Inventory Day Quotes

If you don't take inventory of your blessings, ingratitude will try to steal them from you.

The greatest of poems is an inventory. Every kitchen tool becomes ideal because Crusoe might have dropped it in the sea. It is a good exercise, in empty or ugly hours of the day, to look at anything, the coal-scuttle or the book-case, and think how happy one could be to have brought it out of the sinking ship on to the solitary island.

At the end of each day, as you prepare for the next, take an inventory of your life, your thoughts and where you’re headed.

Captain Lewis Nixon and I were together every step of the way from D-Day to Berchtesgaden, May 8, 1945 - VE-Day. I still regard Lewis Nixon as the best combat officer who I had the opportunity to work with under fire. He never showed fear, and during the toughest times he could always think clearly and quickly. Very few men can remain poised under an artillery concentration. Nixon was one of those officers. He always trusted me, from the time we met at Officer Candidate School. While we were in training before we shipped overseas, Nixon hid his entire inventory of Vat 69 in my footlocker, under the tray holding my socks, underwear, and sweaters. What greater trust, what greater honor could I ask for than to be trusted with his precious inventory of Vat 69?

This is your life. This is yours. You can establish an exact inventory of your meager fortune, the precise balance sheet of your first quarter-century. You are twenty-five years old, you have twenty-nine teeth, three shirts and eight socks, a few books you no longer read, a few records you no longer play. You do not want to remember anything else, be it your family or your studies, your friends and lovers, or your holidays and plans. You traveled and you brought nothing back from your travels. Here you sit, and you want only to wait, just to wait until there is nothing left to wait for: for night to fall and the passing hours to chime, for the days to slip away and the memories to fade.

In many ways the effect of the crash on embezzlement was more significant than on suicide. To the economist embezzlement is the most interesting of crimes. Alone among the various forms of larceny it has a time parameter. Weeks, months, or years may elapse between the commission of the crime and its discovery. (This is a period, incidentally, when the embezzler has his gain and the man who has been embezzled, oddly enough, feels no loss. There is a net increase in psychic wealth.) At any given time there exists an inventory of undiscovered embezzlement in — or more precisely not in — the country’s businesses and banks. This inventory — it should perhaps be called the bezzle — amounts at any moment to many millions of dollars. It also varies in size with the business cycle. In good times people are relaxed, trusting, and money is plentiful. But even though money is plentiful, there are always many people who need more. Under these circumstances the rate of embezzlement grows, the rate of discovery falls off, and the bezzle increases rapidly. In depression all this is reversed. Money is watched with a narrow, suspicious eye. The man who handles it is assumed to be dishonest until he proves himself otherwise. Audits are penetrating and meticulous. Commercial morality is enormously improved. The bezzle shrinks. … Just as the boom accelerated the rate of growth, so the crash enormously advanced the rate of discovery. Within a few days, something close to a universal trust turned into something akin to universal suspicion. Audits were ordered. Strained or preoccupied behavior was noticed. Most important, the collapse in stock values made irredeemable the position of the employee who had embezzled to play the market. He now confessed.

This is the way in which he (poet) did his work. He used to go out with a pencil and a tablet and note what struck him...and make a picture out of it...But Nature does not allow an inventory to be made of her charms! He should have left his pencil behind, and gone forth in a meditative spirit; and, on a later day, he should have embodied in verse not all that he had noted but what he best remembered of the scene; and he would have then presented us with its soul, and not with the mere visual aspect of it.

When I can’t find a solution to a problem, when I have nagging doubts, fears, or frustrations, when I feel lost or confused, a searching and fearless moral inventory of myself can make a tremendous difference. Whenever I work the Steps, I tell my Higher Power that I am willing to heal, to find a solution, to feel better. The energy that would have been dumped into worry, tears, and obsession can be turned into positive action. “We all wish good things to happen to us, but we cannot just pray and then sit down and expect miracles to happen. We must back up our prayers with action.

I don't think this place was everything my mother hoped for that day when she asked God where she should go to give her son the world. Though she didn't ford a river or hike across mountains, she still did what so many pioneers before had done, traveled recklessly, curiously, into the unknown of finding something just a little bit better. And like them she suffered and persevered, perhaps in equal measure. Whenever I looked at her, a castaway on the island of my queen-sized bed, it was hard for me to look past the suffering. It was hard for me not to take inventory of all that she had lost -- her home country, her husband, her son. The losses just kept piling up. It was hard for me to see her there, hear her ragged breath, and think of how she had persevered, but she had. Just lying there in my bed was a testament to her perseverance, to the fact that she survived, even when she wasn't sure she wanted to. I used to believe that God never gives us more than we can handle, but then my brother died and my mother and I were left with so much more; it crushed us. It took me many years to realize that it's hard to live in this world. I don't mean the mechanics of living, because for most of us, our hearts will beat, our lungs will take in oxygen, without us doing anything at all to tell them to. For most of us, mechanically, physically, it's hard to die than it is to live. But still we try to die. We drive too fast down winding roads, we have sex with strangers without wearing protection, we drink, we use drugs. We try to squeeze a little more life out of our lives. It's natural to want to do that. But to be alive in the world, every day, as we are given more and more and more, as the nature of "what we can handle" changes and our methods for how we handle it change, too, that's something of a miracle.

If the weather isn't bad and it's a clear night, I spend fifteen or twenty minutes before bedtime out on the deck looking skyward, or, using a flashlight, I pick my way along the dirt road to the open pasture at the peak of my hill, from where I can see, from above the treeline, the whole heavenly inventory, stars unfurled in every direction, and, just this week, the planets Jupiter in the east and Mars in the west. It is beyond belief and also a fact, a plain and indisputable face: that we are born, that this is here. I can think of worse ways to end my day.

The examen is a form of personal inventory. At day’s end, spend time in prayerful reflection on your day: your comings and goings, routines and disruptions, work and play, discoveries and disappointments. Think about who you met, or missed. Think about your moments of aloneness. In all, ask two questions: when was I most alive, most present, most filled and fulfilled today? And when was I most taxed, stressed, distracted, depleted today? A simpler, and more spiritually focused, version of those questions: when did I feel closest to God, and when farthest?

Had he liked her all along? Was she the girl he saw every day and was I the girl who fed him and showered him with kisses once a week? It occurred to me that maybe all the time he omitted in our stolen conversations wasn’t simply long, boring hours of inventory. I was too angry to cry.

He makes a careful inventory of his thoughts and decides that he isn’t unhappy. He just desires no further movement, for the time being. If there’s pleasure in action, there’s peace in stillness. He spends his days walking on the beach, sketching, contemplating the sea from the porch, reading, playing

Amidst the normal hard stuff is the abnormal hard stuff. You may be doing great, but no one great always had it great. At the end of each day, as you prepare for the next, I hope you take an inventory of your life, your thoughts and where you’re headed. The wind can take you some cool places, but so can your paddle.

Decades after that day in the therapist’s office, Donald Trump was elected president. A friend called me and said, “This is the apocalypse. This is the end of our country as we know it.” I said, “I hope so. Apocalypse means uncovering. Gotta uncover before you can recover.” She said, “Oh, God, not more recovery talk. Not now.” “No, listen—this feels to me like we’ve hit rock bottom! Maybe that means we’re finally ready for the steps. Maybe we’ll admit that our country has become unmanageable. Maybe we’ll take a moral inventory and face our open family secret: that this nation—founded upon ‘liberty and justice for all’—was built while murdering, enslaving, raping, and subjugating millions. Maybe we’ll admit that liberty and justice for all has always meant liberty for white straight wealthy men. Then maybe we’ll gather the entire family at the table—the women and the gay and black and brown folks and those in power—so that we can begin the long, hard work of making amends. I’ve seen this process heal people and families. Maybe our nation can heal this way, too.

Be responsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory.

For the benefit of this naïf, the movie experts ran through an inventory of all the lost movies they could think of: the eight-hour version of Greed, Jerry Lewis’s The Day the Clown Cried, about a clown who works in the Nazi concentration camps, the missing reels of The Magnificent Ambersons, Orson Welles’s legendary The Other Side of the Wind, The Blockhouse – a Second World War drama starring Peter Sellers,

Every person has a secret inventory of "things". I call them objects of attachment - things that refuse to be forgotten. Perhaps it's a place, a smell, a business card. Whatever it is, they refuse to go unnoticed. These objects are enchanted, taking us back to another time or another place, where things are very different from the way they are now. They make us nostalgic. Playing back memories like old black and white movies, flickering with shimmer and warmth. They are hard to avoid - popping up when your mind is distracted. And regardless of what you threw away, or donated to charity, that is where you find yourself - staring at the game of Scrabble, wondering exactly how each piece used to fit. While I know my inventory and have studied it well, I often wonder which objects I am attached to. And I find myself hoping that one day you find me, unexpectedly tucked away in the back of your closet, or a messy desk drawer - and remember exactly what we once were.

If the weather isn't bad and it's a clear night, I spend fifteen or twenty minutes before bedtime out on the deck looking skyward, or, using a flashlight, I pick my way along the dirt road to the open pasture at the peak of my hill, from where I can see, from above the treeline, the whole heavenly inventory, stars unfurled in every direction, and, just this week, the planets Jupiter in the east and Mars in the west. It is beyond belief and also a fact, a plain and indisputable fact: that we are born, that this is here. I can think of worse ways to end my day.

