Online Stores Quotes

The change from shopping in-stores to shopping online didn’t happen overnight. It was a big cultural change which took many years.

Online and in-store experiences should work together to drive sales for the business.

'Being single...is about hope. It's about the future...the person you might meet at Starbucks or online or in the next aisle at the grocery store.'

I head off to the back of the store where there are racks and racks of records. As I flick through them and breath in the smell, I smile. It's almost as good a the smell of books. Almost but no quite.

smaller cities naturally come with slower lifestyles, and are filled with communities of people who are grateful for all the little things life has to offer. I wanted to be surrounded by those who valued living over working, spending time outdoors over spending time online, and doing things for themselves over paying for every possible convenience.

Someone is getting excited. Somebody somewhere is shaking with excitement because something tremendous is about to happen to this person. This person has dressed for the occasion. This person has hoped and dreamed and now it is really happening and this person can hardly believe it. But believing is not an issue here, the time for faith and fantasy is over, it is really really happening. It involves stepping forward and bowing. Possibly there is some kneeling, such as when one is knighted. One is almost never knighted. But this person may kneel and receive a tap on each shoulder with a sword. Or, more likely, this person will be in a car or a store or under a vinyl canopy when it happens. Or online or on the phone. It could be an e-mail re: your knighthood. Or a long, laughing, rambling phone message in which every person this person has ever known is talking on a speakerphone and they are all saying, You have passed the test, it was all just a test, we were only kidding, real life is so much better than that. This person is laughing out loud with relief and playing the message back to get the address of the place where every person this person has ever known is waiting to hug this person and bring her into the fold of life. It is really exciting, and it’s not just a dream, it’s real.

Michael understood. "Not really. My gear is mostly blindfolds, feathers, and shit I got from the pet store. All the good stuff is expensive." There were online catalogs full of it. Leather and metal. Gags and hoods and cuffs and rope. That's what you really needed when the zombies came.

The paper comes in plastic, a little thinner each week, a few more ads. Pretty soon there'll be no news. We'll be underwhelmed, over-bored & all storied out. The clouds ready to burst with our blue-skinned memories. Everyone with a blog, a website, an online store, dedicated server & two-dimensional quick-response-coded documentary made about their precious life. Our brains at maximum capacity, running optimization programs to recover what's left of our sanity. Still, we hope. We go see the latest blockbuster, buy the latest iPhone, zone out in front of our schizo-screens drinking jugs of moonshine corn syrup with our latent mutant meals. Facebook keeps us chained to our pasts, our posts, screwed in our seats... Scarecrows surrounded by night soil & spirits. Your acid shield may protect you from outside threat, but it'll never protect you from yourself.

It's not about in store versus online, or physical versus virtual... business in this century is often but not always about omni-channel distribution and getting leads and sales through a variety of platforms that may include all of the above or unique combinations.

Many people in this room have an Etsy store where they create unique, unreplicable artifacts or useful items to be sold on a small scale, in a common marketplace where their friends meet and barter. I and many of my friends own more than one spinning wheel. We grow our food again. We make pickles and jams on private, individual scales, when many of our mothers forgot those skills if they ever knew them. We come to conventions, we create small communities of support and distributed skills--when one of us needs help, our village steps in. It’s only that our village is no longer physical, but connected by DSL instead of roads. But look at how we organize our tribes--bloggers preside over large estates, kings and queens whose spouses’ virtues are oft-lauded but whose faces are rarely seen. They have moderators to protect them, to be their knights, a nobility of active commenters and big name fans, a peasantry of regular readers, and vandals starting the occasional flame war just to watch the fields burn. Other villages are more commune-like, sharing out resources on forums or aggregate sites, providing wise women to be consulted, rabbis or priests to explain the world, makers and smiths to fashion magical objects. Groups of performers, acrobats and actors and singers of songs are traveling the roads once more, entertaining for a brief evening in a living room or a wheatfield, known by word of mouth and secret signal. Separate from official government, we create our own hierarchies, laws, and mores, as well as our own folklore and secret history. Even my own guilt about having failed as an academic is quite the crisis of filial piety--you see, my mother is a professor. I have not carried on the family trade. We dwell within a system so large and widespread, so disorganized and unconcerned for anyone but its most privileged and luxurious members, that our powerlessness, when we can summon up the courage to actually face it, is staggering. So we do not face it. We tell ourselves we are Achilles when we have much more in common with the cathedral-worker, laboring anonymously so that the next generation can see some incremental progress. We lack, of course, a Great Work to point to and say: my grandmother made that window; I worked upon the door. Though, I would submit that perhaps the Internet, as an object, as an aggregate entity, is the cathedral we build word by word and image by image, window by window and portal by portal, to stand taller for our children, if only by a little, than it does for us. For most of us are Lancelots, not Galahads. We may see the Grail of a good Classical life, but never touch it. That is for our sons, or their daughters, or further off. And if our villages are online, the real world becomes that dark wood on the edge of civilization, a place of danger and experience, of magic and blood, a place to make one’s name or find death by bear. And here, there be monsters.

People still love browsing book stores, and there is an element of passion in collecting DVDs; however, it seems unlikely that the desire to collect boxes or a preference for physical artwork over thumbnails are strong enough forces to hold back the convenience (and, arguably, inevitability) of digital copies.

Every time I do an interview people ask similar questions, such as "What is the most significant story that you have revealed?" […] There really is only one overarching point that all of these stories have revealed, and that is–and I say this without the slightest bit of hyperbole or melodrama; it's not metaphorical and it's not figurative; it is literally true–that the goal of the NSA and it's five eyes partners in the English speaking world–Canada, New Zealand, Australia and especially the UK–is to eliminate privacy globally, to ensure that there could be no human communications that occur electronically, that evades their surveillance net; they want to make sure that all forms of human communications by telephone or by Internet, and all online activities are collected, monitored, stored and analyzed by that agency and by their allies. That means, to describe that is to describe a ubiquitous surveillance state; you don't need hyperbole to make that claim, and you do not need to believe me when I say that that's their goal. Document after document within the archive that Edward Snowden provided us declare that to be their goal. They are obsessed with searching out any small little premise of the planet where some form of communications might take place without they being able to invade it.

