International Customs Day Quotes

Even though we get a lot of people into the shop, only a small percentage of them buy anything. The best customers are the ones who just have to buy a record on a Saturday, even if there’s nothing they really want; unless they go home clutching a flat, square carrier bag they feel uncomfortable. You can spot the vinyl addicts because after a while they get fed up with the rack they are flicking through, march over to a completely different section of the shop, pull a sleeve out from the middle somewhere, and come over to the counter; this is because they have been making a list of possible purchases in their head (‘If I don’t find anything in the next five minutes, that blues compilation I saw half an hour ago will have to do’), and suddenly sicken themselves with the amount of time they have wasted looking for something that they don’t really want. I know that feeling well (these are my people, and I understand them better than I understand anybody in the world): it is a prickly, clammy, panicky sensation, and you go out of the shop reeling. You walk much more quickly afterwards, trying to recapture the part of the day that has escaped, and quite often you have the urge to read the international section of a newspaper, or go to see a Peter Greenaway film, to consume something solid and meaty which will lie on top of the candyfloss worthlessness clogging up your head.

Every pregnancy results in roughly two years of lost menstruation. If you are a manufacturer of menstrual pads, this is bad for business. So you ought to know about, and be so happy about, the drop in babies per woman across the world. You ought to know and be happy too about the growth in the number of educated women working away from home. Because these developments have created an exploding market for your products over the last few decades among billions of menstruating women now living on Levels 2 and 3. But, as I realized when I attended an internal meeting at one of the world’s biggest manufacturers of sanitary wear, most Western manufacturers have completely missed this. Instead, when hunting for new customers they are often stuck dreaming up new needs among the 300 million menstruating women on Level 4. “What if we market an even thinner pad for bikinis? What about pads that are invisible, to wear under Lycra? How about one pad for each kind of outfit, each situation, each sport? Special pads for mountain climbers!” Ideally, all the pads are so small they need to be replaced several times a day. But like most rich consumer markets, the basic needs are already met, and producers fight in vain to create demand in ever-smaller segments. Meanwhile, on Levels 2 and 3, roughly 2 billion menstruating women have few alternatives to choose from. These women don’t wear Lycra and won’t spend money on ultrathin pads. They demand a low-cost pad that will be reliable throughout the day so they don’t have to change it when they are out at work. And when they find a product they like, they will probably stick to that brand for their whole lives and recommend it to their daughters.

In those days, long before, a view over the rooftops of Paris was an unaffordable luxury. The apartment he had shared with a mousy young writer from Laon had a view of the Jardin de Luxembourg – if he stuck his head out of the window as far as it would go and twisted it to the left, a smudge of green foliage appeared in the corner of one eye. That had been his best apartment to date. They had decorated it in the ‘Bohemian’ style of the 1830s : a few volumes of Shakespeare and Victor Hugo, a Phrygian cap, an Algerian hookah, a skull on a broomstick handle (from the brother of a friend, Charles Toubin, who was an intern at one of the big hospitals) and, of course, a window box of geraniums, which was not only pretty but also illegal. (Death by falling window box was always high up the official list of fatalities.) For a proper view of Paris, they visited Henry’s painter friends who lived in a warren of attic rooms near the Barriere d’Enfer and called themselves the Water-Drinkers. When the weather was fine and the smell of their own squalor became unbearable, they clambered onto the roof and sat on the gutters and ridges, sketching chimneyscapes, and sending up more smoke from their pipes than the fireplaces below. Three of the Water-Drinkers had since died of various illnesses known collectively as ‘lack of money’. When the last of the three was buried, in the spring of 1844, Henry and the others had found themselves at the graveside without a sou to give a gravedigger. ‘Never mind’, said he, “you can pay me the next time, ‘ and then, to his collegue : ‘It’s all right – these gentlemen are a regular customers.

