Packaging Business Quotes

If the demographic of your target market is extremely environmentally conscious, then they are going to feel dissatisfied if your packaging is not biodegradable.

In America, everyone is entitled to an opinion, and it is certainly useful to have a few when a pollster shows up. But these are opinions of a quite different roder from eighteenth- or nineteenth-century opinions. It is probably more accurate to call them emotions rather than opinions, which would account for the fact that they change from week to week, as the pollsters tell us. What is happening here is that television is altering the meaning of 'being informed' by creating a species of information that might properly be called disinformation. I am using this world almost in the precise sense in which it is used by spies in the CIA or KGB. Disinformation does not mean false information. It means misleading information--misplace, irrelevant, fragmented or superficial information--information that creates the illusion of knowing something but which in fact leads one away from knowing. In saying this, I do not mean to imply that television news deliberately aims to deprive Americans of a coherent, contextual understanding of their world. I mean to say that when news is packaged as entertainment, that is the inevitable result. And in saying that the television news show entertains but does not inform, I am saying something far more serious than that we are being deprived of authentic information. I am saying we are losing our sense of what it means to be well informed. Ignorance is always correctable. But what shall we do if we take ignorance to be knowledge?

I do not mean to imply that television news deliberately aims to deprive Americans of a coherent, contextual understanding of their world. I mean to say that when news is packaged as entertainment, that is the inevitable result. And in saying that the television news show entertains but does not inform, I am saying something far more serious than that we are being deprived of authentic information. I am saying we are losing our sense of what it means to be well informed.

I pressed my lips together, trying to find a safe place to focus my attention. He filled the entire shower stall, his skin clean and wet, every part of him chiseled. His gym shorts clung to a package I had no business noticing.

IP is an intangible asset—an idea converted into transferable personal property rights through patents, trademarks, copyrights, service marks, and trade secrets. IP covers every famous animated character you’ve ever heard of, the logos on your clothing. IP covers products and services you use every day—from flashlights to mobile phones, packaging to cars, food and beverage products, to smart thermostats. IP is not only for big businesses. Most start-ups and event microbusinesses have IP of some kind. 

The English writer and publisher Mark Fisher went further, remarking in 2013 that much of what is packaged as conspiracies today is “the ruling class showing class solidarity”16—by which he meant that it’s mostly just ultrarich people, in business and government, having one another’s back.

Tiffany’s blue box is a slogan without words. It stands for elegance and packaging and quality and “price is no object.

Every television program must be a complete package in itself. No previous knowledge is to be required. There must not be even a hint that learning is hierarchical, that it is an edifice constructed on a foundation. The learner must be allowed to enter at any point without prejudice. This is why you shall never hear or see a television program begin with the caution that if the viewer has not seen the previous programs, this one will be meaningless. Television is a nongraded curriculum and excludes no viewer for any reason, at any time. In other words, in doing away with the idea of sequence and continuity in education, television undermines the idea that sequence and continuity have anything to do with thought itself.

I live in a world were businesses have become "private corporations." Assassinations have become "target neutralisations." Being unfaithful now is "to sleep around..." How cute. The banks taking your money is now called a "stimulus package." I can go on and on and on...and that really saddens me.

Under NAFTA, businesses, their property and their money can travel back and forth across national borders with relative ease, while workers who try to do the same are dubbed illegal, and are snatched off the streets and off factory floors, and are carted back over the borders they crossed. In the "free market" of NAFTA, the freedom is for the wealth and personnel of the capitalists- the thieves- there is no corresponding freedom for the refugees of land theft and conquest whose only capital is their daily toil. Capitalism is the immense and widely celebrated ideological package used to rewrap theft as freedom, to recast imperialism as democracy. (273) Mexico Unconquered

This book is dedicated to every woman who has ever felt self-conscious about her size. Outer beauty comes in all sizes, shapes, heights, ages, and colors. And inner beauty will always shine through, no matter what the packaging.

THE ORGANIC FOODS MYTH A few decades ago, a woman tried to sue a butter company that had printed the word 'LITE' on its product's packaging. She claimed to have gained so much weight from eating the butter, even though it was labeled as being 'LITE'. In court, the lawyer representing the butter company simply held up the container of butter and said to the judge, "My client did not lie. The container is indeed 'light in weight'. The woman lost the case. In a marketing class in college, we were assigned this case study to show us that 'puffery' is legal. This means that you can deceptively use words with double meanings to sell a product, even though they could mislead customers into thinking your words mean something different. I am using this example to touch upon the myth of organic foods. If I was a lawyer representing a company that had labeled its oranges as being organic, and a man was suing my client because he found out that the oranges were being sprayed with toxins, my defense opening statement would be very simple: "If it's not plastic or metallic, it's organic." Most products labeled as being organic are not really organic. This is the truth. You pay premium prices for products you think are grown without chemicals, but most products are. If an apple is labeled as being organic, it could mean two things. Either the apple tree itself is free from chemicals, or just the soil. One or the other, but rarely both. The truth is, the word 'organic' can mean many things, and taking a farmer to court would be difficult if you found out his fruits were indeed sprayed with pesticides. After all, all organisms on earth are scientifically labeled as being organic, unless they are made of plastic or metal. The word 'organic' comes from the word 'organism', meaning something that is, or once was, living and breathing air, water and sunlight. So, the next time you stroll through your local supermarket and see brown pears that are labeled as being organic, know that they could have been third-rate fare sourced from the last day of a weekend market, and have been re-labeled to be sold to a gullible crowd for a premium price. I have a friend who thinks that organic foods have to look beat up and deformed because the use of chemicals is what makes them look perfect and flawless. This is not true. Chemical-free foods can look perfect if grown in your backyard. If you go to jungles or forests untouched by man, you will see fruit and vegetables that look like they sprouted from trees from Heaven. So be cautious the next time you buy anything labeled as 'organic'. Unless you personally know the farmer or the company selling the products, don't trust what you read. You, me, and everything on land and sea are organic. Suzy Kassem, Truth Is Crying

Publishing is a business based on fiction—and not only the fiction that is packaged between book covers or sold as digital downloads. In order to convince harried, distracted people to set aside hours or even days to read hundreds of pages of non-animated words, we in the publishing business must manufacture an aura of success around a book, a glowing sheen that purrs I am worth your time. This aura is conveyed through breathless jacket copy, seductive cover imagery, and blurbs dripping with praise so thick the words seem painted on with honey. This fiction of success is stoked by the fiction of buzz and sustained by the fiction of social media.

Avoid the Yes or No-and-Go scenario.Give more than one option for others to do business with you. Include packages or pricing options.

Stop chasing communication from adults who claim to be your friends but never call or text back. We are all busy, but even still, busy is no longer an excuse.

During Prohibition, enterprising California grape growers kept themselves in business by selling “fruit bricks”—blocks of dried, compressed grapes that were packaged with wine-making yeast. A label warned purchasers not to dissolve the fruit brick in warm water and add the yeast packet, as this would result in fermentation and the creation of alcohol, which was illegal.

Seven pillars make or kill a brand,’ says Goenka. ‘Packaging, pricing, product, promotion, distribution, advertising, and margins to retailers. We ensure there is equal focus on all these aspects.

Jobs described Mike Markkula's maxim that a good company must "impute"- it must convey its values and importance in everything it does, from packaging to marketing. Johnson loved it. It definitely applied to a company's stores. " The store will become the most powerful physical expression of the brand," he predicted. He said that when he was young he had gone to the wood-paneled, art-filled mansion-like store that Ralph Lauren had created at Seventy-second and Madison in Manhattan. " Whenever I buy a polo shirt, I think of that mansion, which was a physical expression of Ralph's ideals," Johnson said. " Mickey Drexler did that with the Gap. You couldn't think of a Gap product without thinking of the Great Gap store with the clean space and wood floors and white walls and folded merchandise.

