Owner Operator Quotes

In order to be the master of your life, you must first recognize that you are the rightful master of your brain, its owner and operator.

Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they're willing to pay, in a way that (4) satisfies the purchaser's needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation.

What was to be a relatively innocuous federal government, operating from a defined enumeration of specific grants of power, has become an ever-present and unaccountable force. It is the nation’s largest creditor, debtor, lender, employer, consumer, contractor, grantor, property owner, tenant, insurer, health-care provider, and pension guarantor. Moreover, with aggrandized police powers, what it does not control directly it bans or mandates by regulation.

Many small businesses are doomed from day one, not from competition or the economy, but from the ignorance of their owners . . . their destiny is already decided because they have no idea how a business should be operated.

most businesses are operated according to what the owner wants as opposed to what the business needs.

It would be very heard, for example, a basketball owner, no matter how racist he was, to try to operate without Blacks. It would be suicidal.

Not anymore—not exactly.” If I’d had more words, I’d have described Greenstone’s last operational motel, the Voyageur, a peeling L-shaped heap with scraggy whirlwinds of litter roaming the parking lot. Though technically “open,” the Voyageur is always full, its rooms permanently occupied by the owner’s grown children who failed to rise on the outside.

Cantor illustrated the concept of infinity for his students by telling them that there was once a man who had a hotel with an infinite number of rooms, and the hotel was fully occupied. Then one more guest arrived. So the owner moved the guest in room number 1 into room number 2; the guest in room number 2 into number 3; the guest in 3 into room 4, and so on. In that way room number 1 became vacant for the new guest. What delights me about this story is that everyone involved, the guests and the owner, accept it as perfectly natural to carry out an infinite number of operations so that one guest can have peace and quiet in a room of his own. That is a great tribute to solitude.

Every entrepreneur and every owner of means of production must daily justify his social function through subservience to the wants of the consumers. The management of a socialist economy is not under the necessity of adjusting itself to the operation of a market. It has an absolute monopoly. It does not depend on the wants of the consumers. It itself decides what must be done. It does not serve the consumers as the businessman does. It provides for them as the father provides for his children or the headmaster of a school for the students. It is the authority bestowing favors, not a businessman eager to attract customers.

When the commodity owners are not capitalists, but rather independent direct producers, the time they spend on buying and selling is a deduction from their labour time, and they therefore always seek (in antiquity, as also in the Middle Ages: F.E.) to defer such operations to feast days.

Entrepreneurs often mistake their business plan as a cookbook for execution, failing to recognize that it is only a collection of unproven assumptions. At its back, a revenue plan blessed by an investor, and composed overwhelmingly of guesses, suddenly becomes an operating plan driving hiring, firing, and spending. Insanity.

Every state university runs one or more large operations called Extension Units, full of experts qualified to give advice and encouragement to citizen gardeners, tree owners, and nature enthusiasts of all types. Call around: these researchers are obligated to provide free consultations to interested civilians regarding your trees,

Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they’re willing to pay, in a way that (4) satisfies the purchaser’s needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation. Take away any of

Roughly defined, a business is a repeatable process that: 1. Creates and delivers something of value… 2. That other people want or need… 3. At a price they’re willing to pay… 4. In a way that satisfies the customer’s needs and expectations… 5. So that the business brings in enough profit to make it worthwhile for the owners to continue operation.

A society that once operated with some degree of sanity and politeness has become largely demented and rude.

Each person at Bridgewater should act like an owner, responsible for operating in this way and for holding others accountable to operate in this way.

But to what extent has computer technology been an advantage to the masses of people? To steelworkers, vegetable-store owners, teachers, garage mechanics, musicians, bricklayers, dentists, and most of the rest into whose lives the computer now intrudes? Their private matters have been made more accessible to powerful institutions. They are more easily tracked and controlled; are subjected to more examinations; are increasingly mystified by the decisions made about them; are often reduced to mere numerical objects. They are inundated by junk mail. They are easy targets for advertising agencies and political organizations. The schools teach their children to operate computerized systems instead of teaching things that are more valuable to children. In a word, almost nothing that they need happens to the losers. Which is why they are losers.

Three Observations        1) The computer may be incompetent in itself—that is, unable to do regularly and accurately the work for which it was designed. This kind of incompetence can never be eliminated, because the Peter Principle applies in the plants where computers are designed and manufactured.        2) Even when competent in itself, the computer vastly magnifies the results of incompetence in its owners or operators.        3) The computer, like a human employee, is subject to the Peter Principle. If it does good work at first, there is a strong tendency to promote it to more responsible tasks, until it reaches its level of incompetence.

In the summer of 2002, Biden was pushing his RAVE Act, an absurdly broad law that would have made venue and club owners liable for running a drug operation if they merely sold the “paraphernalia” common to parties where people took Ecstasy—accessories like bottled water and glow sticks. After attempting to sneak the bill through Congress with various parliamentary maneuvers, Biden was finally able to get a slightly modified version folded into the bill that created the Amber Alert for missing children.

One of the reasons for learning about type is to recognize that we are constantly motivated, simply by the way we’ve established our neural networks, to shape reality along particular functional lines. Another is to recognize the possibilities for growth and change that exist within—and apart from—the framework we have created for ourselves. Even small changes in our usual way of doing things can make big differences in the way our brain is operating. We develop the ability to think in new ways, and this stimulates creative change in all areas of our lives.

As my “owner,” Senator Byrd directed my activities, deciding which military and NASA installations I would be taken to for mind control programming, who I would be prostituted to and when , and which government operations I would ultimately be used in during the Reagan/Bush Administration.

Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they’re willing to pay, in a way that (4) satisfies the purchaser’s needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation.

Army intelligence said the French owners paid the Viet Cong a million piasters a year in protection money and paid the Saigon government three million piasters a year in taxes. The plantation billed the U.S. government $50 for each tea bush and $250 for each rubber tree damaged by combat operations. Just one more incongruity.

The rich, the owners of the already operating plants, have no particular class interest in the maintenance of free competition. They are opposed to confiscation and expropriation of their fortunes, but their vested interests are rather in favor of measures preventing newcomers from challenging their position. Those fighting for free enterprise and free competition do not defend the interests of those rich today. They want a free hand left to unknown men who will be the entrepreneurs of tomorrow and whose ingenuity will make the life of coming generations more agreeable. They want the way left open to further economic improvements. They are the spokesmen of progress.

The Blood of Jesus is a battle-weapon; through it, you can achieve the following: 1. Cleansing: the Blood of Jesus possesses cleansing power. If there is any form of dirt of filth in your life or environment, the Blood of Jesus will cleanse them. 2. Sanitisation: the Blood of Jesus could serve as disinfectant. Anything that wants to pollute, will not be able to get in. You should sanitise your life, your body, house, shop, etc. In fact, before you move into a new apartment or house, you should sanitise it and the surroundings, with the Blood of Jesus. The foundations of many houses were laid with sacrifices of all kinds. Houses that were built thirty or forty years ago, have things buried in them, by the owners and such things work negatively on the inhabitants of such houses, especially if they are not born again. 3. Deliverance: when you call the Blood of Jesus into operation, it causes the enemy to flee, because it contains the life of God. It sets people free from bondage. 4. Healing: It can heal all forms of infirmity. When you plead the Blood of Jesus, things begin to happen. 5. Protection. 6. Life-giving power: to revive anyone or anything that is dead. It could be marriage, finances, business, etc.

