barrios, and favelas can morph into suburbs, and the working class can become middle class.47 To appreciate the long-term benefits of industrialization one does not have to accept its cruelties.

The term bellwether refers to the practice of placing a bell around the neck of a castrated ram (a wether) leading his flock of sheep. While out of sight, the sound of the bell is a directive on the whereabouts of the flock. When earning season begins, the bellwether stock is that of the largest (typically industrial) companies who report their earnings. Analysts look to these reports as an indication of how subsequent reports will come in under or over expectations.

Unlike most academics, Warren showed a gift for translating financial analysis into stories that ordinary folks could understand. In the intervening years, she had emerged as one of the financial industry’s most effective critics, prompting Harry Reid to appoint her as chair of the congressional panel overseeing TARP.

The employee differs from a slave in the fact that he is free to change his job if he can, and in his right to spend his non-working hours as he pleases. The analogy that I wish to bring out is in relation to government. Tyrannies, oligarchies, and democracies differed in their relations to free men; in relation to slaves, they were all alike. Similarly in a capitalist industrial enterprise the power may be divided among investors monarchically, oligarchically, or democratically, but employees, unless they are investors, have no share in it whatever, and are thought to have as little claim as slaves were thought to have in antiquity.

In autumn 1937, the New York Times delivered its analysis of the economy’s downturn: “The cause is attributed by some to taxation and alleged federal curbs on industry; by others, to the demoralization of production caused by strikes.” Both the taxes and the strikes were the result of Roosevelt policy; the strikes had been made possible by the Wagner Act the year before. As scholars have long noted, the high wages generated by New Deal legislation helped those workers who earned them. But the inflexibility of those wages also prevented companies from hiring additional workers. Hence the persistent shortage of jobs in the latter part of the 1930s.

This discourse of human rights, it's a very good format for TV--the great atrocity analysis and condemnation industry. Who comes out smelling sweet in the atrocity analysis? States have invested themselves with the right to legitimise violence--so who gets criminalised and delegitimised? The resistance. ... Human rights take the history out of justice. ... The idea of justice--even just dreaming of justice--is revolutionary. The language of human rights tends to accept a status quo that is intrinsically unjust--and then tries to make it more accountable. But then, of course, the catch-22 is that violating human rights is integral to the project of neoliberalism and global hegemony.

A government of the rich prevailed in all the free cities of the Middle Ages, and survived in Venice until Napoleon extinguished it. Such governments have been, on the whole, more enlightened and astute than any others known to history. Venice, in particular, steered a prudent course through centuries of complicated intrigue, and had a diplomatic service far more efficient than that of any other State. Money made in commerce is made by cleverness which is not dictatorial, and this characteristic is displayed by governments composed of successful merchants. The modern industrial magnate is a totally different type, partly because he deals largely with the technical manipulation of materials, partly because his dealings with human beings are preponderantly with an army of employees rather than with equals who must be persuaded, not coerced.

Perhaps I was mad, as I thought at moments; perhaps I was not like other men? But I was able to do the same things the others did; with little effort and industry I could read Plato, was able to solve problems in trigonometry or follow a chemical analysis. There was only one thing I could not do: wrest the dark secret goal from myself and keep it before me as others did who knew exactly what they wanted to be--professors, lawyers, doctors, artists, however long this would take them and whatever difficulties and advantages this decision would bear in its wake. This I could not do. Perhaps I would become something similar, but how was I to know? Perhaps I would have to continue my search for years on end and would not become anything, and would not reach a goal. Perhaps I would reach this goal but it would turn out to be an evil, dangerous, horrible one?

With a little industry and application, anyone who is willing to extricate himself from the system of shared ideology and propaganda will readily see through the modes of distortion developed by substantial segments of the intelligentsia. Everybody is capable of doing that. If such analysis is often carried out poorly, that is because, quite commonly, social and political analysis is produced to defend special interests rather than to account for the actual events.

In talks I was doing on racial justice, I began talking about the United States’ three racialized holocausts: the large-scale death and destruction of cultures that resulted from the genocide of indigenous people on which the country was founded; the African slave trade that was central to the country’s emergence as an industrial power; and the post-WWII assault on the developing world that secured the country’s dominance in the contemporary world. Millions died in these projects, in which hideous levels of violence to expand one group’s wealth and power were justified, overtly or covertly, by the alleged racial superiority of whites. Some people were turned off, objecting that my language was too strong, but many more found the bluntness refreshing and told me the framework was helpful. These experiences taught me that watering down analysis and language to reach the largest possible audience often backfired—people who disagree aren’t persuaded, and those looking for a compelling argument tend to drift away.

What we see in the period 1870–1914 is at best a stabilization of inequality at an extremely high level, and in certain respects an endless inegalitarian spiral, marked in particular by increasing concentration of wealth. It is quite difficult to say where this trajectory would have led without the major economic and political shocks initiated by the war. With the aid of historical analysis and a little perspective, we can now see those shocks as the only forces since the Industrial Revolution powerful enough to reduce inequality.

