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The formalities necessary to obtain a work were quite complicated; the borrower's form had to contain the book's title, format, publication date, edition number, and the author's name- in other words, unless one was already informed, one could not become so. At the bottom, spaces were left to indicate the borrower's age, address, profession, and purpose of research. Michel obeyed these regulations and handed his properly filled-out form to the librarian sleeping at his desk; following his example, the pages were snoring loudly on chairs set around the wall; their functions had become a sinecure as complete as those of the ushers at the Comedie-Francaise. The librarian, waking with a start, stared at the bold young man; he read the form and appeared to be stupefied at the request; after much deliberation, to Michel's alarm, he sent the latter to a subordinate official working near his own window, but at a separate little desk...

The issues of antidepressant-associated suicide has become front-page news, the result of an analysis suggesting a link between medication use and suicidal ideation among children, adolescents, a link between medication use and suicidal ideation among children, adolescents, and adults up to age 24 in short term (4 to 16 weeks), placebo-controlled trials of nine newer antidepressant drugs. The data from trials involving more than 4.4(K) patients suggested that the average risk of suicidal thinking or behavior (suicidality) during the first few months of treatment in those receiving antidepressants was 4 percent, twice the placebo risk of 2 percent. No suicides occured in these trials. The analysis also showed no increase in suicide risk among the 25 to 65 age group. Antidepressants reduced suicidality among those over age 65. Following public hearings on the subject, in October 2004, the FDA requested the addition of “black box” warnings—the most serious warning placed on the labeling of a prescription medication—to all antidepressant drugs, old and new.

He requested an opportunity to address the Officer Corps in Berlin, and General von Fritsch, who was in command at the time, agreed but only on condition that Rosenberg would refrain from attacking the Church in his talk. The newspapers the next day announced that he had made an impressive address, but all Berlin was buzzing with the true story. Rosenberg had broken his promise and had flung his customary accusations against the Church. Fritsch, followed by his entire Officer Corps, had risen and walked out, leaving Dr. Rosenberg an empty auditorium in which to fulminate. Rosenberg’s book, The Myth of the 20th Century, had become the Nazi bible. It was the book of the Hero-cult, of state worship, of the theory that the Nordic blood is divine; its pages were full of foul invective against the Lutherans, the Catholics, and the Jews. In 1935, the Bruederrat published a series of papers assailing The Myth of the 20th Century, refuting its absurdities in clear language and opening fire on the very heart of the Nazi beliefs. These papers were widely disseminated although the government made frantic efforts to confiscate them. It is probable that no copies of any of these papers exist in the United States, since it was too dangerous––rather, it was impossible––to bring them out of Germany.

2. Obvious Calls to Action If you’re not sure what a call to action is, go back and read chapter 8 in this book. It’s important. For now, know that the whole point of your website is to create a place where the direct call to action button makes sense and is enticing. While we’re in business to serve our customers and better the world, we’ll be out of business soon if people don’t click that “Buy Now” button. Let’s not hide it. There are two main places we want to place a direct call to action. The first is at the top right of our website and the second is in the center of the screen, above the fold. Your customer’s eye moves quickly in a Z pattern across your website, so if the top left is your logo and perhaps tagline, your top right is a “Buy Now” button, and the middle of the page is an offer followed by another “Buy Now” button, then you’ve likely gotten through all the noise in your customer’s mind and they know what role you can play in their story. For best results the “Buy Now” buttons should be a different color from any other button on the site (preferably brighter so it stands out), and both buttons should look exactly the same. I know this sounds like overkill, but remember, people don’t read websites, they scan them. You want that button to keep showing up like a recurring theme. A person has to hear something (or read something) many times before they process the information, so we want to repeat our main call to action several times. Your transitional call to action should also be obvious, but don’t let it distract from the direct call to action. I like featuring the transitional call to action in a less-bright button next to the call to action so the “Will you marry me?” and “Can we go out again?” requests are right next to each other. Remember, if you aren’t asking people to place an order, they won’t.

