New Inventory Quotes

Do you know when you've lost something—like your favorite T-shirt or a set of keys—and while looking for it, you come across something else you once missed but have long since forgotten? Well whatever it was, there was a point where you decided to stop searching, maybe because it was no longer required or a new replacement was found. It is almost as if it never existed in the first place—until that moment of rediscovery, a flash of recognition. Everyone has one—an inventory of lost things waiting to be found. Yearning to be acknowledged for the worth they once held in your life. I think this is where I belong—among all your other lost things. A crumpled note at the bottom of a drawer or an old photograph pressed between the pages of a book. I hope someday you will find me and remember what I once meant to you.

One job of the unconscious is to act as a workshop for rough-shaping ideas; crafting notions as new parts or tools become available; storing observations until something relevant appears in the landscape -- generally soaking, simmering, and incubating ideas. Gradually, while combing through its inventory, it finds bits and pieces that create a pattern. When it slips knowledge of that pattern to the conscious mind, it's a surprise, like a telegram slid under the door.

Others were compiling a hasty mental inventory of all the pages they’d written, all the speeches they’d given, which might help them win favour with the new government (and since they had all more or less lamented the fact that France had lost her greatness, lost her daring and was no longer producing children, none of them was very worried).

I rooted through my pocketbook and did a fast paraphernalia inventory. I was carrying defense spray, which was a big no-no in a crowded mall. And I carried a stun gun, which on close examination turned out to need a new battery. My two pairs of cuffs were in working order, and I had an almost full can of hair spray. Okay, probably I wasn't the world's best-equipped bounty hunter. But then what did I really need to bring in an old guy with a nose that looked like a penis and a loser hot dog vendor?

If you spawned in a new world what items would you fill your inventory with? (you can have 14 slots) 896 baked potatoes.

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, owns no inventory. Airbnb, the world’s largest accommodation provider, owns no real estate.

I am not describing what will happen if we don’t take action, or warning of some future threat. This is the current inventory: more thunder, more lightning, less ice.

This thought brings us to Step Ten, which suggests we continue to take personal inventory and continue to set right any new mistakes as we go along. We vigorously commenced this way of living as we cleaned up the past. We have entered the world of the Spirit. Our next function is to grow in understanding and effectiveness. This is not an overnight matter. It should continue for our lifetime. Continue to watch for selfishness, dishonesty, resentment, and fear. When these crop up, we ask God at once to remove them. We discuss them with someone immediately and make amends quickly if we have harmed anyone. Then we resolutely turn our thoughts to someone we can help. Love and tolerance of others is our code.

The Churchills brought to 10 Downing a new family member, the Admiralty’s black cat, Nelson, named after Vice Admiral Horatio Nelson, hero of the British naval victory at Trafalgar. Churchill adored the cat and often carried him about the house. Nelson’s arrival caused a certain degree of feline strife, according to Mary, for Nelson harassed the cat that already resided at 10 Downing, whose nickname was “the Munich Mouser.” There was much to arrange, of course, as in any household, but an inventory for 10 Downing hints at the complexity that awaited Clementine: wine glasses and tumblers (the whiskey had to go somewhere), grapefruit glasses, meat dishes, sieves, whisks, knives, jugs, breakfast cups and saucers, needles for

Lost Things Do you know when you've lost something—like your favorite T-shirt or a set of keys—and while looking for it, you come across something else you once missed but have long since forgotten? Well whatever it was, there was a point where you decided to stop searching, maybe because it was no longer required or a new replacement was found. It is almost as if it never existed in the first place—until that moment of rediscovery, a flash of recognition. Everyone has one—an inventory of lost things waiting to be found. Yearning to be acknowledged for the worth they once held in your life. I think this is where I belong—among all your other lost things. A crumpled note at the bottom of a drawer or an old photograph pressed between the pages of a book. I hope someday you will find me and remember what I once meant to you.

The implications of the shift to digital distribution in the games market is heightened due to an advantage not found with video—not only can distributors of product made for the major console platforms (Nintendo Wii, Microsoft Xbox, Sony PlayStation) eliminate inventory risk if games are downloaded via online networks such as Xbox Live Arcade, but game distributors also have the ability to update games with patches, new levels, and character add-ons.

You can't work in the library without going into the Old Levels," said Mirelle somberly. "At least some of the time. I wouldn't be keen on going to some parts of the Library, myself." Lirael listened, wondering what they were talking about. The Great Library of the Clayr was enormous, but she had never heard of the Old Levels. She knew the general layout well. The Library was shaped like a nautilus shell, a continuous tunnel that wound down into the mountain in an ever-tightening spiral. This main spiral was an enormously long, twisting ramp that took you from the high reaches of the mountain down past the level of the valley floor, several thousand feet below. Off the main spiral, there were countless other corridors, rooms, halls, and strange chambers. Many were full of the Clayr's written records, mainly documenting the prophesies and visions of many generations of seers. But they also contained books and papers from all over the Kingdom. Books of magic and mystery, knowledge both ancient and new. Scrolls, maps, spells, recipes, inventories, stories, true tales, and Charter knew what else. In addition to all these written works, the Great Library also housed other things. There were old armories within it, containing weapons and armor that had not been used for centuries but still stayed bright and new. There were rooms full of odd paraphernalia that no one now knew how to use. There were chambers where dressmakers' dummies stood fully clothed, displaying the fashions of bygone Clayr or the wildly different costumes of the barbaric North. There were greenhouses tended by sendings, with Charter marks for light as bright as the sun. There were rooms of total darkness, swallowing up the light and anyone foolish enough to enter unprepared. Lirael had seen some of the Library, on carefully escorted excursions with the rest of her year gathering. She had always hankered to enter the doors they passed, to step across the red rope barriers that marked corridors or tunnels where only authorized librarians might pass.

mesmerizing -- gold, red, orange, black -- the colors of the dragons that had promised so much: prosperity, love, good health, a second chance, a new start. The fire began to pop, the small sounds lost in the constant boom of firecrackers going off in the streets of San Francisco in celebration of the Chinese New Year. No one would notice another noise, another spark of light, until it was too late. In the confusion of the smoke and the crowds, the dragons and the box they guarded would disappear. No one would ever know what had really happened. The flame reached the end of the gasoline-soaked rope and suddenly burst forth in a flash of intense, deadly heat. More explosions followed as the fire caught the cardboard boxes holding precious inventory and jumped toward the basement ceiling. A questioning cry came from somewhere, followed by the sound of footsteps running down the halls of the building that had once been their sanctuary, their dream for the future, where the treasures of the past were turned into cold, hard cash. The cost of betrayal would be high. They would be brothers no more. But then, their ties had never been of blood, only of friendship --

While I won’t go into exactly how it works here, the most defining characteristics of bubbles that can be measured are: Prices are high relative to traditional measures Prices are discounting future rapid price appreciation from these high levels There is broad bullish sentiment Purchases are being financed by high leverage Buyers have made exceptionally extended forward purchases (e.g., built inventory, contracted for supplies, etc.) to speculate or to protect themselves against future price gains New buyers (i.e., those who weren’t previously in the market) have entered the market Stimulative monetary policy threatens to inflate the bubble even more (and tight policy to cause its popping)

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.