This person has hoped and dreamed and now it is really happening and this person can hardly believe it. But believing is not an issue here, the time for faith and fantasy is over, it is really really happening. It involves stepping forward and bowing. Possibly there is some kneeling, such as when one is knighted. One is almost never knighted. But this person may kneel and receive a tap on each shoulder with a sword. Or, more likely, this person will be in a car or a store or under a vinyl canopy when it happens. Or online or on the phone. It could be an e-mail re: your knighthood. Or a long, laughing, rambling phone message in which every person this person has ever known is talking on a speakerphone and they are all saying, You have passed the test, it was all just a test, we were only kidding, real life is so much better than that.

Welcome to BatteryBhai online – your one stop shop for all your battery needs! We stock only genuine manufacturer supplies, from trusted brands such as Exide, Lumnious, Okaya, Sf_sonic, Amaron and many more. BatteryBhai is the definitive online car and inverter battery store featuring low prices on quality batteries! Free home delivery and installation.

She left with Jacob Denver. The two of them own a buy, sell, and trade store online. And Kennedy Carlyle now goes by Lana Myers.

you’re good enough, you’re smart enough…and doggone it, people like you.

classical style, and is likely to be adapted to other musical genres in the future. Like Eureqa, Iamus has resulted in a start-up company to commercialize the technology. Melomics Media, Inc., has been set up to sell the music from an iTunes-like online store. The difference is that compositions created by Iamus are offered on a royalty-free basis, allowing purchasers to use the music in any

Do you use online or “cloud” file storage services like Dropbox, Google Drive, or Microsoft SkyDrive to back up or store your pictures, files, and music? The key to unlocking access to those files also lies in your inbox.

That’s it? She just wants to be a computer program?” “No,” says Doc Impossible. “She wants to rule the world. This is a means to an end. As self-aware, self-editing malignant stream of code injected into the internet, she could take control of everything from online banking to nuclear launch codes. She could store a thousand copies of herself in darknet servers all over the world, and become impossible to kill.” “Oh,” I say. “I vote no,” Sarah says.

Google prefers a site that’s dynamic and frequently updated.  This doesn’t mean that every page needs to change every day, but the addition and modification of content on the pages can enhance the experience for your customers and the search engines.

Bitcoin has no physical form - it technically exists online as a complete digital asset. If you do see it, it is in the form of lines of code in an alphanumeric string. But the bottom line is, it is a store of value void of manipulation by government.

The influx of competing messages that we receive whenever we go online not only overloads our working memory; it makes it much harder for our frontal lobes to concentrate our attention on any one thing. The process of memory consolidation can’t even get started. And, thanks once again to the plasticity of our neuronal pathways, the more we use the Web, the more we train our brain to be distracted—to process information very quickly and very efficiently but without sustained attention. That helps explain why many of us find it hard to concentrate even when we’re away from our computers. Our brains become adept at forgetting, inept at remembering. Our growing dependence on the Web’s information stores may in fact be the product of a self-perpetuating, self-amplifying loop. As our use of the Web makes it harder for us to lock information into our biological memory, we’re forced to rely more and more on the Net’s capacious and easily searchable artificial memory, even if it makes us shallower thinkers.

If you had saved $20 per week for just ten weeks, you could have bought the scratch-and-dent model off the floor at the same Rent-to-Own store for $200! Or you could have bought a used set out of the classifieds or online. It pays to look past the weekend and suffer through going to the Laundromat with your quarters. When you think short term, you always set yourself up for being ripped off by a predatory lender. If the Red-Faced Kid (“I want it, and I want it now!”) rules your life, you will stay broke!

One thing you come to understand very quickly while using XKEYSCORE is that nearly everyone in the world who’s online has at least two things in common: they have all watched porn at one time or another, and they all store photos and videos of their family.

We wanted to make a website that would function as a hub, so that if you went online to buy a Jill Phillips CD, her site sent you to The Rabbit Room store with all the other artists she was friends with. Cross-pollination. But it was also books. There are too many good writers out there who are mostly unknown. The Rabbit Room store also carried books by Lewis, Tolkien, Marilynne Robinson, Dorothy Sayers, Flannery O’Connor, Walter Wangerin Jr., Jeffrey Overstreet, George MacDonald, and G. K. Chesterton—authors half of which you probably won’t find in a typical Christian bookstore.

In addition to taking your side business full time, another way you might want to grow and expand is by moving locations. Here are some different ways you can move: Moving from Etsy to a full website Moving from online to a brick-and-mortar store Moving from having one location to opening multiple locations

But even if you didn’t search for anything online, it wouldn’t take much for an interested government to find out that you’ve been reading this book. At the very least, it wouldn’t take much to find out that you have it, whether you downloaded it illegally or bought a hard copy online or purchased it at a brick-and-mortar store with a credit card.

For the kinda old school romantic I am, I always believed I’d meet my dream guy on a train, or on a ship. Perhaps, outside a bookshop, or at some café next to the music store. But that day, I went online and my breath caught in my chest. As crazy as it might sound, I found a guy on the internet, fell in love and I thought it would end well... And that became our song, and I called it a love song.

The other reason I was so drawn to the idea of moving back was because smaller cities naturally come with slower lifestyles, and are filled with communities of people who are grateful for all the little things life has to offer. I wanted to be surrounded by those who valued living over working, spending time outdoors over spending time online, and doing things for themselves over paying for every possible convenience.

Yet with the rise of AI, robots, and 3-D printers, cheap unskilled labor will become far less important. Instead of manufacturing a shirt in Dhaka and shipping it all the way to the United States, you could buy the shirt’s code online from Amazon and print it in New York. The Zara and Prada stores on Fifth Avenue could be replaced by 3-D printing centers in Brooklyn, and some people might even have a printer at home. Simultaneously, instead of calling customer service in Bangalore to complain about your printer, you could talk with an AI representative in the Google cloud (whose accent and tone of voice would be tailored to your preferences). The newly unemployed workers and call center operators in Dhaka and Bangalore don’t have the education necessary to switch to designing fashionable shirts or writing computer code—so how will they survive?

The dry, formulaic chapters simply didn't interest me as much as the musty, antiquated albums stored in the archives of old buildings, or the digitised images of faded ephemera - playbills, census records, passenger manifest lists - I found online. I could lose myself for hours in these seemingly meaningless documents... To me, the allure of history lay in the minutiae of life long ago, the untold secrets of ordinary people.