Take Avastin, the world’s best-selling cancer medicine, with sales of $6 billion in 2010. It is used for the treatment of advanced cancers of the colon, breast, lung, and kidney, among others. An analysis of sixteen trials with more than ten thousand people showed that when Avastin was added to chemotherapy, more people died than when receiving chemotherapy alone.35 Thus, not only did the drug fail to prolong lives of hopeful patients for a few weeks or months, it in fact shortened them. Given the huge amount of money at stake for the pharmaceutical industry (Avastin treatment

This “demoiselle” was the type of a woman who is never to be met with except in Paris. She is made in Paris, like the mud, like the pavement, like the water of the Seine, such as it becomes in Paris before human industry filters it ten times ere it enters the cut-glass decanters and sparkles pure and bright from the filth it has been. She is therefore a being who is truly original. Depicted scores of times by the painter’s brush, the pencil of the caricaturist, the charcoal of the etcher, she still escapes analysis, because she cannot be caught and rendered in all her moods, like Nature, like this fantastic Paris itself.

A “class analysis” does not necessarily begin and end with Marx’s nineteenth-century version, a version I regard as grossly inaccurate. The class struggle, moreover, does not begin and end at the point of production. It may emerge from the poverty of the unemployed and unemployables, many of whom have never done a day’s work in industry; it may emerge from a new sense of possibility that slowly pervades society—the tension between “what is” and “what could be”—which percolates through virtually all traditional classes; it may emerge from the cultural and physical decomposition of the traditional class structure on which the social stability of capitalism was based.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

Perhaps 80 percent of enslaved children were born to two-parent families—though the mother and father might live on different plantations—but in extant slave-traders’ records of those sold, according to Michael Tadman’s analysis, “complete nuclear families were almost totally absent.” About a quarter of those trafficked southward were children between eight and fifteen, purchased away from their families. The majority of coffle prisoners were male: boys who would never again see their mothers, men who would never again see wives and children. But there were women and girls in the coffles, too—exposed, as were enslaved women everywhere, to the possibility of sexual violation from their captors. The only age bracket in which females outnumbered males in the trade was twelve to fifteen, when they were as able as the boys to do field labor, and could also bear children.

1. Purposeful, systematic innovation begins with the analysis of the opportunities. It begins with thinking through what I have called the sources of innovative opportunities. In different areas, different sources will have different importance at different times. Demographics, for instance, may be of very little concern to innovators in fundamental industrial processes, to someone looking, say, for the ‘missing link’ in a process such as papermaking, where there is a clear incongruity between economic realities. New knowledge, by the same token, may be of very little relevance to someone innovating a new social instrument to satisfy a need created by changing demographics. But all the sources of innovative opportunity should be systematically analysed and systematically studied. It is not enough to be alerted to them. The search has to be organized, and must be done on a regular, systematic basis.

If we look at the way an industrial producer creates new products, we see a long list of trials and errors and eventually improvement in quality at a lower cost. Urban policies and strategies, by contrast, often do not follow this logic; they are often repeated even when it is well known that they failed. For instance, policies like rent control, greenbelts, new light rail transports, among others, are constantly repeated in spite of a near consensus on their failure to achieve their objectives. A quantitative evaluation of the failure of these policies is usually well documented through special reports or academic papers; it is seldom produced internally by cities, however, and the information does not seem to reach urban decision makers. Only a systematic analysis of data through indicators allows urban policies to be improved over time and failing policies to be abandoned. But as Angus Deaton wrote: 'without data, anyone who does anything is free to claim success.

Jacques Ellul has a word for this instrumentalizing attitude: technique. His analysis helps us to appreciate just how deep and wide the n-shaped dynamic runs in our society. He defines technique as “the totality of methods rationally arrived at and having absolute efficiency in every field of human activity.”14 It is “never anything but a collection of means and the search for the most efficient means” in any given situation,15 with its origin in Cain’s city-building and Lamech’s polygamy.16 Up until the eighteenth century, Ellul argues, technique was largely absent from all areas of society apart from the mechanical, but in the industrial revolution, technical progress suddenly exploded and began to reconfigure every area of life, from industrial production through politics to the family. The result is that today technique is not a thing out there in the world; it is how we do everything we do in the world: “The Third World, Europe, militarization, etc., are all political matters. Inflation, exchange rates, standards of living, and growth are all economic matters. Yet technique has a part in all of them. It is like a key, like a substance underlying all problems and situations. It is ultimately the decisive factor.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

But I believe that the Industrial Revolution, including developments leading to this revolution, barely capture what was unique about Western culture. While other cultures were unique in their own customs, languages, beliefs, and historical experiences, the West was uniquely exceptional in exhibiting in a continuous way the greatest degree of creativity, novelty, and expansionary dynamics. I trace the uniqueness of the West back to the aristocratic warlike culture of Indo-European speakers as early as the 4th millennium BC. Their aristocratic libertarian culture was already unique and quite innovative in initiating the most mobile way of life in prehistoric times, starting with the domestication and riding of horses and the invention of chariot warfare. So were the ancient Greeks in their discovery of logos and its link with the order of the world, dialectical reason, the invention of prose, tragedy, citizen politics, and face-to-face infantry battle. The Roman creation of a secular system of republican governance anchored on autonomous principles of judicial reasoning was in and of itself unique. The incessant wars and conquests of the Roman legions, together with their many military innovations and engineering skills, were one of the most vital illustrations of spatial expansionism in history. The fusion of Christianity and the Greco-Roman intellectual and administrative heritage, coupled with the cultivation of Catholicism (the first rational theology in history), was a unique phenomenon. The medieval invention of universities — in which a secular education could flourish and even articles of faith were open to criticism and rational analysis, in an effort to arrive at the truth — was exceptional. The list of epoch-making transformation in Europe is endless: the Renaissance, the Age of Discovery, the Scientific Revolution(s), the Military Revolution(s), the Cartographic Revolution, the Spanish Golden Age, the Printing Revolution, the Enlightenment, the Romantic Era, the German Philosophical Revolutions from Kant to Hegel to Nietzsche to Heidegger.