In amassing zero-day exploits for the government to use in attacks, instead of passing the information about holes to vendors to be fixed, the government has put critical-infrastructure owners and computer users in the United States at risk of attack from criminal hackers, corporate spies, and foreign intelligence agencies who no doubt will discover and use the same vulnerabilities for their own operations.

Hoffa and Brennan formed a trucking company called Test Fleet. The “brains” and his partner put that company in their wives’ maiden names. Test Fleet had only one contract. It was with a Cadillac car carrier that had been having union problems with its Teamsters union independent owner-operator car haulers. This group of Teamsters held an unsanctioned wildcat strike. Angered by this break of union solidarity, Jimmy Hoffa ordered them back to work. With Hoffa’s blessings the Cadillac car carrier then terminated its leases with the independent Teamsters haulers, put many of them out of business, and gave hauling business to Test Fleet. This arrangement helped Josephine Poszywak, aka Mrs. Hoffa, and Alice Johnson, aka Mrs. Brennan, make $155,000 in dividends over ten years, without doing a single minute’s work for the Test Fleet company. Hoffa

There are plenty of attributes that separate the great leader from the good manager. Both may put their work before family and friends, survive on little sleep, endure a lifetime of red-eye flights. Look more closely and you will find that the great leader possesses an unusual, and essential, characteristic – he will think and operate like an owner, or a person who owns a substantial stake of the business, even if, in a financial or legal sense, he is neither.

Once the managers consoldiate their position within an institution, their objective interests no longer fully correspond to the interests of the other groups involved – voters, owners, members, teachers, students or consumers. A decision on dividends, mergers, labor contracts, prices, curriculum, class size, scope of government operations, armament, strikes, etc. may serve the best interests of the manager without necessarily contributing to the well-being of the other groups.

The geneticist Antoine Danchin once used the parable of the Delphic boat to describe the process by which individual genes could produce the observed complexity of the natural world. In the proverbial story, the oracle at Delphi is asked to consider a boat on a river whose planks have begun to rot. As the wood decays, each plank is replaced, one by one—and after a decade, no plank is left from the original boat. Yet, the owner is convinced that it is the same boat. How can the boat be the same boat—the riddle runs—if every physical element of the original has been replaced? The answer is that the “boat” is not made of planks but of the relationship between planks. If you hammer a hundred strips of wood atop each other, you get a wall; if you nail them side to side, you get a deck; only a particular configuration of planks, held together in particular relationship, in a particular order, makes a boat. Genes operate in the same manner. Individual genes specify individual functions, but the relationship among genes allows physiology. The genome is inert without these relationships. That humans and worms have about the same number of genes—around twenty thousand—and yet the fact that only one of these two organisms is capable of painting the ceiling of the Sistine Chapel suggests that the number of genes is largely unimportant to the physiological complexity of the organism. “It is not what you have,” as a certain Brazilian samba instructor once told me, “it is what you do with it.

Software tends to be either so powerful that its wealth of features is buried to all but the most intrepid explorers (think Excel) or so specific that it sacrifices features for increased usability, essentially doing few things very well (think mobile apps). In both cases, they force you to operate within a framework of their choosing. This is the main challenge with many productivity systems: They struggle to address the limitless variability and evolutionary nature of our individual needs. Notebooks, in contrast, are beholden to their authors. Their function is limited only by the imagination of their owner.

The divorce of control, or power, from ownership has been due in large part to the growth of public corporations. So long as a single person, family or comparatively small group held a substantial portion of the common shares of a corporation, the legal “owner” could control its affairs. Even if they no longer actually conducted the business, the operating managers were functioning as their accountable agents. But when the enterprise became more vast in scope and at the same time, the stock certificates became spread in small bundles among thousands of persons, the managers were gradually released from subordination to the nominal owners. De facto control passed, for the most part, to non-owning management.

If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting.

A 2016 study published in Proceedings of the National Academy of Sciences of the United States of America suggested that health care providers may underestimate black patients' pain in part due to a belief that they simply don't actually feel as much pain - a myth that dates all the way back to the days of slavery. For centuries, the claim that black people were biologically different from whites was 'championed by scientists, physicians, and slave owners alike to justify slavery and the inhumane treatment of black men and women in medical research,' the authors wrote. Black people were thought to have 'thicker skulls, less sensitive nervous systems,' and a super-human ability to 'tolerate surgical operations with little, if any, pain at all.' In the first phase of the study, over two hundred white medical students and residents were asked whether a series of statements about differences between black and white patients were true or false. Some of the statements were true, while others - for example, 'blacks' skin is thicker than whites' and 'blacks' nerve endings are less sensitive than whites' - were false. They found that a full half of the respondents thought that one or more the false statements - many of which were 'fantastical in nature' - were possibly, probably, or definitely true. Also, notably, many of them didn't agree with the statements that were actually true; only half of the residents knew that white patients are less likely to have heart disease than black patients are. When asked to read case studies of two patients complaining of pain, one white and one black, the respondents who had endorsed more false beliefs were more likely to believe that the black patient felt less pain, and undertreated them accordingly.

In the meantime Chancellor Schleicher went about—with an optimism that was myopic, to say the least—trying to establish a stable government. On December 15 he made a fireside broadcast to the nation begging his listeners to forget that he was a general and assuring them that he was a supporter “neither of capitalism nor of socialism” and that to him “concepts such as private economy or planned economy have lost their terrors.” His principal task, he said, was to provide work for the unemployed and get the country back on its economic feet. There would be no tax increase, no more wage cuts. In fact, he was canceling the last cut in wages and relief which Papen had made. Furthermore, he was ending the agricultural quotas which Papen had established for the benefit of the large landowners and instead was launching a scheme to take 800,000 acres from the bankrupt Junker estates in the East and give them to 25,000 peasant families. Also prices of such essentials as coal and meat would be kept down by rigid control. This was a bid for the support of the very masses which he had hitherto opposed or disregarded, and Schleicher followed it up with conversations with the trade unions, to whose leaders he gave the impression that he envisaged a future in which organized labor and the Army would be twin pillars of the nation. But labor was not to be taken in by a man whom it profoundly mistrusted, and it declined its co-operation. The industrialists and the big landowners, on the other hand, rose up in arms against the new Chancellor’s program, which they clamored was nothing less than Bolshevism. The businessmen were aghast at Schleicher’s sudden friendliness to the unions. The owners of large estates were infuriated at his reduction of agricultural protection and livid at the prospect of his breaking up the bankrupt estates in the East. On

Israel’s constant drone surveillance over Gaza also impressed President Vladimir Putin. Moscow needed reliable surveillance drones after it lost many planes during its war in 2008 against Georgia in South Ossetia. Tbilisi had used Israeli drones, and years later Moscow decided to follow suit. Having seen Israeli operations over Gaza, Russia licensed the Israeli Aerospace Industries Searcher II, renamed “Forpost” by its new owners, and it became a key asset in Russian support for Syrian President Bashar al-Assad.33 Israel trained Russian pilots to operate the drones. Russia and Israel maintained a close relationship during the Syrian civil war despite the former supporting Assad and the latter worrying about the growing presence of Russian allies Iran and Hizbollah in the country. This led Prime Minister Benjamin Netanyahu (and Naftali Bennett) to routinely attack Iranian and Syrian military positions in Syria to stop the transfer of weapons to Hizbollah. However, Moscow usually turned a blind eye to these attacks, assisted by a de-escalation hotline between the two governments.