Risch points out that taxpayers spent $660 million building field hospitals across the country.44 Democratic Governor Andrew Cuomo and other Democratic governors kept these facilities empty to maintain bed inventories in anticipation of the flood of patients inaccurately predicted by the fear-mongering models, ginned up by two Gates-funded organizations, IMHE and Royal College of London, and then anointed as gospel by Dr. Fauci—seemingly as part of the crusade to generate public panic. With those quarantine centers standing empty, those governors sent infected elderly back to crowded nursing homes, where they spread the disease to the most vulnerable population with lethal effect. Risch points out that, “Half the deaths, in New York, and one-third nationally,45 were among elder care facility residents.

Once a competitor’s move has occurred, the denial of an adequate base for the competitor to meet its goals, coupled with the expectation that this state of affairs will continue, can cause the competitor to withdraw. New entrants, for example, usually have some targets for growth, market share, and ROI, and some time horizon for achieving them. If a new entrant is denied its targets and becomes convinced that it will be a long time before they are met, then it may withdraw or deescalate. Tactics for denying a base include strong price competition, heavy expenditures on research, and so on. Attacking new products in the test-market phase can be an effective way to foretell a firm’s future willingness to fight and can be less expensive than waiting for the introduction to actually occur. Another tactic is using special deals to load customers up with inventory, thereby removing the market for the product and raising the short-run cost of entry. It can be worth paying a substantial short-run price to deny a base if a firm’s market position is threatened. Essential to such a strategy, however, is a good hypothesis about what a competitor’s performance targets and time horizon are. An example of such a situation may be Gillette’s withdrawal from digital watches. Although claiming it had won significant market shares in test markets, Gillette bowed out, citing the substantial investments required to develop technology and margins lower than those available in other areas of its business. Texas Instruments’ strategy of aggressive pricing and rapid technological development in digital watches probably had a substantial impact on this decision.

Come on, Bob, kill it!” “I’m trying, Tom. It won’t stop moving.” I looked at Wolf and whispered, “What do you think they are trying to kill?” Wolf shrugged. “Let’s go check it out.” We snuck forward until we could get a visual on what was happening. We saw that there were two large slimes and one baby slime. Judging by the way the large slimes were protecting the baby, I assumed it was their child rather than a random baby slime. The two players were slashing at the large slimes who were trying to defend themselves but failing. Eventually the players chopped the two large slimes into medium slimes, then into small slimes until they had finally killed all the pieces. That left the baby slime all alone. Bob and Tom looked at each other. “I think we should kill it,” said Tom. “Otherwise, it’s going to grow into an adult slime and try to get its revenge on us.” Where have I heard this story before? Bob laughed. “Slimes are stupid. It won’t be able to get revenge because it will be dead.” The players began to move forward to the baby slime. And that’s when something snapped in me. I was reminded of the night my parents sacrificed their lives for me. I couldn’t let this baby slime be killed. I jumped up and rushed to the players. Wolf shout-whispered, “No! Don’t do it!” I didn’t care. I ran up to the two players and without giving them a chance to surrender, mercilessly assassinated them. The baby slime looked at me with fear in its eyes and backed away, fearful that I would kill it too. But I didn’t. I put my sword back into my inventory and reached down and gently picked up the slime. “Can you talk?” I asked. The slime made cooing and booping noises, but apparently was too young to be able to speak yet. “I wish I could talk to you, Child. I would tell you that everything is going to be alright. I’ll be your new guardian.” Wolf arrived by my side a moment later. “It’s not part of the Way to kill players unless the killing falls under a specific rule or arises from self-defense.” I shot a look at Wolf. “I was defending the life of another. Is that not the same as self-defense?” “I guess, but it’s … hurrr … it’s a slime.” “Are you saying a slime has less right to be alive than us?” “I’m not saying that, but now that you mention it….” “Shut up. I’m taking charge of this child.” Wolf shook his head. “You realize that according to the Way, if you take the life of an orphan into your hands you have to protect it and see that it makes it to adulthood, just as I have with you.

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.

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.

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.

Along the way to Seattle, he wrote his business plan. He identified several reasons why the book category was underserved and well suited to online commerce. He outlined how he could create a new and compelling experience for book-buying customers. To begin with, books were relatively lightweight and came in fairly uniform sizes, meaning they would be easy and inexpensive to warehouse, pack, and ship. Second, while more than 100 million books had been written and more than a million titles were in print in 1994, even a Barnes & Noble mega-bookstore could stock only tens of thousands of titles. An online bookstore, on the other hand, could offer not just the books that could fit in a brick-and-mortar store but any book in print. Third, there were two large book-distribution companies, Ingram and Baker & Taylor, that acted as intermediaries between publishers and retailers and maintained huge inventories in vast warehouses. They kept detailed electronic catalogs of books in print to make it easy for bookstores and libraries to order from them. Jeff realized that he could combine the infrastructure that Ingram and Baker & Taylor had created—warehouses full of books ready to be shipped, plus an electronic catalog of those books—with the growing infrastructure of the Web, making it possible for consumers to find and buy any book in print and get it shipped directly to their homes. Finally, the site could use technology to analyze the behavior of customers and create a unique, personalized experience for each one of them.

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.