The houses were left vacant on the land and the land was vacant because of this. Only the tractor sheds of corrugated iron, silver and gleaming were alive, and they were alive with metal and gasoline and oil, discs of the plows shining. The tractors had lights shining, for there is no day and night for a tractor, and the discs turn the earth in the darkness and they glitter in the daylight. And when a horse stops work and goes into the barn, there is a life and vitality left. There is a breathing and a warmth, and the feet shift on the straw, and the jaws champ on the hay, and the ears and the eyes are alive. There is a warmth of life in the barn and the heat and smell of life, but when the motor of a tractor stops it is as dead as the ore it came from. The heat goes out of it like the living heat that leaves a corpse. Then the corrugated iron doors are closed and the tractor man drives home to town, perhaps twenty miles away, and he need not come back for weeks or months, for the tractor is dead. And this is easy and efficient. So easy, that the wonder goes out of work. So efficient, that the wonder goes out of land, the working of it, and with the wonder, the deep understanding and the relation. And in the tractor man the grows the contempt that comes only to a stranger who has little understanding and no relation, for nitrates are not the land, nor phosphates, and the length of fiber in the cotton is not the land. Carbon is not a man, nor salt, water, nor calcium. He is all these, but he is much more, much more. And the land is so much more than its analysis. The man who is more than his chemistry walking on the earth, turning his plow point for a stone, dropping his handles to slide over an outcropping, kneeling in the earth to eat his lunch, that man who is more than his elements knows the land that is more than it's analysis. But the machine man, driving a dead tractor on land he does not know and love understands only chemistry, and he is contemptuous of the land and of himself. When the corrugated iron doors are shut he goes home, and his home is not the land.

the scientific rulers will provide one kind of education for ordinary men and women, and another for those who are to become holders of scientific power. Ordinary men and women will be expected to be docile, industrious, punctual, thoughtless, and contented. Of these qualities, probably contentment will be considered the most important. In order to produce it, all the researches of psycho-analysis, behaviourism, and biochemistry will be brought into play…. All the boys and girls will learn from an early age to be what is called “co-operative”, i.e., to do exactly what everybody is doing. Initiative will be discouraged in these children, and insubordination, without being punished, will be scientifically trained out of them…. Except for the one matter of loyalty to the world State and to their own order, members of the governing class will be encouraged to be adventurous and full of initiative. It will be recognized that it is their business to improve scientific technique, and to keep the manual workers contented by means of continual new amusements…. In normal cases, children of sufficient heredity will be admitted to the governing class from the moment of conception. I start with this moment rather than birth since it is from this moment and not merely the moment of birth that the treatment of the two classes will be different. If, however, by the time the child reaches the age of three it is fairly clear that he does not attain the required standard, he will be degraded at that point. [T]here would be a very strong tendency for the governing classes to become hereditary, and that after a few generations not many children would be moved from either class into the other. This is especially likely to be the case if embryological methods of improving the breed are applied to the governing class, but not to the others. In this way the gulf between the two classes as regards native intelligence will become continually wider and wider…. Assuming that both kinds of breeding are scientifically carried out, there will come to be an increasing divergence between the two types, making them in the end almost different species. (pp. 181–188, emphasis added)

SOME OF THE WOMEN YOU WILL MEET on these pages, you will already know. Some you’ll know by name, and others, including some of the very best, you may never have heard of. Frankly, some of these women have careers that deserve a book-length treatment all their own. I’m thinking, in particular, of Nathalie Baye, Sandrine Bonnaire, Isabelle Huppert, Agnès Jaoui, Sandrine Kiberlain, Valeria Bruni Tedeschi and Karin Viard. In any case, over the course of this book, you will come to know their best work and that of their colleagues. It is a striking thing, the sheer vastness of the working talent, a roster that includes but is hardly limited to names such as Isabelle Adjani, Fanny Ardant, Josiane Balasko, Emmanuelle Béart, Leïla Bekhti, Monica Bellucci, Juliette Binoche, Élodie Bouchez, Isabelle Carré, Amira Casar, Marion Cotillard, Marie-Josée Croze, Emmanuelle Devos, Marina Foïs, Sara Forestier, Cécile de France, Catherine Frot, Charlotte Gainsbourg, Julie Gayet, Marie Gillain, Marina Hands, Mélanie Laurent, Virginie Ledoyen, Valérie Lemercier, Sophie Marceau, Chiara Mastroianni, Anna Mouglalis, Géraldine Pailhas, Charlotte Rampling, Natacha Régnier, Brigitte Roüan, Ludivine Sagnier, Emmanuelle Seigner, Mathilde Seigner, Audrey Tautou, Sylvie Testud, Kristin Scott Thomas and Elsa Zylberstein. Some of these women are renowned for their beauty (Béart, Bellucci, Binoche, Marceau). But many others are beautiful in ways that elude analysis. They are warm or electric or magnetic or so idiosyncratic that your eyes immediately go to them. They are beautiful like the actresses of an earlier Hollywood generation, like Barbara Stanwyck, Claudette Colbert or Olivia de Havilland. In the 1930s, Busby Berkeley’s chorus lines were filled with women who were prettier, and yet these ladies became objects of cinematic fantasy. Obviously, they had some requisite base level of good looks, but what pushed them into the realm of beauty was something else, something inside them, something to do with their essential being. And yet . . . what happens if a culture or an industry isn’t interested in a woman’s essential being? Stanwyck and her exalted colleagues would have been nothing in such an environment, just as many American actresses today are going through entire careers without ever showing what’s inside of them.