The dog account’s popularity spread beyond her family and friends to a few thousand people. But on a Monday night in December 2012, the account started gaining fans around the world. After Toffey posted three pictures of Tuna on the Instagram blog that night, the dog’s following grew from 8,500 to 15,000 within 30 minutes. Dasher pulled to refresh the page: 16,000. By the next morning, Tuna was at 32,000 followers. Dasher’s phone started ringing with media requests from around the world. Anderson Cooper’s talk show offered to fly her to DC; she appeared via webcast, thinking it wouldn’t be feasible to take a vacation day. But as requests for appearances continued to come in, her friends warned her about what was coming before she realized it: she would have to quit her job at the Pacific Design Center in Los Angeles and run her dog’s account full-time. It sounded ridiculous, so she took a month off to test the theory. Sure enough, BarkBox, which made a subscription box for pet items, was willing to sponsor Dasher and her friend on an eight-city tour with Tuna. People in various cities came up to her, crying, telling her they were struggling with depression or anxiety and that Tuna was bringing them joy. “That was the first time that I realized how much weight these posts had for people,” Dasher later recalled. “And that’s also when I realized I wanted to do this full-time.” Her life became about managing Tuna’s fame. Berkley, part of Penguin Random House, signed her up to write a book titled Tuna Melts My Heart: The Underdog with the Overbite. That led to more brand deals, plus merchandising to put Tuna’s likeness on stuffed animals and mugs. In her book’s acknowledgments, she thanks Tuna most of all, but also Toffey for sharing the post that changed her life. The tastes of one Instagram employee directly affected her financial success, but also the habits of the two million people who now follow that dog—including Ariana Grande.

Direct response marketing is designed to evoke an immediate response and compel prospects to take some specific action, such as opting in to your email list, picking up the phone and calling for more information, placing an order or being directed to a web page. So what makes a direct response ad? Here are some of the main characteristics: It’s trackable. That is, when someone responds, you know which ad and which media was responsible for generating the response. This is in direct contrast to mass media or “brand” marketing—no one will ever know what ad compelled you to buy that can of Coke; heck you may not even know yourself. It’s measurable. Since you know which ads are being responded to and how many sales you’ve received from each one, you can measure exactly how effective each ad is. You then drop or change ads that are not giving you a return on investment. It uses compelling headlines and sales copy. Direct response marketing has a compelling message of strong interest to your chosen prospects. It uses attention-grabbing headlines with strong sales copy that is “salesmanship in print.” Often the ad looks more like an editorial than an ad (hence making it at least three times more likely to get read). It targets a specific audience or niche. Prospects within specific verticals, geographic zones or niche markets are targeted. The ad aims to appeal to a narrow target market. It makes a specific offer. Usually, the ad makes a specific value-packed offer. Often the aim is not necessarily to sell anything from the ad but to simply get the prospect to take the next action, such as requesting a free report. The offer focuses on the prospect rather than on the advertiser and talks about the prospect’s interests, desires, fears, and frustrations. By contrast, mass media or “brand” marketing has a broad, one-size-fits-all marketing message and is focused on the advertiser. It demands a response. Direct response advertising has a “call to action,” compelling the prospect to do something specific. It also includes a means of response and “capture” of these responses. Interested, high-probability prospects have easy ways to respond, such as a regular phone number, a free recorded message line, a website, a fax back form, a reply card or coupons. When the prospect responds, as much of the person’s contact information as possible is captured so that they can be contacted beyond the initial response. It includes multi-step, short-term follow-up. In exchange for capturing the prospect’s details, valuable education and information on the prospect’s problem is offered. The information should carry with it a second “irresistible offer”—tied to whatever next step you want the prospect to take, such as calling to schedule an appointment or coming into the showroom or store. Then a series of follow-up “touches” via different media such as mail, email, fax and phone are made. Often there is a time or quantity limit on the offer.