People do not just buy products. They buy better versions of themselves. And the packages in which they want the products to be delivered must come from humble and approachable brands. People have no patience for fluff.

There are three stages in documenting your Way. First, identify your core processes. Then break down what happens in each one and document it. Finally, compile the information into a single package for everyone in your company.

Naming your packaged products helps call attention to how the deal is special. Call the product bundle a collector’s set, a gift basket, or holiday set, and give each one a name; something like The Artisan’s Selection or Your Name’s Gift Set.

Tutor Feyrik’s eyes followed her eagerly as she slipped a hand into the satchel and drew out one heavy, sweet-smelling packet. Then another. And then another. “This is six tael worth of premium opium,” she said calmly. Six tael was half of what Tutor Feyrik might earn in an entire year. “You stole this from the Fangs,” he said uneasily. She shrugged. “Smuggling’s a difficult business. The Fangs know the risk. Packages go missing all the time. They can hardly report it to the magistrate.

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging.

Jesus Christ is not a cosmic errand boy. I mean no disrespect or irreverence in so saying, but I do intend to convey the idea that while he loves us deeply and dearly, Christ the Lord is not perched on the edge of heaven, anxiously anticipating our next wish. When we speak of God being good to us, we generally mean that he is kind to us. In the words of the inimitable C. S. Lewis, "What would really satisfy us would be a god who said of anything we happened to like doing, 'What does it matter so long as they are contented?' We want, in fact, not so much a father in heaven as a grandfather in heaven--a senile benevolence who as they say, 'liked to see young people enjoying themselves,' and whose plan for the universe was simply that it might be truly said at the end of each day, 'a good time was had by all.'" You know and I know that our Lord is much, much more than that. One writer observed: "When we so emphasize Christ's benefits that he becomes nothing more than what his significance is 'for me' we are in danger. . . . Evangelism that says 'come on, it's good for you'; discipleship that concentrates on the benefits package; sermons that 'use' Jesus as the means to a better life or marriage or job or attitude--these all turn Jesus into an expression of that nice god who always meets my spiritual needs. And this is why I am increasingly hesitant to speak of Jesus as my personal Lord and Savior. As Ken Woodward put it in a 1994 essay, 'Now I think we all need to be converted--over and over again, but having a personal Savior has always struck me as, well, elitist, like having a personal tailor. I'm satisfied to have the same Lord and Savior as everyone else.' Jesus is not a personal Savior who only seeks to meet my needs. He is the risen, crucified Lord of all creation who seeks to guide me back into the truth." . . . His infinity does not preclude either his immediacy or his intimacy. One man stated that "I want neither a terrorist spirituality that keeps me in a perpetual state of fright about being in right relationship with my heavenly Father nor a sappy spirituality that portrays God as such a benign teddy bear that there is no aberrant behavior or desire of mine that he will not condone." . . . Christ is not "my buddy." There is a natural tendency, and it is a dangerous one, to seek to bring Jesus down to our level in an effort to draw closer to him. This is a problem among people both in and outside the LDS faith. Of course we should seek with all our hearts to draw near to him. Of course we should strive to set aside all barriers that would prevent us from closer fellowship with him. And of course we should pray and labor and serve in an effort to close the gap between what we are and what we should be. But drawing close to the Lord is serious business; we nudge our way into intimacy at the peril of our souls. . . . Another gospel irony is that the way to get close to the Lord is not by attempting in any way to shrink the distance between us, to emphasize more of his humanity than his divinity, or to speak to him or of him in casual, colloquial language. . . . Those who have come to know the Lord best--the prophets or covenant spokesmen--are also those who speak of him in reverent tones, who, like Isaiah, find themselves crying out, "Woe is me! for I am undone; because I am a man of unclean lips, and I dwell in the midst of a people of unclean lips: for mine eyes have seen the King, the Lord of hosts" (Isaiah 6:5). Coming into the presence of the Almighty is no light thing; we feel to respond soberly to God's command to Moses: "Put off thy shoes from off thy feet, for the place whereon thou standest is holy ground" (Exodus 3:5). Elder Bruce R. McConkie explained, "Those who truly love the Lord and who worship the Father in the name of the Son by the power of the Spirit, according to the approved patterns, maintain a reverential barrier between themselves and all the members of the Godhead.

It takes a lot of intelligence to see “I am stupid.” The difference between a stupid person and an intelligent one is that an intelligent person knows he is stupid, but an idiot does not. Look at it in terms of existence and you. If you look at with what organization, capability and certainty a simple ant is conducting its life, you will see that you are quite stupid. Have you seen, even a simple ant – such a tiny thing – is dead sure of what he wants with his life. He knows what to eat, what not to eat, what is nourishing for him, what is not. He does not read that micro-print on the back of the package. He just knows what he wants.

Edward Lasco was on the screened porch of his rented house in a comfortable but not elegant older section of the town where he'd lived for the past fifteen years when his wife, Elise, who six months before had left him and moved to a nearby city to work in a psychiatric hospital, came around the side of the house and stood beside the screen looking in. She had on a business outfit—natural linen suit, knee-high boots, dark glasses with at least three distinguishable colors tiered top to bottom in the lenses—and she carried a slick briefcase, thin and shiny. Her hair was shorter than he'd seen it, styled in a peculiar way so that it seemed it spots to jerk away from her head, to say, "I'm hair, boy, and you'd better believe it." Edward had come outside with a one-pint carton of skim milk and a ninety-nine-cookie package of Oreos and a just-received issue of InfoWorld, and he was entirely content with the prospect of eating his cookies and drinking his milk and reading his magazine, but when he saw Elise he was filled with a sudden, very unpleasant sense that he didn't want to see her. It'd been a good two and a half months since he'd talked to her, and there she was looking like an earnest TV art director's version of the modern businesswoman; it made him feel that his life was fucked, and this was before she'd said a word.

Mori made an unwilling sound. 'I don't like Western art.' 'No look at this.' He lifted it from its package. It wasn't heavy. 'It's clever, it looks like busy Mozart.' 'What?' 'I . . .' Thaniel sighed. 'I see sound. Mozart looks like this. You know. Fast strings.' 'See? In front of you?' 'Yes. I'm not mad.' 'I didn't think so. All sounds?' 'Yes.

People want to hear a message that "appeal to some universal self-interest." Truth is unimportant as long as we "give them a spiritual high." Such a false gospel has generated a large group of readers consisting of those who consider themselves Christians but are not, and it is to these false converts that the businesses market their attractively packaged products.

She strode across the room like she had meant to be here all along and busied herself in the kitchen for a moment, filling the electric kettle to make herself a hot chocolate. She dumped two packages into a mug and looked at the pile of chocolate dust she intended to consume. Was this supposed to make up for something, this dust? Was it supposed to repair whatever in her that had ripped in two? That was a lot to ask of a mug of cocoa dust.

Books. Sure. But mostly I build interest. Attention. Allure. A book is just packaging, just a container. This is what I’ve realized. The mistake people in the book business make is they think their job is to build good containers. Saying you’re in the book business is like a winemaker saying he’s in the bottle business. What we’re actually building is interest. A book is simply one shape that interest can take when we scale and leverage it.

Those who run television do not limit our access to information but in fact widen it. Our Ministry of Culture is Huxleyan, not Orwellian. It does everything possible to encourage us to watch continuously. But what we watch is a medium which presents information in a form that renders it simplistic, nonsubstantive, nonhistorical and noncontextual; that is to say, information packaged as entertainment. In America, we are never denied the opportunity to amuse ourselves.

If we sold a business opportunity: * Most people hate their job. * Most people need more money. * Most people would like to be their own boss. * Most people want to be rich. * Most people would like to work three weeks out of the month but get paid for four. * Most people want more time with their children. * Most mothers hate warehousing their babies in daycare. * Most jobs don’t pay enough. * Most people start with this package. * Most people want to pay fewer taxes. * Most new distributors get their convention ticket right away.