One thing you come to understand very quickly while using XKEYSCORE is that nearly everyone in the world who’s online has at least two things in common: they have all watched porn at one time or another, and they all store photos and videos of their family. This was true for virtually everyone of every gender, ethnicity, race, and age—from the meanest terrorist to the nicest senior citizen, who might be the meanest terrorist’s grandparent, or parent, or cousin. It’s the family stuff that got to me the most. I

Well, then, we have to figure something else out, because I don’t want my whole subscription base to become subscribers of yours, for you to then aggregate at the Apple store,” said Bewkes. “And the next thing you’ll do, once you have a monopoly, is come back and tell me that my magazine shouldn’t be $4 a copy but instead should be $1. If someone subscribes to our magazine, we need to know who it is, we need to be able to create online communities of those people, and we need the right to pitch them directly about renewing.

We stop at nothing, in offering a quality selection of your pet's everyday needs. Our Fast and Free India wide shipping service extends to +6500 pincodes covering small towns and metros across the country. We bundle up Easy Payment options on most popular pet brands in India with an selection of 3000+ products from all popular brands in dog, cat and fish supplies available in the Indian Pet Care Industry and then some. Our customer service team is a zealous lot to ensure an acme online shopping experience for the pet parents who shop with us.

We rode in a darling neighborhood of little bungalows cuddled together. I love the gray-green-putty colors against the leafless cherry trees and Japanese maples. I could feel the crocus, daffodil, and tulip bulbs underground, gaining strength, patiently enduring our winter, waiting to burst forth for another glorious Seattle spring. I held my hand out and whooshed it through the thick, healthy air. What other city has given birth to the jumbo jet, the Internet superstore, the personal computer, the cellular phone, online travel, grunge music, the big-box store, good coffee? Where else could somebody like me ride bikes alongside the man with the fourth-most-watched TEDTalk? I started laughing.

I was talking to my online book club, and they recommended …” She glances around the store as if we’re being watched and then leans in and lowers her voice. “Something called MM romance.” I purse my lips to stop from smiling. “We, uh, do have those books, but, umm, do you know what MM means?” When I started working here, I had no clue. She whispers, “It’s about the gays.” Do not laugh, Rainn. Do not laugh. It’s hard because her tone is so serious. “We keep those books over here.” We move toward the gay romance section, and her little face lights up. “Ooh, what’s better than one shirtless man on a cover but two?” A chuckle finally escapes. She reaches for a book, and my cheeks heat. “That one is kind of … advanced.

The rise of loneliness as a health hazard tracks with the entrenchment of values and practices that supersede any notion of "individual choices." The dynamics include reduced social programs, less available "common" spaces such as public libraries, cuts in services for the vulnerable and the elderly, stress, poverty, and the inexorable monopolization of economic life that shreds local communities. By way of illustration, let's take a familiar scenario: Walmart or some other megastore decides to open one of its facilities in a municipality. Developers are happy, politicians welcome the new investment, and consumers are pleased at finding a wide variety of goods at lower prices. But what are the social impacts? Locally owned and operated small businesses cannot compete with the marketing behemoth and must close. People lose their jobs or must find new work for lower pay. Neighborhoods are stripped of the familiar hardware store, pharmacy, butcher, baker, candlestick maker. People no longer walk to their local establishment, where they meet and greet one another and familiar merchants they have known, but drive, each isolated in their car, to a windowless, aesthetically bereft warehouse, miles away from home. They might not even leave home at all — why bother, when you can order online? No wonder international surveys show a rise in loneliness. The percentage of Americans identifying themselves as lonely has doubled from 20 to 40 percent since the 1980s, the New York Times reported in 2016. Alarmed by the health ravages, Britain has even found it necessary to appoint a minister of loneliness. Describing the systemic founts of loneliness, the U.S. surgeon general Vivek Murthy wrote: "Our twenty-first-century world demands that we focus on pursuits that seem to be in constant competition for our time, attention, energy, and commitment. Many of these pursuits are themselves competitions. We compete for jobs and status. We compete over possessions, money, and reputations. We strive to stay afloat and to get ahead. Meanwhile, the relationships we prize often get neglected in the chase." It is easy to miss the point that what Dr. Murthy calls "our twenty-first-century world" is no abstract entity, but the concrete manifestation of a particular socioeconomic system, a distinct worldview, and a way of life.

psychologists have shown that an individual’s choices and behavior can be influenced by “priming” them with particular words, sounds, or other stimuli. Subjects in experiments who read words like “old” and “frail” walk more slowly down the corridor when they leave the lab. Consumers in wine stores are more likely to buy German wine when German music is playing in the background, and French wine when French music is playing. Survey respondents asked about energy drinks are more likely to name Gatorade when they are given a green pen in order to fill out the survey. And shoppers looking to buy a couch online are more likely to opt for an expensive, comfortable-looking couch when the background of the website is of fluffy white clouds, and more likely to buy the harder, cheaper option when the background consists of dollar coins.11

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

While advertising was once used primarily to create a sale or enhance an image, it must now be used to create awareness about Web content. • While SEO was at one time primarily a function of optimizing a Web site, it must now be a function of optimizing brand assets across social media. • While lead generation used to consist of broadcasting messages, it must now rely heavily on being found in the right place at the right time. • While lead conversion in the past often consisted of multiple sales calls to supply information, it must now supplement Web information gathering with value delivery. • While referrals used to be a simple matter of passing a name, they now rely heavily on an organization’s online reputation, ratings, and reviews. • While physical store location has always mattered, online location for the local business has become a life-and-death matter.