Robin’s voice on the executive chef’s line came to signify tongue. She didn’t say more than a word or two before Denise tuned out. Robin’s tongue and lips continued to form the instructions demanded by the day’s exigencies, but in Denise’s ear they were already speaking that other language of up and down and round and round that her body intuitively understood and autonomously obeyed; sometimes she melted so hard at the sound of this voice that her abdomen caved in and she doubled over; for the next hour-plus there was nothing in the world but tongue, no inventory or buttered pheasants or unpaid purveyors; she left the Generator in a buzzing hypnotized state of poor reflexes, the volume of the world’s noise lowered to near zero, other drivers luckily obeying basic traffic laws. Her car was like a tongue gliding down the melty asphalt streets, her feet like twin tongues licking pavement, the front door of the house on Panama Street like a mouth that swallowed her, the Persian runner in the hall outside the master bedroom like a tongue beckoning, the bed in its cloak of comforter and pillows a big soft tongue begging to be depressed, and then.

Because the other way wasn’t working. The waking up just to get the day over with until it was time for bed. The grinding it out was a disgrace, an affront to the honor and long shot of being alive at all. The ghost-walking, the short-tempered distraction, the hurried fog. (All of this I’m just assuming, because I have no idea how I come across, my consciousness is that underground, like a toad in winter.) The leaving the world a worse place just by being in it. The blindness to the destruction in my wake. The Mr. Magoo. If I’m forced to be honest, here’s an account of how I left the world last week: worse, worse, better, worse, same, worse, same. Not an inventory to make one swell with pride. I don’t necessarily need to make the world a better place, mind you. Today, I will live by the Hippocratic oath: first do no harm. How hard can it be? Dropping off Timby, having my poetry lesson (my favorite part of life!), taking a yoga class, eating lunch with Sydney Madsen, whom I can’t stand but at least I can check her off the list (more on that later), picking up Timby, and giving back to Joe, the underwriter of all this mad abundance. You’re trying to figure out, why the agita surrounding one normal day of white-people problems? Because there’s me and there’s the beast in me.

Cook reduced the number of Apple’s key suppliers from a hundred to twenty-four, forced them to cut better deals to keep the business, convinced many to locate next to Apple’s plants, and closed ten of the company’s nineteen warehouses. By reducing the places where inventory could pile up, he reduced inventory. Jobs had cut inventory from two months’ worth of product down to one by early 1998. By September of that year, Cook had gotten it down to six days. By the following September, it was down to an amazing two days’ worth. In addition, he cut the production process for making an Apple computer from four months to two. All of this not only saved money, it also allowed each new computer to have the very latest components available.

On the Thursday after Wallace left, I wandered over to Fifth Avenue after work to see the windows at Bergdorf’s. A few days before, I’d noticed that they’d been curtained for the installation of the new displays. Winter, Spring, Summer, Fall, I always looked forward to the unveiling of the new seasons at Bergdorf’s. Standing before the windows, you felt like a tsarina receiving one of those jeweled eggs in which an elaborate scene in miniature has been painstakingly assembled. With one eye closed you spy inside, losing all sense of time as you marvel at every transporting detail. And transporting was the right word. For the Bergdorf’s windows weren’t advertising unsold inventory at 30 % off. They were designed to change the lives of women up and down the avenue—offering envy to some, self-satisfaction to others, but a glimpse of possibility to all. And for the Fall season of 1938, my Fifth Avenue Fabergé did not disappoint. The theme of the windows was fairy tales, drawing on the well-known works of the Brothers Grimm and Hans Christian Andersen; but in each set piece the “princess” had been replaced with the figure of a man, and the “prince” with one of us.

But Zozie was already making plans- seemingly unaware of the impact of that casual word- plans for a line of handmade truffles, the simplest of all chocolates to make; and then, perhaps some mendiants- my own favorites- sprinkled with almonds, sour cherries, and fat yellow sultanas. I could do it with my eyes closed. Even a child can make mendiants, and Anouk had often helped me in the days of Lansquenet, selecting the plumpest raisins, the sweetest cranberries (always keeping a generous portion aside for herself), and arranging them on the discs of melted chocolate, dark or light, in careful designs.

Trust me, Tess’s husband was somewhere right now, one woman sitting on his face while another sucked him off, and he was certainly not talking about the ways Tess let him down. “So,” she said. “What happened to you?” Later, at her apartment, when she was sitting atop his penis, bouncing up and down, her hands in her own hair like she was in a shampoo commercial, her head rolling around in what had to be exaggerated ecstasy—the sex was fine, but come on—he had the feeling that came up a full eighty percent of the time he’d been having sex with a new woman these days, which was that it didn’t quite matter to her that he was there. He was just a warm body. To imagine that the sex act was dependent on him was to miss what was going on here. The point was that the parade of women interested in intercourse with him was steady and strong. He was enjoying this. Did he even need to say that? He was enjoying this. — HERE IS A mostly complete inventory of the women that Toby had encountered romantically, both sexually and otherwise, since he first moved out of his marital home and into the Ninety-fourth Street apartment where he sat on a beanbag chair he’d bought for Solly and first understood his phone’s new role in his life.

Amazon made its first 10x improvement in a particularly visible way: they offered at least 10 times as many books as any other bookstore. When it launched in 1995, Amazon could claim to be “Earth’s largest bookstore” because, unlike a retail bookstore that might stock 100,000 books, Amazon didn’t need to physically store any inventory—it simply requested the title from its supplier whenever a customer made an order. This quantum improvement was so effective that a very unhappy Barnes & Noble filed a lawsuit three days before Amazon’s IPO, claiming that Amazon was unfairly calling itself a “bookstore” when really it was a “book broker.

It's very difficult to change your nature. For me it's too late, there's nothing for it but to accept myself the way I am. I'm eighty years old: it was my birthday the day you arrived. That's the age of memory, Ingrid. The age of making an inventory of life,' he said. 'Forgive me if I'm intruding, but can you tell me what's in your inventory?' 'My life has been a series of journeys. I've traveled from one side of the world to the other. I've been a foreigner without realizing I had deep roots... My spirit has sailed as well. But I don't see the point in making these observations now; I should have done so a long time ago.' 'I don't think anybody reflects on their life when they're young, Victor, and most people never do. It would never occur to my parents, for example, and they're almost ninety. They simply live for the day and are happy.' 'It's a shame we only make this kind of inventory when we're old, Ingrid, when there's no time left to make amends.' 'You can't change the past, but perhaps you can banish the worst memories...' 'Listen, Ingrid, the most important events, the ones that determine our fate, are almost always completely beyond our control. In my case, when I take stock, I see my life was marked by the Spanish Civil War in my youth, and later on by the military coup, by the concentration camps and my exiles. I didn't choose any of that: it simply happened to me.

Liturgy gathers the holy community as it reads the Holy Scriptures into the sweeping tidal rhythms of the church year in which the story of Jesus and the Christian makes its rounds century after century, the large and easy interior rhythms of a year that moves from birth, life, death, resurrection, on to spirit, obedience, faith, and blessing. Without liturgy we lose the rhythms and end up tangled in the jerky, ill-timed, and insensitive interruptions of public-relations campaigns, school openings and closings, sales days, tax deadlines, inventory and elections. Advent is buried under 'shopping days before Christmas.' The joyful disciplines of Lent are exchanged for the anxious penitentials of filling out income tax forms. Liturgy keeps us in touch with the story as it defines and shapes our beginnings and ends our living and dying, our rebirths and blessing in this Holy Spirit, text-formed community visible and invisible. When Holy Scripture is embraced liturgically, we become aware that a lot is going on all at once, a lot of different people are doing a lot of different things. The community is on its feet, at work for God, listening and responding to the Holy Scriptures. The holy community, in the process of being formed by the Holy Scriptures, is watching, listening to God's revelation taking shape before an din them as they follow Jesus, each person playing his or her part in the Spirit.

The two nieces of the deceased dowager in Connecticut were delighted with the prices Kate suggested for the items she wanted, and the clothes were delivered to Still Fabulous the following week. Kate was there when they came in, dropped off by a chauffeur with a van. She and Jessica, her assistant, checked them again, entered them in their inventory, and put them upstairs to show their most favored clients. Kate had already contacted several of them, and the editor from Harper’s Bazaar had said she wanted two of the fur coats. They were Revillon and in perfect condition. One was a shaved dark blue mink that had been worn only a few times, and the other was an incredibly chic skunk. She was picking them up in a few days.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

adolescence; as never, surely, were the certain-coursed, dynamic roller-coasters of youth. For most men and women these thirty years are taken up with a gradual withdrawal from life, a retreat first from a front with many shelters, those myriad amusements and curiosities of youth, to a line with less, when we peel down our ambitions to one ambition, our recreations to one recreation, our friends to a few to whom we are anaesthetic; ending up at last in a solitary, desolate strong point that is not strong, where the shells now whistle abominably, now are but half-heard as, by turns frightened and tired, we sit waiting for death. At forty, then, Merlin was no different from himself at thirty-five; a larger paunch, a gray twinkling near his ears, a more certain lack of vivacity in his walk. His forty-five differed from his forty by a like margin, unless one mention a slight deafness in his left ear. But at fifty-five the process had become a chemical change of immense rapidity. Yearly he was more and more an "old man" to his family--senile almost, so far as his wife was concerned. He was by this time complete owner of the bookshop. The mysterious Mr. Moonlight Quill, dead some five years and not survived by his wife, had deeded the whole stock and store to him, and there he still spent his days, conversant now by name with almost all that man has recorded for three thousand years, a human catalogue, an authority upon tooling and binding, upon folios and first editions, an accurate inventory of a thousand authors whom he could never have understood and had certainly never read. At sixty-five he distinctly doddered. He had assumed the melancholy habits of the aged so often portrayed by the second old man in standard Victorian comedies. He consumed vast warehouses of time searching for mislaid spectacles. He "nagged" his wife and was nagged in turn. He told the same jokes three or four times a year at the family table, and gave his son weird, impossible directions as to his conduct in life. Mentally and materially he was so entirely different from the Merlin Grainger of twenty-five that it seemed incongruous that he should bear the same name. He worked still In the bookshop with the assistance of a youth, whom, of course, he considered

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.