And that had led to all the trouble with How to Dynamically Manage People for Dynamic Results in a Caring Empowering Way in Quite a Short Time Dynamically. Ponder didn't know when this book would be written, or even in which world it might be published, but it was obviously going to be popular because random trawls in the depths of L-space often turned up fragments. Perhaps it wasn't even just one book. And the fragments had been on Ponder's desk when Ridcully had been poking around. Unfortunately, like many people who are instinctively bad at something, the Archchancellor prided himself on how good at it he was. Ridcully was to management what King Herod was to the Bethlehem Playgroup Association. His mental approach to it could be visualized as a sort of business flowchart with, at the top, a circle entitled "Me, who does the telling" and, connected below it by a line, a large circle entitled "Everyone else." Until now this had worked quite well, because, although Ridcully was an impossible manager, the University was impossible to manage and so everything worked seamlessly. And it would have continued to do so if he hadn't suddenly started to see the point in preparing career development packages and, worst of all, job descriptions.

Nature is a strong brand name. Everybody knew that. First thing, Nomenclature 101. Slap Natural on the package, you were golden. Those words on the package promise ease from metropolitan care, modern worries. And out here, if you opened things up, underneath the cellophane, what did you find inside? That fruit has splendid packaging, it has solid consumer awareness and is an animal favorite. Its seeds will be deposited in spoor miles away and its market dominance will increase. Splendid and beautiful petals are great advertising--the insects buzz and hop from all points every weekend to hit this flower-bed mall. Natural selection was market forces. In business, in the woods: what is necessary to the world will last.

Everybody knows that England is the world of betting men, who are of a higher class than mere gamblers; to bet is in the English temperament. Not only the members of the Reform, but the general public, made heavy wagers for or against Phileas Fogg, who was set down in the betting books as if he were a race-horse. Bonds were issued, and made their appearance on ‘Change; “Phileas Fogg bonds” were offered at par or at a premium, and a great business was done in them. But five days after the article in the bulletin of the Geographical Society appeared, the demand began to subside: “Phileas Fogg” declined. They were offered by packages, at first of five, then of ten, until at last nobody would take less than twenty, fifty, a hundred!

Stupid Screenwriter Tricks - However clever we think we are, sometimes we go too far in our enthusiasm. We are creative people and think everyone will get it - well, they don't. Stunts don't work. Lame attempts to get attention don't work. Here are some other don'ts: Don't package yourself in a big crate and mail yourself to William Morris. Don't take out a full-page advertisement in Variety with your picture and phone number with the slogan: Will Write for Food. Don't have your picture taken with a cut-out photo of your favorite movie star and send to him autographed with the phrase: We should be in business together! And whatever you do, don't threaten to leap off the Hollywood sign as leverage to get someone to read your screenplay. It's been done, babe, it's been done.

R.J. Reynolds owns a subsidiary called RJR Packaging, which produces packaging used on many food products for both human and pet consumption.[276] They also produce packaging for many medical devices and over-the-counter medications, as well as personal care, coffee, and confectionary products.[277] In order to remain in business, a company must be profitable. In order to remain profitable in the face of extensive, long-term compulsory levies by state governments via the tobacco settlement, the costs of products must go up so that income remains higher than expenses. Thus, Altria can raise prices on their Kraft food products you buy in order to pay off their tobacco settlement. R.J. Reynolds can pass along the cost by raising packaging costs for manufacturers of many different types of consumer products, who pass the increased production costs along to you.

him, more than once. But I still had a business to oversee, and have you any notion how fatiguing it is to keep an eye on a small child every single moment of every single day? I’m tremendously sympathetic with the sort of diligent mother who turns her back for an eye blink—who leaves a child in the bath to answer the door and sign for a package, to scurry back only to discover that her little girl has hit her head on the faucet and drowned in two inches of water. Two inches. Does anyone ever give the woman credit for the twenty-four-hours-minus-three-minutes a day that she has watched that child like a hawk? For the months, the years’ worth of don’t-put-that-in-your-mouth-sweeties, of whoops!-we-almost-fell-downs? Oh, no. We prosecute these people, we call it “criminal parental negligence” and drag them to court through the snot and salty tears of their own grief. Because only the three minutes count, those three miserable minutes that were just enough.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

This is your opportunity! The Zed, shine your eyes! They call it a big-big name, evaluation consulting, but it is not difficult. You undervalue the properties and make sure it looks as if you are following due process. You acquire the property, sell off half to pay your purchase price, and you are in business! You’ll register your own company. Next thing, you’ll build a house in Lekki and buy some cars and ask our hometown to give you some titles and your friends to put congratulatory messages in the newspapers for you and before you know, any bank you walk into, they will want to package a loan immediately and give it to you, because they think you no longer need the money! And after you register your own company, you must find a white man. Find one of your white friends in England. Tell everybody he is your General Manager. You will see how doors will open for you because you have an oyinbo General Manager. Even Chief has some white men that he brings in for show when he needs them. That is how Nigeria works. I’m telling you.

Nancy, you know I’m not really good at this mothering business,” she says. “You’re a lovely child, the fault is not with you. But motherhood doesn’t come easily to me. So when I don’t seem like other people’s mothers, try to understand that it isn’t because I don’t love you. I do. But I’m confused myself. There are some things I know about. I’ll teach them to you. The other stuff– sex, love and all that – well, I just can’t discuss them with you because I’m not sure where they fit into my own life. We’ll try to find other people, other women who can talk to you and fill the gaps. You can’t expect me to be all the mother you need. I feel closer to your age in some ways than I do my mother’s. I don’t feel that serene, divine, earth-mother certainty that you’re supposed to that she felt. I am unsure how to raise you. But you are intelligent, and so am I. Your aunt loves you, your teachers already feel the need in you. With their help, with what I can give, we’ll see that you get the whole mother package-all the love in the world. It’s just that you can’t expect to get it all from me.

The right Brand Promise isn’t always obvious. Naomi Simson — founder of one of the fastest-growing companies in Australia, RedBalloon — was sure she knew what to promise customers who want to give experiences such as hot air balloon rides as gifts, rather than flowers and chocolates. Her promises included an easy-to-use website for choosing one of over 2,000 experiences; recognizable packaging and branding (think Tiffany blue, only in red); and onsite support. It wasn’t until a friend and client mentioned that she was using the website as a source of ideas — but buying the experiences directly from the vendors — that Simson had an “Aha!” moment. She realized that other customers might be doing the same thing, assuming that RedBalloon must be marking up the price of the experiences to cover the costs of the website, packaging, and onsite support. To grow the business, she promised customers they would pay no more for the experiences they bought through RedBalloon than for those purchased directly from the suppliers; otherwise, customers would get 100% of their fee refunded. The company calls this promise, which is technically a pricing guarantee, a “100% Pleasure Guarantee,” to fit its brand.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Johnston wrote how by 1990, “Trump’s inability to pay his debts had put him at risk of losing his casinos.”64 The rules of the New Jersey Casino Control Commission required casino owners to have enough liquidity to pay their bills or see their ownership license revoked. Trump would either get a government rescue package or declare bankruptcy. Casino regulators, Johnston wrote, documented that Trump was down to his last $1.6 million.65 He had obligations to make payments on more than $1 billion worth of bonds every ninety days on his three casinos in Atlantic City. Johnston wrote: Trump’s obvious difficulty complying with the financial stability requirements of the Casino Control Act raised a glaring question: Had regulators been monitoring Trump’s finances since he got his casino license in 1982? The answer was no. The regulators had been too busy with work they deemed more important. There was, for example, the predawn arrest of a cocktail waitress named Diane Pussehl, who was pulled from bed and charged with a felony for picking up a $500 chip on the floor of Harrah’s casino. A judge tossed the case out, so the casino regulators filed a misdemeanor charge. It also was tossed. Then they went after Pussehl’s license, arguing she was morally unfit to work in a casino. Pussehl kept her license.66