Paper wallets can be generated easily using a tool such as the client-side JavaScript generator at bitaddress.org. This page contains all the code necessary to generate keys and paper wallets, even while completely disconnected from the internet. To use it, save the HTML page on your local drive or on an external USB flash drive. Disconnect from the internet and open the file in a browser. Even better, boot your computer using a pristine operating system, such as a CD-ROM bootable Linux OS. Any keys generated with this tool while offline can be printed on a local printer over a USB cable (not wirelessly), thereby creating paper wallets whose keys exist only on the paper and have never been stored on any online system. Put these paper wallets in a fireproof safe and “send” bitcoin to their bitcoin address, to implement a simple yet highly effective “cold storage” solution. Figure 4-8 shows a paper wallet generated from the bitaddress.org site.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

Disney now unofficially tolerates hundreds of small online shops run by die-hard fans selling T-shirts, buttons, pins, patches, jewelry, and thousands more items that leverage Disney characters. These stores don’t pay Disney a dime in licensing fees. Why the pivot to tolerating knockoffs? Because Disney learned that fan-made, unlicensed twenty-five-dollar T-shirts drive their wearers to Disney parks, where they buy expensive entrance tickets and pass the day spending even more money. Another reason for Disney’s newfound tolerance: it has discovered the marketing research value from the hundreds of small knockoff shops. These shops turn out to be a vibrant source of ideas for new official Disney merchandise. In 2016 the online vendor Bibbidi Bobbidi Brooke came out with a hugely popular line of rose-gold sequined Mickey ears, something that had not occurred to the Disney licensors. So Disney copied the design, which sold out immediately in its official stores. Bibbidi Bobbidi Brooke was gracious, posting “always excited to see new merch offerings.” Her fans replied, “Yours will always be the original!!!” Everyone wins.

Rent-to-Own is one of the worst examples of the little Red-Faced Kid in “I want it now!” mode. The Federal Trade Commission continues to investigate this industry because the effective interest rates in rent-to-own transactions are over 1,800 percent on average. People rent items they can’t possibly afford to buy because they look only at “how much a week” and think, I can afford this. Well, when you look at the numbers, no one can afford this. The average washer and dryer will cost you just $20 per week for ninety weeks. That is a total of $1,800 for a washer and dryer you could have bought new at full retail price for $500 and slightly used for $200. As my old professor used to say about the “own” part of Rent-to-Own, “You should live so long!” If you had saved $20 per week for just ten weeks, you could have bought the scratch-and-dent model off the floor at the same Rent-to-Own store for $200! Or you could have bought a used set out of the classifieds or online. It pays to look past the weekend and suffer through going to the Laundromat with your quarters. When you think short term, you always set yourself up for being ripped off by a predatory lender. If the Red-Faced Kid (“I want it, and I want it now!”) rules your life, you will stay broke!

Social networks including Facebook, Twitter and Pinterest took a step closer to offering ecommerce on their own platforms this week, as the battle to win over retailers hots up. Facebook announced on Thursday it is trialling a “buy” button to allow people to purchase a product without ever leaving the social network’s app. The initial test, with a handful of small and medium-sized businesses in the US, could lead to more ecommerce companies buying adverts on the network. It could also allow Facebook to compile payment information and encourage people to make more transactions via the platform as it would save them typing in card numbers on smartphones. But the social network said no credit or debit card details will be shared with other advertisers. Twitter acquired CardSpring, a payments infrastructure company, this week for an undisclosed price as part of plans to feature more ecommerce around live events or, as it puts it, “in-the-moment commerce experiences”. CardSpring connects payment details with loyalty cards and coupons for transactions online and in stores. The home of the 140-character message hired Nathan Hubbard, former chief executive of Ticketmaster, last year to work on creating an ecommerce product. It has since worked with Amazon, to allow people to add things to their online basket by tweeting, and with Starbucks to encourage people to tweet to buy a coffee for a friend.

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.

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May I ask you a question? If you have to hold your breath too long, what is it that makes you desperate to breathe again?” “I’m running out of oxygen, I guess.” “That’s the interesting fact. It isn’t the absence of oxygen. It’s the presence of carbon dioxide. Kind of the same thing, but not exactly. The point is, you could suck up any kind of gas, and as long as it wasn’t carbon dioxide, your brain would be happy. You could have a chest full of nitrogen, no oxygen at all, about to kill you stone dead, and your lungs would say, hey man, we’re cool, no carbon dioxide here, no need for us to start pumping again until we see some. Which they never will, because you’ll never breathe again. Because you’ll never need to. Because you have no carbon dioxide. And so on. So those folks started sniffing nitrogen, but you have to go to the welding shop and the cylinders are too heavy to lift, so then they tried helium from the balloon store, but you needed masks and tubes, and the whole thing still looks weird, so in the end most folks won’t be satisfied with anything less than the old-fashioned bottle of pills and the glass of scotch. Exactly like it used to be. Except it can’t be anymore. Those pills were most likely either Nembutal or Seconal, and both of those substances are tightly controlled now. There’s no way to get them. Except illegally, of course, way down where no one can see you. There are sources. The holy grail. Most of the offers are scams, naturally. Powdered Nembutal from China, and so on. Dissolve in water or fruit juice. Maybe eight or nine hundred bucks for a lethal dose. Some poor desperate soul takes the cash to MoneyGram and sends it off, and then waits at home, anxious and tormented, and never sees any powdered Nembutal from China, because there never was any. The powder in the on-line photograph was talc, and the prescription bottle was for something else entirely. Which I felt was a new low, in the end. They’re preying on the last hopes of suicidal people.

Starting a little over a decade ago, Target began building a vast data warehouse that assigned every shopper an identification code—known internally as the “Guest ID number”—that kept tabs on how each person shopped. When a customer used a Target-issued credit card, handed over a frequent-buyer tag at the register, redeemed a coupon that was mailed to their house, filled out a survey, mailed in a refund, phoned the customer help line, opened an email from Target, visited Target.com, or purchased anything online, the company’s computers took note. A record of each purchase was linked to that shopper’s Guest ID number along with information on everything else they’d ever bought. Also linked to that Guest ID number was demographic information that Target collected or purchased from other firms, including the shopper’s age, whether they were married and had kids, which part of town they lived in, how long it took them to drive to the store, an estimate of how much money they earned, if they’d moved recently, which websites they visited, the credit cards they carried in their wallet, and their home and mobile phone numbers. Target can purchase data that indicates a shopper’s ethnicity, their job history, what magazines they read, if they have ever declared bankruptcy, the year they bought (or lost) their house, where they went to college or graduate school, and whether they prefer certain brands of coffee, toilet paper, cereal, or applesauce. There are data peddlers such as InfiniGraph that “listen” to shoppers’ online conversations on message boards and Internet forums, and track which products people mention favorably. A firm named Rapleaf sells information on shoppers’ political leanings, reading habits, charitable giving, the number of cars they own, and whether they prefer religious news or deals on cigarettes. Other companies analyze photos that consumers post online, cataloging if they are obese or skinny, short or tall, hairy or bald, and what kinds of products they might want to buy as a result.