If these avatars were real people in a real street, Hiro wouldn't be able to reach the entrance. It's way too crowded. But the computer system that operates the Street has better things to do than to monitor every single one of the millions of people there, trying to prevent them from running into each other. It doesn't bother trying to solve this incredibly difficult problem. On the Street, avatars just walk right through each other. So when Hiro cuts through the crowd, headed for the entrance, he really is cutting through the crowd. When things get this jammed together, the computer simplifies things by drawing all of the avatars ghostly and translucent so you can see where you're going. Hiro appears solid to himself, but everyone else looks like a ghost. He walks through the crowd as if it's a fogbank, clearly seeing The Black Sun in front of him. He steps over the property line, and he's in the doorway. And in that instant he becomes solid and visible to all the avatars milling outside. As one, they all begin screaming. Not that they have any idea who the hell he is -- Hiro is just a starving CIC stringer who lives in a U-Stor-It by the airport. But in the entire world there are only a couple of thousand people who can step over the line into The Black Sun. He turns and looks back at ten thousand shrieking groupies. Now that he's all by himself in the entryway, no longer immersed in a flood of avatars, he can see all of the people in the front row of the crowd with perfect clarity. They are all done up in their wildest and fanciest avatars, hoping that Da5id -- The Black Sun's owner and hacker-in-chief -- will invite them inside. They flick and merge together into a hysterical wall. Stunningly beautiful women, computer-airbrushed and retouched at seventy-two frames a second, like Playboy pinups turned three-dimensional -- these are would-be actresses hoping to be discovered. Wild-looking abstracts, tornadoes of gyrating light-hackers who are hoping that Da5id will notice their talent, invite them inside, give them a job. A liberal sprinkling of black-and-white people -- persons who are accessing the Metaverse through cheap public terminals, and who are rendered in jerky, grainy black and white. A lot of these are run-of-the-mill psycho fans, devoted to the fantasy of stabbing some particular actress to death; they can't even get close in Reality, so they goggle into the Metaverse to stalk their prey. There are would-be rock stars done up in laser light, as though they just stepped off the concert stage, and the avatars of Nipponese businessmen, exquisitely rendered by their fancy equipment, but utterly reserved and boring in their suits.

I am excited to report that I may have gotten a job as an elevator attendant. It's a three-flight elevator, and my primary objective is to push one of three buttons, 1,2, or 3. I know, it seems complicated, but I am sure I am intellectually mature enough to handle it. I feel confident that I have this job because the owner of the elevator operating company, Mr. Pushkin, of Pushkin Push-button Services, shook my hand, winked at me, examined my index finger for button-pushing capabilities and then licked my armpit. It was very flattering. Since he is obviously a man who is continually rising in the elevator world, I asked him for some life advice. And do you know what he told me? He leaned in close so that his blue eyes were about two inches from my face, and then he leaned around to my ear and whispered, “Some men never leave the ground floor, and some men rise to the top. Still other men, like myself, enable these penthouse executives to reach the pinnacle of their company. But I never carry on conversation in an elevator, or at a urinal, and I’d never install a urinal on an elevator, for fear that men would be more inclined to converse freely as they traveled and emptied their bladder.” And without hesitation I replied, “Mr. Pushkin, I never shake a man’s hand after he just got done pissing, or shake my penis more than three times after pissing, but I am certain that I could operate an elevator equipped with a urinal. I know how to keep both my mouth and my pants zipped shut.” That’s when he glanced down and noticed that my fly was down. I was so embarrassed until he reached his hand down to my crotch and zipped me up as he winked and said, “It happens to the best of us.” And that’s when I noticed that not only was his fly unzipped, but his penis had been hanging out the whole time he’d been talking to me.

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

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.

During the Russia-NATO Council session in Bucharest in April 2008, Putin called Ukraine “a complex state formation. If the NATO issue is added there,” he said, “along with other problems, this may bring Ukraine to the verge of existence as a sovereign state.” Later during the same summit, in a discussion with U.S. President George Bush, Putin said that Ukraine was “not a real country.” This is clearly light-years away from the “common principles” laid down in the Founding Act, signed by Russia and the members of NATO in 1997, in which Russia had recognized the inherent right of all countries “to choose the means to ensure their own security.” Putin’s declaration was a scarcely veiled threat that Russia would intervene if Ukraine decided to join NATO. Doubts on Ukraine’s viability as a sovereign state were expressed on many occasions by leading Russians. On March 16, 2009, the Kremlin ideologue Gleb Pavlovsky wrote in the Russkiy Zhurnal, a Russian online magazine of which he is the owner, an article titled: “Will Ukraine Lose Its Sovereignty?” This article was followed four days later by an interview with Sergey Karaganov, the éminence grise of the Russian foreign policy community and head of the Presidium of the Council on Foreign and Defense Policy. This article had the title: “No One Needs Monsters. Desovereignization of Ukraine.” Karaganov depicted Ukraine as a failed state that was in a process of “passive desovereignization.” The process was, however, not only “passive.” Karaganov warned that “Russia will not want to see absolutely ungovernable territories close by.” Yuriy Shcherbak, former Ukrainian ambassador to the United States, wrote in response: “In military language it is called the ideological-propagandistic support of the future operation on capturing the territory of a sovereign state.” In fact, Russian politicians continued to denounce Ukraine as an “artificial” country that had no right to exist. At the height of the financial crisis Valery Fadeyev, editor of the political journal Ekspert, wrote: “Ukraine is cheap, we can buy it.” It sounded less aggressive, almost as a joke, but it expressed the same contempt for Russia’s neighbor and its status as an independent, sovereign state [239―40].

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.

Here we introduce the nation's first great communications monopolist, whose reign provides history's first lesson in the power and peril of concentrated control over the flow of information. Western Union's man was one Rutherford B. Hates, an obscure Ohio politician described by a contemporary journalist as "a third rate nonentity." But the firm and its partner newswire, the Associated Press, wanted Hayes in office, for several reasons. Hayes was a close friend of William Henry Smith, a former politician who was now the key political operator at the Associated Press. More generally, since the Civil War, the Republican Party and the telegraph industry had enjoyed a special relationship, in part because much of what were eventually Western Union's lines were built by the Union Army. So making Hayes president was the goal, but how was the telegram in Reid's hand key to achieving it? The media and communications industries are regularly accused of trying to influence politics, but what went on in the 1870s was of a wholly different order from anything we could imagine today. At the time, Western Union was the exclusive owner of the nationwide telegraph network, and the sizable Associated Press was the unique source for "instant" national or European news. (It's later competitor, the United Press, which would be founded on the U.S. Post Office's new telegraph lines, did not yet exist.) The Associated Press took advantage of its economies of scale to produce millions of lines of copy a year and, apart from local news, its product was the mainstay of many American newspapers. With the common law notion of "common carriage" deemed inapplicable, and the latter day concept of "net neutrality" not yet imagined, Western Union carried Associated Press reports exclusively. Working closely with the Republican Party and avowedly Republican papers like The New York Times (the ideal of an unbiased press would not be established for some time, and the minting of the Time's liberal bona fides would take longer still), they did what they could to throw the election to Hayes. It was easy: the AP ran story after story about what an honest man Hayes was, what a good governor he had been, or just whatever he happened to be doing that day. It omitted any scandals related to Hayes, and it declined to run positive stories about his rivals (James Blaine in the primary, Samuel Tilden in the general). But beyond routine favoritism, late that Election Day Western Union offered the Hayes campaign a secret weapon that would come to light only much later. Hayes, far from being the front-runner, had gained the Republican nomination only on the seventh ballot. But as the polls closed his persistence appeared a waste of time, for Tilden, the Democrat, held a clear advantage in the popular vote (by a margin of over 250,000) and seemed headed for victory according to most early returns; by some accounts Hayes privately conceded defeat. But late that night, Reid, the New York Times editor, alerted the Republican Party that the Democrats, despite extensive intimidation of Republican supporters, remained unsure of their victory in the South. The GOP sent some telegrams of its own to the Republican governors in the South with special instructions for manipulating state electoral commissions. As a result the Hayes campaign abruptly claimed victory, resulting in an electoral dispute that would make Bush v. Gore seem a garden party. After a few brutal months, the Democrats relented, allowing Hayes the presidency — in exchange, most historians believe, for the removal of federal troops from the South, effectively ending Reconstruction. The full history of the 1876 election is complex, and the power of th