This is not a hypothetical example. In the middle of the nineteenth century Karl Marx reached brilliant economic insights. Based on these insights he predicted an increasingly violent conflict between the proletariat and the capitalists, ending with the inevitable victory of the former and the collapse of the capitalist system. Marx was certain that the revolution would start in countries that spearheaded the Industrial Revolution – such as Britain, France and the USA – and spread to the rest of the world. Marx forgot that capitalists know how to read. At first only a handful of disciples took Marx seriously and read his writings. But as these socialist firebrands gained adherents and power, the capitalists became alarmed. They too perused Das Kapital, adopting many of the tools and insights of Marxist analysis. In the twentieth century everybody from street urchins to presidents embraced a Marxist approach to economics and history. Even diehard capitalists who vehemently resisted the Marxist prognosis still made use of the Marxist diagnosis. When the CIA analysed the situation in Vietnam or Chile in the 1960s, it divided society into classes. When Nixon or Thatcher looked at the globe, they asked themselves who controls the vital means of production. From 1989 to 1991 George Bush oversaw the demise of the Evil Empire of communism, only to be defeated in the 1992 elections by Bill Clinton. Clinton’s winning campaign strategy was summarised in the motto: ‘It’s the economy, stupid.’ Marx could not have said it better. As people adopted the Marxist diagnosis, they changed their behaviour accordingly. Capitalists in countries such as Britain and France strove to better the lot of the workers, strengthen their national consciousness and integrate them into the political system. Consequently when workers began voting in elections and Labour gained power in one country after another, the capitalists could still sleep soundly in their beds. As a result, Marx’s predictions came to naught. Communist revolutions never engulfed the leading industrial powers such as Britain, France and the USA, and the dictatorship of the proletariat was consigned to the dustbin of history. This is the paradox of historical knowledge. Knowledge that does not change behaviour is useless. But knowledge that changes behaviour quickly loses its relevance. The more data we have and the better we understand history, the faster history alters its course, and the faster our knowledge becomes outdated.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

The traditional units of strategic analysis—company and industry—have little explanatory power when it comes to analyzing how and why blue oceans are created. (..) The most appropriate unit of analysis for explaining the creation of blue oceans is the strategic move—the set of managerial actions and decisions involved in making a major market creating business offering.

At the café chain Pret A Manger, for example, regular customers noticed that, every now and then, they’d be given something for free with their order. One service expert wrote, of getting free coffee, “It has happened a few times over the last few years, too often for it to be a coincidence, yet so infrequent that it is unexpected. This makes me feel valued as a customer, puts a smile on my face and encourages me to visit again.” These “spontaneous” gifts are only half-spontaneous, as it turns out. Pret A Manger employees are allowed to give away a certain number of hot drinks and food items every week. Pret CEO Clive Schlee said of his staffers, “They will decide ‘I like the person on the bicycle’ or ‘I like the guy in the tie’ or ‘I fancy that girl or that boy.’ It means 28% of people have had something free.” Think on that. Almost a third of customers have gotten something free at least once. (Probably more than once, if they have dimples.) Other retail chains provide discounts or freebies to customers who use loyalty cards, of course, but Schlee told the Standard newspaper he rejected that approach: “We looked at loyalty cards but we didn’t want to spend all that money building up some complicated Clubcard-style analysis.” This is ingenious. Pret A Manger has restored the surprise and humanity to perks that, in a loyalty card scheme, would have been systematized. Note that the giveaways are satisfying for the staff as well as the customers. In an industry where rules tend to govern every employee behavior, it’s a relief for employees to be given some discretion: Hey, every week, give away some stuff to whomever you like. It broke the script for them, too. In the service business, a good surprise is one that delights employees as well as customers.

Civilization Number 184 was destroyed by the stacked gravitational attractions of a tri-solar syzygy. This civilization had advanced to the Scientific Revolution and the Industrial Revolution. In this civilization, Newton established nonrelativistic classical mechanics. At the same time, due to the invention of calculus and the Von Neumann architecture computer, the foundation was set for the quantitative mathematical analysis of the motion of three bodies. After a long time, life and civilization will begin once more, and progress through the unpredictable world of Three Body. We invite you to log on again.

20 percent of scientists in the U.S. Fish and Wildlife Service (USFWS) reported being directed to “inappropriately exclude or alter technical information” from scientific documents. In a survey of EPA scientists, 18 percent said they had experienced frequent or occasional edits during review of documents to “change the meaning of scientific findings.” One high-profile example investigated by the EPA’s Office of Inspector General involved the regulation of mercury emissions from coal-fired plants. In the process of preparing a proposed rule, EPA senior management instructed staffers to manipulate technical and scientific analysis in order to keep costs down for the electric utility industry.