How do you decide what video game to choose in the vast ocean of online gaming nonsense? There are 100s if not thousands of options permeating the internet. They range from honestly free, pay to win, and all the way up to an actual subscription based model. One of the first decisions you need to make is quite simply, what kind of game do I enjoy? Are you more of a first person shooter type person? If so you will most likely want to ignore role playing games or real time strategies. conversely if you are more of a role playing or real time strategy fan perhaps first person shooters are not for you. Once you have the type of game you are looking for nailed down games the next step: do you want to pay money? This is a big one and a tricky one. So many games out there present themselves as 'free'. I assure you, they are most certainly not free. Think a simple little game like Candy Crush is free? Next time you are in the Google Play or iTunes store Improve WoW PvP check on top grossing apps. You will very quickly change your mind on that. On a more relevant note some games are both free and pay, but maintain a respectful balance. By this I mean you do not HAVE to fork out hard earned cash in order to compete. League of Legends is an amazing example of this. A player cannot obtain any upgrade which will make their character better through monetary expenditures. What you can do; however, is purchase cosmetic items or other no stat gain frill. On the other end of the spectrum you have a game such as the behemoth World of Warcraft. World of Warcraft has managed to maintain a subscription based model for 10 years now. Multiple 'WoW Killers' have risen up since the inception of World of Warcraft using the subscription base as well. Damn near every one of them is now free to play. Rift and Star Wars are the two that really stick out. Leading up to their release forums Wow XP Off PvP Stream across the internet proclaimed them the almighty killer of World of Warcraft. Instead Warcraft kept on trucking and both of those games changed style to f2p not long after their release. These are just a few different games and styles of games for you to choose from. Remember, you get what you pay for in almost every case. (LoL being the exception that proves the rule)

Give us an idea of…” Noya Baram rubs her temples. “Oh, well.” Augie begins to stroll around again. “The examples are limitless. Small examples: elevators stop working. Grocery-store scanners. Train and bus passes. Televisions. Phones. Radios. Traffic lights. Credit-card scanners. Home alarm systems. Laptop computers will lose all their software, all files, everything erased. Your computer will be nothing but a keyboard and a blank screen. “Electricity would be severely compromised. Which means refrigerators. In some cases, heat. Water—well, we have already seen the effect on water-purification plants. Clean water in America will quickly become a scarcity. “That means health problems on a massive scale. Who will care for the sick? Hospitals? Will they have the necessary resources to treat you? Surgical operations these days are highly computerized. And they will not have access to any of your prior medical records online. “For that matter, will they treat you at all? Do you have health insurance? Says who? A card in your pocket? They won’t be able to look you up and confirm it. Nor will they be able to seek reimbursement from the insurer. And even if they could get in contact with the insurance company, the insurance company won’t know whether you’re its customer. Does it have handwritten lists of its policyholders? No. It’s all on computers. Computers that have been erased. Will the hospitals work for free? “No websites, of course. No e-commerce. Conveyor belts. Sophisticated machinery inside manufacturing plants. Payroll records. “Planes will be grounded. Even trains may not operate in most places. Cars, at least any built since, oh, 2010 or so, will be affected. “Legal records. Welfare records. Law enforcement databases. The ability of local police to identify criminals, to coordinate with other states and the federal government through databases—no more. “Bank records. You think you have ten thousand dollars in your savings account? Fifty thousand dollars in a retirement account? You think you have a pension that allows you to receive a fixed payment every month?” He shakes his head. “Not if computer files and their backups are erased. Do banks have a large wad of cash, wrapped in a rubber band with your name on it, sitting in a vault somewhere? Of course not. It’s all data.” “Mother of God,” says Chancellor Richter, wiping his face with a handkerchief.

The bell over the front door chimed, and I caught my breath as Simon walked in. After all this time, we hadn’t interacted much outside of Faire. (Unless you counted one pretty significant interaction in his bedroom the night before last. I for one counted the hell out of it.) He looked like a strange amalgamation of his identities: the crisply ironed shirt and immaculate jeans of Simon Graham, but with the longer hair and face-framing beard of Captain Blackthorne. The juxtaposition was . . . well, I squirmed a little and fought the urge to hop the counter and wrinkle that shirt in the best possible way. Simon stopped short inside the doorway when he saw me, and Chris nudged me with her shoulder. “Now, I know for a fact you can handle him.” While my face flamed with mortification and Simon’s eyebrows knit in confusion, she snickered at her own joke and walked out of the store with a wave. Simon held the door for her, then turned back to me. “Hey.” “Hey.” I dropped my head to the counter and let the cool glass soothe my forehead. “God, it’s like working for my mother.” “What was that about?” I shook my head as I stood back up. “She knows.  Apparently, the whole town does.” “Knows?” After a beat his expression cleared and his eyes widened. “About us?” “Yeah.” I bit the inside of my cheek and waited for his reaction. “Huh.” He looked over his shoulder in the direction Chris had gone, as if he could still see her. “Well, if Chris knows, that’s as good as taking an ad out in the paper.” He tilted his head, thinking. “Do people still do that?” “Do what?” “Take ads out in the paper. Do people still even read the paper?” “I . . . I guess?” I was a little confused by the direction the conversation had gone, but now that he mentioned it I was curious too. “I mean, my mother does. The Sunday paper has coupons, you know.” Coupons that she still clipped and sent once a week to April and me, inside greeting cards where the coupons fell out like oversized confetti when we opened them. He considered that. “Seems like a dying thing, though. So will the idiom change? Should we start saying things like ‘posting it online’?” “‘Create a banner ad’?” I suggested, leaning my elbows on the counter. “See, I like that better.” He mirrored my pose and he was  close, so close to me that my heart pounded. I was no match for his smile. “Close to the original idiom, and it implies the same thing—spending money to make an announcement.” I allowed myself a second to be lost in his smile before I laughed. “Good God. Once an English teacher, always an English teacher.