Cool Merchandise You Can Get from a Scary House Manufacturer Watching your employees working as team for your business is always a very satisfying feeling. If you are horror house owner, you can watch your employees working together and feel the same satisfaction. There is always a true relationship between employee and employer. Dress code plays a great role in binding your employees together and with your business as well. You can ask your scary house manufacturer to provide you some personalized merchandise that your employees will relish to have. Most of the horror house merchandises are personalized therefore you have option to design it of your own. To encourage your employees, you can seek their suggestion for designing of the logo, style or design for various merchandises. Merchandise You Can Get for Your Horror House There are few items which each of your employees will surely like and we are including only those merchandises in this list, Employee’s Identity cards – When you have setup a business, all your employee should look like working in a group and not like individuals. You can ask for employee’s identity card from your scary house manufacturer and hold your employee as a team. T-Shits with company logo – Design your company logo. If possible take inputs of employees in designing and creating logo. Print it on a plain t-shirt and it becomes a brand identity of your company. There are some other cool things that not only show the brand identity of scary house manufacturer but are very helpful for their horror house operations. These include Tyvek Tickets, Queue Manager, personalized display stands, etc. horrorhouse.in

If any religion can be said to be integral to the day-to-day workings of Vienna, it would be a religion based on the consumption of coffee, and its temples, the coffeehouses. Granted, there are coffee-consuming cultures all over the world, and places where it is done in greater quantity — perhaps even places where it is more integral to the general harmony, like Seattle, or research stations in Antarctica — but the one thing Vienna held as its catechism was that if you’re going to drink coffee, you must do it in style. The first aspect considered when opening a Vienna coffeehouse is atmosphere; it must look as if the facility has been in continuous operation since Napoleon’s occupation at the latest, and once the doors were opened, the owners would never admit to the contrary. The preferred decor is Comfortable

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

Jason LeDay is the owner of Axiom Industries who has vast year experience in executive management, developing and operating various healthcare disciplines based in Austin, Texas.

In West's guide, rule-of-thumb guidance comes in two formats that most valuation experts recognize:  Percentage of annual sales: If a business had total sales of $ 100,000 last year and the multiple for that business was 40 percent of annual sales, the price based on that particular rule of thumb would be $ 40,000.  Multiple of earnings: An earnings multiplier makes the most sense to prospective buyers. It directly addresses the buyer's motive to make money: to achieve a return on investment. In many small companies, this multiple is commonly used against what is known as seller's discretionary earnings (SDE), which are earnings before accounting for the following items: • Income taxes • Nonrecurring income and expenses • Nonoperating income and expenses • Depreciating an amortization • Interest expense or income • Owner's total compensation for one owner/ operator after adjusting the total compensation of all owners to market value

Jesse Keyes is a co-owner and operating partner of the restaurant and bar, Hotel Griffou who specialize in design and develop businesses that facilitate a balanced, pleasurable and productive life.

the years ahead, Tesla would also expand its vehicle fleet, adding a compact SUV, a pickup truck, a heavy-duty truck, and a small bus into the mix. The buses would be autonomous, to be summoned by smartphone app, or via buttons at existing stops. The advent of full self-driving capability, which Musk said would ultimately be safer than human-driven vehicles by an order of magnitude, would also enable a business built around car-sharing. Owners could add their cars to Tesla’s shared fleet to generate income when they weren’t using them. In cities where there weren’t enough customer-owned cars to meet the demand for such shared-use cases, Tesla would operate its own fleet—a move that would put it in direct competition with Lyft and Uber.

Your business is your primary source of income. You can’t pay your car payment with page views or buy groceries with likes or cover your house payment with gross rating points. In the end, for an owner/operated businesses like yours–if it doesn’t make a profit, it isn’t worth anything.

Most businesses hustle to create revenue, pay out their various expenses, and with any luck, there’s a little profit left over for the owners.  Here’s what you’re probably learning in business school: Revenue minus expenses equals profits.  Sounds sensible, right?”  He paused for the group of nodding heads.  “Well, it’s not!  It is completely backwards.  It should be taught:  Revenue minus PROFITS equal expenses.” Our chaperoning professors did their best to hide their cloudy faces, but it was clear Mr. X didn’t mind offending them.  “Don’t wait to see if there’s anything left over for a profit.  By carving out a margin before you address expenses, you create a constraint on the resources available.  This constraint unlocks your creativity to meet customers’ needs, streamline operations, and only spend money on that which truly generates value.  There’s no room left for fluff and bloat.  Difficult decisions on how you should run your business become obvious. No longer fat, dumb and happy, maybe you make that extra sales call or hold off on that unnecessary expense.  Business is very competitive, and the difference between the Hall of Fame and the graveyard can be remarkably thin.  Everyone says they want to run a tight ship, but the best way to harness your entrepreneurial verve is to tie your own hands to the yarak mast.  It will turn all of your business SHOULDS into business MUSTS.  I’ve spent a lot of time finding different places to apply the idea of yarak, and it never ceases to amaze me how helpful it is.  So that’s my eighty-twenty secret.  Shh… don’t tell anyone,” he whispered.

Imagine a world where product owners, Development, QA, IT Operations, and Infosec work together, not only to help each other, but also to ensure that the overall organization succeeds. By working toward a common goal, they enable the fast flow of planned work into production (e.g., performing tens, hundreds, or even thousands of code deploys per day), while achieving world-class stability, reliability, availability, and security.

In using the notion of self, I am in no way suggesting that all the contents of our minds are inspected by a single central knower and owner, and even less that such an entity would reside in a single brain place. I am saying, though, that our experiences tend to have a consistent perspective, as if there were indeed an owner and knower for most, though not all, contents. I imagine this perspective to be rooted in a relatively stable, endlessly repeated biological state. The source of the stability is the predominantly invariant structure and operation of the organism, and the slowly evolving elements of autobiographical data.