But peace, too, is a living thing and like all life it must wax and wane, accommodate, withstand trials, and undergo changes. Such was the case with the peace Josephus Famulus enjoyed. It was unstable, visible one moment, gone the next, sometimes near as a candle carried in the hand, sometimes as remote as a star in the wintry sky. And in time a new and special kind of sin and temptation more and more often made life difficult for him. It was not a strong, passionate emotion such as indignation or a sudden rush of instinctual urges. Rather, it seemed to be the opposite. It was a feeling very easy to bear in its initial stages, for it was scarcely perceptible; a condition without any real pain or deprivation, a slack, luke-warm, tedious state of the soul which could only be described in negative terms as a vanishing, a waning, and finally a complete absence of joy. There are days when the sun does not shine and the rain does not pour, but the sky sinks quietly into itself, wraps itself up, is gray but not black, sultry, but not with the tension of an imminent thunderstorm. Gradually, Joseph's days became like this as he approached old age. Less and less could he distinguish the mornings from the evenings, feast days from ordinary days, hours of rapture from hours of dejection. Everything ran sluggishly long in limp tedium and joylessness. This is old age, he thought sadly. He was sad because he had expected aging and the gradual extinction of his passions to bring a brightening and easing of his life, to take him a step nearer to harmony and mature peace of soul, and now age seemed to be disappointing and cheating him by offering nothing but this weary, gray, joyless emptiness, this feeling of chronic satiation. Above all he felt sated: by sheer existence, by breathing, by sleep at night, by life in his cave on the edge of the little oasis, by the eternal round of evenings and mornings, by the passing of travelers and pilgrims, camel riders and donkey riders, and most of all by the people who came to visit him, by those foolish, anxious, and childishly credulous people who had this craving to tell him about their lives, their sins and their fears, their temptations and self-accusations. Sometimes it all seemed to him like the small spring of water that collected in its stone basin in the oasis, flowed through grass for a while, forming a small brook, and then flowed on out into the desert sands, where after a brief course it dried up and vanished. Similarly, all these confessions, these inventories of sins, these lives, these torments of conscience, big and small, serious and vain, all of them came pouring into his ear, by the dozens, by the hundreds, more and more of them. But his ear was not dead like the desert sands. His ear was alive and could not drink, swallow, and absorb forever. It felt fatigued, abused, glutted. It longed for the flow and splashing of words, confessions, anxieties, charges, self-condemnations to cease; it longed for peace, death, and stillness to take the place of this endless flow.

Zara takes only two weeks to develop a new product and get it into stores—the industry average is six months—and launches over ten thousand new designs per year, a rate several times that of competitors like H&M and Gap. Zara holds just six days of inventory, while rival H&M holds nearly ten times as much.

train me, nice as could be other than acting like she’s my mom, all honey-this and honey-that and “You think you can remember all that, sweetie?” Just three or four years out of high school herself. But she did have three kids, so probably she’d wiped so many asses she got stuck that way. I didn’t hold it against her. Coach Briggs’s brother stayed upstairs in the office. Heart attack guy was a mystery. First they said he might come back by the end of summer. Then they all stopped talking about him. As far as customers, every kind of person came in. Older guys would want to chew the fat outside in the dock after I loaded their grain bags or headgates or what have you. I handled all the larger items. They complained about the weather or tobacco prices, but oftentimes somebody would recognize me and want to talk football. What was my opinion on our being a passing versus running team, etc. So that was amazing. Being known. It was the voice that hit my ear like a bell, the day he came in. I knew it instantly. And that laugh. It always made you wish that whoever made him laugh like that, it had been you. I was stocking inventory in the home goods aisle, and moved around the end to where I could see across the store. Over by the medications and vaccines that were kept in a refrigerator case, he was standing with his back to me, but that wild head of hair was the giveaway. And the lit-up face of Donnamarie, flirting so hard her bangs were standing on end. She was opening a case for him. Some of the pricier items were kept under lock and key. I debated whether to go over, but heard him say he needed fifty pounds of Hi-Mag mineral and a hundred pounds of pelleted beef feed, so I knew I would see him outside. I signaled to Donnamarie that I’d heard, and threw it all on the dolly to wheel out to the loading dock. He pulled his truck around but didn’t really see me. Just leaned his elbow out the open window and handed me the register ticket. He’d kept the Lariat of course, because who wouldn’t. “You’ve still got the Fastmobile, I see,” I said. He froze in the middle of lighting a smoke, shifted his eyes at me, and shook his head fast, like a splash of cold water had hit him. “I’ll be goddamned. Diamond?” “The one,” I said. “How you been hanging, Fast Man?” “Cannot complain,” he said. But it seemed like he wasn’t a hundred percent on it really being me loading his pickup. He watched me in the side mirror. The truck bounced a little each time I hefted a mineral block or bag into the bed. Awesome leaf springs on that beauty. I came around to give him back his ticket, and he seemed more sure.

The company even drew unlikely customers. From rural Arkansas, operating just five comically cheap-looking stores—a rounding error compared with the largest retailers—Sam Walton made his way to an IBM conference for retailers. While he shied away from investing anything in any emotional aspect of retailing, delivering the lowest prices meant mastering logistics and information. To one speaker at the conference, Abe Marks, modern retailing meant knowing exactly “how much merchandise is in the store? What’s selling and what’s not? What is to be ordered, marked down or replaced? . . . The more you turn your inventory, the less capital is required.” Altering his first impression, Marks found that Walton’s simpleton comportment masked his genius as a retailer, eventually calling him the “best utilizer of information that there’s ever been.” A little over two decades later, Sam Walton would become the richest man in America; he would attribute his competitive advantage to his investment in computing systems in his early days. The small-town merchant who expected that knowing his customers’ names or sponsoring the local Little League team would give him some enduring advantage simply didn’t understand the sport. American consumers, technocrats at heart, rewarded efficiency as reflected by the prices on the shelves, not the quaint sentiments of a friendly proprietor. To gain this efficiency, information systems were seen as vital.

The Prātimokṣa is, in its fully developed form, an inventory of rules which must be observed by the monks and nuns. It is, in theory, chanted regularly at each upavasatha day by the various nikāyas, i.e. local monastic communities.

1. Opportunity. What is the best opportunity for a new entrepreneur to build a successful business? Why is now the time to do it? How does the new landscape of e-commerce and social media create an environment of opportunity? And how do you fit into it all? You will discover why now is the perfect time to create your pie, and why there are others who are ready and willing to buy a slice. 2. Mindset. There’s a reason not every wantrepreneur becomes a successful entrepreneur, and psychology is a big piece of the puzzle. I’ll take you through the development of the right mindset to take a business from zero to one million in a year. 3. Getting customers. A million-dollar business doesn’t start with a product; it starts with a person. Your first step in building your business must be identifying your customer, and then answering his or her need. This builds a real brand, not just a revenue stream. If you get this piece right, you will have droves of repeat buyers who will eagerly “overpay” for your products, thank you for it, and tell all of their friends about you. 4. Product. Choosing your first product will be the biggest hurdle you face. It will take research, patience, and determination. Most importantly, it will require listening to what your customer is saying. I’ll take you through the whole process, from ideation to prototyping and refinement, helping you clear this hurdle in no time flat. 5. Funding. Sure, you’ve got a great product, and you know to whom you’re selling—but how do you fund your inventory? Here’s how to bootstrap, borrow, and build your way to a self-sustaining revenue machine, without stressing about money. 6. Stacking the deck. How do you nearly guarantee that your first product is successful, right out of the gate? Once you’ve decided what business you’re in, we will work to ensure that you don’t get stuck holding a product no one wants; this is where you stack the deck so your launch day is set up to blast off. 7. Launch. Your first product is ready to launch. What do you do now? Do you just let it ride? No. Here’s where building relationships and a few strategic marketing tips will take your business from a single product to a world-class brand, as we cover what you need to do to reach the key growth point of twenty-five sales per day.