The failure of Communism was consecrated in the fall of the Soviet Union. The remarkable thing is that, as in most cases when prophecy fails, the faith never faltered. Indeed, an alternative version had long been maturing, though cast into the shadows for a time by enthusiasm for the quick fix of revolution. It had, however, been maturing for at least a century and already had a notable repertoire of institutions available. We may call it Olympianism, because it is the project of an intellectual elite that believes that it enjoys superior enlightenment and that its business is to spread this benefit to those living on the lower slopes of human achievement. And just as Communism had been a political project passing itself off as the ultimate in scientific understanding, so Olympianism burrowed like a parasite into the most powerful institution of the emerging knowledge economy--the universities. We may define Olympianism as a vision of human betterment to be achieved on a global scale by forging the peoples of the world into a single community based on the universal enjoyment of appropriate human rights. Olympianism is the cast of mind dedicated to this end, which is believed to correspond to the triumph of reason and community over superstition and hatred. It is a politico-moral package in which the modern distinction between morals and politics disappears into the aspiration for a shared mode of life in which the communal transcends individual life. To be a moral agent is in these terms to affirm a faith in a multicultural humanity whose social and economic conditions will be free from the causes of current misery. Olympianism is thus a complex long-term vision, and contemporary Western Olympians partake of different fragments of it. To be an Olympian is to be entangled in a complex dialectic involving elitism and egalitarianism. The foundational elitism of the Olympian lies in self-ascribed rationality, generally picked up on an academic campus. Egalitarianism involves a formal adherence to democracy as a rejection of all forms of traditional authority, but with no commitment to taking any serious notice of what the people actually think. Olympians instruct mortals, they do not obey them. Ideally, Olympianism spreads by rational persuasion, as prejudice gives way to enlightenment. Equally ideally, democracy is the only tolerable mode of social coordination, but until the majority of people have become enlightened, it must be constrained within a framework of rights, to which Olympian legislation is constantly adding. Without these constraints, progress would be in danger from reactionary populism appealing to prejudice. The overriding passion of the Olympian is thus to educate the ignorant and everything is treated in educational terms. Laws for example are enacted not only to shape the conduct of the people, but also to send messages to them. A belief in the power of role models, public relations campaigns, and above all fierce restrictions on raising sensitive questions devant le peuple are all part of pedagogic Olympianism.

When the dress for Irex’s dinner party arrived wrapped in muslin and tied with twine, it was Arin who brought the package to Kestrel. She hadn’t seen him since the first green storm. She didn’t like to think about that day. It was her grief, she decided, that she didn’t want to remember. She was learning to live around it. She had returned to her music, and let that outings and lessons flow around the fact of Enai’s death, smoothing its jagged edges. She spent little time at the villa. She sent no invitations to Arin for Bite and Sting. If she went into society, she chose other escorts. When Arin stepped into her sitting room that was really a writing room, Kestrel set her book next to her on the divan and turned its spine so that he wouldn’t see the title. “Hmm,” Arin said, turning the packaged dress over in his hands. “What could this be?” “I am sure you know.” He pressed it between his fingers. “A very soft kind of weapon, I think.” “Why are you delivering my dress?” “I saw Lirah with it. I asked if I could bring it to you.” “And she let you, of course.” He lifted his brows at her tone. “She was busy. I thought she would be glad for one less thing to do.” “That was kind of you then,” Kestrel said, though she heard her voice indicate otherwise and was annoyed with herself. Slowly, he said, “What do you mean?” “I mean nothing.” “You asked me to be honest with you. Do you think I have been?” She remembered his harsh words during the storm. “Yes.” “Can I not ask the same thing of you?” The answer was no, no slave could ask anything of her. The answer was no, if he wanted her secret thoughts he could try to win them at Bite and Sting. But Kestrel swallowed a sudden flare of nervousness and admitted to herself that she valued his honesty--and her own, when she was around him. There was nothing wrong with speaking the truth. “I think that you are not fair to Lirah.” His brows drew together. “I don’t understand.” “It’s not fair for you to encourage Lirah when your heart is elsewhere.” He inhaled sharply. Kestrel thought that he might tell her it was no business of hers, for it was not, but then she saw that he wasn’t offended, only taken aback. He pulled up a chair in that possessive, natural way of his and sank into it, dropping the dress onto his knees. He studied her. She willed herself not to look away. “I hadn’t thought of Lirah like that.” Arin shook his head. “I’m not thinking clearly at all. I need to be more careful.” Kestrel supposed that she should feel reassured. Arin set the package on the divan where she sat. “A new dress means an event on the horizon.” “Yes, a dinner party. Lord Irex is hosting.” He frowned. “And you’re going?” She shrugged. “Do you need an escort?” Kestrel intended to say no, but became distracted by the determined set to Arin’s mouth. He looked almost…protective. She was surprised that he should look that way. She was confused, and perhaps this made her say, “To be honest, I would be glad for your company.” His eyes held hers. Then his gaze fell to the book by Kestrel’s side. Before she could stop him, he took it with a nimble hand and read the title. It was a Valorian history of its empire and wars. Arin’s face changed. He returned the book and left.

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It is untrue that I or anybody else in Germany wanted war in 1939. It was desired and instigated exclusively by those international statesmen who were either of Jewish origin or working for Jewish interests. I have made so many offers for the reduction and elimination of armaments, which posterity cannot explain away for all eternity, that the responsibility for the outbreak of this war cannot rest on me. Furthermore, I never desired that after the first terrible World War a second war should arise against England or even against America. Centuries may pass, but out of the ruins of our cities and monuments of art there will arise anew the hatred for the people who alone are ultimately responsible: International Jewry and its helpers! As late as three days before the outbreak of the German-Polish War, I proposed to the British Ambassador in Berlin a solution for the German-Polish problem -- similar to the problem of the Saar area, under international control. This offer cannot be explained away, either. It was only rejected because the responsible circles in English politics wanted the war, partly in the expectation of business advantages, partly driven by propaganda promoted by international Jewry. But I left no doubt about the fact that if the peoples of Europe were again only regarded as so many packages of stock shares by these international money and finance conspirators, then that race, too, which is the truly guilty party in this murderous struggle would also have to be held to account: the Jews! I further left no doubt that this time we would not permit millions of European children of Aryan descent to die of hunger, nor millions of grown-up men to suffer death, nor hundreds of thousands of women and children to be burned and bombed to death in their cities, without the truly guilty party having to atone for its guilt, even if through more humane means.

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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.

Furthermore, it is not the people or the citizens who decide on what to vote, on which political program, at what time, and so on. It is the oligarchs and the oligarchic system that decide on this and that submit their choice to the vote of the electorate (in certain very specific cases). One could legitimately wonder, for instance, why there are not more referendums, and in particular referendums of popular initiative, in “democracy.” Cornelius Castoriadis perfectly described this state of affairs when he wrote: “The election is rigged, not because the ballot boxes are being stuffed, but because the options are determined in advance. They are told, ‘vote for or against the Maastricht Treaty,’ for example. But who made the Maastricht Treaty? It isn’t us.” It would thus be naive to believe that elections reflect public opinion or even the preferences of the electorate. For these oligarchic principles dominate our societies to such an extent that the nature of the choice is decided in advance. In the case of elections, it is the powerful media apparatus—financed in the United States by private interests, big business, and the bureaucratic machinery of party politics—that presents to the electorate the choices to be made, the viable candidates, the major themes to be debated, the range of possible positions, the questions to be raised and pondered, the statistical tendencies of “public opinion,” the viewpoint of experts, and the positions taken by the most prominent politicians. What we call political debate and public space (which is properly speaking a space of publicity) are formatted to such an extent that we are encouraged to make binary choices without ever asking ourselves genuine questions: we must be either for or against a particular political star, a specific publicity campaign, such or such “societal problem.” “One of the many reasons why it is laughable to speak of ‘democracy’ in Western societies today,” asserts Castoriadis, “is because the ‘public’ sphere is in fact private—be it in France, the United States, or England.”The market of ideas is saturated, and the political consumer is asked to passively choose a product that is already on the shelves. This is despite the fact that the contents of the products are often more or less identical, conjuring up in many ways the difference that exists between a brand-name product on the right, with the shiny packaging of the tried-and-true, and a generic product on the left, that aspires to be more amenable to the people. “Free elections do not necessarily express ‘the will of the people,’ ” Erich Fromm judiciously wrote. “If a highly advertised brand of toothpaste is used by the majority of the people because of some fantastic claims it makes in its propaganda, nobody with any sense would say that people have ‘made a decision’ in favor of the toothpaste. All that could be claimed is that the propaganda was sufficiently effective to coax millions of people into believing its claims.