The reasons for cooperatives’ success should be obvious by now, but they are worth reiterating: “The major basis for cooperative success…has been superior labor productivity. Studies comparing square-foot output have repeatedly shown higher physical volume of output per hour, and others…show higher quality of product and also economy of material use.”118 Hendrik Thomas concludes from an analysis of Mondragon that “Productivity and profitability are higher for cooperatives than for capitalist firms. It makes little difference whether the Mondragon group is compared with the largest 500 companies, or with small- or medium-scale industries; in both comparisons the Mondragon group is more productive and more profitable.”119 As we have seen, recent research has arrived at the same conclusions. It is a truism by now that worker participation tends to increase productivity and profitability. Research conducted by Henk Thomas and Chris Logan corroborates these conclusions. “A frequent but unfounded criticism,” they observe, “of self-managed firms is that workers prefer to enjoy a high take-home pay rather than to invest in their own enterprises. This has been proven invalid…in the Mondragon case… A comparison of gross investment figures shows that the cooperatives invest on average four times as much as private enterprises.” After a detailed analysis they also conclude that “there can be no doubt that the [Mondragon] cooperatives have been more profitable than capitalist enterprises.”120 Recent data indicate the same thing.121 One particularly successful company, Irizar, which was mentioned earlier, has been awarded prizes for being the most efficient company in its sector; in Spain it has ten competitors, but its market share is 40 percent. The same level of achievement is true of its subsidiaries, for instance in Mexico, where it had a 45 percent market share in 2005, six years after entering the market. An author comments that “the basis for this increased efficiency appears to be linked directly to the organization’s unique participatory and democratic management structure.”122 A major reason for all these successes is Mondragon’s federated structure: the group of cooperatives has its own supply of banking, education, and technical support services. The enormous funds of the central credit union, the Caja Laboral Popular, have likewise been crucial to Mondragon’s expansion. It proves that if cooperatives have access to credit they are perfectly capable of being far more successful than private enterprises.

Yet, if they repudiated the social dogmas of their time as artificial, abstract, and far removed from real life, their own approach to building the good society could hardly be called pragmatic or empirical. Visionary utopians, the anarchists paid scant attention to the practical needs of a rapidly changing world; they generally avoided careful analysis of social and economic conditions, nor were they able or even willing to come to terms with the inescapable realities of political power. For the religious and metaphysical gospels of the past, they substituted a vague messianism which satisfied their own chiliastic expectations; in place of complex ideologies, they offered simple action-slogans, catchwords of revolutionary violence, poetic images of the coming Golden Age. By and large, they seemed content to rely on "the revolutionary instincts of the masses" to sweep away the old order and "the creative spirit of the masses" to build the new society upon its ashes. "Through a Social Revolution to the Anarchist Future!" proclaimed a group of exiles in South America; the practical details of agriculture and industry "will be worked out afterwards" by the revolutionary masses. Such an attitude, though it sprang from a healthy skepticism towards the ideological "blueprints" and "scientific laws" of their Marxist adversaries, could be of little help in setting a course of action designed to revolutionize the world.

When I was a child, I just assumed that in order for a sailboat to go, say, east, the wind had to be blowing from the west to the east. I was amazed to learn that, no matter which way the wind blew, a sailboat could always get to where it wanted to go—if it had a skilled sailor at the helm. To me, the five forces are kind of like the wind, the direction that competition within an industry is moving. Strategy is about positioning the firm relative to the prevailing winds in a way to make sure that the firm gets to where it wants to go, no matter what direction the wind is blowing.” {...]. “In fact,” added Gordon, “some of the most successful firms in the world are successful precisely because they have figured how to use very unfavorable industry winds—high rivalry, high threat of entry, and so forth—to their advantage. Look at Walmart, Southwest Airlines, Nucor Steel, Toyota, Starbucks. These firms have played in some pretty unattractive industries—at least according to a five forces analysis—and still they have been successful.

When I was a child, I just assumed that in order for a sailboat to go, say, east, the wind had to be blowing from the west to the east. I was amazed to learn that, no matter which way the wind blew, a sailboat could always get to where it wanted to go—if it had a skilled sailor at the helm. To me, the five forces are kind of like the wind, the direction that competition within an industry is moving. Strategy is about positioning the firm relative to the prevailing winds in a way to make sure that the firm gets to where it wants to go, no matter what direction the wind is blowing.” [...]. “In fact,” added Gordon, “some of the most successful firms in the world are successful precisely because they have figured how to use very unfavorable industry winds—high rivalry, high threat of entry, and so forth—to their advantage. Look at Walmart, Southwest Airlines, Nucor Steel, Toyota, Starbucks. These firms have played in some pretty unattractive industries—at least according to a five forces analysis—and still they have been successful.

In the final analysis, the industrial era has been remarkably successful at solving many of the mismatch diseases unleashed by the Agricultural Revolution. But at the same time, we have created or escalated a host of new noncommunicable mismatch diseases that we have yet to master and whose prevalence and intensity are still increasing worldwide despite concerted efforts to quell them. These

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

They had lived to see their simple patriotism derided, their morality despised, their savings devalued. They caused no trouble. Millions of pounds of public money wasn’t regularly siphoned into their neighbourhoods in the hope of bribing, cajoling or coercing them into civic virtue. If they protested that their cities had become alien, their children taught in overcrowded schools where 90 per cent of the children spoke no English, they were lectured about the cardinal sin of racism by those more expensively and comfortably circumstanced. Unprotected by accountants, they were the milch-cows of the rapacious Revenue. No lucrative industry of social concern and psychological analysis had grown up to analyse and condone their inadequacies on the grounds of deprivation or poverty.