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

The word “empath” jumped up in my awareness a few years after I had already been in the States. When I first came across it, it felt so woo-woo and new-agey that the “normal” part of me balked at it. It was hard enough to own being a Highly Sensitive Person, words that had research backing them. But this empath thing, this was taking it even a step further. It veered off into ambiguous, questionable territory. In fact, when I had first stumbled across the word online, trying to find a way to understand a part of my sensitivity that being an HSP didn’t quite encapsulate, I hadn’t even thought that it could possibly have anything to do with me. But the more I listened to other people’s stories, the more I followed the breadcrumbs, the more it started feeling that although the words that people used to describe their empath experiences were foreign, what they were talking about was essentially my own experience. It was just that some of these people connected that experience to belief systems I didn’t always resonate with while some others wrapped up the word in explanations that felt like the making up of a false story. But slowly, I could see that at the heart of it, beyond the cloak of words, beyond the different interpretations that people gave, our experiences felt similar. Like these so-called empaths, I often felt flooded with other people’s feelings. Their curiosity, worry and frustration jumped out at me. This often made me feel like I was walking through emotional minefields or collecting new feelings like you would collect scraps of paper. Going back to India after moving to the States, each time, I was stuck by how much all the little daily interactions, packed tightly in one day, which were part of my parents’ Delhi household, affected me energetically. Living in suburban America, I had often found the quiet too much. Then, I had thought nostalgically about India. Weeks could pass here without anyone so much as ringing the bell to our house. But it seemed like I had conveniently forgotten the other side of the story, forgotten how overstimulating Delhi had always been for me. There was, of course, the familiar sensory overload all around -- the continuous honking of horns, the laborers working noisily in the house next door, the continuous ringing of the bell as different people came and went -- the dhobi taking the clothes for ironing, the koodawalla come to pick up the daily trash, the delivery boy delivering groceries from the neighborhood kiraana store. But apart from these interruptions, inconveniences and overstimulations, there was also something more. In Delhi, every day, more lives touched mine in a day than they did in weeks in America. Going back, I could see, clearly for the first time, how much this sensory overload cost me and how much other people’s feelings leaked into mine, so much so that I almost felt them in my body. I could see that the koodawalla, the one I had always liked, the one from some kind of a “lower caste,” had changed in these past few years. He was angry now, unlike the calm resignation, almost acceptance he had carried inside him before. His anger seemed to jump out at me, as if he thought I was part of a whole tribe of people who had kept people like him down for years, who had relegated him to this lower caste, who had only given him the permission to do “dirty,” degrading work, like collecting the trash.

The word “empath” jumped up in my awareness a few years after I had already been in the States. When I first came across it, it felt so woo-woo and new-agey that the “normal” part of me balked at it. It was hard enough to own being a Highly Sensitive Person, words that had research backing them. But this empath thing, this was taking it even a step further. It veered off into ambiguous, questionable territory.  In fact, when I had first stumbled across the word online, trying to find a way to understand a part of my sensitivity that being an HSP didn’t quite encapsulate, I hadn’t even thought that it could possibly have anything to do with me. But the more I listened to other people’s stories, the more I followed the breadcrumbs, the more it started feeling that although the words that people used to describe their empath experiences were foreign, what they were talking about was essentially my own experience. It was just that some of these people connected that experience to belief systems I didn’t always resonate with while some others wrapped up the word in explanations that felt like the making up of a false story. But slowly, I could see that at the heart of it, beyond the cloak of words, beyond the different interpretations that people gave, our experiences felt similar. Like these so-called empaths, I often felt flooded with other people’s feelings. Their curiosity, worry and frustration jumped out at me. This often made me feel like I was walking through emotional minefields or collecting new feelings like you would collect scraps of paper. Going back to India after moving to the States, each time, I was stuck by how much all the little daily interactions, packed tightly in one day, which were part of my parents’ Delhi household, affected me energetically. Living in suburban America, I had often found the quiet too much. Then, I had thought nostalgically about India. Weeks could pass here without anyone so much as ringing the bell to our house. But it seemed like I had conveniently forgotten the other side of the story, forgotten how overstimulating Delhi had always been for me.  There was, of course, the familiar sensory overload all around -- the continuous honking of horns, the laborers working noisily in the house next door, the continuous ringing of the bell as different people came and went -- the dhobi taking the clothes for ironing, the koodawalla come to pick up the daily trash, the delivery boy delivering groceries from the neighborhood kiraana store. But apart from these interruptions, inconveniences and overstimulations, there was also something more. In Delhi, every day, more lives touched mine in a day than they did in weeks in America. Going back, I could see, clearly for the first time, how much this sensory overload cost me and how much other people’s feelings leaked into mine, so much so that I almost felt them in my body. I could see that the koodawalla, the one I had always liked, the one from some kind of a “lower caste,” had changed in these past few years. He was angry now, unlike the calm resignation, almost acceptance he had carried inside him before. His anger seemed to jump out at me, as if he thought I was part of a whole tribe of people who had kept people like him down for years, who had relegated him to this lower caste, who had only given him the permission to do “dirty,” degrading work, like collecting the trash.

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.

I am a Software engineer by profession, Photographer by passion and An entrepreneur by Thinking ...! CEO, Founder of www.bibliofreaks.com - The online store for USED BOOKS

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The advantage of a modern global man is that, unlike his predecessors, he can extend his mind towards the external environment, make a relatively close and stable interaction between his mind and artificial intelligence, such as computers, smartphones, social networks, online information resources, etc. Naturally, the human brain cannot store such a massive information as it can when it is connected to artificial intelligence. Making this intelligence a constitutive part of our mind, nowadays we can extend the power of our mind to a considerable extent. For that reason, in modern conditions your mind power also depends on how successfully you can make the artificial intelligence to which you are involved an integral part of your own mind.