Our first CTA is usually for another purchase: either the next book or a bundle of multiple books. After that we’ll have a call to join our e-mail list in order to get upcoming books free or at a discount. We often follow with a third CTA that contains either a list of our other books or (preferably) a link to a web page with that list (seeing as we can update the webpage easily but don’t want to update all of our books’ CTAs). Somewhere in there we usually try adding a request for the reader to leave a review for the book they’ve just read.

Sadly, Thomas Croxton did not get the monument he deserved. The following words are what he requested to be inscribed onto his monument; I hope that placing the wording into this page helps preserve his memory: Departed the life, in his happy flight, THOMAS CROXTON Founder of the Town of Croxton, and the Statue of his Majesty George the Third Æ67, A.D. 1815

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In my study, next to my desk, is a locked bookcase that contains a collection of volumes I value more than any of the hundreds of other books that fill a multitude of shelves in our home. Of these precious publications, the most prized and well-guarded is a slim first edition of 104 pages, simply titled Jungle Stories by Jim Corbett. The cover is of plain brown paper, with no illustrations or colouring. This thin little book was privately printed by Corbett, for family and friends, at the London Press in Nainital in 1935. Only a hundred copies were produced, of which very few remain. My copy came to me through my parents. They were given it by friends, who had once been Corbett’s neighbours in Nainital. By the time I received it, the book had been covered with a protective sleeve of clear plastic. The title page is signed by Jim Corbett, in a neat, fastidious hand. Several years after Jungle Stories was published, Lord Linlithgow, Viceroy of India from 1936-43, requested a copy. He had met Corbett, who assisted in organizing viceregal shoots in the terai and was already regarded as a legendary shikari and raconteur. After reading the book, Linlithgow recommended that it be published by the Oxford University Press in Bombay. Jungle Stories is, essentially, the first draft of Man-eaters of Kumaon. Several of the chapters are identical, including stories of ‘The Pipal Pani Tiger’ and ‘The Chowgarh Tigers’, as well as an angling interlude, ‘The Fish of My Dreams.’ Corbett expanded this book into its present form by adding six more tales, including an account of the first man-eater he killed in 1907, near Champawat. This tigress was responsible for the deaths of 436 victims and her destruction helped cement Corbett’s reputation as a hunter. In recognition of his success, Sir J. P. Hewett, Lieutenant Governor of the United Provinces, presented him with a .275 Rigby-Mauser rifle. An engraved citation on a silver plaque was fixed to the stock. Corbett later bequeathed this weapon to the Oxford University Press, who sent it to their head offices in England. Eventually, the gun was confiscated by the police in Oxford because the publishers didn’t have a licence. For a number of years, John Rigby & Co., gunsmiths, displayed the rifle at their showroom in London, along with a copy of Jungle Stories. In February 2016, Corbett’s rifle was purchased at auction by an American hunter for $250,000. Following this, the rifle was brought to India for a week and briefly displayed at Corbett Tiger Reserve, as part of a promotional event. The editor at OUP, who shepherded Man-eaters of Kumaon to publication, was R. E. ‘Hawk’ Hawkins, himself a legend, who contributed greatly to India’s canon of nature writing. In his introduction to a collection of Corbett’s stories, Hawkins describes how this book came into his hands:

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What follows is my attempt to fill in the blanks that I did not understand in real time. I started by revisiting my notes, as well as my public reporting, seeking to retrace my steps over two years. I pored through hundreds of pages of documents, obtained by myself and others, including NGOs doggedly filing public records requests. Still more files have been made publicly available through investigations by inspectors general and Congress. To contextualize these documents, I spoke with dozens of sources, from those responsible for considering, implementing, then unwinding the policy, to others who were caught in its crosshairs. I heard from people who participated in and experienced the policy on the border, and some of those who directed it from Washington, including, at times, from inside the White House itself. What I have now unequivocally learned is that the Trump administration’s family separation policy was an avoidable catastrophe made worse by people who could have made it better at multiple inflection points, which I’ll share with you here in a series of pivotal moments presented as scenes. The dialogue you’ll read in these pages is reconstructed, when I was present, to the best of my memory or using recordings made as part of my reporting.

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