Yes,” her boss responded, “one for us and one for the customer.” “I’m sorry, so you are saying that the client is asking for a copy and we need a copy for internal use?” “Actually, I’ll check with the client—they haven’t asked for anything. But I definitely want a copy. That’s just how I do business.” “Absolutely,” she responded. “Thanks for checking with the customer. Where would you like to store the in-house copy? There’s no more space in the file room here.” “It’s fine. You can store it anywhere,” he said, slightly perturbed now. “Anywhere?” she mirrored again, with calm concern. When another person’s tone of voice or body language is inconsistent with his words, a good mirror can be particularly useful. In this case, it caused her boss to take a nice, long pause—something he did not often do. My student sat silent. “As a matter of fact, you can put them in my office,” he said, with more composure than he’d had the whole conversation. “I’ll get the new assistant to print it for me after the project is done. For now, just create two digital backups.” A day later her boss emailed and wrote simply, “The two digital backups will be fine.” Not long after, I received an ecstatic email from this student: “I was shocked! I love mirrors! A week of work avoided!” Mirroring will make you feel awkward as heck when you first try it. That’s the only hard part about it; the technique takes a little practice. Once you get the hang of it, though, it’ll become a conversational Swiss Army knife valuable in just about every professional and social setting.

Sinclair James - English Communication Language in Asia Is English Language a Hindrance to Communication for Foreigners in Asia? One of the hesitations of westerners in coming to Asia is the language barrier. True, Asia has been a melting pot of different aspects of life that in every country, there is a distinct characteristic and a culture which would seem odd to someone who grew up in an entirely different perspective. Language is one of the most flourishing uniqueness of Asian nations. Although their boundaries are emphasized by mere walls which can be broken down easily, the brand of each individual can still be determined on the language they use or most comfortable with. Communication may be a problem as it is an issue which neighboring countries also encounter on each other. Message relays or even simple gestures, if interpreted wrongly can cause conflicts. Indeed, the complaints are valid. However, on the present day number of American and European visitors and the boost in tourism economies, language barriers seem to have been surpassed. Perhaps, the problem may not even exist at all. According to English Language Proficiency Test (ELPT) and International English Language Testing System (IELTS), Asian countries are not altogether illiterate in speaking and understanding the universal language. If so, there are countries which can even speak English as fluent as any native can. Take for example the Philippines. Once in Manila, the country’s capital, you will find thousands of individuals representing different nationalities. The center for business growth in the country, Business Process Outsourcing (BPO) has proven the literacy of the people in conversing using the international language. Clients from abroad prefer Filipinos in dealing with customers concern since they can easily comprehend grasp and explain things in English. ELPT and IELTS did not even include the Philippines in the list of the top English speaking nations in Asia since they are already considered one of the best and most fluent in this field. Other neighboring Asian countries also send their citizens to the Philippines to learn English. With a mixture of British and American English being used in everyday conversations, the Philippines has to be considered to be included in the top 5 most native English speakers. You may even be surprised to meet a young child in Manila who has not gone to school or mingled with foreigners but can speak and understand English. Singapore, Indonesia, Malaysia and most Asian countries, if indeed all, can also easily understand and speak English. It seems that the concern for miscommunication has completely no basis and remains a groundless issue. Maybe perhaps, those who say this just want to find a dumb excuse? Read more at: SjTravels.com