YouTube: Dr. Samuel T. Francis — “Equality Unmasked" (American Renaissance Conference, 1996) In the second place, understanding egalitarianism as the ideology of the system and the elites that run it ought to alter our view of how the system and its elites actually operate. Most elites in history have always had a vested interest in preserving the societies they rule and that is why most elites have been conservative. ... But the elite that has come to power in the United States in the Western World in this century actually has a vested interest in managing and manipulating social change--the destruction of the society it rules. Political analyst Kevin Phillips pointed this out in his 1975 book "Mediacracy," which is a study of the emergence of what he calls the new knowledge elite, the members of which approach society from a new vantage point. Change does not threaten the affluent intelligentsia of the postindustrial society the way it threatened the land owners and industrialists of the New Deal. On the contrary, change is as essential to the knowledge sector as inventory turnover is to a merchant or a manufacturer. Change keeps up demand for the product: research, news, theory and technology. Post industrialism, a knowledge elite and accelerated social change appear to go hand in hand. The new knowledge elite does not preserve and protect existing traditions and institutions. On the contrary, far more than previous new classes, the knowledge elite has sought to modify or replace traditional institutions with new relationships and power centers. Egalitarianism and environmentalism serve this need to manage social change perfectly. Traditional institutions can be depicted not only as unequal and oppressive, but also as pathological, requiring the social and economic therapy that only the knowledge elite is skilled enough to design and apply. The interests of the knowledge elite in managing social change happen to be entirely consistent, not only with the agendas of the hard left, but also with the grievances and demands of various racial and ethnic groups that view racism and prejudice as obstacles to their own advancement. So that what we see as an alliance between the new elites and organized racial and ethnic minorities to undermine and displace the traditional institutions and beliefs of white, Euro-american society, which just happen to the power centers of older elites based on wealth, land and status. This process of displacement or dispossession is always described as progressive, liberating or diversifying, when in fact it merely helps consolidate the dominance of a new class and weaken the power and interests of its rivals.

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.

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.

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.

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.

Phillip had shown her where everything was stored, how to anticipate what customers would desire, and how to slip something different into the menu- something that would make them think, Hmm, that sounds interesting. She learned how to maintain an inventory of supplies, which suppliers could be relied on in a pinch, and how to monitor food costs. This last was a real lesson for Nora. She had never examined the invoices for the oils and butters, the creams, the bricks of chocolate charged automatically to her credit card. Now it was imperative that every nugget of sugar be accounted. Everything leftover could be turned into something new. A few extra leaves of fresh organic sage remained after the bakers had made enough herb loaves? Turn them into sage ice cream, to serve with twists of caramel. A few loaves came out of the oven too misshapen to sell? Break them up and make chocolate bread pudding. Soon enough she was not only costing out individual pastries, but enjoying pastry baking more for doing it. It completed the very preciseness of the art, and pushed her to be even more creative.

When a loan officer complains about “inventory” or “their clients losing out on offers,” a humble suggestion. Hand the loan officer Census data and a mirror. Why build a home loan origination platform as a mortgage lender to service only a small fraction of the market - I.e.: new home construction - comparing sales of newly-built homes to sales of existing homes (resales)? Three answers. 1. Lower inventory = lower commission checks for loan officers, 2. Financing what the market actually needs is usually a good idea for salespeople, 3. Less competition - the loan officer’s job will not succumb to automation.

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.

the most defining characteristics of bubbles that can be measured are: Prices are high relative to traditional measures Prices are discounting future rapid price appreciation from these high levels There is broad bullish sentiment Purchases are being financed by high leverage Buyers have made exceptionally extended forward purchases (e.g., built inventory, contracted for supplies, etc.) to speculate or to protect themselves against future price gains New buyers (i.e., those who weren’t previously in the market) have entered the market Stimulative monetary policy threatens to inflate the bubble even more (and tight policy to cause its popping)

Transformational Accountability requires that we take honest inventory of the harm we have caused, assess our commitment to transforming these behaviors, and to be willing to actively and consistently build trust through vulnerability. (It) must begin at the personal level because if we cannot handle the small things between us, how will we be able to hand the big things? ...We practice being accountable so we can disrupt the harmful conditions we have been raised in, and learn new ways to be in relationship to each other. We practice accountability because it is something we often are not taught. We practice so we can have joyful and healed relationships. We practice accountability so we can break cycles of harm caused in our families and communities.

In his article, Barrell had cited a letter by Ketel’s biographer that proved Ketel had indeed painted de Vere. Barrell then pointed out that the Ashbourne had likely resided for decades at Wentworth Woodhouse in South Yorkshire, where a 1695 will mentioned a portrait of “the earl of Oxford my wife’s great grand-father at [full] length.” In 1721 that de Vere portrait was again noted by the antiquarian George Vertue, but by 1782 this framed picture had vanished; yet that year’s inventory recorded a new portrait now hung in the main dining hall: an unframed three-quarter-length Will Shakespeare. De Vere full-length with frame disappears, Shakespeare three-quarter-length unframed appears, and all this taking place some thirty-five miles from where the Ashbourne would be discovered. It was hard to fault Barrell’s logic here, I felt, especially since the Folger itself had recorded the Ashbourne as owning no original edges, meaning the picture had been cut down in size at some point.

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.

MAMA DESERVES AN ANGEL CAKE, BUT SHE GESTATE

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.

207, 2nd Floor, 3rd Main Rd, Chamrajpet, Bengaluru, Karnataka 560018 Call – +91 7022122121 Veeraloka Books is a notable Kannada publishing house that has been at the front of advancing Kannada writing and culture. Laid out with the vision of carrying Kannada scholarly works to a more extensive crowd, it has cut a specialty for itself in the hearts of perusers who are energetic about Kannada language, writing, and legacy. Veeraloka Books has contributed essentially to saving the etymological variety and scholarly lavishness of Karnataka by distributing a great many books that take care of perusers of any age and interests. Background and History Veeraloka Books was established with the intention of promoting Kannada literature through the publication of high-quality works across a variety of genres. Throughout the long term, it has become inseparable from Kannada writing, on account of its obligation to bringing both work of art and contemporary scholarly works to perusers. Veeraloka Books has been an important part of the Kannada literary community by fostering new talent and providing a platform for established authors. Extensive variety of Distributions One of the vital qualities of Veeraloka Books is its different inventory. The distributing house has a broad assortment of works, including books, brief tales, verse, papers, plays, kids' writing, interpretations, and scholastic books. It has published works by both established and upcoming Kannada authors, giving readers a glimpse into a variety of Kannada culture, history, and contemporary life. Through its translation series, Veeraloka Books is proud to introduce readers to literary masterpieces in other languages. These interpretations improve the Kannada artistic scene as well as advance multifaceted comprehension. Also, they distribute scholastic and exploration situated books that add to the review and comprehension of Kannada writing, language, and history. Advancing Kannada Writing As well as distributing books, Veeraloka Books effectively advances Kannada publishing through different occasions, book fairs, artistic celebrations, and studios. These occasions give a stage to writers to interface with perusers, examine scholarly patterns, and move sprouting essayists. The distributing house's contribution in such exercises mirrors its devotion to cultivating a dynamic scholarly culture in Karnataka. Supporting New Authors Veeraloka Books is known for its endeavors to empower and uphold new essayists. By giving them chances to distribute their works, it sustains new ability and guarantees that the Kannada abstract practice keeps on prospering. The distributing house offers direction and publication backing to maturing creators, assisting them with refining their specialty and contact a more extensive crowd. Quality and Stylish Allure One more sign of Veeraloka Books is the quality and stylish allure of its distributions. The books are known for their top notch printing, rich cover plans, and careful altering, which make them a delight to peruse and gather. This emphasis on quality improves the perusing experience as well as builds up the distributing house's standing for greatness. In conclusion, Veeraloka Books has had a significant influence on the literature of Kannada. Its obligation to advancing Kannada writing, supporting new journalists, and distributing different, top notch works has made it a darling name among perusers and writers the same. Veeraloka Books is at the forefront of preserving and fostering Karnataka's rich linguistic and literary heritage as Kannada publishing continues to evolve.