Within minutes, I received a response with punctuation I had never seen before. “Hello (((Weisman))),” wrote “CyberTrump.” Nothing more. Just that. I was sitting at my desk at work. I had some time on my hands as an editor at the Times, since my responsibilities then centered on domestic policy—economics, the environment, poverty—and with the nation consumed in this strange presidential campaign, not a lot of policy making was going on. “Care to explain?” I answered, intuiting that my last name in those triple parentheses must somehow denote my Jewish faith. “What, ho, the vaunted Ashkenazi intelligence, hahaha!” “CyberTrump” came back. “It’s a dog whistle, fool. Belling the cat for my fellow goyim.” With the cat belled, the horde followed. What I didn’t know was that I had unwittingly exposed what was known in the alt-right as “echoes,” those three parentheses that practitioners of online harassment wrapped around Jewish-sounding names on social media. Unbeknown to, well, just about everyone, alt-right anti-Semites had created a Google plug-in that could be used to search double or triple parentheses, since ordinary search engines do not pick up punctuation marks. Haters would slap these “echoes” around Jewish-sounding names of people online they wanted to target. Once a target was “belled,” the alt-right anti-Semitic mob could download the innocuous-sounding Coincidence Detector plug-in from the Google Chrome store, track down targets like heat-seeking missiles, then swarm. “You’ve all provoked us. You’ve been doing it for decades—and centuries even—and we’ve finally had enough,” declared Andrew Anglin, the creator and mastermind of the neo-Nazi website the Daily Stormer. “Challenge has been accepted.” And swarm they did.

As perception AI gets better at recognizing our faces, understanding our voices, and seeing the world around us, it will add millions of seamless points of contact between the online and offline worlds. Those nodes will be so pervasive that it no longer makes sense to think of oneself as “going online.” When you order a full meal just by speaking a sentence from your couch, are you online or offline? When your refrigerator at home tells your shopping cart at the store that you’re out of milk, are you moving through a physical world or a digital one? I call these new blended environments OMO: online-merge-offline. OMO is the next step in an evolution that already took us from pure e-commerce deliveries to O2O (online-to-offline) services.

As Aaron Levie, the founder of the online file storage company Box noted in a tweet in 2014, “Sizing the market for a disruptor based on an incumbent’s market is like sizing a car industry off how many horses there were in 1910.” The other factor that can lead to underestimating a market is neglecting to account for expanding into additional markets. Amazon began as Amazon Books, the “Earth’s Biggest Bookstore.” But Jeff Bezos always intended for bookselling to serve as a beachhead from which Amazon could expand outward to encompass his massive vision of “the everything store.” Today, Amazon dominates the bookselling industry, but thanks to relentless market expansion, book sales represent less than 7 percent of Amazon’s total sales. The same effect can be seen in the financial results of Apple. In the first quarter of 2017, Apple generated $ 7.2 billion from the sale of personal computers, a category the company pioneered and once dominated. That’s a great number to be sure, but, over that same financial quarter, Apple’s total revenue was a whopping $ 78.4 billion, which meant that Apple’s original market accounted for less than 10 percent of its total sales.

block sites altogether. You can configure by time, domain, subdomain, or even content like games and videos. LeechBlock is a free Firefox add-on that does the same thing as StayFocusd. You specify which sites to block and when to block them. Icebox is another free Chrome extension that cuts impulse spending by replacing the “buy now” button at over 400 popular online stores with a “put it on ice” button. You can set a cool-off period, making the item unbuyable until the time is up. Then the “buy now” button appears.

Blue Bottle wanted to help customers find coffee they’d love. But coffee beans all look alike, so photos wouldn’t be helpful. To find useful solutions, the team did Lightning Demos of websites selling everything from clothes to wine, looking for ways to describe sensory details such as flavor, aroma, and texture. In the end, it was a chocolate-bar wrapper that provided the most useful idea. Tcho is a chocolate manufacturer in Berkeley, California. Printed on the wrapper of every Tcho bar is a simple flavor wheel with just six words: Bright, Fruity, Floral, Earthy, Nutty, and Chocolatey. When Blue Bottle looked at that wheel, they got inspired, and when we sketched, someone repurposed the idea as a simple flavor vocabulary for describing Blue Bottle’s coffee beans: In Friday’s test, and later, at the new online store, customers loved the simple descriptions. It’s a prime example of finding inspiration outside your domain (and yet another reason to be grateful for chocolate).

Credit” is the third-person singular conjugation of the present tense of the Latin verb credere, “to believe.” It’s the most exceptional and interesting thing in the financial world. Similar leaps of belief underlie every human transaction in life: Your wife might cheat on you, but you hope otherwise. The online store you paid may not ship you your goods, but you trust otherwise. Credit derivatives are just the explicit encapsulations of such beliefs, in financial and contractual form, for corporate entities. Unlike other financial securities, such as shares of IBM stock or oil futures, a credit derivative is not even some theoretical value of a tangible good. It’s the perceived value of a complete intangible, the perception of the probability of meeting some future obligation. People often asked me in the early days of my tech career how I had gone from Wall Street to ads technology. Such a person almost certainly knew nothing about either industry, or the answer would have been obvious. I did the same thing the whole time: putting a price on a human’s perception, be it of a General Motors bond or a pair of shoes coveted on Zappos. It’s the same difference either way; only the scale of the money pile changes.

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Even those retailers who don’t sell products online or who have substantial offline sales are still impacted by search. Online advertising triggers $6 to be spent offline for every dollar spent online29 and the in-store sales boost from search is three times greater than online display advertising.

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Retailers control the pricing of brands and will use price on leading brands to achieve their own objectives.

High fixed costs mean that high volumes are an ever-essential objective. One

To get the most benefit from a segmentation strategy, marketers must focus on why consumers buy, not what they buy or who they are. Once you know what consumer preferences depend on, you can adapt your offering to those conditions.

there is more to building trust than throwing mountains of cash at design companies, advertising agencies and television stations. There

A weak competitor may resort to dropping prices because it is the only available action for increasing its volume in the short term to stave off disaster. By the late 1970s, Tesco had been suffering because of their legacy of small, town-centre sites but succeeded in taking the industry by storm with their ‘check-out’ campaign. The whole UK retail market became price-driven for several years, before it swung once again towards a market orientation with the battle being fought on location, format and service.

Retailers, in general, welcome brand proliferation from manufacturers but are increasingly wary of SKU proliferation within brands. While the number of brands offered has been shown to exert a positive correlation on store choice, the number of SKUs per brand and the number of sizes per brand actually have a slightly inverse effect.

Importance of price: Price is imperative for FMCG retailers, much more so than for manufacturers. Retailers must constantly keep their real prices competitive and put great effort into managing their price perceptions in the minds of their shoppers.