KIRKUS REVIEWS BOOK REVIEW A retired professor explores the life and writings of Carl Sandburg in this debut book. “During the first half of the twentieth century,” Quinley writes, “Carl Sandburg seemed to be everywhere and do everything.” Though best known for his Pulitzer Prize–winning poetry and multivolume biography of Abraham Lincoln, Sandburg had a wide-ranging career as a public intellectual, which included stints in journalism as a columnist and investigative reporter, in musicology as a leading advocate and performer of folk music, and in the nascent movie industry as a consultant and film critic. He also dabbled in political activism, children’s literature, and novels. Not only does Quinley, a retired college administrator and professor, hail Sandburg as a 20th-century icon (“If my grandpa asks you a question,” his grandchildren joke, “the answer is always Carl Sandburg”), but much of his own life has been adjacent to that of the poet as well. Born in Maywood, Illinois, a “few blocks” from Sandburg’s home 30 years prior, Quinley would eventually move to the Appalachian Mountains. He lived just a few miles from Sandburg’s famed residence in Hendersonville, North Carolina. As a docent for the Carl Sandburg Home National Historic Site, the author was often asked for literature about the luminary’s life. And though much has been written about Sandburg, biographies on the iconoclast are either out of print or are tomes with more than 800 pages. Eschewing comprehensiveness for brevity, Quinley seeks to fill this void in the literary world by offering readers a short introduction to Sandburg’s life and writings. At just 122 pages, this accessible book packs a solid punch, providing readers with not just the highlights of Sandburg’s life, but also a sophisticated analysis of his passions, poetry, and influence on American culture. This engaging approach that’s tailored to a general audience is complemented by an ample assortment of historical photographs. And while its hagiographic tone may annoy some readers, this slim volume is backed by more than 260 endnotes and delivers an extensive bibliography for readers interested in learning more about the 20th century’s “voice of America.” A well-written, concise examination of a literary legend Kirkus Indie, Kirkus Media LLC, 2600 Via Fortuna Suite 130 Austin, TX 78746 indie@kirkusreviews.com

If after trying every solution, and every analysis, things still don’t work out for your business, don’t feel disheartened. Pick yourself up, raise your head high, memorize those valuable business lessons learned from this experience and start working on a new business idea. A real entrepreneur never stops. This time you will enter the industry with more experience and wisdom. And this idea is going to be yours!

ANALYSIS: “The Book of the Grotesque” (1919) from Winesburg, Ohio Sherwood Anderson (1876-1941) In the first of the sketches, ‘The Book of the Grotesque,’ utilizing as a statement of purpose, Anderson points out his approach in symbolic terms. As the title indicates, he shows that the individuals he is dealingwith in the stories have each been twisted into psychological shapes having, in most cases, little to do with external appearance. This distortion results from both the narrowness of their own vision and that of others; in some cases the first is primarily at fault, while in others it is the latter. From this point the problem inherent in human isolation takes on two aspects: the first is, of course, the specific cause in individual cases; the second and more important is determining with exactness and hence understanding the nature of each grotesque. Thus, in the book he is approaching the understanding that Sam McPherson sought in a way that demands empathy, compassion, and intuition… In this sketch, which characterizes an old writer who has attained understanding of his fellow men and has retired from life to observe men and to teach them understanding, Anderson defines his problem symbolically because he has learned that there is no direct, obvious cause but that there are causes as diverse as the individuals who make up the world. In the sketch the old writer reveals his secret knowledge of the nature of mankind, noting: … ‘It was the truths that made the people grotesques…. The moment that one of the people took one of the truths to himself, called it his truth, and tried to live his life by it, he became a grotesque and the truth he embraced became a falsehood.’ [italics added] Using this symbolic interpretation as a basis, Anderson sets off to use intuitive perception to try to find in the lives of the people with whom he is dealing whatever it is in themselves that has prevented them from reaching their full potential as human beings and that has cut them off from their fellows. He shows, too, his realization that the cause is not something as easily perceived and denounced as modern industrialism but that it is as old as the human race. False ideas, false dreams, false hopes, and false goals have distorted man’s vision almost from the beginning. Anderson is attempting in the stories to approach these people who have had such indignities inflicted on them as to become spiritual grotesques, and most importantly, he is attempting to understand them as people rather than as curious specimens of spiritual deformity.

One of those 48 studies is the Danish analysis published in November 2020 in the world-renowned journal Annals of Internal Medicine, which concluded: „The trial found no statistically significant benefit of wearing a face mask.“1416 Shortly before, U.S. researcher Yinon Weiss updated his charts on cloth face masks mandates in various countries and U.S. states—and they also showed that mask mandates have made no difference or may even have been counterproductive.1417 The aforementioned website „Ärzte klären auf“ showed a graph with data going until December 4, 2020, which also refutes the effectiveness of the mask obligation.

It appears, then, that neither the company nor the industry is the best unit of analysis in studying the roots of profitable growth. Consistent with this observation, our study shows that the strategic move, and not the company or the industry, is the right unit of analysis for explaining the creation of blue oceans and sustained high performance. A strategic move is the set of managerial actions and decisions involved in making a major market-creating business offering.