One proactive way to pinpoint your right difficult is to develop a practical inventory of your strengths—what you are good at.

Relocating internationally can be a thrilling adventure, but it’s not without its challenges. The logistics involved in international moving are more complex than domestic moves, requiring careful planning and execution. To ensure a smooth transition to your new home, here are ten essential tips for international moving. 1. Start Early Begin the planning process well in advance. International moves involve extensive paperwork, visa applications, and scheduling with international moving companies. Start at least six months before your intended move date. 2. Declutter and Organize Before packing, declutter your belongings. Dispose of items you no longer need or use. This not only reduces the cost of moving but also helps you start fresh in your new home. 3. Research International Moving Companies Select a reputable international moving company with experience in your destination country. Read reviews, ask for referrals, and obtain quotes from multiple companies. Choose one that offers comprehensive services and competitive rates. 4. Understand Customs Regulations Familiarize yourself with the customs regulations of your destination country. Different countries have varying rules about what you can bring with you. Be prepared to fill out detailed customs forms. 5. Documentation Ensure all your important documents are in order. This includes passports, visas, medical records, and any necessary permits. Keep physical copies as well as digital backups. 6. Packing Strategy Use sturdy, high-quality packing materials to protect your belongings during transit. Label boxes clearly and create an inventory list. Pack essential items separately for easy access upon arrival. 7. Insurance Consider purchasing international moving insurance to protect your possessions during the move. Verify what is covered and ensure it meets your needs. 8. Currency and Banking Set up a bank account in your new country before you move. Also, consider having some local currency on hand for immediate expenses upon arrival. 9. Learn About Your New Home Research your destination thoroughly. Understand the local culture, language, and basic laws. Knowing what to expect can ease the transition. 10. Stay Organized Keep all your moving-related paperwork, receipts, and contact information in one place. This will be invaluable if any issues arise during your international move. Bonus Tip: Stay Positive! Moving internationally can be stressful, but maintaining a positive attitude can make a world of difference. Embrace the adventure and view it as an opportunity for personal growth and exploration. Conclusion International moving is a significant undertaking that requires careful planning and thorough research.

the Big Five Inventory, a highly respected, multi-item questionnaire that measures people across five dimensions: 1. Extraversion. Are you sociable or retiring? Fun-loving or reserved? 2. Agreeableness. Are you trusting or suspicious? Helpful or uncooperative? 3. Conscientiousness. Are you organized or disorganized? Self-disciplined or weak willed? 4. Emotional stability. Are you worried or calm? Insecure or secure? 5. Openness to new experiences. Are you imaginative or down-to-earth? Independent or conforming?

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 Bonneville Shop is your premier destination for vintage Triumph, Norton, and BSA motorcycle parts in the USA. With an extensive inventory of over 175,000 high-quality parts, tools and accessories, we are committed to helping you restore and maintain your classic British motorcycles. We have the best customer service and support in the industry. The Bonneville Shop offers FREE SHIPPING to all lower 48 US states and ships internationally to the UK, Canada, Australia, New Zealand, Japan and 35 other countries.

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.

inventory-management systems, such as retailers, tend to be the developers of new approaches to inventory management. In contrast, manufacturers of inventory-management systems and equipment tend to develop improvements to the

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

If we won't be serious about dealing with our sin,we cannot expect to grow in our faith. If you want to move to a new level with God,take an inventory of what God has told you about your sin and consider what you've been doing about it.

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

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.

The scale of U.S. military operations is remarkable. The U.S. Department of Defense has (as of a 2014 inventory) 4,855 military facilities, of which 4,154 are in the United States; 114 are in overseas U.S. territories; and 587 are in forty-two foreign countries and foreign territories in all regions of the world.2 Not counted in this list are the secret facilities of the U.S. intelligence agencies. The cost of running these military operations and the wars they support is extraordinary, around $900 billion per year, or 5 percent of U.S. national income, when one adds the budgets of the Pentagon, the intelligence agencies, homeland security, nuclear weapons programs in the Department of Energy, and veterans’ benefits. The $900 billion in annual spending is roughly one-quarter of all federal government outlays.

He scooped his arms beneath her and lifted her as though she were made of down, and gently, gently, settled her on the bed. She'd never felt more precious. And she covered her eyes with her arm at the rush of feelings, too many to sort, all of them bigger than she was, most of them new. She 'was' abashed. He stretched out next to her and gently but firmly lifted her arm away from her face. He wanted to see her, apparently. She still didn't want to open her eyes. It felt safer, somehow, to keep them closed. Through the cloud she floated upon she felt his lips, soft, soft, achingly tender, brushing over her eyelids, her cheek, her forehead, her throat, her lips. So soothing. A tender inventory. He murmured things that may have been endearments.