1. John 3:21 says, “Whoever lives by the truth comes into the light.” Take inventory of your life: What is your most persistent temptation? Be honest. Why is it so difficult for you to say no to this temptation and yes to God? In what situations do you most often encounter this temptation? What do you hope to gain from conquering this troubling part of your life? 2. Read the story of Jesus’ temptation in the desert (Matthew 4:1-11). List all the reasons He might have found it easy to give in to Satan’s suggestions. Speculate as to what the consequences of such acts would have been. Contrast His response with the way the Israelites acted when they were hungry (Exodus 16; Numbers 11). What can we learn from this contrast between the Son of Man and the children of Israel? 3. Before you read the next chapter, spend some quiet time in prayer with your own particular temptations or sins in mind. Ask God for wisdom in the following areas: a. to help you properly identify the cause of your defeat, and b. to understand that you have been given the grace that is necessary to overcome this habit or persistent sin. 4. If you are reading this book alone, ask God to reveal one or two other people with whom you might be able to share your struggles, or even invite to join you in your journey through this book. 5. Take a few moments right now to thank God for the good things He is already doing in your life and for what He will do in the days ahead—in particular, how He will show His strength and grace at the point of your weakness.

The raw data from CDC’s 1999 Verstraeten study showed that children who took thimerosal-containing hepatitis B vaccines in their first thirty days suffered an astonishing 1,135 percent higher rate of autism than children who did not.30 Verstraeten also documented a grim inventory of other neurological injuries including ADD/ADHD, speech and language delays, tics, and sleep disorders in children exposed to thimerosal. Verstraeten reported that these shocking signals prompted him to review, for the first time, the published medical literature, where he confirmed the alarming toxicity of mercury (thimerosal) to cause these injuries was biologically plausible.

Embrace Efficiency, Elevate Flavor: Smart Kitchen Tools for Culinary Adventurers The kitchen, once a realm of necessity, has morphed into a playground of possibility. Gone are the days of clunky appliances and tedious prep work. Enter the age of the smart kitchen tool, a revolution that whispers efficiency and shouts culinary liberation. For the modern gastronome, these tech-infused gadgets are not mere conveniences, but allies in crafting delectable adventures, freeing us to savor the journey as much as the destination. Imagine mornings when your smart coffee maker greets you with the perfect brew, prepped by the whispers of your phone while you dream. Your fridge, stocked like a digital oracle, suggests recipes based on its ever-evolving inventory, and even automatically orders groceries you've run low on. The multi-cooker, your multitasking superhero, whips up a gourmet chili while you conquer emails, and by dinnertime, your smart oven roasts a succulent chicken to golden perfection, its progress monitored remotely as you sip a glass of wine. But efficiency is merely the prologue. Smart kitchen tools unlock a pandora's box of culinary precision. Smart scales, meticulous to the milligram, banish recipe guesswork and ensure perfect balance in every dish. Food processors and blenders, armed with pre-programmed settings and self-cleaning prowess, transform tedious chopping into a mere blip on the culinary radar. And for the aspiring chef, a sous vide machine becomes a magic wand, coaxing impossible tenderness from the toughest cuts of meat. Yet, technology alone is not the recipe for culinary bliss. For those who yearn to paint with flavors, smart kitchen tools are the brushes on their canvas. A connected recipe platform becomes your digital sous chef, guiding you through each step with expert instructions and voice-activated ease. Spice racks, infused with artificial intelligence, suggest unexpected pairings, urging you to venture beyond the familiar. And for the ultimate expression of your inner master chef, a custom knife, forged from heirloom steel and lovingly honed, becomes an extension of your hand, slicing through ingredients with laser focus and lyrical grace. But amidst the symphony of gadgets and apps, let us not forget the heart of the kitchen: the human touch. Smart tools are not meant to replace our intuition but to augment it. They free us from the drudgery, allowing us to focus on the artistry, the love, the joy of creation. Imagine kneading dough, the rhythm of your hands mirroring the gentle whirring of a smart bread machine, then shaping a loaf that holds the warmth of both technology and your own spirit. Or picture yourself plating a dish, using smart portion scales for precision but garnishing with edible flowers chosen simply because they spark joy. This, my friends, is the symphony of the smart kitchen: a harmonious blend of tech and humanity, where efficiency becomes the brushstroke that illuminates the vibrant canvas of culinary passion. Of course, every adventure, even one fueled by smart tools, has its caveats. Interoperability between gadgets can be a tangled web, and data privacy concerns linger like unwanted guests. But these challenges are mere bumps on the culinary road, hurdles to be overcome by informed choices and responsible data management. After all, we wouldn't embark on a mountain trek without checking the weather, would we? So, embrace the smart kitchen, dear foodies! Let technology be your sous chef, your precision tool, your culinary muse. But never forget the magic of your own hands, the wisdom of your palate, and the joy of a meal shared with loved ones. For in the end, it's not about the gadgets, but the memories we create around them, the stories whispered over simmering pots, and the laughter echoing through a kitchen filled with the aroma of possibility.

On the day the hulk was towed away from Asbury Park, George White Rogers opened a radio-repair shop in Bayonne, New Jersey. It was the first time he had worked in some months. Customers found Rogers a bombastic shopkeeper, fond of telling them how lucky they were to have their radio sets mended by him. His business dropped off. One day in February 1935, Rogers left the shop “to get a breath of air.” Shortly afterward it caught fire. Bayonne police files reveal: “An inventory made by Rogers disclosed equipment had suffered damage to the extent of $1200. Arson was suspected. But no proof existed to warrant an arrest. He collected from the insurance company.

As a second way to pump investment into the Pronto stores, to support our high wage costs, we began to add hard liquor, instead of just beer and wine, to the stores. (We did this well before 7-Eleven’s arrival.) The cost of a liquor license in those days was so great that the addition of a liquor license, and its added high-value-per-cubic-inch inventory, doubled our investment in a store without expanding beyond the 2,400 square foot conventional convenience store module.

Rupert stood there for a moment. He took inventory of what sort of life he was stepping back into. His friends were still there, except for Dorian. His apartment was still there, Danny said. His job was gone, according to Arthur and Hakim. And he had been just an observer from the sidelines for more than a half a year, trying every day to entertain and manipulate the guards and other prisoners into leaving him alone and not hassling him. He realized he had become accustomed to seeing everyone and every new environment he entered as a potential threat.

Lugilla’s fingers reached to Precious’ hand, but Precious slipped her fingers from the table and placed them in her lap. “I hope you understand, though I trust you and you’ve been good to me, I cannot call you my friend – prob’ly ever – because we are from two separate worlds, Mrs. Sanders.” Lugilla swallowed and tried to sip her tea. “I do. Believe me. I do. But do not hesitate to confide in me or say so if I’m not treating you fair like.” “One day on the other side…” “Yes, one day when Jesus wipes away all tears from our eyes, we will be like Him and we will be true friends, I’m sure of it.

He was taking inventory—in his mind, a spreadsheet: he repented of one sin per day, and he moved it to the other column marked PAID.

Kaida's attorney suggested a quit claim deed as the best vehicle for transferring Gail’s home into Kaida's name with a limiting clause for a life estate for Gail. The single page was drafted on his computer. When Gail asked Kaida why her beneficiary deed and her will were not sufficient, Kaida told her the new “trust” was more complete. It ensured that Grant and Paige would finally inherit her property at the end of Kaida’s life. It would also substantially help her build Kaida’s credit back from the bankruptcy to have her name on the deed. Gail certainly loved Kaida and her grandchildren. Gail trusted Kaida’s promise to care for her in her old age, and she believed their funds had become hopelessly co-mingled, so that sitting in the attorney’s office that day, she finally agreed to sign the trust document with a “joint tenancy life estate” on her property. It felt like a business transaction. It was only right to incentivize Kaida for her promise to care for her in her old age.

When she can’t sleep at night, she tries to remember the details of all the rooms where she has slept…The objects that appear are always linked to gestures and singular facts…In those rooms, she never sees herself with the clarity of photos, but blurred as in a film on an encrypted TV channel…She doesn’t know what she wants from these inventories, except maybe through the accumulation of memories of objects, to again become the person she was at such and such a time. She would like to assemble these multiple images of herself, separate and discordant, thread them together with the story of her existence, starting with her birth during World War II up until the present day. Therefore, an existence that is singular but also merged with the movements of a generation. Each time she begins, she meets the same obstacles: how to represent the passage of historical time, the changing of things, ideas, and manners, and the private life of this woman? How to make the fresco of forty-five years coincide with the search for a self outside of History, the self of suspended moments transformed into the poems she wrote at twenty (“Solitude,” etc.)? Her main concern is the choice between “I” and “she.” There is something too permanent about “I,” something shrunken and stifling, whereas “she” is too exterior and remote. The image she has of her book in its nonexistent form, of the impression it should leave, is…an image of light and shadow streaming over faces. But she hasn’t yet discovered how to do this. She awaits if not a revelation, then a sign, a happenstance, as the madeleine dipped in tea was for Marcel Proust. Even more than this book, the future is the next man who will make her dream, buy new clothes, and wait: for a letter, a phone call, a message on the answering machine.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

keeping the first station busy, and it’s similar to first-in, first-out scheduling. But of course, now everyone knows that you don’t release work based on the availability of the first station. Instead, it should be based on the tempo of how quickly the bottleneck resource can consume the work.” I just stare at him blankly. He continues, “Because of how Mark was releasing work, inventory kept piling up in front of our bottleneck, and jobs were never finished on time. Every day was an emergency. For years, we were awarded Best Customer of the Year from our air freight shipment company, because we were overnighting thousands of pounds of finished goods to angry customers almost every week.” He pauses and then says emphatically, “Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.” He continues, “In our case, our bottleneck was a heat treat oven, just like in Goldratt’s novel, The Goal. We also had paint-curing booths that later became constraints, too. By the time we froze the release of all new jobs, you couldn’t even see the bottleneck work centers because they were surrounded by huge piles of inventory. Even from up here!” Despite myself, I laugh with him. It’s obvious in hindsight, but I can imagine that to Mark, it was anything but obvious. “Look, thanks for the history lesson. But I learned most of this already in business school. I don’t see how this could possibly be relevant to managing IT Operations. IT is not like running a factory.” “Oh, really?” he turns to me, frowning intensely. “Let me guess. You’re going to say that IT is pure knowledge work, and so therefore, all your work is like that of an artisan. Therefore, there’s no place for standardization, documented work procedures, and all that high-falutin’ ‘rigor and discipline’ that you claimed to hold so near and dear.” I frown. I can’t figure out if he’s trying to convince me of something I already believe or trying to get me to accept an absurd conclusion. “If you think IT Operations has nothing to learn from Plant Operations, you’re wrong.