Today I had a lively discussion with a merchant in Fez with a view to finding out what the Moors think of European civilization.... He was a fine man, about forty years old, with an honest and serious face, who had made business visits to the most important cities in Western Europe and had lived for a long time in Tangier, where he learnt Spanish.... I asked him therefore what kind of impression the large cities of Europe had made on him.... He looked hard at me and answered coldly: “Large streets, fine shops, beautiful palaces, good workshops, everything clean.” He gave the impression that with these words, he had mentioned everything in our countries that was worthy of praise. “Have you not found anything else in Europe that is beautiful and good?” I asked. He looked at me questioningly. “Is it possible,” I went on, “that an intelligent man like you, who has visited several countries so marvelously superior to your own can speak about them without astonishment, or at least without the emotion of a country boy who has seen the pasha’s palace? What can you possibly admire in the world? What sort of people are you? Who can possibly understand you?” “Perdone Usted”, he answered coldly, “it is for me to say that I cannot understand you. I have told you all the things which I consider to be better in Europe. What more can I say? Have I to say something that I do not believe to be true? I repeat that your streets are larger than ours, your shops finer, that you have workshops such as we do not have, and also rich palaces. That is all. I can only add one more thing: that you know more than we do, because you have many books, and read more.” I became impatient. “Do not lose patience, Caballero,” he said, “let us speak together calmly. Is not a man’s first duty honesty? Is it not honesty more than anything else that makes a man worthy of respect, and one country superior to another? Very well, then. As far as honesty is concerned, your countries are certainly not better than ours. That much I can say right away.” “Gently, gently!” I said, “Tell me first what you mean by honesty!” “Honesty in business, Caballero. The Moors, for example, sometimes cheat the Europeans in trade, but you Europeans cheat the Moors much more often.” “There must be a few cases,” I replied, in order to say something. “Casos raros?” he exclaimed angrily. “It happens every day! Proof: I go to Marseilles. I buy cotton. I choose a particular thread, give the exact reference number and brand-name, as well as the amount required. I ask for it to be sent, I pay, and I return home. Back in Morocco, I receive the cotton. I open the consignment, and take a look. I find the same number, the same brand-name, and a thread that is of one third the thickness! This is anything but good, and I lose thousands of francs! I rush to the consulate, but in vain. Another case: A merchant from Fez places an order in Europe for blue cloth, so many pieces, of such and such a length and breadth. He pays for it when the bargain is made. In due course he receives the cloth, opens the package, and checks the measurements. The first pieces are all right, those underneath are shorter, and those lowest down are half a meter too short! The cloth cannot be used for cloaks, and the merchant is ruined. . . . And so on and so on!

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I could wave this magic wand, I would change this step. Instead of getting source code or compiled code from Dev through source control, I want packaged code that’s ready to be deployed.

It took me a couple of years after I woke up in that cold sweat to figure out what flag I was going to plant, and then how to do something with it. Using the process in Step 1, I found the things that I wanted to be known for and the work that I was passionate about. And then I started telling my story all the time to anyone who would actually listen. For me, this story was around Lean UX because of who I was at the time. I created a pitch based on design for designers, by designers, to change the way that they were working. And I honed that voice and that tone and that dialogue by telling the story over and over and over again using blog posts and articles and eventually in-person talks. The first talk I ever gave as a part of my new professional trajectory was on August 12, 2010. I told the story about how we solved the problem of integrating UX into Agile at TheLadders. And then the timeline started to accelerate from there. A month later, on September 24, I gave my first talk about Lean UX and it was in Paris. I was communicating about this topic publicly, and people were saying, “Hey, come give us a talk about it.” And I was writing about the topic in any publication that would actually listen to this kind of thing. I kept speaking and writing and making presentations, and as I got my ideas out into the world and put them into play in any way I could, on March 7, 2011, I finally hit the jackpot. This was three years after I had my 35th-birthday epiphany and the pressure was on—I knew I had just two years left before I was going to become obsolete, an also-ran. I hit the jackpot when I managed to get an article published in Smashing magazine. At the time, Smashing had a million readers online, and so the scale of my conversation was growing and growing because I was becoming known as the guy who had some answers to this question. That was a massive break for me because the article provided me with a global audience for the first time. Obviously, anything you publish on the internet is global and distributed, but the bottom line is that, if the platform you choose or that chooses you has a built-in audience, you stand a much bigger chance. Smashing magazine had an audience. The article, titled “Lean UX: Getting Out of the Deliverables Business” became very successful, and that’s where I planted my flag—providing solutions to the Agile and design problem with a real-world tested solution nicely packaged and labeled as Lean UX.

The yin is conventional wisdom wrapped in a positive thinking package: hard work, total dedication, and constant improvement in every aspect of your life are bound to bring you not only happiness but also the success you believe you deserve. Conventional wisdom is always wrong. Positive thinking might make you happy (the yin), and it is a terrific approach to life in general, but it won’t bring you success. To become successful, you need to focus on the yang.

Step by Step… Can you write out your ideal business step by step Here is a business I am setting up for a client. She wants to shipping start her own shipping company… One she will need a US partner to collect and transfer packages to her in Jamaica. She will also need one in China. I have two contacts. One has a warehouse in Florida The other has two in China. Chinese connect makes goods available within 3 weeks, she has to tell her customers four. The US connect makes it within 3-5 days. She has to tell them within a week… Next she will need a website where her customers can login and track their packages. This will come with individual dashboards. She will need an interface and warehouse management software and logistics APIs. She will also need an automated email set up (journey) to send emails to her customers without her or her agents needing to do that. Without this Saas she would have to hire someone to reply to messages and emails about , someone to call and track, use usps and FedEx tracking numbers to track and reply back to customers. She also needs a beta ApI to allow her warehouse guy to update the CRM with information about her customers packages… Key nodes such as - Intransit to destinations Held at customs Clearance In transit to store Pick up available etc… These will come in as email notifications Fully automated. Everything will be connected using Webhooks… entire system. Saas she might need to use a combination of GOhighlevel, Workiz and To run this as a System as as Service. Each platform can work together using webhooks. Gohighlevel as a Saas is $500 a month Workiz is $200 dollars She can use Odoo which is open source alternative as a CRM And Clickup as Management. This is how a conversational business plan looks. You can see it. You can research it. You can confirm that it’s plausible. It doesn’t sound like pipedreams. It sounds workable to credit companies /banks and investors. It sounds doable to a BDO Client. I also sound as if I know what I am doing. Not a lot of technical language. A confused prospective business investor or banker don’t want to use a dictionary to figure out everything… They want to see the vision as clear as day. You basically need to do to them what I did to you when you joined my programme. It must sound plausible. All businesses is a game of wit. Every deal that is signed benefits both party. Whether initially or in the long term. Those are the sub-tenets of business. Every board meeting or meeting with regulatory boards, banks, credit facilities, municipalities is a game of convincing people to see your thing through… Everyone does Algorithm is simple. People want you to solve their problems with speed and efficiency. Speed is very important and automation. Progress, business and production are tied to ego… that’s why people love seh oh dem start a business or dem have dem online business and nah sell one rass thing. Cause a lot of people think being successful and looking successful are one and the same thing until they meet someone like me or people who done the work… Don’t rush it… you are young and you have time. There are infact certain little nuances Weh yuh only ago learn through experience. Experience and reflection. One of the drawbacks of wanting to run your business by yourself with you and your family members is that you guys will have to be reliant on yourself for feedback which is not alw