April of 1744, Nancy, one of the company's boats docked in the New York harbor was held hostage by the Sons of Liberty, a secret society formed to fight the British power. Though the cowering captain promised he would not sell his tea in New York, the political bandits went ahead and destroyed all of his inventory anyway. The Sons of Liberty were not about to back down, and they made sure this was known. They issued a declaration entitled “Association of the Sons of Liberty in New York,” labeling those who supported the policy “an enemy to the liberties of America.” In a span of few weeks, almost all of the company's merchants had submitted their resignations

That summer, Harrison Miller and Bezos butted heads in front of the board of directors over the size of the bet on toys. Bezos wanted Miller to plow $120 million into stocking every possible toy, from Barbie dolls to rare German-made wooden trains to cheap plastic beach pails, so that kids and parents would never be disappointed when they searched for an item on Amazon. But a prescient Miller, sensing disaster ahead, pushed to lower his own buy. “No! No! A hundred and twenty million!” Bezos yelled. “I want it all. If I have to, I will drive it to the landfill myself!” “Jeff, you drive a Honda Accord,” Joy Covey pointed out. “That’s going to be a lot of trips.” Bezos prevailed. And the company would make a sizable contribution to Toys for Tots after the holidays that year. “That first holiday season was the best of times and the worst of times,” Miller says. “The store was great for customers and we made our revenue goals, which were big, but other than that everything that could go wrong did. In the aftermath we were sitting on fifty million dollars of toy inventory. I had guys going down the back stairs with ‘Vinnie’ in New York, selling Digimons off to Mexico at twenty cents on the dollar. You just had to get rid of them, fast.” 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

IKEA’s adroit coordination of policies is a more integrated design than anyone else’s in the furniture business. Traditional furniture retailers do not carry large inventory, traditional manufacturers do not have their own stores, normal retailers do not specify their own designs or use catalogs rather than salespeople, and so on. Because IKEA’s many policies are different from the norm and because they fit together in a coherent design, IKEA’s system has a chain-link logic. That means that adopting only one of these policies does no good—it adds expense to the competitor’s business without providing any real competition to IKEA. Minor adjustments just won’t do—to compete effectively with IKEA, an existing rival would have to virtually start fresh and, in effect, compete with its own existing business. No one did. Today, more than fifty years after IKEA pioneered its new strategy in the furniture industry, no one has really replicated it.

I wanted to be a spy,” Olga said, shrugging. “I applied to the CIA. I was turned down. I did not meet the psychological profile. Oppositional Defiance Disorder. Basically, I have a hard time taking orders from idiots.” “Don’t think of me as an idiot and I won’t give you an idiotic order,” Sophia said. “But if I give you one, you’d better do it. Because it’s probably going to mean surviving or dying.” “You I don’t mind,” Olga said. “Or I wouldn’t have joined your crew. Don’t ask me about Nazar. So I was in Spain with the troupe. When the Plague hit, they shut down travel. And all my guns were in America. In a zombie apocalypse. I was quite upset.” “You should have seen Faith when they told her she had to be disarmed in New York,” Sophia said. “Then they gave her a taser and that was mistake. What kind of guns?” “I like that your family prefers the AK series,” Olga said. “I really do think it’s superior to the M16 series in many ways. Much more reliable. They say it is less accurate but that is at longer ranges. The round is not designed for long range.” “I can hit at a thousand meters with my accurized AK,” Sophia said. “It’s a matter of knowing the ballistics. It’s not real powerful at that range, but try doing the same thing with an M4. I’ll wait.” “Oh, jeeze, you two,” Paula said. “Get a room.” “So continue with how you got on the yacht,” Sophia said. “We don’t want our cook getting all woozy with gun geeking.” “We were called by the agency and asked if anyone wanted to ‘catch a ride’ on a yacht,” Olga said. “When they said who owned the boat… I nearly said no. We all knew Nazar. Or at least of him. Not a nice man, as you might have noticed. We knew what we were getting into. But then we were told he had vaccine… ” she shrugged again. “Accepting Nazar’s offer was perhaps not the worst decision I have made in my life. I survived. Not how I would have preferred to survive, but I was vaccinated and I survived. But I did not even hint that I knew more about his men’s weapons than they did. They were pigs. Tough guys. But none of them were military and none of them really knew what they were doing with them. When they brought out the RPG, I nearly peed myself. Irinei had no idea what he was doing with it. I don’t think he even knew the safety was off.” “You know how to use an RPG?” Sophia said. “My family liked the United States very much,” Olga said, sadly. “We all like guns and anything that goes boom. And in the US, you could find people who had licenses for anything. I’ve fired an RPG, yes.” “Well, if we find an RPG you can have it,” Sophia said. “Oh, thank you, captain!” Olga said, clapping her hands girlishly. “But we’ll be keeping the rounds and the launcher separate,” Sophia said. “Oh, my, yes,” Olga said. “And both will have to be in a well sealed container. This salt air would cause corrosion quickly.” “I guess you miss your guns?” Paula said. “That’s not a request for an inventory and loving description of each, by the way. Got that enough from Faith.” “I do,” Olga said. “But I miss my books more.” “Books,” Paula said. “Now you’re talking my language.” “I have more books than shelves,” Olga said. “And I had many shelves. I collect old manuscripts when I can afford them.” “If we do any land clearance, look in the libraries and big houses,” Sophia said. “I bet around here you can probably pick up some great stuff.” “This is okay?” Olga said. “We can, salvage?” “If there’s time and if we clear the town,” Sophia said. “Sure.” “Oh, thank you, captain!” Olga said, kissing her on the cheek. “Okay, now you definitely need to get a room.

I'm sorry, sir, but we have a dress code," said the official. I knew about this. It was in bold type on the website: Gentlemen are required to wear a jacket. "No jacket, no food, correct?" "More or less, sir." What can I say about this sort of rule? I was prepared to keep my jacket on throughout the meal. The restaurant would presumably be air-conditioned to a temperature compatible with the requirement. I continued toward the restaurant entrance, but the official blocked my path. "I'm sorry. Perhaps I wasn't clear. You need to wear a jacket." "I'm wearing a jacket." "I'm afraid we require something a little more formal, sir." The hotel employee indicated his own jacket as an example. In defense of what followed, I submit the Oxford English Dictionary (Compact, 2nd Edition) definition of jacket:1(a) An outer garment for the upper part of the body. I also note that the word jacket appears on the care instructions for my relatively new and perfectly clean Gore-Tex jacket. But it seemed his definition of jacket was limited to "conventional suit jacket." " We would be happy to lend you one, sir. In this style." "You have a supply of jacket? In every possible size?" I did not add that the need to maintain such an inventory was surely evidence of their failure to communicate the rule clearly, and that it would be more efficient to improve their wording or abandon the rule altogether. Nor did I mention that the cost of jacket purchase and cleaning must add to the price of their meals. Did their customers know that they were subsidizing a jacket warehouse?