Today I Pray Help me to take inventory each day of my stock of my new, healthy thoughts, throwing out the old ones as I happen upon them without regret or nostalgia. For I have outgrown those old ideas, which are as scuffed and run-over as an old pair of shoes. Now, in the light, I can see that they are filled with holes.

MOUNTAIN VIEW, CA—Following the company’s announcement that it would discontinue public sales of the wearable technology, Google officials confirmed Monday that all unsold units of Google Glass would be donated to underprivileged assholes in Africa. “We are committed to positively impacting the lives of poverty-stricken smug pricks by distributing the surplus inventory of Google Glass to self-important fucks throughout sub-Saharan Africa,” a statement released by the company read in part, adding that the program will provide the optical head-mounted technology, as well as professional training sessions, to destitute communities of conceited dicks from Sierra Leone, to Somalia, to Botswana. “This gesture will help tens of thousands of poor and needy men, women, and children across the continent who have never had the opportunity to walk around looking like a pompous jackass all day long. From the moment they turn on their new Google Glass in clear view of others, they’ll immediately start experiencing the undeserved sense of superiority currently lacking in their lives.” At press time, Google confirmed that the first devices had been presented to an indigent family of complete fucking jerkoffs from the Republic of Guinea.

Leaders must ask themselves, “What do I stand for? What are the principles that guide me in my day-to-day work and keep me here in this job, doing this work, and supporting these people?” Once affirmed, leaders must act out their values, demonstrating what they mean.

I’m gonna be late to class if you keep that up.” “Don’t care.” I nuzzled her throat and bit softly at the smooth skin. “Give me a little bit, I’ll be ready for round two.” “You’re going to be late for inventory at the restaurant. And I don’t think I can go again, babe.” “Wimp.” “Ha! Uh, well, seeing as I woke up to one, and then you forced another one out of me right after . . . then as soon as we were done with breakfast you brought me back in here and I just had another two orgasms? No, I’m not a wimp, I’m just worn out, mister.” I smiled wolfishly up at her and kissed her lips softly, loving how swollen they were from kissing. “Good. When we’re married, I’m gonna make you stay home so I can have my way with you whenever I want.” She laughed loudly. “Really now? You’re going to make me stay home?” I grunted some form of affirmation and said teasingly, “Gonna turn you into a fifties wife. Make you wear dresses, stay home, clean and cook for me. All day, nothing but pancakes.” “You’re ridiculous. And I refuse.” “To marry me?” I raised an eyebrow at her. “To be your fifties wife. But I can’t wait to marry you.

We kissed once.” She spoke quietly and lowered her gaze. “I esteem you greatly, Joseph Carrington, though I have wondered if my efforts in that kiss were sufficiently unmemorable as to make you regret the occasion.” He was so busy trying to muster the discipline to let go of her hand and take himself off that her words didn’t register immediately in his befuddled mind. She esteemed him greatly? “Louisa, your efforts were not… unmemorable.” He saw her drop frosty politesse over the hint of vulnerability in her eyes, felt her spine stiffen fractionally—and knew he’d said the wrong thing. He could not abide those withdrawals, however subtle. “Louisa, since we kissed, I have thought of little else, and I esteem you greatly, as well. Very greatly.” While Joseph watched, a blush, beautiful and rosy, stole up Louisa Windham’s graceful neck. “I have had occasion to consider that kiss a time or two myself,” she said. He thought her voice might have been just a trifle husky. Hope, an entire Christmas of hope, blossomed in the center of his chest. “Perhaps you would like a small reminder now?” He would adore giving her a reminder. A reminder that took the rest of the afternoon and saw their clothes strewn about the chamber. Twelve days of reminders would work nicely, with a particular part of Joseph’s body promptly appointing itself Lord of Misrule. He would not push her, but he would get a cane, the better to support himself should random insecurity threaten his knees in future. Louisa lifted her gaze to his and seemed to visually inventory his features. After suffering her perusal for an eternity, Joseph let out a breath when she twined her arms slowly around his neck. He would not harry her. It would be a chaste kiss, a kiss to reassure— Louisa Windham did not need any reminders about how to kiss a man. She gently took possession of Joseph’s mouth, plundered his wits, and stole off with his best intentions.

Expand your egg business through latest technologies In India, poultry farming is still lagging behind in terms of infrastructure, skilled manpower and resources. Government has tried to overcome troubles but still egg farm owners in semi-urban or rural areas aren’t utilized technologies due to lack of knowledge and training. On the contrary, farmers in foreign countries develop smart egg processed plant to produce better quality eggs. Technologies are playing keen role to expand egg business sector. Indian farmers should be trained on modern-day technologies to increase productivity. Fast-growing population demanded delicious egg dishes, thus people who are interested to run a restaurant probably sell eggs. Here also you can use technology to develop effective management system, inventory solutions and check product quality as well. It goes without saying that egg industry encompasses varies business categories but you should involve technology to make most advantage and profits. There is trend among foreign countries to cut down cost on unnecessary labours thus they are concentrating on emerging technologies.

There was little science to Amazon’s earliest distribution methods. The company held no inventory itself at first. When a customer bought a book, Amazon ordered it, the book would arrive within a few days, and Amazon would store it in the basement and then ship it off to the customer. It took Amazon a week to deliver most items to customers, and it could take several weeks or more than a month for scarcer titles.

What if I took the picture books that my grandmother made and snapped open the rings in every binder, let the plastic pages spill out onto the floor, and then attacked them with my scissors? Those books, pasted together by my grandmother, year after year, replaced the cognitive exercise of memory for me. Sitting on a section of wall-to-wall carpeting, drinking the bubbling red birch beer from a tinted brown glass, I reestablished my relationships with the members of my family. This is where I put it all together and perpetuated the lies. Not malicious lies, but lies with so many years to develop that we forgot the truth because nobody rehearsed it. When Mark was sentence to sixty days in a twelve-step rehab program in 1991, he wrote an inventory of his experiences with drugs and alcohol that filled a whole notebook, and then he gave it to us to read, It was in those pages that I learned he had once tapped the powder out of horse tranquilizer capsules, melted it down, and shot it into his veins for a high that lasted fourteen days. My God, I thought, Oh my God. This is Mark's story? Okay, now put the cooked-down shot-up horse tranquilizer against the pictures in the album. What do you get? Collage. Dry made wet and introduced into the body. Cut cut cut. It's not so radical.

First, as shown in Table 2.1, the amount of time when value is actually being created (3 hours) is infinitesimal in relation to the total time (319 days) from bauxite to recycling bin. More than 99 percent of the time the value stream is not flowing at all: the muda of waiting. Second, the can and the aluminum going into it are picked up and put down thirty times. From the customer’s standpoint none of this adds any value: the muda of transport. Similarly, the aluminum and cans are moved through fourteen storage lots and warehouses, many of them vast, and the cans are palletized and unpalletized four times: the muda of inventories and excess processing. Finally, fully 24 percent of the energy-intensive, expensive aluminum coming out of the smelter never makes it to the customer: the muda of defects (causing scrap).

Finally, it was Evan’s turn. Showtime. He approached the front of the room like the entrance to a party, strutting confidently to show the crowd what he, Reggie, and Bobby had been working on tirelessly for the past six weeks. Confident and comfortable, Evan enthusiastically explained to the other thirty students, two professors, and half a dozen venture capitalists that not every photograph is meant to last forever. He passionately argued that people would have fun messaging via pictures. The response? Less than enthusiastic. Why would anyone use this app? “This is the dumbest thing ever,” seemed to be the sentiment underlying everyone’s tones. One of the venture capitalists suggested that Evan make the photos permanent and work with Best Buy for photos of inventory. The course’s teaching assistant, horrified, pulled Evan aside and asked him if he’d built a sexting app. The scene was reminiscent of another Stanford student’s class presentation half a century earlier. In 1962, a student in Stanford’s Graduate School of Business named Phil Knight presented a final paper to his class titled “Can Japanese Sports Shoes Do to German Sports Shoes What Japanese Cameras Did to German Cameras?” Knight’s classmates were so bored by the thesis that they didn’t even ask him a single question. That paper was the driving idea behind a company Knight founded called Nike. The VCs sitting in Evan’s classroom that day likely passed up at least a billion-dollar investment return. But it’s very easy to look at brilliant ideas with the benefit of hindsight and see that they were destined to succeed. Think about it from their perspective—Picaboo’s pitch was basically, “Send self-destructing photos to your significant other.” Impermanence had a creepy vibe to it, belonging only to government spies and perverts. With the benefit of hindsight, we can see that Facebook developed the conditions that allowed Snapchat to flourish. But it wasn’t at all obvious watching Evan’s pitch in 2011 that this was a natural rebellion against Facebook or that it would grow beyond our small Stanford social circle.