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Furthermore, it is not the people or the citizens who decide on what to vote, on which political program, at what time, and so on. It is the oligarchs and the oligarchic system that decide on this and that submit their choice to the vote of the electorate (in certain very specific cases). One could legitimately wonder, for instance, why there are not more referendums, and in particular referendums of popular initiative, in “democracy.” Cornelius Castoriadis perfectly described this state of affairs when he wrote: “The election is rigged, not because the ballot boxes are being stuffed, but because the options are determined in advance. They are told, ‘vote for or against the Maastricht Treaty,’ for example. But who made the Maastricht Treaty? It isn’t us.”127 It would thus be naive to believe that elections reflect public opinion or even the preferences of the electorate. For these oligarchic principles dominate our societies to such an extent that the nature of the choice is decided in advance. In the case of elections, it is the powerful media apparatus—financed in the United States by private interests, big business, and the bureaucratic machinery of party politics—that presents to the electorate the choices to be made, the viable candidates, the major themes to be debated, the range of possible positions, the questions to be raised and pondered, the statistical tendencies of “public opinion,” the viewpoint of experts, and the positions taken by the most prominent politicians. What we call political debate and public space (which is properly speaking a space of publicity) are formatted to such an extent that we are encouraged to make binary choices without ever asking ourselves genuine questions: we must be either for or against a particular political star, a specific publicity campaign, such or such “societal problem.” “One of the many reasons why it is laughable to speak of ‘democracy’ in Western societies today,” asserts Castoriadis, “is because the ‘public’ sphere is in fact private—be it in France, the United States, or England.”The market of ideas is saturated, and the political consumer is asked to passively choose a product that is already on the shelves. This is despite the fact that the contents of the products are often more or less identical, conjuring up in many ways the difference that exists between a brand-name product on the right, with the shiny packaging of the tried-and-true, and a generic product on the left, that aspires to be more amenable to the people. “Free elections do not necessarily express ‘the will of the people,’ ” Erich Fromm judiciously wrote. “If a highly advertised brand of toothpaste is used by the majority of the people because of some fantastic claims it makes in its propaganda, nobody with any sense would say that people have ‘made a decision’ in favor of the toothpaste. All that could be claimed is that the propaganda was sufficiently effective to coax millions of people into believing its claims.

Ingredients for the sauce: 1/3 cup of tamarind concentrate 2 teaspoons + 1 tablespoon of Thai red chili sauce 5 tablespoons of fish sauce 3 tablespoons of oyster sauce 6 tablespoons of coconut sugar 1 tablespoon of cornstarch 2 teaspoons of tomato paste Ingredients for the Pad Thai: 8 ounces of rice noodles, uncooked 2 tablespoons of avocado oil 1 chicken breast, thinly sliced 2 cloves of garlic, minced 1 teaspoon of ginger, grated 1 shallot, chopped 1/3 cup of carrots, grated 1 red bell pepper, thinly sliced 1 egg, beaten 1 lime wedge A dash of salt and black pepper, for seasoning according to personal preference A dash of fish sauce, for taste 1 ½ tablespoons of tomato sauce Ingredients for garnish: Cilantro, chopped Bean sprouts Green onions, thinly sliced Lime wedges, fresh HHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHH Methods: a)    Prepare the rice noodles according to the directions on the package. Once they have cooked, drain the noodles and set them aside. b)    In a medium bowl, add in all of the ingredients for the sauce. Whisk them until they have been evenly mixed. Set the sauce aside. c)     In a large wok set over a high heat setting. Add in the oil and once it is hot enough, add in the chicken strips. Cook them for a period of 8 to 10 minutes or until the chicken strips have fully cooked. d)    Add in the grated ginger, minced garlic, and shallots. Stir well to mix them together. Cook this for a period of 30 seconds before adding in the grated carrots and chopped bell pepper. Continue to cook the ingredients for a period of 5 minutes or until they become soft to the touch. Push these ingredients to one side of the wok. e)    On the free side of the wok, add in the beaten egg. Cook it for a period of 1 to 2 minutes or until the egg has scrambled. f)      Add in the cooked noodles and pour the sauce over the top. Toss to mix the noodles with the remaining ingredients. Cook everything for a period of 1 to 2 minutes or until the sauce is thick in consistency. Remove the noodles from the heat.

Americans spend less on food because food in the US is cheaper, but it is alsoof poorer quality. The origin of this is the 1970s, when food costs were rising at the same time breakthrough technologies in the food industry were happening. President Nixon’s Secretary of Agriculture, Earl Butz,hijacked the country’s agricultural subsidy program (government money given to farmers during the Great Depression) and funneled it into the industrial production of corn and soy, which in turn promoted the rise of big agribusinesses and put smaller farmers out of business. The amount of corn produced has tripled, from 4 billion bushels in the1970s to 12 billion bushelstoday. When this much cheap corn is floating around, something has to be done with it—i.e., put it into every possible food product we can find, which is why corn syrup is in an innumerable amount of products.

I’ve known far too many people who get hung up on designing packaging when they should be getting their product ready to sell. They work and rework a logo, change out the color of their plastic wrapping, consider a hundred different fonts for their brand name. Honestly, if you’re selling a product on Amazon, most people won’t even notice your packaging. For the customer, the packaging is a brown Amazon box on the doorstep. If the product speaks to them, they’ll get it regardless of the plastic you wrap it in.

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In other words, Berlin conceived shows as events more than as works. As a result, Berlin’s shows do not exactly represent the most enduring oeuvre in the American theater: only Annie Get Your Gun, the show that least obviously addresses its time, has enjoyed an unbroken string of productions that stretches from its premiere to the present. Yet by engaging with the here-and-now, with no apparent thought of posterity but mainly of the “mob” before him, Berlin distilled and packaged musical comedy conventions that resonated in the theater deep into the twentieth century even as they held to comedy’s ancient ideals. Above all—and this I think manifests the engine that drives all of his work—Berlin seems to have understood and embraced the idea that American musical theater is always, inescapably, about itself. He probably would have scorned the term metatheater, but the boot fits. All of his stage shows and films are in some way about theater, about putting on a show, about performing in public, and about the place that tested his mettle and nourished his craft: New York City. This is the case even in shows that are not chiefly set in New York. Annie Get Your Gun may be widely considered one of the “Western” musicals of the Oklahoma! age, but it is above all a show about “show business,” and it all takes place east of (or near to) the Mississippi River and ends up in New York, with plenty of swinging tunes that resonate more with postwar Manhattan than with Annie Oakley’s earlier America in Darke County,

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That the local Plasma Center sat only three doors south of Anton’s Package Liquors was a demonstration of facility in urban planning so sublime and so savored by the clientele of both businesses, if one looked closely enough, a distinct path between the two doorways could be detected where the sidewalk had been worn smooth, polished like marble.