Like,” he repeats with distaste. “How about I tell you what I don’t like? I do not like postmodernism, postapocalyptic settings, postmortem narrators, or magic realism. I rarely respond to supposedly clever formal devices, multiple fonts, pictures where they shouldn’t be—basically, gimmicks of any kind. I find literary fiction about the Holocaust or any other major world tragedy to be distasteful—nonfiction only, please. I do not like genre mash-ups à la the literary detective novel or the literary fantasy. Literary should be literary, and genre should be genre, and crossbreeding rarely results in anything satisfying. I do not like children’s books, especially ones with orphans, and I prefer not to clutter my shelves with young adult. I do not like anything over four hundred pages or under one hundred fifty pages. I am repulsed by ghostwritten novels by reality television stars, celebrity picture books, sports memoirs, movie tie-in editions, novelty items, and—I imagine this goes without saying—vampires. I rarely stock debuts, chick lit, poetry, or translations. I would prefer not to stock series, but the demands of my pocketbook require me to. For your part, you needn’t tell me about the ‘next big series’ until it is ensconced on the New York Times Best Sellers list. Above all, Ms. Loman, I find slim literary memoirs about little old men whose little old wives have died from cancer to be absolutely intolerable. No matter how well written the sales rep claims they are. No matter how many copies you promise I’ll sell on Mother’s Day.” Amelia blushes, though she is angry more than embarrassed. She agrees with some of what A.J. has said, but his manner is unnecessarily insulting. Knightley Press doesn’t even sell half of that stuff anyway. She studies him. He is older than Amelia but not by much, not by more than ten years. He is too young to like so little. “What do you like?” she asks. “Everything else,” he says. “I will also admit to an occasional weakness for short-story collections. Customers never want to buy them though.” There is only one short-story collection on Amelia’s list, a debut. Amelia hasn’t read the whole thing, and time dictates that she probably won’t, but she liked the first story. An American sixth-grade class and an Indian sixth-grade class participate in an international pen pal program. The narrator is an Indian kid in the American class who keeps feeding comical misinformation about Indian culture to the Americans. She clears her throat, which is still terribly dry. “The Year Bombay Became Mumbai. I think it will have special int—” “No,” he says. “I haven’t even told you what it’s about yet.” “Just no.” “But why?” “If you’re honest with yourself, you’ll admit that you’re only telling me about it because I’m partially Indian and you think this will be my special interest. Am I right?” Amelia imagines smashing the ancient computer over his head. “I’m telling you about this because you said you liked short stories! And it’s the only one on my list. And for the record”—here, she lies—“it’s completely wonderful from start to finish. Even if it is a debut. “And do you know what else? I love debuts. I love discovering something new. It’s part of the whole reason I do this job.” Amelia rises. Her head is pounding. Maybe she does drink too much? Her head is pounding and her heart is, too. “Do you want my opinion?” “Not particularly,” he says. “What are you, twenty-five?” “Mr. Fikry, this is a lovely store, but if you continue in this this this”—as a child, she stuttered and it occasionally returns when she is upset; she clears her throat—“this backward way of thinking, there won’t be an Island Books before too long.

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

At noon one day Will Hamilton came roaring and bumping up the road in a new Ford. The engine raced in its low gear, and the high top swayed like a storm-driven ship. The brass radiator and the Prestolite tank on the running board were blinding with brass polish. Will pulled up the brake lever, turned the switch straight down, and sat back in the leather seat. The car backfired several times without ignition because it was overheated. “Here she is!” Will called with a false enthusiasm. He hated Fords with a deadly hatred, but they were daily building his fortune. Adam and Lee hung over the exposed insides of the car while Will Hamilton, puffing under the burden of his new fat, explained the workings of a mechanism he did not understand himself. It is hard now to imagine the difficulty of learning to start, drive, and maintain an automobile. Not only was the whole process complicated, but one had to start from scratch. Today’s children breathe in the theory, habits, and idiosyncracies of the internal combustion engine in their cradles, but then you started with the blank belief that it would not run at all, and sometimes you were right. Also, to start the engine of a modern car you do just two things, turn a key and touch the starter. Everything else is automatic. The process used to be more complicated. It required not only a good memory, a strong arm, an angelic temper, and a blind hope, but also a certain amount of practice of magic, so that a man about to turn the crank of a Model T might be seen to spit on the ground and whisper a spell. Will Hamilton explained the car and went back and explained it again. His customers were wide-eyed, interested as terriers, cooperative, and did not interrupt, but as he began for the third time Will saw that he was getting no place. “Tell you what!” he said brightly. “You see, this isn’t my line. I wanted you to see her and listen to her before I made delivery. Now, I’ll go back to town and tomorrow I’ll send out this car with an expert, and he’ll tell you more in a few minutes than I could in a week. But I just wanted you to see her.” Will had forgotten some of his own instructions. He cranked for a while and then borrowed a buggy and a horse from Adam and drove to town, but he promised to have a mechanic out the next day.