Stocks that are in the hands of operators, on the other hand, will display very little reactions to good or bad news. That may be because the news itself is “planted” or is “motivated”. Such stocks will often defy gravity and their falls will defy reason. Chances that you are wrong in calling the direction in these stocks is high. That’s because the chart itself is “fixed”. It is fixed to get you to interpret it in copybook style and then trap you (and many others) to be on the wrong side and provide an exit for the operators with motivated reasons. Many stocks have only a few people driving them. A stock without a diversity of owners will always be subject to severe turbulence. And even if the overall direction is up, you will always be at a disadvantage because you don’t really know what this group driving the stock is thinking and will do next. That is why stocks with a large diversified investor and trader base which includes thousands of buyers every day don’t react erratically.

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership

Recession, advertising slow-downs, media spin-offs, procurement department investigations, client globalization initiatives, fee-based remuneration schemes and holding company ownership added significant complexity to ad agency operations by 1990. The simplicity of the Golden Age and the Creative Revolution was long gone, whether recognized or not.

Accountability for agency operations is fragmented. Each office in a network is a separate profit center. Each department in an office self-defines its missions. Creative heads focus on creativity; finance directors focus on headcounts, overhead and budgeted/ actual costs and profits; client heads manage the service that they provide to their ‘disorganized’ clients and keep them coming back for more. (Despite this there seem to be very few happy clients.) Managing

Who is responsible for an agency’s operational response to growing workloads and declining fees? In today’s agency culture, it’s everyone… and no one. The agency management culture is fragmented and divided. Everyone does his/her own thing. An integrated counter-attack is hard to organize, and in practice, it simply does not happen. At the end of the year, the finance director has the ultimate responsibility to deliver the agency’s profit margin, and this is often done through cost reductions – a blunt instrument, indeed, but the laissez-faire culture does not allow for much fine-tuning during the year. The agency management culture is a barrier to change. It

For some time now, Germany has had cruise ships visiting Cuba, such as the MS Deutschland, which can accommodate 513 passengers and has a crew of 260 members. She is known as das Traumschiff or the Dream Ship and is Germany’s television answer to the Love boat. With a displacement of 22,400 GT, the ship brought European tourists with their Euros as stimulus money to Cuba. However, on Monday, February 23, 2015, it was announced, that the operating company had declared bankruptcy. It was expected that finding new investors, and restructuring under the German debtor-in-possession management act, known as Eigenverwaltung, would allow the MS Deutschland to continue her scheduled visits. However, on July 27, 2015 with new owners it was announced that the ship would sail using two distinct names. For one part of the year the ship would be the MS World Odyssey having “Semesters at Sea” for students and for the other part of the year it would sail for the travel company Phoenix Reisen, using its regular name, the MS Deutschland.

Media City, Dubai, UAE – Kazema Portable Toilets, one of the leading suppliers of plastic portable toilets, GRP portable toilets and sinks, and other portable sanitation equipment today, this week excitedly announced they have been named a finalist for their entry into the “RSA Customer Focus of the Year Award’ at the Gulf Capital SME Awards 2017. With all portable products being made from high quality, durable materials that can withstand the demands of sanitation, Kazema Portable Toilets carries a wide variety of ancillary products and accessories designed to assist business owners in earning more. Now in its 6th year as a regarded small to mid-sized business recognition awards ceremony, the SME Awards proudly identify startups, innovative SMES with exemplary products and services, SMEs which invest in their employees’ environment and customer strategy, and also the visionary entrepreneurs at the helm. “We’ve created a portable solution that is compatible with any business looking to add depth, expansion, and productivity to their operation,” said Raj, Founder and Owner of Kazema Portable Toilets. “We provide our clients with professional support worldwide that enables them to supply clients locally with our product, as well as harness it for widespread exportation.” Recognized for their high-stock, ready-to-use durable product today, Kazema Portable Toilets is one of the front-runners for their SME awards category. Kazema beat out hundreds in the category to be regarded as a finalist for their entrepreneurial solution to a problem every person encounters daily. “We are passionate about our work here at Kazema Portable Toilets, and we are honored to be named a finalist in such a reputable competition,” said Raj. “We want to thank SME for the recognition, and look forward to winning our category.

Being an operator will make you a living. Being an owner will make you a fortune - Tony Robbins

Olaudah Equiano, born sometime around 1745 in a rural community somewhere within the confines of the Kingdom of Benin. Kidnapped from his home at the age of eleven, Equiano was eventually sold to British slavers operating in the Bight of Biafra, from whence he was conveyed first to Barbados, then to a plantation in colonial Virginia. Equiano’s further adventures—and there were many—are narrated in his autobiography, The Interesting Narrative of the Life of Olaudah Equiano: or, Gustavus Vassa, the African, published in 1789. After spending much of the Seven Years’ War hauling gunpowder on a British frigate, he was promised his freedom, denied his freedom, sold to several owners—who regularly lied to him, promising his freedom, and then broke their word—until he passed into the hands of a Quaker merchant in Pennsylvania, who eventually allowed him to purchase his liberty. Over the course of his later years he was to become a successful merchant in his own right, a best-selling author, an Arctic explorer, and eventually, one of the leading voices of English Abolitionism. His eloquence and the power of his life story played significant parts in the movement that led to the British abolition of the slave trade in 1807.

dApps are like traditional software applications except they live on a decentralized smart contract platform. The primary benefit of these applications is their permissionlessness and censorship resistance. Anyone can use them, and no single body controls them. A separate but related concept is a decentralized autonomous organization (DAO), which has its rules of operation encoded in smart contracts that determine who can execute what behavior or upgrade. It is common for a DAO to have some kind of governance token, which gives an owner some percentage of the vote on future outcomes.

The demands of customer discovery require people who are comfortable with change, chaos, and learning from failure and are at ease working in risky, unstable situations without a roadmap. In short, startups should welcome the rare breed generally known as entrepreneurs. They’re open to learning and discovery—highly curious, inquisitive, and creative. They must be eager to search for a repeatable and scalable business model. Agile enough to deal with daily change and operating “without a map.” Readily able to wear multiple hats, often on the same day, and comfortable celebrating failure when it leads to learning and iteration.

They measured, surveyed, and allocated whatever land had not been distributed. They built roads, bridges, fences, livestock pounds, and public landings. They exported barrel staves and imported “salt and Barbados goods on reasonable terms.” They authorized the building of a warehouse whose owner would “supply the town of Lyme with salt and certain woods upon reasonable terms,” and they prohibited the cutting of timber on common land and the “transport of the same out of the town” because “all sorts of timber grow scarce among us.” They also managed the operation of the gristmill to keep it “in repair continually for to grind the town’s corn all winter and summer,” and they decided the length of the school year, authorizing two dame schools “for teaching young children and maids to read and whatever else they may be capable of learning, either knitting or sewing.” In 1685 they decided to erect “a pair of stocks & scaffold to answer the laws within a month at the meeting house.

For Small Owner Operated Businesses: How to make money, support your family and your clients in a creative, caring way. You are relevant until you are not. Help where people aren’t being helpful. Look for where people aren’t being helped and help there.

We tend to let our many subsidiaries operate on their own, without our supervising and monitoring them to any degree. That means we are sometimes late in spotting management problems and that both operating and capital decisions are occasionally made with which Charlie and I would have disagreed had we been consulted. Most of our managers, however, use the independence we grant them magnificently, rewarding our confidence by maintaining an owner-oriented attitude that is invaluable and too seldom found in huge organizations. We would rather suffer the visible costs of a few bad decisions than incur the many invisible costs that come from decisions made too slowly — or not at all — because of a stifling bureaucracy.