Promotion stocks came to the retailer ahead of the rest of the market. Also, they usually got an extra lot even after the end of the promotion Newly launched products came to the retailer first. The customers got more choice, faster, leading to favourable word-of-mouth publicity Local display and consumer sampling budgets were always directed liberally at the retailer Vendors ensured that no slow moving inventory was stuck in the retailer’s stores; they wanted nothing to choke the pipeline The retailer also received the best in-class margin from the distributor If some items were in short supply, the vendor would ensure the retailer was the last one to go out of stock In effect, the consumers found more products, fresher stocks and more promotions in the retailer’s stores compared to the general market. This wasn’t something actively created by either the vendors or the retailer, but was a byproduct of good trading practices. Just one move based on a trading community insight— everyone has less money in the bank than needed — hurled the retailer into a virtuous growth cycle, with all the vendors pushing in one direction, with them. Most people in the business would not give a second look at changing these trading practices. If the payment norm is eight days why modify it? Surely the wholesalers, too, know what they’re letting themselves in for? And the vast volumes offered by organised retail should offset the stress of extending credit. Isn’t that how it works? One retailer managed to peep behind the curtain of wholesaler business practices and understood what a boon more money in the bank was to the trade. And look at the gains they reaped for this seemingly insignificant insight!

Some of my best friends work for us, too. Justin Martin, or Martin as we call him, played football at West Monroe High School. I pick on him, joking that he’s the only man I know who looks dumb but is really smart and looks old but is really young. If you’ve seen him on the show, you know exactly what I’m talking about. He only lacks his thesis to complete a master’s degree in wildlife biology, and he had a full scholarship to college. Martin is actually the only employee we have who ever worked in a sporting goods store that sold hunting products. He understands competitive pricing and inventory. I met Martin when he came to play poker at our house one Friday night. While on summer break from college, Martin was looking for some work. I was going out of town the next week, but I told him to come in and start calling sporting goods store. About three days later, I received an e-mai from martin@duckcommander.com. The guy already had a Duck Commander e-mail with his name on it! I really thought he was only going to be with us for a few days and then go back to what he was doing. I never really hired him; he just ended up staying. But Martin is an excellent hunter-which gave him an advantage-and he knows all about animals. Martin will do anything for you, and he is my liaison in the blind. I’ll give him new products that companies want us to try out, and he’ll come back to me with everyone’s feedback. Most important, Martin learned how to make our duck calls, which made him invaluable. Plus, he’s another guy I enjoy hanging out with, and what’s it all worth if you can’t work with people you like?

One day I found myself at a local flea market, talking to a guy who was selling refurbished printers for $50. I had seen identical printers on eBay for $300, so I bought his entire inventory, put them on eBay for an unbeatable $200, and made $150 on each one. Every week I would go back to the flea market and take the printers off the guy’s hands, and every week I was making money. Not much, mind you, but more than I would have been making at McDonald’s. Still,

But now I’m short an assistant, and with National Underwear Day right around the corner, time is running out to order fall inventory.

The perfect tool to help make running your business easier and more profitable. The Harbortouch POS system is the perfect tool to help make running your business easier and more profitable. Harbortouch combines the highest quality hardware with cutting edge software and offers these high-end POS systems at no cost to you! Manage your business with an easy to use point of sale solution, complete with back office accessibility and reporting. Send offers to your customers via Facebook, Twitter, SMS text or online to help grow your business. Wherever you may be, accepting credit card payments have never been so quick, easy and affordable. Perfect for small retail stores, yogurt shops, cafes, kiosks,food trucks and other small merchants :- ->Base package includes 13.3" touch-screen display, cash drawer, receipt printer, integrated customer display, 5 employee cards, and waterproof foldable keyboard. ->Cloud-based reporting and POS management through Lighthouse. ->Cutting-edge payment technology supports all major credit/debit cards (including PIN debit), NFC, EMV, Apple Pay and Perkwave. ->Just 1.59% + 20 cents per transaction. ->$39/month service fee. ->Optional accessories include remote printer (only supports 1 remote printer per location) and bar code reader. ->Harbortouch offers 50 free customized, full color gift cards and a 60-day free trial to all of our merchants. Manage multiple operations through your Harbortouch POS system: accept cash, checks, credit and debit, place orders, access reports, track inventory, and manage employees with the built-in time clock. Increase operational efficiency, minimize ordering errors and reduce shrinkage. More accurate employee time tracking reduces payroll while Harbortouch's reporting capabilities help you decrease accounting and bookkeeping expenses. Our award winning customer support is handled entirely in-house and is available 24 hours a day, 7 days a week.

Socrates said that the unexamined life is not worth living. Perhaps it's time to inventory the imprints and anchors in our own life. Even if they once were completely reasonable, are they still reasonable? Once the old choices are reconsidered, we can open ourselves to new decisions-and the new opportunities of a new day.

Even so, at times stress is inevitable, and seven-day-week-style activities, such as golf before a conference call, or a break on the beach between inventories, help reduce it to reasonable levels. Executives who are embarrassed to take these breaks or companies that frown on them are shortsighted. Stress is a major disruption; and its effects, such as burnout, are grim reapers for talented people.

Chapter II: Morning   The morning came and it was time for Steve to leave for Snowland. He got ready by putting all his his potions, weapons, and food in his inventory. When he opened the door, there were two guards waiting for him out there. "Are you ready?" They were holding a back pack on their hand. "Here, take this, you are going to have to carry a ton of stuff." Steve took the backpack and put it on his back. "Follow us," The soldiers started walking toward the wooden door at the end of the hallway.   They opened the door and there was a horse waiting outside. One of the guards patted the horse and said, "This is yours, take care of him." Steve nodded and said, "He'll be safe with me." The guard reached into his pocket and took out a compass and map. "Here, let me show you how to get to Snowland. I have the location marked on the map here. Don't get too attached to the compass, there's something weird going on down there that makes compasses mark North the wrong way, so pay attention to the map. The trip will take you about three days if you travel most of the day, and you don't lose your horse. If you lose your horse, the trip will take about a week so make sure you tie him well when you dismount. About one and a half of traveling days should be easy. The rest of the way is going to be challenging because of the fact that it begins to get freezing cold. Now get on the horse and be on your way. I wish you luck."   Steve jumped on the horse and said, "Thank you, but I don't need luck." He gave the horse a slight kick with his heel and said, "Walk." The horse obeyed his command and began walking through the trail until he stopped at the end of Springfield where the gate to the exit was. The guard at the door pointed his diamond sword at Steve and said, "Hold it right there! Where do you think you are going?" Steve took out a scroll with the king’s seal on it, showed it to the guard, and said, "I am traveling to Snowland by the king’s orders." The guard at the gate stepped back and put down his sword. "I'm sorry, sir, let me get the gate for you.

What’s up, Albert?” “Well, I’ve done inventory at Ralph’s, and I think if I had a lot of help, I could put together an okay Thanksgiving dinner.” Sam stared at him. He blinked. “What?” “Thanksgiving. It’s next week.” “Uh-huh.” “There are ovens at Ralph’s, big ones. And no one has taken the frozen turkeys. Figure two hundred and fifty kids if pretty much everyone from Perdido Beach shows up, right? One turkey will feed maybe eight people, so we need thirty-one, thirty-two turkeys. No problem there, because there are forty-six turkeys at Ralph’s.” “Thirty-one turkeys?” “Cranberry sauce will be no problem, stuffing is no problem, no one has taken much stuffing yet, although I’ll have to figure out how to mix, like, seven different brands and styles together, see how it tastes.” “Stuffing,” Sam echoed solemnly. “We don’t have enough canned yams, we’ll have to do fresh along with some baked potatoes. The big problem is going to be whipped cream and ice cream for the pies.” Sam wanted to burst out laughing, but at the same time he found it touching and reassuring that Albert had put so much thought into the question. “I imagine the ice cream is pretty much gone,” Sam said. “Yeah. We’re very low on ice cream. And kids have been taking the canned whipped cream, too.” “But we can have pie?” “We have some frozen. And we have some pie shells we can bake up ourselves.” “That would be nice,” Sam said. “I’ll need to start three days before. I’ll need, like, at least ten people to help. I can haul the tables out of the church basement and set up in the plaza. I think I can do it.” “I’ll bet you can, Albert,” Sam said with feeling. “Mother Mary’s going to have the prees make centerpieces.” “Listen, Albert…” Albert raised a hand, cutting Sam off. “I know. I mean, I know we may have some great big fight before that. And I heard you have your fifteenth coming up. All kinds of bad stuff may happen. But, Sam—” This time, Sam cut him off. “Albert? Get moving on planning the big meal.” “Yeah?” “Yeah. It will give people something to look forward to.