Prepare to double CD Baby doubled in size every year for the first six years. Both customers and profit, almost exactly 100 percent growth each year. Because the business needed a warehouse for the CDs, I always had to buy more shelving. Each time I did, I’d buy twice as much as I had before. It always filled up fast, even when it got warehouse-sized. When I had filled a 5000-square-foot warehouse, I rented 10,000 square feet. When I filled up 10,000 square feet, I rented 20,000 square feet. Even that filled up fast. But no matter what business you’re in, it’s good to prepare for what would happen if business doubled. Have 10 clients now? How would it look if you had 20 at once? Serving 80 customers for lunch each day? What would happen if 160 showed up? “More of the same” is never the answer. You have to do things in a new way to handle twice as much business. Processes have to be streamlined. Never be the typical tragic small business that gets frazzled and freaked out when business is doing well. It sends a repulsive “I can’t handle this!” message to everyone. Instead, if your internal processes are always designed to handle twice your existing load, it sends an attractive “come on in, we’ve got plenty of room” message to everyone.

EVERY HERO IS LOOKING FOR A GUIDE When I talk about a guide, I’m talking about our mother and father when they sat us down to talk about integrity, or a football coach who helped us understand the importance of working hard and believing we could accomplish more than we ever thought possible. Guides might include the authors of poems we’ve read, leaders who moved the world into new territory, therapists who helped us make sense of our problems, and yes, even brands that offered us encouragement and tools to help us overcome a challenge. If a hero solves her own problem in a story, the audience will tune out. Why? Because we intuitively know if she could solve her own problem, she wouldn’t have gotten into trouble in the first place. Storytellers use the guide character to encourage the hero and equip them to win the day. You’ve seen the guide in nearly every story you’ve read, listened to, or watched: Frodo has Gandalf, Katniss has Haymitch, and Luke Skywalker has Yoda. Hamlet was “guided” by his father’s ghost, and Romeo was taught the ways of love by Juliet. Just like in stories, human beings wake up every morning self-identifying as a hero. They are troubled by internal, external, and philosophical conflicts, and they know they can’t solve these problems on their own. The fatal mistake some brands make, especially young brands who believe they need to prove themselves, is they position themselves as the hero in the story instead of the guide. As I’ve already mentioned, a brand that positions itself as the hero is destined to lose.

David Sassoon For several decades, British designer David Sassoon has provided the best in evening wear for fashionable and famous customers from his high-profile store in London. His work has been featured in many international fashion shows and museums throughout the world, and his garments are in high demand at such notable stores as Sak’s Fifth Avenue, Harrods, and Neiman Marcus. The Princess of Wales would often make surprise visits to my shop, as I had made her going-away dress and many other outfits for her trousseau. In August 1982, Diana came to my shop with Lady Sarah Armstrong-Jones, the daughter of Princess Margaret, who had been a bridesmaid at Diana’s wedding. The Princess was wearing a blue-and-white-striped sailor-style two-piece outfit; Sarah wore a white shirt and a cotton skirt, as it was a very hot day. Diana said that she would like to choose a long evening dress for Sarah as a present. The dress was to be worn at a ball at Balmoral Castle. This was Sarah’s first long dress, and Diana wanted her to have her dream dress. There were lots of giggles and excitement as Diana helped Sarah try on some of the dresses, and the dressing room was full of laughter. Finally, Sarah chose a bright red strapless taffeta ball dress, which made her feel very grown up. We brought them tea while the dress was being fitted, and Sarah, who obviously adored Diana, listened to her advice about what accessories would complement the dress. Sarah was so excited about her beautiful and glamorous present when they left the shop. Diana had made a young girl’s dream come true.

CIOs must shift focus from internal customers to external customers. IT must shift focus from providing service to providing value. Everything is moving to the cloud; CIOs must assume a “cloud first” mentality. Innovation is more than new technology—it's also about change management, enabling new processes, and hiring the best talent. CIOs need to work closely with the business to create innovation that drives real value. CEOs expect more from their CIOs than ever before. CIOs must deliver on a higher set of expectations, or they will be replaced. CIOs must shift from a measurement mentality to a value creation mentality. CIOs must shift focus from historical data to real-time information. Today, IT is all about creating real business value. All business is digital. All business. When IT has a bad day, the business has a bad day. IT still matters. It matters to the top line and to the bottom line. IT matters more than ever because IT is everywhere in the business. Without IT, you're out of business. CIOs need to step up, raise the bar, and elevate their game to meet the challenges of the big shift. I hope you enjoy reading this book and find it a useful addition to your library. It's the fourth book I've authored on the topic of

