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Love can’t be bought, manufactured, or elicited on request. It’s a gift that we choose to give and to receive. It’s unselfish and maybe it can’t move mountains, but it can do something even better: it can save a life.

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

Love can’t be bought, manufactured, or elicited on request. It’s a gift that we choose to give and

In my university, copying machines are purchased by the Printing and Duplicating Center, then dispersed to the various departments. The copiers are purchased after a formal “request for proposals” has gone out to manufacturers and dealers of machines. The selection is almost always based solely on price, plus a consideration of the cost of maintenance. Usability? Not considered. The state of California requires by law that universities purchase things on a price basis; there are no legal requirements regarding understandability or usability of the product. That is one reason we get unusable copying machines and telephone systems.

Lucid Motors was started under the name Atieva (which stood for “advanced technologies in electric vehicle applications” and was pronounced “ah-tee-va”) in Mountain View in 2008 (or December 31, 2007, to be precise) by Bernard Tse, who was a vice president at Tesla before it launched the Roadster. Hong Kong–born Tse had studied engineering at the University of Illinois, where he met his wife, Grace. In the early 1980s, the couple had started a computer manufacturing company called Wyse, which at its peak in the early 1990s registered sales of more than $480 million a year. Tse joined Tesla’s board of directors in 2003 at the request of his close friend Martin Eberhard, the company’s original CEO, who sought Tse’s expertise in engineering, manufacturing, and supply chain. Tse would eventually step off the board to lead a division called the Tesla Energy Group. The group planned to make electric power trains for other manufacturers, who needed them for their electric car programs. Tse, who didn’t respond to my requests to be interviewed, left Tesla around the time of Eberhard’s departure and decided to start Atieva, his own electric car company. Atieva’s plan was to start by focusing on the power train, with the aim of eventually producing a car. The company pitched itself to investors as a power train supplier and won deals to power some city buses in China, through which it could further develop and improve its technology. Within a few years, the company had raised about $40 million, much of it from the Silicon Valley–based venture capital firm Venrock, and employed thirty people, mostly power train engineers, in the United States, as well as the same number of factory workers in Asia. By 2014, it was ready to start work on a sedan, which it planned to sell in the United States and China. That year, it raised about $200 million from Chinese investors, according to sources close to the company.

That he would grant you, according to the riches of his glory, to be strengthened with might by his Spirit in the inner man; That Christ may dwell in your hearts by faith; that ye, being rooted and grounded in love, (Eph 3:16-17) I pray for you as a special child of a loving God. May every storm that has been raging in your life be abated today! May you experience calmness in every area of your life! May calmness come into your marriage, business, finances and health! May Jehovah grant you according to the riches of his glory, strength in the inner man by His Spirit! The riches of his glory are never run down; they are never depleted and never valueless. As this touches you, may intelligence be your portion, wisdom to confound the world. May knowledge become a part of your life as a member of the family of God here on earth! May you become conscious of the indwelling Christ! He lives in you; He is in every fibre of your being. He is in your bones, hair, muscles, gluttons, nerves and blood. I banish everything that is trying to invade these areas. May Christ sit as king in you, not pain, not cancer, not diabetes or any other evil disease known to man and not known to man! I command victories without number in your life. As Christ is crowned king in your life, the world will know whose you are. I pray that every place you were mocked be eradicated today. Every place were voices have been raised to mock you and to pull you down be exterminated today as you walk strengthened by His Spirit in the inner man. As the word says, He will give His angels charge over you. May angels come into battle on your behalf! I pray for the release of warring angels to fight for you, prosperity angels to gather wealth for you, angels of peace to enforce order in all the storms in your life. I pray that you be granted VIP access into secret treasures. May your prayers overcome huddles and may answers to your requests be quick and immediate. I put lines of demarcation against the devil in your life. No demon will come near your house. There is no weapon, no magic charm and no sorcery that is manufactured against you that will prosper. May your fear factor be replaced with a faith factor as you overcome every obstacle in Jesus’ name! Declaration I declare, you will not die but live to proclaim the might works of God. Your life will be a testimony for the world to witness the glory of the Lord.