When we don’t stop daily to inventory all the gazillion things going right in our lives, the crazy voices in our heads try to make us their

Version Two-Morning (Engage in your beginning ritual if you are using one.) THIS MORNING I ADMIT WHEN ISOLATED I AM POWERLESS OVER (Fill in problem). (BREATHE) THIS MORNING I ADMIT WHEN I RELY ONLY ON MY WILL MY LIFE IS UNMANAGEABLE. (BREATHE) THIS MORNING I BELIEVE THERE IS A POWER GREATER THAN MYSELF. (BREATHE) THIS MORNING I BELIEVE THIS POWER CAN, AND WILL, RESTORE ME TO SANITY. (BREATHE) THIS MORNING I AM MAKING A DECISION TO TURN MY WILL OVER TO THAT POWER’S CARE. (BREATHE) THIS MORNING I AM MAKING A DECISION TO TURN MY LIFE OVER TO THAT POWER’S CARE. (BREATHE) THIS MORNING I AM ENTIRELY READY TO HAVE THAT POWER REMOVE ALL MY DEFECTS OF CHARACTER. (BREATHE) THIS MORNING I HUMBLY ASK THAT POWER TO REMOVE MY SHORTCOMINGS. (BREATHE) THIS MORNING I AM SEEKING THROUGH THIS PRAYER TO IMPROVE MY CONSCIOUS CONTACT WITH THAT SPIRITUAL POWER. (BREATHE) THIS MORNING I AM PRAYING FOR KNOWLEDGE OF THAT SPIRITUAL POWER’S WILL FOR ME. (BREATHE) THIS MORNING I AM PRAYING FOR THE POWER TO CARRY OUT THAT SPIRITUAL POWER’S WILL FOR ME. (BREATHE) THIS MORNING I AM PRAYING FOR THE WILLINGNESS TO TAKE THE ACTION NECESSARY TO CARRY OUT THAT SPIRITUAL POWER’S WILL FOR ME. (BREATHE) THIS MORNING I AM PRAYING FOR A SPIRITUAL AWAKENING. (BREATHE) THIS MORNING I AM PRAYING FOR THE OPPORTUNITY TO CARRY THIS MESSAGE TO OTHERS WHO STILL SUFFER. (BREATHE) THIS MORNING I AM PRAYING FOR THE ABILITY AND WILLINGNESS TO PRACTICE THESE PRINCIPLES IN ALL ASPECTS OF MY LIFE. (Engage in your ending ritual if you are using one.) Version Two-Evening (Engage in your beginning ritual if you are using one.) TONIGHT I ADMIT IN ISOLATION I AM POWERLESS OVER (Fill in problem)-THAT MY LIFE IS UNMANAGEABLE. (BREATHE) TONIGHT I BELIEVE THAT YOU ARE A POWER GREATER THAN MYSELF AND YOU ARE RESTORING ME TO SANITY. (BREATHE) TONIGHT I AM GRATEFUL THIS DAY I WAS ABLE TO MAKE A DECISION TO TURN MY WILL AND MY LIFE OVER TO YOUR CARE. (BREATHE) TONIGHT I CONTINUE TO BE ENTIRELY WILLING TO HAVE YOU REMOVE ALL MY DEFECTS OF CHARACTER. (BREATHE) TONIGHT I HUMBLY ASK YOU TO CONTINUE TO REMOVE MY SHORTCOMINGS. (BREATHE) TONIGHT I TAKE PERSONAL INVENTORY AND FIND I HAVE BEEN WRONG AND NOW PROMPTLY ADMIT IT TO YOU. (If after an honest review of the day you are unable to identify anyone you have harmed, skip the next two sentences.) (BREATHE) TONIGHT I LIST THESE PERSONS I HAVE HARMED TODAY, AND AM WILLING TO MAKE AMENDS TO THEM ALL. (BREATHE) TONIGHT I AGREE TO MAKE DIRECT AMENDS TO THESE PEOPLE WHEREVER POSSIBLE, EXCEPT WHEN TO DO SO WOULD INJURE THEM OR OTHERS. (BREATHE) TONIGHT I AM SEEKING THROUGH PRAYER TO IMPROVE MY CONSCIOUS CONTACT WITH YOU. (BREATHE) TONIGHT I AM PRAYING FOR KNOWLEDGE OF YOUR WILL FOR ME. (BREATHE) TONIGHT I AM PRAYING FOR THE POWER TO CARRY OUT YOUR WILL FOR ME. (BREATHE) TONIGHT I AM PRAYING FOR THE WILLINGNESS TO CARRY OUT YOUR WILL FOR ME. (BREATHE) TONIGHT I AM SEEKING THROUGH MEDITATION TO IMPROVE MY CONSCIOUS CONTACT WITH YOU. (BREATHE) TODAY I EXPERIENCED A SPIRITUAL AWAKENING AS A RESULT OF THESE STEPS. (BREATHE) TODAY I TRIED TO CARRY THIS MESSAGE TO OTHERS WHO STILL SUFFER. (BREATHE) TODAY I PRACTICED THESE PRINCIPLES IN ALL MY AFFAIRS. (Engage in your beginning ritual if you are using one.)

Why people churn Most churn occurs at the time of the sale. In 2017, my churn was over 60%. I signed up customers who were a poor fit for my solution. Many customers thought Connex was an inventory management tool and others thought we built custom software. We had no onboarding process and we expected users to figure out Connex on their own. Many users failed to choose the right settings, since they are small business owners and not accountants. Since the software failed to work as expected, they quickly cancelled. From experience, most users churn in the first 30 days. It is critical that you reach out to them and ensure the software works correctly. My staff performs an onboarding and ensures Connex works to the customer’s satisfaction. Users churned because my software lacked features that it has today. We noticed a dramatic shift in churn, after implementing a sales and marketing process. In the first quarter of 2021, we had only a handful of refunds out of 100 purchases. People churn because they fail to achieve their desired result or experience. People buy Connex because they want accurate financial information, better order fulfillment, or protection from overselling. If the sync were inaccurate and unreliable then we would lose customers. In other cases, your software may become superfluous. For example, I used the excellent meeting automation tool Calendly. When I migrated to HubSpot, however, I no longer needed Calendly because HubSpot offered meeting automation as part of its suite of offerings. Even if your tool works, your customer’s desired situation or desired outcomes may change. I churned from my ticketing system because I was unhappy with the customer service and experienced technical issues with their chat and phone system. Companies often tack on features that are nowhere near as usable as their core offering.

A spot-check inventory taken in the midst of disturbances can be of very great help in quieting stormy emotions. Today’s spot check finds its chief application to situations which arise in each day’s march. The consideration of long-standing difficulties had better be postponed, when possible, to times deliberately set aside for that purpose.

Power tools • Speak up when your insights can make a difference. If others make disparaging remarks, the results you bring to the table will ultimately override their negative comments. If the negativity continues, you may need to look for other opportunities. • Do a spot-check inventory throughout the day. Be aware of how you are feeling and thinking. If you are experiencing mad mind-chatter based on unfounded biases, question these thoughts. • Find a stretch goal you are passionate about and consider what you need to do to achieve it. Get a few supporters in place and start taking action, one step at a time. 2

How’s it going?” People have not always greeted each other in this way: they invoked divine protection for themselves, and they did not bow before a commoner the way they bowed before a nobleman. In order for the formula “How’s it going?” to appear, we had to leave the feudal world and enter the democratic era, which presupposes a minimal degree of equality between individuals, subject to oscillations in their moods. According to one legend, the French expression “ça va?” is of medical origin: how do you defecate? A vestige of a time when intestinal regularity was seen as a sign of good health. This lapidary, standardized formality corresponds to the principle of economy and constitutes the minimal social bond in a mass society that seeks to include people from all over. But it is sometimes less a routine than a way of intimating something: we want to force the person met to situate himself, we want to petrify him, subject him to a detailed examination. What are you up to? What’s happened to you? A discreet summons that commands everyone to expose himself for what he really is. In a world that makes movement a canonical value, there is an interest in how things are going, even if we don’t know where. That’s why a “how’s it going?” that expects no answer is more human than one that is full of concern but wants to strip you bare and force you to give a moral accounting for yourself. This is because the fact of being is no longer taken for granted, and we have to pay permanent attention to our internal barometers. Are things going as well as I say, or am I embellishing them? That is why many people evade the question and move to another topic, assuming that the interlocutor is perceptive enough to discern in their “fine” a discreet depression. Then there is this terrible expression of renunciation: “Okay, I guess,” as if one had to let the days and hours pass without taking part in them. But why, after all, do things have to be going well? Asked daily to justify ourselves, it often happens that we are so opaque to ourselves that the answer no longer has any meaning other than as a formality. “You’re looking good today.” Flowing over us like honey, this compliment has the effect of a kind of consecration: in the confrontation between the radiant and the grouchy, I am on the right side. And now I am, through a bit of verbal magic, raised to the summit of a subtle and ever-changing hierarchy. But the following day another, ruthless verdict is handed down: “You look terrible today.” This observation executes me at point-blank range, deprives me of the splendid position where I thought I had taken up permanent residence. I have not proven worthy of the caste of the magnificent, I am a pariah and have to slink along walls, trying to conceal the fact that I look ill. Ultimately, “how’s it going?” is the most futile and the most profound of questions. To answer it precisely, one would have to make a scrupulous inventory of one’s psyche, considering each aspect in detail. No matter: we have to say “fine” out of politeness and civility and change the subject, or else ruminate the question during our whole lives and reserve our reply for afterward.