Laielli Construction is a construction firm in Florida. It provides home design solutions that encompass a broad range of client requirements. Laielli Construction is devoted to improving its community by providing the most desirable properties. The owner is the chairman of the local Operation Heartfelt charity.

Food License Consultant A food license consultant is one type of bridge that can help you to issue your food license. There are many companies available that can help you to grow your business. They can guide your whole process and explain the fee structure and government fee and some legal documents. If you are looking for the best food license consultants in your city then you can visit our website. Here you can get many verified professionals. Here are some details about the food license which are listed below. What is Food License? What is Food License Registration? What are the types of FSSAI Licenses? What are the documents needed for Food License Registration? What is a food License (FSSAI License)? FSSAI stands for Food Safety Standards Authority of India, which is a statutory body established under the Ministry of Health & Family Welfare, Government of India. It has been established under the Food Safety and Standards Act, 2006, which is related to food safety and regulation in India. A food license is responsible for protecting and promoting public health through regulation and supervision of food safety. Food License Registration A food license is required for every person who wants to start a food business, who can involve in any kind of business like manufacturing, processing, distribution, or sale of food products, etc. A food license consists of 14 digit license number, which can print on all the food packages item. It gives all information regarding the assembling and owner’s permit. The motive of registration is to make the food business operators more responsible that can maintain the quality of food products. Types Of FSSAI License There are different types of food licenses that can depend on the scale of business, and on the turnover provided by the business owner. The government issue different type of license based on the food business operator activity. The types if food licenses are as below: 1) FSSAI Basic Registration: The FSSAI basic license registration for those who have a small-scale business. If their turnover is less than 12 lakh then apply for basic registration. 2) FSSAI State License: The FSSAI State License registration for those who have medium-scale businesses. If their turnover is more than 12 Lakh or up to 20 crores. 3) FSSAI Central License: The FSSAI Central License registration for those who have large-scale businesses. If their turnover is more than 20 crores then it can apply for Central License. Document required for Food License Registration The food license registration document required for the proprietorship Concern or a single person 1) Rental Agreement 2) Pan Card 3) Two Photos 4) ID Proof The food license registration document required for the Partnership Firm 1) Pan Card of Partnership Firm 2) All partner’s Id and Address Proof 3) Two Photos of Each Partner 4) Rental Agreement The food license registration document required for Private Limited Company 1) Pan Card of Private Limited Company. 2) Incorporation Certificate of Private Limited Company. 3) All Director’s Id and Address Proof 4) Two Photos of Each Director. 5) Rental Agreement. Best FSSAI License Consultant in India We are a team of FSSAI Registration centers, helping business owners in the registration, and certification procedures all over India. If you have further queries or doubts, then please visit our website. Tags food license online, food license, fssai license, fssai license registration, fssai license registration online, fssai registration, fssai license fee, fssai license documents, food licensing, fssai renewal, fssai apply online, fssai online, fssai registration form, fssai license registration consultant, fssai license consultant, fssai consultant, food license consultant in Ahmedabad, Food license consultant in Delhi, Food license consultant in Mumbai, Food license consultant in Kolkata

Who are we, the people who have ADHD? We are the problem kid who drives his parents crazy by being totally disorganized, unable to follow through on anything, incapable of cleaning up a room, or washing dishes, or performing just about any assigned task; the one who is forever interrupting, making excuses for work not done, and generally functioning far below potential in most areas. We are the kid who gets daily lectures on how we’re squandering our talent, wasting the golden opportunity that our innate ability gives us to do well, and failing to make good use of all that our parents have provided. We are also sometimes the talented executive who keeps falling short due to missed deadlines, forgotten obligations, social faux pas, and blown opportunities. Too often we are the addicts, the misfits, the unemployed, and the criminals who are just one diagnosis and treatment plan away from turning it all around. We are the people Marlon Brando spoke for in the classic 1954 film On the Waterfront when he said, “I coulda been a contender.” So many of us coulda been contenders, and shoulda been for sure. But then, we can also make good. Can we ever! We are the seemingly tuned-out meeting participant who comes out of nowhere to provide the fresh idea that saves the day. Frequently, we are the “underachieving” child whose talent blooms with the right kind of help and finds incredible success after a checkered educational record. We are the contenders and the winners. We are also imaginative and dynamic teachers, preachers, circus clowns, and stand-up comics, Navy SEALs or Army Rangers, inventors, tinkerers, and trend setters. Among us there are self-made millionaires and billionaires; Pulitzer and Nobel prize winners; Academy, Tony, Emmy, and Grammy award winners; topflight trial attorneys, brain surgeons, traders on the commodities exchange, and investment bankers. And we are often entrepreneurs. We are entrepreneurs ourselves, and the great majority of the adult patients we see for ADHD are or aspire to be entrepreneurs too. The owner and operator of an entrepreneurial support company called Strategic Coach, a man named Dan Sullivan (who also has ADHD!), estimates that at least 50 percent of his clients have ADHD as well.

Soon we began to collect a little group of odd people who would drink with us every cocktail hour. Brigitte, who was a 22-year-old German, very beautiful, could have been on the cover of Stern magazine. Her boyfriend Volker was one of the most beautiful men I'd ever met - people said he looked like James Hunt, the English racecar driver. He was like Billy Budd. He was from Germany and had been a cowboy in Wyoming. Then there was Elford Elliot from England, who had something to do with producing garden gnomes. He was tripping on acid all the time and going out to Delos, this little island off Mykonos, chipping little pieces off the ancient ruins, which he then brought back in the pocket of his jumpsuit. Then there was Bryan, an IBM operator from Australia, who fancied himself as a kind of Oscar Wilde figure. I don't know why. The only story of his I remember was about some Australians who stole a garden gnome from the front lawn of a very elegant mansion and took it for a trip around the world. They would send postcards back to the owner saying things like, 'Having a lovely time in the Fiji Islands' and sign it, 'The Garden Gnome.' After six weeks, they brought the garden gnome back and left it on the lawn with little suitcases full of tiny clothing they'd knitted for it.

Jeffrey Belk is a Roofing contractor and owner-operator of Innovation Restoration and Rooftop Rescue. He is Dedicated to positive online promotion.

rule of thumb, fixed expenses should be managed to around 20 percent of net revenue and variable costs around the same level, around 20 percent, depending on the industry and how long the business has been operating

…Money is a byproduct of excellence, not a goal our overriding objective is excellence and constant improvement at Bridgewater. To be clear, it’s not to make lots of money. The natural extension of this is not that you should be happy with little money; On the contrary, you should expect to make a lot. If we operate consistently with this philosophy, we should be productive and the company should do well financially. Each person at Bridgewater should act like an owner, responsible for operating in this way, and holding others accountable to operate this way.

Roughly defined, a business is a repeatable process that: 1. Creates and delivers something of value . . . 2. That other people want or need . . . 3. At a price they’re willing to pay . . . 4. In a way that satisfies the customer’s needs and expectations . . . 5. So that the business brings in enough profit to make it worthwhile for the owners to continue operation. It doesn’t matter if you’re running a solo venture or a billion-dollar brand. Take any one of these five factors away, and you don’t have a business—you have something else. A venture that doesn’t create value for others is a hobby.

the hi-fidelity MVP is exposed to many more customers, it should look and operate much more like a finished product.