Automakers typically offer deals in the summer to clear out inventory before cars from the new model year arrive in the fall. But July's discounts were unusually high. Incentives rose 8 percent - $216 per vehicle - over last July, according to Jesse Toprak, chief analyst for Cars.com. Incentives averaged $2,774 per vehicle, the most since August 2010. Toprak said Ford, Toyota, Volkswagen and Hyundai were the most generous. Chrysler saw the biggest gain in July, with sales up 20 percent to 140,102, led by the Ram pickup and the new Jeep Cherokee small SUV. Jeep sales rose 41 percent overall.

The answer is cross-training. Every new Mercadona employee goes through four weeks of training, during which he or she not only learns about the company’s values but also learns how to perform a broad range of tasks. The fruit and vegetables specialists, for example, are trained to help customers, manage product flow, order products, perform inventory checks for four to five hundred products to make sure that the physical inventory matches the system inventory, and regularly check their sections for product or process problems.

Network marketing is personal development disguised as a business opportunity. The more you grow as an individual through personal development, self inventory, and new behavioral skill sets, the more your income will grow.

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?

What Vann-Adibe had discobered was that the aggregate market for niche music was huge, and effectively unbounded. He called this the '98 Percent Rule.' As he later put it to me, "In a wordl of almost zero packaging costs and instant access to almost all ocntent in this format, consumers exhibit consistent behavior: They look at almost everything. I believe that this requires major changes by the content producers - I'm just not sure what changes!"... Everywhere I went the story was the same: Hits are great, but niches are emerging as the big new market. The 98 Percent Rule turned out to be nearly universal. Apple said that every one of the then 1 million tracks on iTues had sold at least once (now its inventory is twice that). Netflix reckoned that 95% of its 25,000 DVDs (that's now 90,000) rented at least once a quarter. Amazon didn't give out an exact number, but independent academic research on its book sales suggested that 98 percent of its top 100,00 books sold at least once a quarter, too.

Planting their orchards for millennia, the first Amazonians slowly transformed large swaths of the river basin into something more pleasing to human beings. In the country inhabited by the Ka’apor, on the mainland southeast of Marajó, centuries of tinkering have profoundly changed the forest community. In Ka’apor-managed forests, according to Balée’s plant inventories, almost half of the ecologically important species are those used by humans for food. In similar forests that have not recently been managed, the figure is only 20 percent. Balée cautiously estimated, in a widely cited article published in 1989, that at least 11.8 percent, about an eighth, of the nonflooded Amazon forest was “anthropogenic”—directly or indirectly created by humans. Some researchers today regard this figure as conservative. “I basically think it’s all human created,” Clement told me. So does Erickson, the University of Pennsylvania archaeologist who told me in Bolivia that the lowland tropical forests of South America are among the finest works of art on the planet. “Some of my colleagues would say that’s pretty radical,” he said. According to Peter Stahl, an anthropologist at the State University of New York in Binghamton, “lots” of researchers believe that “what the eco-imagery would like to picture as a pristine, untouched Urwelt [primeval world] in fact has been managed by people for millennia.” The phrase “built environment,” Erickson argued, “applies to most, if not all, Neotropical landscapes.

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.

1997 and 1999 published the Zimbardo Time Perspective Inventory (ZTPI) and the Transcendental-future Time Perspective Inventory (TFTPI).33 As

Outsourcing requires a tight integration of suppliers, making sure that all pieces arrive just in time. Therefore, when some suppliers were unable to deliver certain basic components like capacitors and flash memory, Compaq's network was paralyzed. The company was looking at 600,000 to 700,000 unfilled orders in handheld devices. The $499 Pocket PCs were selling for $700 to $800 at auctions on eBay and Amazon.com. Cisco experienced a different but equally damaging problem: When orders dried up, Cisco neglected to turn off its supply chain, resulting in a 300 percent ballooning of its raw materials inventory. The final numbers are frightening: The aggregate market value loss between March 2000 and March 2001 of the twelve major companies that adopted outsourcing-Cisco, Dell, Compaq, Gateway, Apple, IBM, Lucent, Hewlett-Packard, Motorola, Ericsson, Nokia, and Nortel-exceeded $1.2 trillion. The painful experience of these companies and their investors is a vivid demonstration of the consequences of ignoring network effects. A me attitude, where the company's immediate financial balance is the only factor, limits network thinking. Not understanding how the actions of one node affect other nodes easily cripples whole segments of the network. Experts agree that such rippling losses are not an inevitable downside of the network economy. Rather, these companies failed because they outsourced their manufacturing without fully understanding the changes required in their business models. Hierarchical thinking does not fit a network economy. In traditional organizations, rapid shifts can be made within the organization, with any resulting losses being offset by gains in other parts of the hierarchy. In a network economy each node must be profitable. Failing to understand this, the big players of the network game exposed themselves to the risks of connectedness without benefiting from its advantages. When problems arose, they failed to make the right, tough decisions, such as shutting down the supply line in Cisco's case, and got into even bigger trouble. At both the macro- and the microeconomic level, the network economy is here to stay. Despite some high-profile losses, outsourcing will be increasingly common. Financial interdependencies, ignoring national and continental boundaries, will only be strengthened with globalization. A revolution in management is in the making. It will take a new, network-oriented view of the economy and an understanding of the consequences of interconnectedness to smooth the way.

The large auto dealer, Moss Bros. Auto Group has multiple locations and provides an online platform for shopping its vast inventory of new and used vehicles. Customers can shop with ease and further interact with the business at its multiple dealership locations. Moss Bros. Auto Group has a primary goal—to create the best customer experience. Moss Bros. Auto Group provides vehicle repair and maintenance among its services.

When supply over-stripped demand, inventories piled up, forcing companies to cut production, which inevitably led to layoffs and wage cuts. In total, these factors lead to frequent economic downturns, what Boyle called the “the scourge of late-nineteenth-century American capitalism.

If expression recreates and transforms, the same was already true of times preceding ours and even of our perception of the world before painting, since that perception already marked things with the trace of human elaboration. The productions of the past, which are the data of our time, themselves once went beyond anterior productions towards a future which we are, and in this sense called for (among others) the metamorphosis which we impose upon them. One can no more inventory a painting (say what is there and what is not) than, according to the linguists, one can inventory a vocabulary—and for the same reason. In both cases it is not a question of a finite sum of signs, but of an open field or of a new organ of human culture.