There’s this new glitch messing everything up. He calls himself Pigrothbrine. He only showed up a couple days ago and already he is in control of everything!” Otis growled and stomped on the ground. “Where is he?” “You … you’ve heard of him?” Trevor gasped. “Look at me, kid,” said Otis. “How do you think I got to look like this?” Trevor looked at Otis and gasped. “But … weren’t you a zombie pigman when you rescued Baby Zeke a couple months ago?” Otis thumped his chest. “I still am. But I have to kill Pigrothbrine in order to get my skin back.” “If that works,” I said. I turned back to Trevor. “What’s Pigrothbrine doing?” Trevor took a deep breath and sighed. He shook his cube sadly. “You remember Cassius the husk, right? Well, after he stirred up all the anger and anxiety of the nether mobs against the surface dwellers, there have been mutterings about his ideology. Pigrothbrine found out about it and is exploiting the anger to mobilize another army. They’re calling themselves the Sons of Cassius.” I shook my head. “That’s terrible. Do you think they’ll actually carry out Cassius’ plans to conquer the Overworld?” “I don’t know. All I know is that anyone who disobeys Pigrothbrine or his generals ends up despawned.” Trevor paused, sniffed, and then began to cry. “Just … just like my parents.” I reached out and touched his cube to console him. “What happened?” “They tried to keep the promise they made to you not to do anything against Minecraft. But when they refused to let their people become members of the Sons of Cassius, they were struck down by bolts of lightning that came out nowhere.” “So, he can make lightning work even in the Nether?” said Heidi. “That’s amazing.” I nodded and then looked at Trevor. “What did you do after your parents were … despawned?” “I had to join the army. Pigrothbrine wouldn’t let me ascend to my rightful place on the throne. He appointed one of his magma cube generals to run the kingdom.” “How did you escape?” I asked. “Pigrothbrine and his generals have us building canals to channel lava rivers into big pools. No one knows why. Earlier today, when I was walking next to a lava stream, I jumped in. I drifted downstream for a while before jumping out and locating a nether portal to the surface. Then, I hopped here as quickly as I could.” Otis looked at me with fire in his eyes. I could tell that his attitude toward pursuing Pigrothbrine had changed from his reluctance just a few hours ago. “Let’s go. Pigrothbrine has only been in existence for a couple of days and it sounds like he’s already causing apocalyptic damage. Let’s go see what we can do about it.” “I don’t know. It seems dangerous.” Otis scowled at me. “Aren’t you the Warrior? We didn’t even know where Pigrothbrine was a few minutes ago, but now we do. We have to take the fight to him.” I looked at Trevor. “Is Pigrothbrine actually down there? I mean, have you seen him recently?” “Part pig, part enderman?” said Trevor. “Exactly.” Trevor nodded his head. “He’s living in the nether fortress inside the kingdom of the magma cubes in a nether wastes biome. If anyone needs to go talk to him that’s where they go. I’ve never been inside the fortress, but that’s where everyone says he is living.” Heidi reached into her inventory and pulled out her newly-acquired netherite sword. “Let’s go get him. With the three of us working together ….” She looked at Trevor and smiled. “With the four of us working together, maybe we can take him out.” “Maybe,” I said. “I guess we go and conduct reconnaissance at least. Maybe when we get back Zeb will have figured something out.” “Well, if we find Pigrothbrine, I’m going to kill him,” snarled Otis. “Reconnaissance is for wimps.” Trevor ignored Otis and said, “Thank you, Baby Zeke. Thank you, everybody.” “So how do we get to this nether portal you used?” “I could take you there, but it comes out inside the Nether near a worksite controlled by Pigrothbrine.

The mantra these days is “talk about your feelings.” It sounds like good advice and perhaps it is. It is said, though, by those who can already speak freely. For others, there are consequences to talking, to admitting to colleagues, friends, family—many of whom are struggling too—that you are struggling. There are difficulties in even finding the words, and then in facing the distinct possibility of someone mumbling something awkward or dismissive in response, breaking eye contact. Words have a weight. Sometimes they are lead.

The dynamics of these five stages need to be understood, and good techniques and tools implemented to facilitate their functioning at an optimal level. I have found it very helpful, if not essential, to separate these stages as I move through my day. There are times when I want only to collect input and not decide what to do with it yet. At other times I may just want to process my notes from a meeting. Or I may have just returned from a big trip and need to distribute and organize what I collected and processed on the road. Then there are times when I want to review the whole inventory of my work, or some portion of it. And obviously a lot of my time is spent merely doing something that I need to get done.

This configuration provides Walmart with three types of benefits. By placing the stores within a day’s drive of the distribution centers, the company spreads the fixed cost of the central warehouses over a large volume of sales, creating economies of scale. Because the stores are relatively close to one another, delivery trucks can supply them quickly, creating economies of density, a special type of scale economy. For every mile that a store is closer to a distribution center, Walmart’s profit increases $3,500 annually.16 With more than 5,000 stores in the United States alone, economies of density contribute noticeably to the company’s bottom line. Because the stores can be resupplied quickly, they reserve little space for inventory; virtually every inch is dedicated to selling products.17 Walmart’s third advantage highlights the link between market size and fixed costs. In a small market, fixed cost cannot be spread over a large volume of business. As a result, Walmart, the company with the largest share, has a distinct cost advantage. Even if a second firm decided to compete, was able to match Walmart’s infrastructure, and managed to gain significant share, both companies, each saddled with significant fixed cost, would suffer reduced profitability. Anticipating this outcome, potential entrants are reluctant to enter in the first place. In many of the smaller markets, Walmart faced little competition for precisely this reason. Where it was alone, the company raised prices by as much as 6 percent.18

First, let's be clear what I mean by “ask for the cash” and “ride the float.” I mean the following: After (courageously) asking for and getting payment from your customers as early as possible (ideally before you make or deliver what they've agreed to buy) and after convincing your key suppliers to take payment from you as late as possible (perhaps 30 or 60 or 90 days after they've shipped you what you ordered), you'll find your bank account flush with cash, at least until you have to pay your suppliers. While you have that cash in hand—the “float” before you have to pay it to your suppliers—you can use it to grow your business. Buy inventory. Hire people. Buy more Google AdWords. And so on. As your business grows, you then use your future revenue to pay your suppliers and your people, just in time when their bills come due. That's exactly what 19‐year‐old Michael Dell did in 1984 to start Dell Computer. And it's mostly how he grew Dell, too.

The information is easily conveyed: any idea, plan, or purpose may be placed in the mind through repetition of thought. This is why you are asked to write out a statement of your major purpose, or Definite Chief Aim, commit it to memory, and repeat it, in audible words, day after day, until these vibrations of sound have reached your subconscious mind. We are what we are, because of the vibrations of thought which we pick up and register, through the stimuli of our daily environment. Resolve to throw off the influences of any unfortunate environment, and to build your own life to order. Taking inventory of mental assets and liabilities, you will discover that your greatest weakness is lack of self-confidence. This handicap can be surmounted, and timidity translated into courage, through the aid of the principle of autosuggestion. The application of this principle may be made through a simple arrangement of positive thought impulses stated in writing, memorized, and repeated, until they become a part of the working equipment of the subconscious faculty of your mind.

total of thirty-five planes had been lost in the first two days alone, a significant percentage of the IAF’s limited inventory.

One of those pesky Glitch Guardians, eh?” said Herobrine. “Any chance you know where their headquarters is? I’d like to pay them a … visit.” “Uh, nice try, but we couldn’t find it if we tried,” I said. “Now, get back to the Pickaxe of Resurrection and the Bow of Finality.” Herobrine sneered at me, but continued. “Anyway, I have never seen these alleged items, but assuming they exist and based on all the rumors I have heard about them, I think it is a distinct possibility they have at least some amberite in them. Although bows these days are made with wood, at the beginning of Minecraft, they could be made using metal, though this was discontinued because it was too easy for players to kill skeletons and wither skeletons. It wouldn’t be a surprise if someone upgraded a bow using amberite.” Suddenly, John pulled a netherite sword from his inventory and began stabbing Herobrine in the back. “Die! Ciaran is the only glitch!” he shouted. Herobrine slumped to the ground, screaming in pain.

Our ancestors had a highly developed appreciation of the value of condiments. In a Salem inventory at a somewhat later date appear salt, pepper, ginger, cloves, mace, cinnamon, nutmegs, and allspice.

The Irish moral economy was only as old as the potato itself—it was not an ancient way of life but an adaptation to conquest and capitalism. The potatoes given as charity during the day were sometimes stolen back at night. A poor farmer taking conacre was expected to give potatoes without an eye on his own inventory, but widespread theft of potatoes shows that open-handed generosity could have been genuine but could also have been an act to save face and preserve a good name. Or it could have been both. Human beings struggle with contradiction far less than the social sciences predict. [...] The gift economy of the potato was both beyond the market and profoundly influenced by market pressures—for land, for food security, and for rent.

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