Server Automation This is very specific to a tech start-up, but server stability is a very important part of the product. Our customers relied on WebMerge in their business every day, and it could have a domino effect on their day if something went wrong. The easiest automation for server tracking is simple up-time tracking. This checks to make sure the app is loading every minute, every day. I set up alerts that if any downtime was detected, it would send a text message to my phone and also send me an email every minute. The text message was the most helpful, and I could often jump online in minutes to fix any issues. Over time, I started to run into server issues in the middle of the night. I had to set the alert tone on my phone to the emergency tone so it would wake me up. Well, often it took a few alerts to wake me or an elbow from my wife! I was waking up at 3:00 a.m. a few times per week to address issues. This couldn’t continue. To fix this, I created an internal system that would check the app uptime, and if there were issues, it would automatically restart services in the app that were most likely causing the problem. This auto-healing process worked like a charm, and I rarely had to wake up in the middle of the night again (or deal with many issues during the day). Is your product or service critical to your customers? If so, try to implement as many automated processes as you can to keep the service running at all hours. Your customers (and your sanity) will thank you.

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On November 29, 1883, only two days after his ship arrived in New York and he had boarded the overnight train for Washington, Sanford was received by President Arthur at the White House. Leopold’s great work of civilization, he told the president and everyone else he met in Washington, was much like the generous work the United States itself had done in Liberia, where, starting in 1820, freed American slaves had moved to what soon became an independent African country. This was a shrewdly chosen example, since it had not been the United States government that had resettled ex-slaves in Liberia, but a private society like Leopold’s International Association of the Congo. Like all the actors in Leopold’s highly professional cast, Sanford relied on just the right props. He claimed, for example, that Leopold’s treaties with Congo chiefs were similar to those which the Puritan clergyman Roger Williams, famed for his belief in Indian rights, had made in Rhode Island in the 1600s—and Sanford just happened to have copies of those treaties with him. Furthermore, in his letter to President Arthur, Leopold promised that American citizens would be free to buy land in the Congo and that American goods would be free of customs duties there. In support of these promises, Sanford had with him a sample copy of one of Leopold’s treaties with a Congo chief. The copy, however, had been altered in Brussels to omit all mention of the monopoly on trade ceded to Leopold, an alteration that deceived not only Arthur but also Sanford, an ardent free-trader who wanted the Congo open to American businessmen like himself. In Washington, Sanford claimed that Leopold’s civilizing influence would counter the practices of the dreadful “Arab” slave-traders. And weren’t these “independent States” under the association’s generous protection really a sort of United States of the Congo? Not to mention that, as Sanford wrote to Secretary of State Frederick Frelinghuysen (Stanley was still vigorously passing himself off as born and bred in the United States), the Congo “was discovered by an American.” Only a week after Sanford arrived in Washington, the president cheerfully incorporated into his annual message to Congress, only slightly rewritten, text that Sanford had drafted for him about Leopold’s high-minded work in the Congo: The rich and populous valley of the Kongo is being opened by a society called the International African Association, of which the King of the Belgians is the president. . . . Large tracts of territory have been ceded to the Association by native chiefs, roads have been opened, steamboats have been placed on the river and the nuclei of states established . . . under one flag which offers freedom to commerce and prohibits the slave trade. The objects of the society are philanthropic. It does not aim at permanent political control, but seeks the neutrality of the valley.

Yogurt is good for you. And it’s just one spoon,” Sharpcot had replied, but this stack summoned a billion voices, all of them saying in a chorus, “Just one spoon.” From kids’ lunches and store shelves and desk drawers and airline meal packs, in every country of the world: Canada and the United States and Nicaragua and Uruguay and Argentina and Ireland and Burkina Faso and Russia and Papua New Guinea and New Zealand and very probably the Antarctic. Where wasn’t there disposable cutlery? Plastic spoons in endless demand, in endless supply, from factory floors where they are manufactured and packaged in boxes of 10 or 20 or 100 or 1000 or individually in clear wrap, boxed on skids and trucked to trains freighting them to port cities and onto giant container ships plying the seas to international ports to intercity transport trucks to retail delivery docks for grocery stores and retail chains, supplying restaurants and homes, consumers moving them from shelf to cart to bag to car to house, where they are stuck in the lunches of the children of polluting parents, or used once each at a birthday party to serve ice cream to four-year-olds where only some are used but who knows which? So used and unused go together in the trash, or every day one crammed into a hipster’s backpack to eat instant pudding at his software job in an open-concept walkup in a gentrified neighbourhood, or handed out from food trucks by the harbour, or set in a paper cup at a Costco table for customers to sample just one bite of this exotic new flavour, and so they go into trash bins and dumpsters and garbage trucks and finally vast landfill sites or maybe just tossed from the window of a moving car or thrown over the rail of a cruise ship to sink in the ocean deep.