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The Lima merchant's correspondent in Mexico City was Simon Vaez de Sevilla.16 Vaez de Sevilla had associates in Manila (who provided him with Asian commodities), Oaxaca (who provided him with cochineal), and Guatemala (who provided him with cacao and tobacco).17 All these goods were thus made available to the Lima merchant and were regularly sent down to Peru along the Pacific route or through Cartagena de Indias. Bautista Perez also depended on a number of suppliers-Diego Rodriguez de Lisboa, Enrique de Andrade, and Agustin Perez-in Lisbon and Seville to send him a range of European goods for sale in Lima and throughout Peru. Each of these suppliers had his own network of associates and correspondents on whom he, in turn, relied for provisioning. Given their location in what were two of the great European entrepots of the time, these Lisbon- and Seville-based merchants were often able to purchase on the spot the goods requested by Bautista Perez. They simply had to make the necessary arrangements with local brokers and merchants who specialized in bringing textiles and manufactured goods from the wider European economy (see Figure 4.1).18

A vast number of military officers, civilian defense officials, and civilian contractors, were involved in the specification, design, prototyping, testing, manufacture, field testing, and acceptance of the M-16. Yet as one retired military officer blandly put it, "Early models were plagued by stoppages that caused some units to request reissue of the older M-14." The veteran quoted above experienced the deficiencies of design, manufacture, and especially field testing and acceptance of the M-16 as a gross betrayal of the duties of care and loyalty by the officers who, by virtue of their office, held his life in trust.

When a Vietnamese official suggested that the U.S. send food aid to regions where starving villagers are being asked to spend their time and energy searching for the remains of American pilots killed while destroying their country, State Department spokeswoman Phyllis Oakley reacted with great anger: “We are outraged at any suggestion of linking food assistance with the return of remains,” she declaimed. So profound is the U.S. commitment to humanitarian imperatives and moral values that it cannot permit these lofty ideals to be tainted by associating them with such trivial concerns and indecent requests.166

Choose an appropriate candle. Focus on goals/desires throughout the entire process. Address the spirit while holding the candle in your hands. Explain the purpose of this candle: Is it simply to honor the spirit, a gift with no strings attached? Is it part of a request process, repayment, or fulfillment of a vow? Whatever it is, just state its purpose in simple, clear language. The candle may now be burned or further embellished. (In magical parlance, this is called dressing the candle.) Let your desires and creativity be your guide. Any or all of the following steps may be taken to dress the candle before burning: • Carve words or symbols into the candle. These words or symbols might identify you, the spirit, or someone on whose behalf you are requesting favors. Prayers, psalms, or sacred images (runes, sigils, vèvès) may be incorporated. • Add fragrance: rub the candle with oils. Some spirits have favored fragrances. Specific formula oils indicating special needs also exist: oils to draw money, love, or healing. Some manufacturers, both large-scale and artisanal, create special blends intended to invoke and honor specific spirits. • Oil will make the candle sticky: it can now be rolled in herbs or glitter as desired. Any

Mother’s Day was born. Combining the talents of the card makers, the candy manufacturers, and the florists, Mother’s Day became the perfect rip-off. Florists had always been in the van of advertising; they had also mounted a successful campaign to remove the unhappy phrase from newspaper death notices: “No flowers by request.” It had been replaced by the far more positive—and profitable—slogan: “Say Farewell with Flowers.” In a mother-orientated nation, no son, however cynical, could refuse to send flowers on that special day; the many florists in and around Wall Street—established originally to provide the carnation boutonnieres favored by fashion-conscious brokers—did a record business during the week before the bogus anniversary. As the day drew closer, the price of blooms soared—a practice perfectly understood in the countinghouses; it was known as pushing the price as high as the market would bear. In fact, candy manufacturers saw the price of their shares rise as a result of Mother’s Day.

In the century-and-a-half since the Emperor Qianlong had dismissed King George III's request for trade facilities with the contemptuous words, ‘China has … no need of the manufactures of outside barbarians’, the balance of power in the world had altered. China had stagnated, its wealth haemorrhaging away in bloody rebellions and civil unrest. Europe, through the Industrial Revolution, developed undreamed-of power and irresistible pressures for expansion. Conflict between the two was inevitable.