One thing that stock investing has in common with real estate is that location is very important. In this case, however, we’re referring to where in the stock market your money is located. Being in the right sectors and industry groups can enhance your overall performance. Being in the wrong ones can hurt it.

When the Fed tightens and rates rise, the building industry suffers, and when the Fed is easing and rates decline, the housing market revives. Cyclical downturns are led by shrinking demand for durable goods—mainly, housing and autos.

Furthermore, the agricultural revolution stunted children’s growth rates. An analysis of juvenile long bones from Neolithic sites shows declines in length and density over the periods when farming took root. Hunter-gatherer skeletons are far more strapping than those of settled laborers, and it’s only since the Industrial Revolution that we’ve regained the stature of our ancestors from ten thousand years ago.

A fundamental problem with industry analysis is that it presumes what constitutes an “industry.” The notion of an industry turns out to be incredibly fuzzy. It relies on some shared sense among participants regarding where the activities begin and end; a common understanding of which customers rivals are competing over and how those customers segment; and a consistent view of what is central and what is peripheral.

There are industry groups that are more sensitive to consumers’ spending than others and there are those which are most affected by interest rate fluctuations.

The rise of interest rates implies an increase in the cost of money, which tends to exercise downward pressure on the profit margins, sales, and earnings of all industry groups. Some, however, are more sensitive to rate fluctuations than others.

Two economic sectors that are particularly sensitive to interest rate trends are the building and auto industries.

Through these stories the storyteller is expressing to his listeners that the Sama are industrious contributors to society and they are also brave and willing to stand up for themselves when necessary. –An Analysis of Sama Oral Traditions About Monkeys.

Many believe that the law enforcement response is what ended the violence that accompanied the crack era. New research suggests the availability of guns was a more salient variable. Economists Geoffrey Williams and W. Alan Bartley compiled handgun price and production data from the late eighties and early nineties from advertisements in Gun Digest. Comparing that data to crime rates revealed a “supply shock” of low-priced pistols, corresponding to higher levels of gun homicide among young Black men. It turns out, just as crack was exploding, the federal government eased its oversight of the gun industry, and manufacturers kicked up production of cheap firearms, dubbed “Saturday night specials” by law enforcement due to the rate at which they showed up at weekend crime scenes. According to the analysis by Williams and Bartley, production of these guns peaked in 1993, the same year the murder rate peaked nationally. It was product-liability lawsuits, more funding for the Bureau of Alcohol, Tobacco, Firearms, and Explosives, and the Brady Bill that forced a decline in the production of cheap guns, and subsequently in the murder rate.

Meet Brian Hynes, a skilled Sr Process Manager based in Nashua, NH. He is a specialist in economics and finance, with a deep understanding of market dynamics and financial analysis. Brian's chosen career path in finance stems from his interest in leveraging economic principles to make informed investment decisions. His goal is to build a successful career in the finance industry, utilizing his expertise to optimize financial strategies and drive business growth.

humanitarian grounds, failed to understand that the rapidly developing capitalism of the North was also an oppressive system. They viewed slavery as a detestable and inhuman institution, an archaic transgression of justice. But they did not recognize that the white worker in the North, his or her status as “free” laborer notwithstanding, was no different from the enslaved “worker” in the South: both were victims of economic exploitation. As militant as William Lloyd Garrison is supposed to have been, he was vehemently against wage laborers’ right to organize. The inaugural issue of the Liberator included an article denouncing the efforts of Boston workers to form a political party: An attempt has been made—it is still in the making—we regret to say—to inflame the minds of our working classes against the more opulent, and to persuade men that they are condemned and oppressed by a wealthy aristocracy … It is in the highest degree criminal, therefore, to exasperate our mechanics to deeds of violence or to array them under a party banner.58 As a rule, white abolitionists either defended the industrial capitalists or expressed no conscious class loyalty at all. This unquestioning acceptance of the capitalist economic system was evident in the program of the women’s rights movement as well. If most abolitionists viewed slavery as a nasty blemish which needed to be eliminated, most women’s righters viewed male supremacy in a similar manner—as an immoral flaw in their otherwise acceptable society. The leaders of the women’s rights movement did not suspect that the enslavement of Black people in the South, the economic exploitation of Northern workers and the social oppression of women might be systematically related. Within the early women’s movement, little was said about white working people—not even about white women workers. Though many of the women were supporters of the abolitionist campaign, they failed to integrate their anti-slavery consciousness into their analysis of women’s oppression.

Kemper astutely explains how the highly integrated music industry created, developed, and eventually abandoned the Monkees." -- Library Journal "A keenly incisive---and, at times, refreshingly objective and even-handed---analysis of the entertainment machinery of the era, and the manner in which radio, television, and other areas worked together to manufacture The Monkees seemingly out of thin air." -- Musoscribe "I spent the entire summer of 1987 on the road opening up for The Monkees, and I didn't learn 1% as much about them as I learned from this thorough and remarkable book by Tom Kemper." -- "Weird Al" Yankovic "The Monkees gets into the vast machinery that goes on behind the scenes of producing perfect pop - still relevant today even if the names and corporations have changed - and does it with a lot of fun." -- Chris Shiflett, Foo Fighters "Kemper's book clarifies so much that is misunderstood in the Monkees story." -- Susanna Hoffs, The Bangles "A knowledgeable and incisive portrait of the popular music industry." -- Paul Hirsch, Northwestern University "Fascinating and witty . . .The book is full of interesting insights . . . [and] Kemper is impressive in unpacking particular songs . . . a fresh and engaging take on an oft-told story." ― Shindig! " Valuable, interesting, well-argued, and built on a pile of documented evidence. " - Psychobabble "Belittled at the time of their creation in the mid-Sixties, as made-for-TV Help-era Beatles clones, The Monkees' music has stood the test of time, and then some. Tom Kemper suggests, in his excellent book, that the initial snobbery surrounding the group, at least in elevated critical circles, came about because of the rise of a new rock culture based on authenticity, individual expression and idealism." - Pick of the Week, Choice "Kemper helps us understand what it is that continues to make the Monkees phenomenon 'compelling, fascinating and divisive." - The Spectator