I rang out a couple more customers as I thought about it, and...he slowly walked up to the counter and set down two spools of line. I should really figure out what the point of one being thicker than the other was. “Hi, Mr. Rhodes,” I greeted him with a smile. He’d taken his sunglasses off and slid them through one of the gaps between the buttons of his work shirt. His gray eyes were steady on me as he said in that same uninterested, stern tone from before, “Hi.” I took the first package of fishing line and scanned it. “How is your day going?” “Fine.” I scanned the next package and figured I might as well go in for the kill since no one was around. “You remember that time you said you owed me?” A day ago. He didn’t say anything, and I peeked up at him. Since his eyebrows couldn’t talk, they formed a shape that told me exactly how distrustful he was feeling right then. “You do, okay. Well,” and I lowered my voice, “I was going to ask if I could redeem that favor.” Those gray eyes stayed narrowed. This was going well. I glanced around to make sure no one was listening and quickly said, “When you aren’t busy… could you teach me about all this stuff? Even if it’s just a little bit?” That got him to blink in what I was pretty sure was surprise. And to give him credit, he too lowered his voice as he asked slowly and possibly in confusion, “What stuff?” I tipped my head to the side. “All this stuff in here. Fishing, camping, you know, general knowledge I might need to work here so I have an idea of what I’m doing.” There was another blink. I might as well go for it. “Only when you aren’t super busy. Please. If you can, but if you can’t, that’s okay.” I’d just cry myself to sleep at night. No biggie. Worst case, I could hit up the library on my days off. Hang out in the grocery store parking lot and google information. I could make it work. I would, regardless. Dark, thick, black eyelashes dipped over his nice eyes, and his voice came out low and even. “You’re serious?” He thought I was shitting him. “Dead.” His head turned to the side, giving me a good view of his short but really pretty eyelashes. “You want me to teach you to fish?” he asked like he couldn’t believe it, like I’d asked him to… I don’t know, show me his wiener. “You don’t have to teach me to fish, but I wouldn’t be opposed to it. I haven’t been in forever. But more about everything else. Like, what is the point of these two different kinds of line? What are all the lures good for? Or are they called flies? Do you really need those gadgets to start a fire?” I knew I was whispering as I said, “I have so many random questions, and not having internet makes it hard to look things up. Your total is $40.69, by the way.” My landlord blinked for about the hundredth time at that point, and I was pretty sure he was either confused or stunned as he pulled his wallet out and slipped his card through the reader, his gaze staying on me for the majority of the time in that long, watchful way that was completely different from the way the older men had been eyeballing me earlier. Not sexually or with interest, but more like I was a raccoon and he wasn’t sure if I had rabies or not. In a weird way, I preferred it by a lot. I smiled. “It’s okay if not,” I told him, handing over a small paper bag with his purchases inside. The tall man took it from me and let his eyes wander to a spot to my left. His Adam’s apple bobbed; then he took a step back and sighed. “Fine. Tonight, 7:30. I’ve got thirty minutes and not one longer.” What! “You’re my hero,” I whispered. He looked at me, then blinked. “I’ll be there, thank you,” I told him. He grunted, and before I could thank him again, he was out of there so fast I had no chance to check out his butt in those work pants of his.

Supermarkets tend to sell all seafoods from their meat departments, usually in thawed (so-called fresh) form, sometimes packaged, sometimes in bulk from a service case.

Key Elements of Five Year Plan ’77 What follows did not happen overnight. Among the guidelines set in February 1977 (remember, Fair Trade on alcohol was not finally ended until 1978): Emphasize edibles vs. non-edibles. I figured that the supermarkets would raise their prices on foods to make up for the newly reduced margins on milk and alcohol. This would give us all the more room to underprice them. During the next five years we got rid of film, hosiery, light bulbs and hardware, greeting cards, batteries, magazines, all health and beauty aids except those with a “health food” twist. We began to cut back sharply on soaps and cleaners and paper goods. The only non-edibles we emphasized were “tabletop” items like wineglasses, cork pullers, and candles. It was quite clear that we should put more emphasis on food and less on alcohol and milk. Within edibles, drop all ordinary branded products like Best Foods, Folgers, or Weber’s bread. I felt that a dichotomy was developing between “groceries” and “food.” By “groceries,” I mean the highly advertised, highly packaged, “value added” products being emphasized by supermarkets, the kinds that brought slotting allowances and co-op advertising allowances. By embracing these “plastic” products, I felt the supermarkets were abandoning “food” and the product knowledge required to buy and sell it. But this position wasn’t entirely altruistic. The plan of February 20, 1977, declared, “Most independent supermarkets have been driven out of business, because they stupidly tried to compete with the big chains in plastic goods, in which the big chains excel.” Focus on discontinuity of supplies. Be willing to discontinue any product if we are unable to offer the right deal to the customer. Instead of national brands, focus on either Trader Joe’s label products or “no label” products like nuts and dried fruits. This was intended to enable the Trader Joe’s label to pick up momentum in the stores. And it worked.

An idea packaged up in nonfiction is a completely different animal to an idea packaged up in fiction. And while the lines blur in that hybrid creature called narrative nonfiction, we should be under no illusions that they’re the same animal.

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Our Ministry of Culture is Huxleyan, not Orwellian. It does everything possible to encourage us to watch continuously. But what we watch is a medium which presents information in a form that renders it simplistic, nonsubstantive, nonhistorical and noncontextual; that is to say, information packaged as entertainment.

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That trifecta—humanities, technology, business—is what has made him one of our era’s most successful and influential innovators. Like Steve Jobs, Bezos has transformed multiple industries. Amazon, the world’s largest online retailer, has changed how we shop and what we expect of shipping and deliveries. More than half of US households are members of Amazon Prime, and Amazon delivered ten billion packages in 2018, which is two billion more than the number of people on this planet. Amazon Web Services (AWS) provides cloud computing services and applications that enable start-ups and established companies to easily create new products and services, just as the iPhone App Store opened whole new pathways for business. Amazon’s Echo has created a new market for smart home speakers, and Amazon Studios is making hit TV shows and movies. Amazon is also poised to disrupt the health and pharmacy industries. At first its purchase of the Whole Foods Market chain was confounding, until it became apparent that the move could be a brilliant way to tie together the strands of a new Bezos business model, which involves retailing, online ordering, and superfast delivery, combined with physical outposts. Bezos is also building a private space company with the long-term goal of moving heavy industry to space, and he has become the owner of the Washington Post.

Today’s rebel groups rely on guerrilla warfare and organized terror: a sniper firing from a rooftop; a homemade bomb delivered in a package, detonated in a truck, or concealed on the side of a road. Groups are more likely to try to assassinate opposition leaders, journalists, or police recruits than government soldiers. Abu Musab al-Zarqawi, the leader of al-Qaeda in Iraq, masterminded the use of suicide bombings to kill anyone cooperating with the Shia-controlled government during Iraq’s civil war. Abu Bakr al-Baghdadi, the leader of ISIS, perfected the use of massive car bombs to attack the same government. Hamas’s main tactic against Israel has been to target average Israeli citizens going about their daily business. Most Americans cannot imagine another civil war in their country. They assume our democracy is too resilient, too robust to devolve into conflict. Or they assume that our country is too wealthy and advanced to turn on itself. Or they assume that any rebellion would quickly be stamped out by our powerful government, giving the rebels no chance. They see the Whitmer kidnapping plot, or even the storming of the U.S. Capitol, as isolated incidents: the frustrated acts of a small group of violent extremists. But this is because they don’t know how civil wars start.