Jimmy Fratianno did worry and rightly so, for he suffered for Sinatra’s behaviour being hassled by the Vegas cops – until he had a word that someone might get much more than hassled unless the aggravation against him ceased. The Mob thought Sinatra stupid for his behaviour. It was not the place or time. Nevertheless, in those fledging days at the Desert Inn, with seven different law agencies monitoring operations, Sinatra also spent even more time with Johnny Rosselli, who was the perfect mobster for Las Vegas. He could be anything anybody wanted him to be. He was attractive to women (by now lovers included Betty Hutton, Lana Turner and Donna ‘It’s A Wonderful Life’ Reed) and Sinatra found him fun, good company and a generous all-around guy. He was a facilitator. He could arrange the murder of ‘Russian Louis’ Strauss who tried to blackmail his friend Benny Binion the owner of the Horseshoe Casino. He could get a girl a date with Frank Sinatra and vice versa. He met with Howard Hughes, who had a jealousy-inspired (Marilyn Monroe and Ava Gardner) lifetime hatred for Sinatra, and acted as Hughes’s go-between with Meyer Lansky and Moe Dalitz. They said George Raft was a great dancer, yet Johnny Rosselli could expertly waltz to anybody’s tune.

Lenovo laptops are designed with a balance of functionality and innovation, ensuring that users have the necessary tools to succeed in both work and play. Whether for multitasking, media creation, or gaming, Lenovo laptops provide a versatile and powerful computing experience.

Over the next few months, you may experience feelings of frustration, incompetence, hopelessness, and despair.

Delegating work, responsibility, and authority is difficult in a company because it means letting others make decisions which involve spending the owner-manager's money. At a minimum, you should delegate enough authority to get the work done, to allow assistants to take initiative, and to keep the operation moving in your absence.

First Rule of Profit Making: Know Your Business The time-honored truth "Knowledge is power" is especially pertinent to the owner-manager of a small business. To keep your company pointed toward profit you must keep yourself well informed about it. You must know how the company is doing before you can improve its operation. You must know its weak points before you can correct them. Some of the knowledge you need you pick up from day-to-day personal observation, but records should be your principal source of information about profits, costs, and sales.

We’ll be using an amusement park in the Midwest, which we closed for the day. The owners were told that we were having a private party and wanted the park to ourselves. Everything you see on TV will be acting and the still pictures of people that are shown who died will be of people in Europe who died under various circumstances,” “Mr. Evans, without you, nothing we’ve wanted would have come to pass. While I’m sorry that Congresswoman Cindy Vickers was assassinated for the cause, she knew the risk when she proposed it, and her husband has become a tireless advocate for us when it comes to these gun control measures. Now, along with the restaurant massacre in Utah and the unexpected workplace violence at Fort Hood, what we do here today will change the course of American history. My one question is: how do we prevent Americans, especially those annoying Tea Partiers, from finding out this operation was a false flag and then protest against the measures we plan on taking? Plus, how do we prevent one of our actors from spilling the beans later on if they get it into their heads to do so? asked Meeds.

startups need to operate in a “search” mode as they test and prove every one of their initial hypotheses. They learn from the results of each test, refine the hypothesis and test again, all in search of a repeatable, scalable and profitable business model.

On one occasion, when in New York City, I was in the night season called upon to behold buildings rising story after story toward heaven. These buildings were warranted to be fireproof, and they were erected to glorify their owners and builders. Higher and still higher these buildings rose, and in them the most costly material was used. Those to whom these buildings belonged were not asking themselves: "How can we best glorify God?" The Lord was not in their thoughts. {9T 12.1} I thought: "Oh, that those who are thus investing their means could see their course as God sees it! They are piling up magnificent buildings, but how foolish in the sight of the Ruler of the universe is their planning and devising. They are not studying with all the powers of heart and mind how they may glorify God. They have lost sight of this, the first duty of man." {9T 12.2} As these lofty buildings went up, the owners rejoiced with ambitious pride that they had money to use in gratifying self and provoking the envy of their neighbors. Much of the money that they thus invested had been obtained through exaction, through grinding down the poor. They forgot that in heaven an account of every business transaction is kept; every unjust deal, every fraudulent act, is there recorded. The time is coming when in their fraud and insolence men will reach a point that the Lord will not permit them to pass, and they will learn that there is a limit to the forbearance of Jehovah. {9T 12.3} The scene that next passed before me was an alarm of fire. Men looked at the lofty and supposedly fire-proof buildings and said: "They are perfectly safe." But these buildings were consumed as if made of pitch. The fire engines could do nothing to stay the destruction. The firemen were unable to operate the engines. {9T 13.1}

Bipartisan reform proposals recently have been presented in Congress: the Startup Act 2.0 wants to establish a new type of visa for those with $100,000 of capital and employing at least two US citizens in the first year of US operations, and five over the following three years. After four years, the owner is eligible for a green card. But

Amazon’s Kindle Fire is a very affordable tablet computer. It runs on the Android operating system and,

Look at any profession where the stakes are high and you’ll see a well-thought-out plan being followed. Professionals never just wing it. Doctors follow a treatment plan. Airline pilots follow a flight plan. Soldiers follow a military operation plan. How would you feel about engaging the services of any of the above professions where the practitioner says to you “screw the plan, I’ll just wing it.” Yet this is exactly what most business owners do.

Cash flows from operating activities are the cash effects of revenue and expense transactions that are included in the income statement. 4 Cash flows from investing activities are the cash effects of purchasing and selling assets, such as land and buildings. Cash flows from financing activities are the cash effects of the owners investing in the company and creditors loaning money to the company and the repayment of either or both.

A strong statement of financial position is one that shows relatively little debt and large amounts of liquid assets relative to the liabilities due in the near future. A strong income statement is one that shows large revenues relative to the expenses required to earn the revenues. A strong statement of cash flows is one that not only shows a strong cash balance but also indicates that cash is being generated by operations. Demonstrating that these positive characteristics of the company are ongoing and can be seen in a series of financial statements is particularly helpful in creating confidence in the company on the part of investors and creditors. Because of the importance of the financial statements, management may take steps that are specifically intended to improve the company’s financial position and financial performance. For example, cash purchases of assets may be delayed until the beginning of the next accounting period so that large amounts of cash will be included in the statement of financial position and the statement of cash flows. On the other hand, if the company is in a particularly strong cash position, liabilities due in the near future may be paid early, replaced with longer-term liabilities, or even replaced by additional investments by owners to communicate that future negative cash flows will not be as great as they might otherwise appear.