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It didn’t take long to find some willing partners. We set down the specifications, and Sean talked to all the manufacturers who said they could fulfill our requests. We narrowed it down to two quality options, and then we choose the one with the best price and the best communication. Sean ordered the prototype, had it embossed with our brand logo—Zen Active—and in no time at all, we unrolled our first yoga mat on the floor in Sean’s house. That was our yoga mat. It was our product, with our specifications, with our logo, in Sean’s house, ready for sale. And all it took was one website and a lot of groundwork asking questions. Now, I’m not saying we got the product totally right on our first try. We made some mistakes, and we made adjustments to improve the product over time, but the basics of taking an idea and making it a ready-for-market product really is this simple. All you have to do is find the suppliers, do the research, make the tweaks, and find the best offer out there. Find

The initiatory step of the policy subsequently developed was found in one sentence: "Therefore, all manufacturers of arms and munitions of war are hereby requested to report to me forthwith, so that the lawfulness of their occupations may be known and understood, and all misconstruction of their doings avoided." There soon followed a demand for the surrender of the arms stored by the city authorities in a warehouse. The police refused to surrender them without the orders of the police commissioners. The police commissioners, upon representation that the demand of General Butler was by order of the President, decided to surrender the arms under protest, and they were accordingly removed to Fort McHenry. Baltimore was now disarmed.

Starting with his modest amount of capital, Ford began his work on the Ford Motor Company’s first car, the Model A, starting in 1903. And from the start, contradictions abounded. Ford didn’t believe that the customer was always right. Indeed, he attributed the difficulties of his early competitors to their slavish need to listen to customers. To Ford this was a trap. The customers willing to pay the absolute most for a car were ones who wanted customization. But an automaker willing to customize, to cater to individual requests, lost the opportunity to scale his operation, which rested on repeating the same thing over and over again. To reduce the cost of production, a manufacturer needed to standardize components and processes. Customization, in Ford’s words, led to “the habit of grabbing at the nearest dollar as though it were the only dollar in the world.” Customers needed to be led, not followed.

Then, when the State Chief Executive of Minnesota sent a request to Washington for the assistance of the Army against the riots he was unable to control—three directives burst forth within two hours, stopping all trains in the country, commandeering all cars to speed to Minnesota. An order signed by Wesley Mouch demanded the immediate release of the freight cars held in the service of Kip’s Ma. But by that time, it was too late. Ma’s freight cars were in California, where the soybeans had been sent to a progressive concern made up of sociologists preaching the cult of Oriental austerity, and of businessmen formerly in the numbers racket. In Minnesota, farmers were setting fire to their own farms, they were demolishing grain elevators and the homes of county officials, they were fighting along the track of the railroad, some to tear it up, some to defend it with their lives—and, with no goal to reach save violence, they were dying in the streets of gutted towns and in the silent gullies of a roadless night. Then there was only the acrid stench of grain rotting in half-smoldering piles—a few columns of smoke rising from the plains, standing still in the air over blackened ruins—and, in an office in Pennsylvania, Hank Rearden sitting at his desk, looking at a list of men who had gone bankrupt; they were the manufacturers of farm equipment, who could not be paid and would not be able to pay him. The harvest of soybeans did not reach the markets of the country: it had been reaped prematurely, it was moldy and unfit for consumption.

As you know, Taylor Nursery has requested bids on a 25,000-pound order of private-label fertilizer. Taylor Nursery is one of the largest distributors of our Fertikil product. Opening provides background The total cost for manufacturing 25,000 pounds of the private-label brand for Taylor Nursery is $44,075. This cost includes direct material, direct labor, and variable manufacturing overhead. Although our current equipment and facilities provide adequate capacity for processing this special order, the job will require overtime labor, which has been factored into our costs. Most important information put in bold The minimum price that Jenco could bid for this product without losing money is $44,075 (our cost). Applying our standard

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