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.

As for Hayek, he had no funds for a rental, having just bought a house. It was a good time to make a purchase: there was plenty of inventory and house prices were falling as tens of thousands cleared out of London. But he had also been given notice. As luck would have it, one came available on Turner Close. As noted earlier, in order to be able to afford the down pay- ment, that spring Hayek sold to the Bank for International Settlements, via its director, Per Jacobsson, six hundred or so volumes on money and bank- ing published before 1900, mostly in English, which he had collected in the late 1920s for the never-completed big volume on money. They were in their new home by August (Bartley interviews, Nov 2, 1983; IB 94).

Economics and P&L What are the per-unit economics of the device? That is, what is the expected gross profit and contribution profit per unit? What is the rationale for the price point you have chosen for the product? How much will we have to invest up front to build this product in terms of people, technology, inventory, warehouse space, and so on? For this section of the PR/FAQ, ideally one or more members of your finance team will work with you to understand and capture these costs so you can include a simplified table of the per-unit economics and a mini P&L in the document. A resourceful entrepreneur or product manager can do this work themselves if they do not have a finance manager or team. For new products, the up-front investment is a major consideration. In the case of Melinda, there is a requirement for 77 people to work on the hardware and software, for an annualized cost of roughly $15 million. This means that the product idea needs to have the potential to earn well in excess of $15 million per year in gross profit to be worth building. The consumer questions and economic analysis both have an effect on the product price point, and that price point, in turn, has an effect on the size of the total addressable market. Price is a key variable in the authoring of your PR/FAQ. There may be special assumptions or considerations that have informed your calculation of the price point—perhaps making it relatively low or unexpectedly high—that need to be called out and explained. Some of the best new product proposals set a not-to-exceed price point because it forces the team to innovate within that constraint and face the tough trade-offs early on. The problem(s) associated with achieving that price point should be fully explained and explored in the FAQ.

We started with a small number of two-pizza teams so that we could learn what worked and refine the model before widespread adoption. One significant lesson became clear fairly early: each team started out with its own share of dependencies that would hold them back until eliminated, and eliminating the dependencies was hard work with little to no immediate payback. The most successful teams invested much of their early time in removing dependencies and building “instrumentation”—our term for infrastructure used to measure every important action—before they began to innovate, meaning, add new features. For example, the Picking team owned software that directed workers in the fulfillment centers where to find items on the shelves. They spent much of their first nine months systematically identifying and removing dependencies from upstream areas, like receiving inventory from vendors, and downstream areas, like packing and shipping. They also built systems to track every important event that happened in their area at a detailed, real-time level. Their business results didn’t improve much while they did so, but once they had removed dependencies, built their fitness function, and instrumented their systems, they became a strong example of how fast a two-pizza team could innovate and deliver results. They became advocates of this new way of working. Other teams, however, put off doing the unglamorous work of removing their dependencies and instrumenting their systems. Instead, they focused too soon on the flashier work of developing new features, which enabled them to make some satisfying early progress. Their dependencies remained, however, and the continuing drag soon became apparent as the teams lost momentum.

Our memories are not like old books in the library, lying there dusty and unchanged; they are rather like a living, breathing entity. What we remember today of our past is in fact a product of editing and reshaping that occurs over the years whenever we recall that particular memory. In other words, our current experiences shape our view of our past ones. By creating your own attachment inventory, you reexamine your recollections of past relationship experiences from a fresh new perspective.

What happens to this kind of business when the data superhighway arrives? . . . No sales force, no inventory costs, no royalties to Nintendo or Sega, no marketing costs, no advertising costs, no executive parking spaces. This is a new and exciting business model, not just for games, and not even just for software, but for a host of products and services that can be sold or delivered via an electronic underground.

a startup has to reach its cash flow break-even point. That occurs when the venture’s sales volume generates enough gross profit to cover all of its tax payments, marketing expenses, fixed costs, and new investments (e.g., additional equipment and inventory required to support the next wave of expansion).

startups are more likely to be vulnerable to the Good Idea, Bad Bedfellows failure pattern when they pursue opportunities that involve 1) complex operations requiring the tight coordination of different specialists’ work; 2) inventory of physical goods; and 3) large, lumpy capital requirements. By contrast, consider the more modest management demands on a purely software-based startup like Twitter when it launched. A small team of engineers created the site, and it spread virally without a paid marketing push. Capital requirements were modest and there was no physical inventory to manage. As Twitter grew, it eventually added an array of specialists to manage various functions—for example, community relations, server infrastructure, copyright compliance, etc. But it didn’t need these specialists at the outset.

We need to take yet another step in reconsidering mourning: resurrecting and redefining, rather than discarding, the significance of detaching from the dead. Paradoxically, detachment is an integral part of the mature posthumous bond as an adult maintains with a parent. It helps us uncover the essence of the relationship beyond the noise of interaction. I believe that what we disconnect from if we are lucky and effective mourners, is not the relationship with deceased parents per se but rather the way we were embedded in that relationship when they were alive. This new stance permits us to reinterpret the past and expands our understanding of what our parents were in relation to them, enhancing recognition, compassion, and sympathy for all concerned. This type of detachment radically changed my life, and the lives of the people I interviewed, for the better. When we finally see with adult eyes, we can recover as well as discover our parents’ hidden strengths and discard their newly obvious weaknesses. Detachment, the perspective it affords, and the growth it makes possible, is the greatest death benefit of all, and the prerequisite for all the rest. 62 Acting responsibly may not be glamorous, but it matters in the end. 194 Your Prescription for Collecting Death Benefits Four Practices to Cultivate Death Benefits Motivate Anticipate Meditate Activate (includes the Three Steps below) Three Steps to Reap Death Benefits Construct a narrative of your parent’s history Conduct a Psychological Inventory of your parent’s character (Includes the Four Questions below) Seek experiences and relationships to create necessary changes Four Questions for Conducting Your Psychological Inventory What did you get from your parent that you want to keep? What did your parent have that you regret not getting? What did you get from your parent that you want to discard? What did you need that your parent couldn’t provide? 215