How To Get the Exact Position You Desire. Everyone enjoys doing the kind of work for which he is best suited. An artist loves to work with paints, a craftsman with his hands, a writer loves to write. Those with less definite talents have their preferences for certain fields of business and industry. If America does anything well, it offers a full range of occupations, tilling the soil, manufacturing, marketing, and the professions. First: decide exactly what kind of a job you want. If the job doesn’t already exist, perhaps you can create it. Second: choose the company or individual for whom you wish to work. Third: study your prospective employer, as to policies, personnel, and chances of advancement. Fourth: by analysis of yourself, your talents and capabilities, figure what you can offer, and plan ways and means of giving advantages, services, developments, ideas that you believe you can successfully deliver. Fifth: forget about “a job.” Forget whether or not there is an opening. Forget the usual routine of “have you got a job for me?” Concentrate on what you can give. Sixth: once you have your plan in mind, arrange with an experienced writer to put it on paper in neat form, and in full detail. Seventh: present it to the proper person with authority and he will do the rest. Every company is looking for men who can give something of value, whether it be ideas, services, or “connections.” Every company has room for the man who has a definite plan of action which is to the advantage of that company. This line of procedure may take a few days or weeks of extra time, but the difference in income, in advancement, and in gaining recognition will save years of hard work at small pay. It has many advantages, the main one being that it will often save from one to five years of time in reaching a chosen goal. Every person who starts, or “gets in” halfway up the ladder does so by deliberate and careful planning.

Do you have a 30-year time horizon? Then the smart price to pay involves a sober analysis of Google’s discounted cash flows over the next 30 years. Are you looking to cash out within 10 years? Then the price to pay can be figured out by an analysis of the tech industry’s potential over the next decade and whether Google management can execute on its vision. Are you looking to sell within a year? Then pay attention to Google’s current product sales cycles and whether we’ll have a bear market.

In the era of Industry 4.0 and Industrial Internet of Things (IIoT), data takes center stage as the lifeblood of modern manufacturing. The significance of data cannot be overstated, as it serves as the foundation for driving innovation, efficiency, and competitiveness in the digital age.

market research consultant in india: AMT Market Research Having accurate and insightful market research is essential for making informed decisions in today's dynamic business environment. AMT Market Research, a prominent Indian market research consultant, specializes in providing custom solutions to assist businesses in navigating the Indian market's complexities. AMT Market Research aids businesses in a variety of industries in locating growth opportunities, mitigating risks, and remaining competitive by having a thorough comprehension of local consumer behavior, economic trends, and industry shifts. Services and Expertise AMT Market Research offers a wide range of services tailored to each client's specific requirements. These are some: Market Analysis By conducting a thorough market analysis, AMT assists businesses in comprehending market share, size, and trends. AMT ensures that businesses have the data they need to make strategic decisions by evaluating key industry drivers, competitive landscapes, and potential growth areas. Customer Insights Any business that wants to succeed in India's vast and varied market must have a solid understanding of consumer behavior. Businesses can use AMT's consumer insights services to create targeted products and marketing strategies by delving deeply into buying patterns, preferences, and motivations. By analyzing competitors' strategies, strengths, weaknesses, and market positioning, competitor analysis from AMT aids businesses in benchmarking. By taking advantage of their distinct value propositions and comprehending the dynamics of the competition, this service enables businesses to maintain their lead. AMT's feasibility studies provide a comprehensive analysis of potential outcomes prior to launching a new product, entering a new market, or expanding operations, assisting clients in assessing risks and profitability. Data Collection and Analysis AMT uses surveys, interviews, and focus groups to collect both qualitative and quantitative data. Advanced analytics are used by the company to transform unstructured data into useful insights, giving businesses a clear path forward. What Attracts You to AMT Market Research? AMT Market Research stands out because it is able to provide individualized solutions that address the particular difficulties that the Indian market faces. AMT provides insights that are accurate, timely, and applicable thanks to a team of seasoned professionals. Clients will be able to anticipate and prepare for changes thanks to their data-driven approach. AMT is a dependable partner for businesses looking to expand in India or strengthen their market position because of its extensive network across various industries and unparalleled access to market information. market research consultant in india can help you stay ahead of the competition, whether you're a local business or a multinational corporation. In conclusion, businesses aiming for success in India need AMT Market Research as a crucial partner. AMT helps its customers make well-informed decisions that drive growth and profitability by providing individualized research solutions, consumer insights, and strategic analysis. AMT Market Research is the preferred consulting firm for businesses attempting to navigate the Indian market's complexities.