and that this is still Day 1 in such a big way. Jeff Bezos Amazon’s internal customs are deeply idiosyncratic. PowerPoint decks or slide presentations are never used in meetings. Instead, employees are required to write six-page narratives laying out their points in prose, because Bezos believes doing so fosters critical thinking. For each new product, they craft their documents in the style of a press release. The goal is to frame a proposed initiative in the way a customer might hear about it for the first time. Each meeting begins with everyone silently reading the document, and discussion commences afterward—just like the productive-thinking exercise in the principal’s office at River Oaks Elementary. For my initial meeting with Bezos to discuss this project, I decided to observe Amazon’s customs and prepare my own Amazon-style narrative, a fictional press release on behalf of the book. Bezos met me in an eighth-floor conference room and we sat down at a large table made of half a dozen door-desks, the same kind of blond wood that Bezos used twenty years ago when he was building Amazon from scratch in his garage. The door-desks are often held up as a symbol of the company’s enduring frugality. When I first interviewed Bezos, back in 2000, a few years of unrelenting international travel had taken their toll

nonchalant charminar ma, i can’t smile well-scrubbed twisted-smirks in your noble society anymore in the godly dense ocean of kindness with krishna’s duffed up white teeth with studious eyes of the devil i can’t anymore in a ramakrishnian posture use my wife according to the matriarchal customs substitute sugar for saccharine and dread diabetes no more i can’t no more with my unhappy organ do a devdas again in khalashitola on the registry day of a former fling. my liver is getting rancid by the day my grandfather had cirrhosis don’t understand heredity i drink alcohol read poetry my father for the sake of puja etc used to fast venerable dadas in our para swearing by dharma gently press ripe breasts of sisters-born-of-the-locality on holi on the day ma left for trips abroad many in your noble society had vodka i will nonchalantly from your funeral pyre light up a charminar thinking of your death my eyes tear up then i don’t think of earthquakes by the banks or of floodwater didn’t put my hand on the string of the petticoat of an unmarried lover and didn’t think of baishnab padavali ma, even i’ll die one day. at belur mandir on seeing foreign woman pray with her international python-bum veiled in a skirt my limitless libido rose up ma because your libido will be tied up to father’s memories even beyond death i this fucked up drunk am envying you carrying dirt of the humblest kind looking at my organ i feel as if i’m an organism from another planet now the rays of the setting sun is touching my face on a tangent and after mixing the colour of the setting sun on their wings a flock of non-family-planning birds is going back towards bonolata sen’s eyes peaceful as a nest – it’s time for them to warm the eggs –

For Amazon, savings are more than a corporate competitive matter. Indeed, the company holds “frugality” up as one of Amazon’s Leadership Principles as it “breeds resourcefulness, self-sufficiency and invention.” In an interview with CBS’s Bob Simon for 60 Minutes, Bezos connected frugality to his #1 rule: Think about the customers’ needs first. “It’s a symbol of spending money on things that matter to customers and not spending money on things that don’t,” Bezos explained to Simon.33 The company still hands out the “Door Desk Award,” a title given internally to select employees who have a “well-built idea” that creates a significant savings for the company and enables lower prices for customers. It’s not just blog names and door desks that keeps the Day 1 mentality visible, either. When Amazon grew to occupy its own office building in Seattle, Bezos named the building “Day 1.” On the side, Bezos added a placard34 reminding everyone who enters the building of the founding Day 1 principle from the 1997 Letter to Shareholders: “There’s so much stuff that has yet to be invented. There’s so much new that’s going to happen. People don’t have any idea yet how impactful the Internet is going to be and that this is still Day 1 in such a big way.” —Bezos (1997 Letter)

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