We need to take yet another step in reconsidering mourning: resurrecting and redefining, rather than discarding, the significance of detaching from the dead. Paradoxically, detachment is an integral part of the mature posthumous bond as an adult maintains with a parent. It helps us uncover the essence of the relationship beyond the noise of interaction. I believe that what we disconnect from if we are lucky and effective mourners, is not the relationship with deceased parents per se but rather the way we were embedded in that relationship when they were alive. This new stance permits us to reinterpret the past and expands our understanding of what our parents were in relation to them, enhancing recognition, compassion, and sympathy for all concerned. This type of detachment radically changed my life, and the lives of the people I interviewed, for the better. When we finally see with adult eyes, we can recover as well as discover our parents’ hidden strengths and discard their newly obvious weaknesses. Detachment, the perspective it affords, and the growth it makes possible, is the greatest death benefit of all, and the prerequisite for all the rest. 62 Acting responsibly may not be glamorous, but it matters in the end. 194 Your Prescription for Collecting Death Benefits Four Practices to Cultivate Death Benefits Motivate Anticipate Meditate Activate (includes the Three Steps below ) Three Steps to Reap Death Benefits Construct a narrative of your parent’s history Conduct a Psychological Inventory of your parent’s character (Includes the Four Questions below) Seek experiences and relationships to create necessary changes Four Questions for Conducting Your Psychological Inventory What did you get from your parent that you want to keep? What did your parent have that you regret not getting? What did you get from your parent that you want to discard? What did you need that your parent couldn’t provide? 215

We need to take yet another step in reconsidering mourning: resurrecting and redefining, rather than discarding, the significance of detaching from the dead. Paradoxically, detachment is an integral part of the mature posthumous bond as an adult maintains with a parent. It helps us uncover the essence of the relationship beyond the noise of interaction. I believe that what we disconnect from if we are lucky and effective mourners, is not the relationship with deceased parents per se but rather the way we were embedded in that relationship when they were alive. This new stance permits us to reinterpret the past and expands our understanding of what our parents were in relation to them, enhancing recognition, compassion, and sympathy for all concerned. This type of detachment radically changed my life, and the lives of the people I interviewed, for the better. When we finally see with adult eyes, we can recover as well as discover our parents’ hidden strengths and discard their newly obvious weaknesses. Detachment, the perspective it affords, and the growth it makes possible, is the greatest death benefit of all, and the prerequisite for all the rest. 62 Acting responsibly may not be glamorous, but it matters in the end. 194 Your Prescription for Collecting Death Benefits Four Practices to Cultivate Death Benefits 1. Motivate 2. Anticipate 3. Meditate 4. Activate (includes the Three Steps below) Three Steps to Reap Death Benefits 1. Construct a narrative of your parent’s history 2. Conduct a Psychological Inventory of your parent’s character (Includes the Four Questions below) 3. Seek experiences and relationships to create necessary changes Four Questions for Conducting Your Psychological Inventory 1. What did you get from your parent that you want to keep? 2. What did your parent have that you regret not getting? 3. What did you get from your parent that you want to discard? 4. What did you need that your parent couldn’t provide? 215

In the usual interpretation of evolution, innovations like eyes or lungs might be considered objective improvements, increasing a creature’s ability to survive. But they can also be viewed as the inevitable tendency of a search with no final objective to accumulate information about its world. After all, there was nothing particularly wrong with the original single-celled organisms that possessed none of these fancy additions. They were surviving just fine. The only problem was that to do something new required reflecting some aspect of the natural world back into the DNA. Sight-driven behavior isn’t strictly necessary—it’s just that if you keep trying new designs through mutation, even though there’s no objective, eventually you will hit upon the fact that light exists. Then it will become a part of evolution’s accumulated inventory of information.

Jack's eyes were huge, he was nervous and excited at the idea of fighting off so many blazes. “There were that many?”  Dad nodded, a frown on his face. “Yeah, I saw some other things in there, too. In the few seconds before they poofed me, anyway. Some skeletons that had dark gray bones. I hadn’t seen those before, but there weren’t nearly as many. Only a handful. I also saw some regular skeletons. But the sheer number of blazes was just...It was impossible to count.”  Mom huffed. “Well, that is not at all what I was hoping for. What are we going to do now?”  Dad opened his shulker box and pulled out his stronger set of iron enchanted armor, and a gold helmet, and put it all on. Then he took out two tower shields, equipping one in each hand. “Well first off, I should have gone in more prepared.”  Mom snapped her fingers. “Speaking of prepared, that reminds me.” She pulled out potions from her inventory, handing everyone a few. Then gave out stacks of golden apples and cooked pork, followed by healing potions. “This should help a lot for when we go in.”  “Wait,” Dad said. “You still want to go in after what I told you is behind that portal?”  Mom opened her shulker box, also getting dressed in her enchanted iron armor. “Yes, dear. We will not let some floating fire monsters stop us from reaching our goal.”  Kate grinned. “Go Mom! I have an idea too. STOMPY!” she called over to the huge ravager.  “What are you doing?” Jack asked. He had put on his enchanted iron armor, while handing Bruce some diamond armor and diamond sword, and some golden boots, just in case. Bruce ate them up, his entire body turning the blue of diamond, and his claws growing longer and sharper and shinier, piercing through his new, golden paws.  “I think we should have Stompy charge through and open a path for us. He’s perfect for the job,” Kate said as Stompy stomped up to them. She patted his neck lovingly.  “Aren’t you worried about him getting hurt?” Mom asked.

In September the new socialist government made its ultimate intentions clear: there would be no more inventories. Instead, my family was informed its rice mills were being permanently “borrowed” by the government and the government’s own employees would be brought in to work them. My family was left with no alternative but to walk away and leave behind everything they had worked for.

April 2016, oil ministers representing about half of world production were converging on the Sheraton Hotel in Doha, the capital of Qatar. They had pretty much concluded a plan to freeze production—to hold output steady in order to stem the rising tide of inventories and buy some time to catch up. But one country was notably absent—Iran. Determined to ramp up its output, it would never agree to be part of a freeze. Still, Naimi had achieved the goal he had insisted on since 2014—Russian acquiescence to some kind of output restriction. But in the night, a call came in from Saudi Arabia. The message to Naimi was clear—no agreement without Iran. And Iran clearly would not participate. The deal was off. In Doha, the others were astonished by this overnight reversal, after all the effort. But facts were facts.

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New achievement! Mentally Unstable Clothing Hoarder! You have over 500 of the exact same, stackable clothing item in your inventory. What the hell is wrong with you? You planning on opening a thrift store? You might want to see a shrink. One that your group doesn’t immediately kill. Reward: We don’t reward this sort of behavior. It’s weird.

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