The company claimed to have interviewed some 2,210 “experts,” of whom it said 1,184 were exclusive Luckies smokers. Of these, federal investigators tracked down 440 and discovered that more than 100 denied smoking Luckies exclusively, 50 did not smoke at all, and some smoked other brands exclusively, some did not recall having ever been interviewed on the subject by American Tobacco, and some had no connection with the tobacco industry. Such details aside, the campaign and the company’s new media-buying strategy were hugely successful, and by 1941 Lucky Strike would narrowly reclaim the market share lead from Camel and widen it dramatically in ensuing years. “He was a dictator, of course,” Pat Weaver recalled of the newly triumphant George Hill of this period, but now he invited the input of others. “His strength,” said Weaver, “was his tremendous conviction about the importance of the business he was in. His weakness was tunnel vision—he was really obsessed with Lucky Strike, I’m afraid.” But not to such a degree that he failed to recognize the danger of his company’s dependence on a single brand amid the vicissitudes of a fickle marketplace. “One day, I came into his office,” Weaver remembered, “and I said, ‘Mr. Hill, I have a good idea.’ He said, ‘Great, what is it?’—he loved ideas.” Weaver’s was a not entirely harebrained scheme to get around the federal excise tax of six cents per pack of twenty cigarettes by putting out a brand in which each smoke was twice the normal length and the package would include a razor blade for slicing each one in two, thereby saving the customer the equivalent of three cents a pack. Hill listened and nodded,

Craig, on the other hand, sees nothing but blue skies in this change of circumstance. He’s been busy setting up a business he calls Wattle It Be, a touring fan club for the Australian cricket side. Ahead of every international tour he buys cut-price packages for people like himself: sweaty single males who like to drink and chant while they get sunburnt in front of sport. The whole concept is horrific, but it’s a roaring success. He’s turning people away. After two or three tours he works out thtat he can recruit a retired Test player to operate as a kind of figurehead and pub coach, offering special comments and war stories, and the not-quite-promise of access to the players. Pg140

Goals and Visions These higher purposes are sometimes called “overarching goals”97 or “unifying vision”98. Some businesses have this sense of purpose, above making enough profit to survive, or adding a few more million to the CEO’s compensation package.

Real excellence can come in odd packaging. Nassim Nicholas Taleb applies this rule to choosing a doctor: you don’t want the smooth, silver-haired patrician who looks straight out of central casting – you want his slightly overweight, less patrician but equally senior colleague in the ill-fitting suit. The former has become successful partly as a result of his appearance, the latter despite it.

I’m too busy watching the woman who’s so seamlessly joined our lives. She fits with us, and I love that. My brothers are a part of me. We’re a package deal, and Emily seems to be perfectly okay with that. She laughs and cracks jokes with them, and even manages to get a small smile out of Matvey. She’s the missing piece I hadn’t even realized we all needed.

This is a battle between the heaviness of tradition and the daring to create, between the conforming crowd and the individual shaping his/her own destiny. Most, but not all, forms of organized religions stand firmly on the conformity side of the battle line. They don't want you to think for yourself, or they would go out of business. Their clergy is always threatened by direct individual experience because it makes them obsolete and takes away their source of authority. Dogma is safe only when individuals give away their power to religious institutions, stop questioning the world around them, and gladly accept pre-packaged answers. Thomas Paine saw this clearly when he wrote: I do not believe in the creed professed by the Jewish church, by the Roman church, by the Greek church, by the Turkish church, by the Protestant church, nor by any church that I know of. My own mind is my own church. All national institutions of churches . . . appear to me no other than human inventions set up to terrify and enslave mankind, and monopolize power and profit.9

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And yet in too many cases, this is what business has been reduced to: the artful packaging of meaningless distinctions as true differentiation.

what differentiates a good anything from a great anything you care to think about (business, movie, hotel, product, blog, book, packaging, design, app, talk, school, song, art… keep going) is that the great stuff, the things we give a damn about, have the heart left in them.

If we take it to an even deeper level, this distinction of being at some kind of ‘connected terminal or device’ will evaporate as well. Everything in our world — from packaged goods, to the windows in our homes — is on the verge of being connected.

Wal-Mart's business in the United States is stagnating, growing only because the company continues to relentlessly open new stores. But if Wal-Mart takes environmental responsibility seriously, if its stores become models for energy conservation and for doing minimal environmental harm (they are known for the opposite right now), that will be pioneering, and it might also be attractive to some Americans who have avoided Wal-Mart. If those stores are filled with products made by factory workers who are treated in a civilized fashion, products that do not damage the environment in the course of being made, products made in sustainable ways with minimal packaging, that will represent a pivot point, not just for Wal-Mart, or for retailing, but for capitalism. Nothing could do more to jump-start Wal-Mart's business than for Wal-Mart to find its soul. And of course, Wal-Mart's scale means that if it starts to take the design of its buildings and the impact of its products seriously, all its competitors will have no choice but to do the same. The virtuous Wal-Mart effect would ripple widely. It would ripple around the world.

One of the masters of trendspotting is Rohit Bhargava, author of Non-Obvious. He curates the biggest trends each year and packages them up into a book. Then he explains how people and businesses can take advantage of these trends to improve their position in the marketplace. Thinking deliberately about trends is a secret sauce for most successful hustlers, because it creates an unfair advantage. When Evan Spiegel built Snapchat, he was capitalizing on a trend. He saw people using Facebook and their phones to share photos, but noticed they felt inhibited by the fact that the images were either permanent, or public. By reversing those two elements―making image-sharing ephemeral and private, he solved a big problem. Snapchat exploded across the younger demographics and quickly became a multibillion-dollar business. Another example is Kik, a popular messaging app. When Kik launched, plenty of messaging services already existed. In fact, the ultimate messaging services seemed to be the ones already  built into everyone's phones. Apple had a messaging app, and so did Android. So, why reinvent the wheel? Ted Livingston, the founder of Kik, had other ideas. Why? Because he had identified a trend. Consumers were clearly upset with the built-in messaging services. First, the telecom companies were charging per message sent and received, which was a horrible experience. It felt like classic, capitalistic highway robbery. Second―and this was a big problem for teens: You could only exchange messages by giving out your phone number. Livingston noticed that teens wanted to chat with other people they met online, but had no safe way of doing that without giving out their number. So he created Kik, which allows people to create a username instead. Kiksters can then share their username to start chatting, while keeping their digits private. But even better, messaging is unlimited, and completely free. By examining the trends happening in the messaging market, Livingston was able to build a product that rivaled the multi-billion dollar incumbents. Now his company is valued at over a billion.   

From my experience, QuickBooks is the easiest to use of the computer packages available. It also has a handy

We’re all “storytellers.” We don’t call ourselves storytellers, but it’s what we do every day. Although we’ve been sharing stories for thousands of years, the skills we needed to succeed in the industrial age were very different from those required today. The ability to sell our ideas in the form of story is more important than ever. Ideas are the currency of the twenty-first century. In the information age, the knowledge economy, you are only as valuable as your ideas. Story is the means by which we transfer those ideas to one another. Your ability to package your ideas with emotion, context, and relevancy is the one skill that will make you more valuable in the next decade. Storytelling is the act of framing an idea as a narrative to inform, illuminate, and inspire. The Storyteller’s Secret is about the stories you tell to advance your career, build a company, pitch an idea, and to take your dreams from imagination to reality. When you pitch your product or service to a new customer, you’re telling a story. When you deliver instructions to a team or educate a class, you’re telling a story. When you build a PowerPoint presentation for your next sales meeting, you’re telling a story. When you sit down for a job interview and the recruiter asks about your previous experience, you’re telling a story. When you craft an e-mail, write a blog or Facebook post, or record a video for your company’s YouTube channel, you’re telling a story. But there’s a difference between a story, a good story, and a transformative story that builds trust, boosts sales, and inspires people to dream bigger.

Failure is an event, not a person. That is, if you try and fail at something it doesn’t mean that YOU are a failure. It just means that either you have a little learning or growing to do, or that the thing you’re trying to do truly cannot be done. If you’re trying to sell Underwater Basket Weaving lessons and no one is buying your ten-lesson package, it may well mean that you should try your hand at selling lemonade instead.

Get their input and approval for the separation package. This will be critical for the next step. Executive packages are larger than regular severance packages and rightly so. It takes about ten times longer for an executive to find a new job than it does for an individual contributor.