When a manufacturer has supply issues and leaves a retailer out of stock, the impact on the retailer is greater than it is on the manufacturer because of the difference in the importance of asset turnover combined with their lower overall profitability. Consequently,

In contrast, a manufacturer will usually make better margins on its biggest products and be constantly looking to rationalise its tail of lower-volume lines. This

Technology, variety where appropriate, advertising muscle and consumer understanding are the key benefits for manufacturer brands, and each is highly sensitive to economies of scale. Once the funding for innovation and advertising is in retreat, a consumer brand weakens. This

There are some FMCG categories where retailers are destined to control mindspace. These are the low-technology, low-image, low-novelty areas. Retailers are likely to be the most efficient suppliers of ‘commodity’ products because of their umbrella reassurance.

RETAILERS KNOW THEIR shelfspace is a valuable resource. But this is a recent discovery; in the past, they gave it away, then they thought of selling it. Manufacturers either paid directly, via slotting allowances etc., or paid in materials and labour to make the shelves more attractive and better organised; then they paid both as demand for shelfspace exceeded supply. More recently, for fast turnover items, manufacturers such as Frito-Lay have used a direct delivery and merchandising service where their people will spend pretty much all day in store refilling shelves to their and the store’s mutual benefit.

Tesco’s Clubcard, which we shall discuss in more detail later, enabled Tesco to identify over 5000 customer needs segments with each receiving individually tailored price coupons via email. We

Store values/ambiance per se cannot provide a sustainable advantage, as copying is relatively easy. But if a player commits to stay ahead of the pack through constant improvement, then significant advantage can accrue.

Two changes have weakened manufacturers’ hold over shelfspace. Independent stores, who were heavily influenced by the manufacturers, have declined dramatically in the face of competition from major chains and are now insignificant in most categories The large, sophisticated retailers have stopped seeing their shelfspace as a commodity for sale, and now see it as a crucial resource to be used in pursuit of their own objectives. In particular, retailers who are actively marketing their private label brands in competition with manufacturers will use shelfspace to promote their own brands. They have taken back control of ‘their’ shelfspace.

These four advantages (brand model, direct consumer contact, control of marketing-mix variables and information) mean that once retailers decide to challenge the manufacturers’ hold on mindspace they are awesome opponents. As

In February 2010, Ad Age reported that Wal-Mart had consolidated its stocked range of food bags from three brands, Ziploc, Glad and Hefty, down to the market leader, Ziploc, and their own Great Value private label offering.3 Pactiv, the makers of Hefty, gained the consolation prize of the contract to manufacture the Great Value products, whereas the owners of Glad lost their entire food bag business in Wal-Mart. Wal-Mart could do this easily as, unlike many other retailers, they consolidate all manufacturer payments into the buying price and pass on most of the benefit to the shopper in lower prices. Retailers who take manufacturer payments to their bottom line are sometimes unwilling to give up the short-term benefit of such payments for the longer-term return of better margins from their private label. The secondary brands that are targeted by private label are usually big payers of trade spend to make up for their lower level of consumer appeal versus the top brands.

in order to win more shoppers and boost their takings per shopper, retailers have been investing in store brands that are better than anything else on the market.

This is because the quality and innovation of retailer brands is limited to what they can negotiate from manufacturers. For products that are technologically sophisticated, like detergents and coffee, there are few top-quality suppliers willing to entertain private label, hence manufacturer brands are in the driver’s seat. For example, Procter & Gamble, Unilever, Henkel and Colgate hold all but the cheapest segment of the washing-powder market, and Nestlé, Kraft and Unilever hold onto the instant-coffee market. Their technological leads, backed by communication focused on the functional and taste superiority, has kept private label share below average in most countries. It is tempting for

In India, organised chain retailers account for only 7% of the $435 billion market, a share forecast to rise to 20% by 2020.11 The discounter model is unstoppable in fragmented, unorganised markets.

But all good things must come to an end. Once there is supermarket or hypermarket saturation, profitable growth via the discounter strategy becomes almost impossible. New sites

Retail competitors face each other with similar offerings of similar stores selling similar products at similar prices. Since

The golden age of discount retailing, where developing a store in a well-chosen location was a formula for printing money, has come to an end.

In the 1980s, Woolworths in the United Kingdom had major cost and thus selling price disadvantages compared to the ‘selling’ retailers who were pushing the same products at lower prices. They responded by demanding exclusive presentations of products from the main manufacturers. The strategy worked for a while as Woolworths had the size to order economically efficient quantities of such ‘exclusives’ in specific product categories where Woolworths were strong, while their competitors did not. But this approach added extra costs to the manufacturers, who soon began to regret agreeing to the idea. It

Selling-oriented retailers can be tough to deal with because they are determined to secure better terms than their quasi-identical competitors. Their biggest fear during negotiations is that they did not squeeze manufacturers hard enough and left some margin on the table that may be given up to a more determined competitor, who will use it to undercut them on price.

retailers can sometimes focus on their competition so much that they are often less astute when buying (i.e. their competitive effort is directed horizontally rather than vertically). In these circumstances it is not unusual for a manufacturer to find that it is possible to raise the list price offered to all retailers without being criticised. The retailers are focusing on the discount from the given list price, as the list price is known to be common to all retailers. Thus, the objective for retailers in the negotiations is to win greater discounts, bonuses, promotions support, delays of payment and so on than other retailers, but not primarily to compete for profit with the manufacturer.

Consumers can now scan the code on the product when they are running low, and it will be ordered and delivered within hours to their home, completely side-lining all the tools and techniques of competing manufacturers who would wish to get the consumer to brand switch. Tesco’s Homeplus in South Korea also launched a campaign that engages shoppers to buy products using QR codes. Homeplus created virtual billboards of their store aisles in subway stations, allowing passengers to shop while they waited by scanning the products’ QR codes – the groceries being delivered when they arrived home. The goal of the campaign was to help Homeplus compete with the number-one retailer, E-MART, without increasing their store numbers. Since the launch, their online sales have increased 130%, making them the top online retailer in South Korea, and a close second offline.

The commercial uses of QR technology continue to evolve, illustrating that the battle between retailers and manufacturers is never static.

As retailers have become competitors of manufacturers in many product categories, they reserve more shelfspace for their private label brands and dominate advertising spending to claim ever-increasing amounts of mindspace.