Forget about collaborative ways of cleaning that count on the coworkers doing part of the job. You will be lucky if they put their dirty dishes in the dishwasher. You still need to educate them and insist so that they develop the right habits: this will make for a better working space and will reduce your workload. Make everyone responsible for their own cups, plates, and wares. Do not let your kitchen (if you have it) turn into a mess. Empty the fridge regularly unless you want to discover new forms of life. Clean, clean, clean. Coworkers are grown ups, most of them will behave. Internet

Avoiding Chargebacks "Depending on the type of business, the frequency of charge backs will be higher for some businesses and more difficult to defend. Learning15 the proper way to handle a customer chargeback will help the owner and reduce the frequency. Having to pay charge backs can be very costly to the business owner resulting in losses. It could also be very discouraging to a new business owner knowing that he has to pay a penalty, as well as refund services rendered. It would be a good idea to be aware of the things about which your customers complain frequently and make it a goal to correct, improve, or remove it. It would be very unfortunate to learn of a damaging remark about your operation made on the Internet, rather than face- to- face. Make it a point to inquire of your customer whether he was dissatisfied. Make conversation with your customer and if the customer has a complaint, make every effort to resolve it as soon as possible. Charge backs could get very costly and sometimes settling the dispute with the customer could save you money. However, there will be times when the refund should not be given or attempts to settle this on the spot should not be made. The business owner will have to use his own judgment. Jesus counsels us to “Love your enemies, do good to them which hate you, Luke 6:27, (KJV).” No doubt some business owners will have difficulty doing this when the occasion arises, and some may have learned that this is the way to go. But, I encourage you to try this. As you do more and more business, you will find this to be a very necessary way for you to resolve conflicts in your business. It will be easier to do this than to resist, as Jesus said in Matthew 5:25 (KJV), “Agree with thine adversary quickly whilst thou art in the way with him.; lest at any time the adversary deliver thee to the judge, and the judge deliver thee to the officer, and thou be cast into prison.” Being cast into prison may be an extreme outcome, but we can avoid further conflicts if we would just humble ourselves and strive to resolve our conflicts. If it is any consolation, there are rewards for acting with love. Luke 6:35 says, “But love thee your enemies and do good and lend, hoping for nothing again; and your reward shall be great, and ye shall be the children of the Highest: for he is kind unto the unthankful and to the evil.” As one can see, business owners have a higher degree of responsibility because of the number of people with whom he/she interacts.

How Businesses Work. A successful business, roughly defined, provides (1) something of value that (2) other people want or need at (3) a price they’re willing to pay, in a way that (4) satisfies the customer’s needs and expectations so that (5) the business brings in sufficient profit to make it worthwhile for the owners to continue operation.

The Model S also offered a way to fix issues in a manner that people had never before encountered with a mass-produced car. Some of the early owners complained about glitches like the door handles not popping out quite right or their windshield wipers operating at funky speeds. These were inexcusable flaws for such a costly vehicle, but Tesla typically moved with clever efficiency to address them. While the owner slept, Tesla’s engineers tapped into the car via the Internet connection and downloaded software updates. When the customer took the car out for a spin in the morning and found it working right, he was left feeling as if magical elves had done the work. Tesla soon began showing off its software skills for jobs other than making up for mistakes. It put out a smartphone app that let people turn on their air-conditioning or heating from afar and to see where the car was parked on a map. Tesla also began installing software updates that imbued the Model S with new features. Overnight, the Model S sometimes got new traction controls for hilly and highway driving or could suddenly recharge much faster than before or possess a new range of voice controls. Tesla had transformed the car into a gadget—a device that actually got better after you bought it. As Craig Venter, one of the earliest Model S owners and the famed scientist who first decoded man’s DNA, put it, “It changes everything about transportation. It’s a computer on wheels.” The

Centrally located in NYC, Edge Auto Rental serves the entire city with exceptional vehicle rentals. Our fleet is comprised of newer-model car rentals, van rentals, and SUV rentals, and is regularly serviced and maintained for our customers’ satisfaction. Owners Name: Maria Callegari Company: Edge Auto Rental Address: 460 Kingsland Ave, Brooklyn, NY 11222, USA Phone: (212) 947-3343 Service: Edge Auto Rental provides personal and production car rental, truck rental, van rental, cargo van rental, SUV rental & passenger van rental services in NYC. Hours of Operation: Monday to Friday 6:00 am – 10:00 pm, Saturday, Sunday 7:00 am – 3:00 pm. Payment Accepted: (types)Cash, Visa, Mastercard, American Express.

Surprise Your Competition With These Carpet Cleaning Business In Oklahoma Ideas A strong carpet cleaning service business plan is a critical part of operating a successful business. You are risking everything you have put into your business by not doing your due diligence on a solid business plan. Your growing carpet cleaning service business will benefit from following our strategies. Regardless of whether you are an employee or the owner of the carpet cleaning service business, you are the face of the carpet cleaning company and need to project a positive image at all times when interacting with the public. You will want all customers who come into your business to feel at home and valued. It is essential that employee training includes skills on how to interact with the public and customer relations. Happy customers who'll spread the word through word of mouth are instrumental when it's about expanding your business. It does not mean you have achieved success just because you have reached certain carpet cleaning service business goals. You need to continue to set new goals if you want your business to continue to grow. You'll find that two great approaches to expand the business are by keeping up with new trends in your industry and by remaining strong-minded. If you continually try best to improve your business and follow market trends, you will certainly see your carpet cleaning service business grow. It requires constant dedication, day, and night, to operate a carpet cleaning service business. You should be ready to put in focus, persistence and a lot of time to make it work. Do not expect to be in a position to multitask in the beginning. Knowing when you are overwhelmed and being in a position to hand over some of your responsibilities to others can assist you in becoming a smart business owner. Each time a customer receives superb customer service, he'll most likely return for subsequent purchases. You must be consistent with your efforts to continually please your customers or they might be tempted to take their carpet cleaning service business elsewhere. It is just by setting and adhering to high standards for customer service that your customers will stay with you. The majority of your customers that are lost to your rivals turn towards them because they have a higher standard of customer service. To protect your carpet cleaning service business from legal issues, make it a point to turn in all appropriate legal forms on time and acquire a full understanding of the laws pertaining to your business. We recommend that you consult a lawyer who specializes in business law, even when you already have a basic understanding of business law. The most prosperous carpet cleaning service business can be impacted, or even closed, by an expensive trial. Establishing a working relationship with a lawyer who specializes in business law might be very helpful if you ever find yourself in a legal quandary.

Coworking spaces are created for the community and with the community in mind. It is not just a real estate business in which a physical space is rented: the role of the facilitator (or host, concierge, community leader, or any other title you want to use) is to enhance the connections and interactions of the coworkers to bring them value and to actively accelerate serendipity. It is a network, not just a place. It is not enough to put a bunch of people together in a room: you must work hard to create the right interactions that form a sense of community.

Cats are solitary hunters with only the vaguest concept of hierarchy and little desire to “please” anyone but themselves

There can be no disputing that the computer has increased the power of large-scale organizations like the armed forces, or airline companies or banks or tax-collecting agencies. And it is equally clear that the computer is now indispensable to high-level researchers in physics and other natural sciences. But to what extent has computer technology been an advantage to the masses of people? To steelworkers, vegetable-store owners, teachers, garage mechanics, musicians, bricklayers, dentists, and most of the rest into whose lives the computer now intrudes? Their private matters have been made more accessible to powerful institutions. They are more easily tracked and controlled; are subjected to more examinations; are increasingly mystified by the decisions made about them; are often reduced to mere numerical objects. They are inundated by junk mail. They are easy targets for advertising agencies and political organizations. The schools teach their children to operate computerized systems instead of teaching things that are more valuable to children.

baby’s diaper is soiled, or it can be manually checked by inserting