Porter Key Quotes

Love not only stings when you lose it, when it’s ripped away from you. When it first bites, it can sting just as deeply.

All this time Lock and I had managed to be civil to one another. No drama, all efficiency. But look him in the eyes? No, I couldn’t do that. That would cut me wide open, and there would be blood. Lots of blood. I’d crumble into a heap on the floor then beg him to collect the pieces.

Truth is a painful sword. It cuts deep and stings, but the pain evaporates, the blood dries, and in the place of such savagery is a gleaming absolution and an absolute purity. It’s blinding. It hurts. And it is utterly beautiful. You can’t escape it. Truth demanded a leap, I took it.

I didn’t grow up dreaming or wishing for things, Grace. Then I saw this woman in this motherfucking picture, and I let myself dream, let myself wish.

You’re in my bones, Grace. Can’t stand straight without you, baby. Can’t.

Yes, I’d seen bright stars last night, but I’d shut my eyes against the glare.

Once, I loved. I stumbled here and there, but I loved well. It was definitive, remarkable. My compass.

All the rules changed. I’m holding you hostage, pretty. Who the hell do you think you are?” “Just an old lady trying to make things right.

Not least, the asylum idea reflected the long-term cultural shift from religion to scientific secularism. In traditional Christendom, it was the distinction between believers and heretics, saints and sinners, which had been crucial—that between the sane and the crazy had counted for little. This changed, and the great divide, since the ‘age of reason’, became that between the rational and the rest, demarcated and enforced at bottom by the asylum walls. The keys of St Peter had been replaced by the keys of psychiatry.

Truth is a painful sword. It cuts deep and stings, but the pain evaporates, the blood dries, and in the place of such savagery is a gleaming absolution and an absolute purity.

There’s shit that’s random and shit you can control. It’s up to you to choose what you’ll react to and how to make your mark. What do you choose to control?

You get comfortable, even when you’re unhappy, don’t you think? Sometimes, it’s really hard to take charge of your own unhappiness

Truth is a painful sword. It cuts deep and stings, but the pain evaporates, the blood dries, and in the place of such savagery is a gleaming absolution and an absolute purity. It’s

We've got all night to make up for years of wondering about it." - Butler

it’s how you deal in between the random hits that counts. The way you deal with each fuck you hurled at you. How you look that motherfucker in the eyes is the key to what kind of person you are.

Another key strategic concept deriving from competitor analysis is creating a situation of mixed motives or conflicting goals for competitors. This strategy involves finding moves for which retaliation, though effective, would hurt the competitor’s broader position. For example, as IBM responds to the threat of the minicomputer with its own minicomputer, it may hasten the decline in growth of its large computers and accelerate the changeover to minicomputers. Placing competitors in a situation of conflicting goals can be a very effective strategic approach for attacking established firms that have been successful in their markets. Small firms and newly entered firms often have very little legacy in the existing strategies in the industry and can reap great rewards from finding strategies that penalize competitors for their stake in these existing strategies.

Truth is a painful sword. It cuts deep and stings, but the pain evaporates, the blood dries, and in the place of such savagery is a gleaming absolution and an absolute purity. It’s blinding. It hurts. And it is utterly beautiful.

The key to competitive success—for businesses and nonprofits alike—lies in an organization’s ability to create unique value. Porter’s prescription: aim to be unique, not best. Creating value, not beating rivals, is at the heart of competition.

She’s your woman. Shield her heart and soul with your own.” He turned to Grace. “He’s your man, yours to support and keep strong when he’s not able and when he doesn’t know how. You take care of each other, and you do it right. Do it well. Be fair.

This two-bit bar, this worn-out town, just a speck in the middle of a lonely grassy prairie with the stony hills beyond, the small fix-it-yourself house I’d bought for us—that was all ours, our world, our high life. It wasn’t name-brand, shiny, or white picket fences, but none of that mattered. As long as we were together, it was good, it was clean, it was ours.

Certain strange habits: arriving at the hour when other people are taking their leave, keeping in the background when other people are displaying themselves, preserving on all occasions what may be designated as the wall-colored mantle, seeking the solitary walk, preferring the deserted street, avoiding any share in conversation, avoiding crowds and festivals, seeming at one's ease and living poorly, having one's key in one's pocket, and one's candle at the porter's lodge, however rich one may be, entering by the side door, ascending the private staircase,—all these insignificant singularities, fugitive folds on the surface, often proceed from a formidable foundation.

McMaster said he had been completely in the dark about this. The secretary of state had not consulted or even informed him in advance. He had learned from press reports! In a news conference in Qatar, Tillerson had said the agreement “represents weeks of intensive discussions” between the two governments so it had been in the works for a while. Porter said Tillerson had not gone through the policy process at the White House and had not involved the president either. Clearly Tillerson was going off on his own. “It is more loyal to the president,” McMaster said, “to try to persuade rather the circumvent.” He said he carried out direct orders when the president was clear, and felt duty bound to do so as an Army officer. Tillerson in particular did not. “He’s such a prick,” McMaster said. “He thinks he’s smarter than anyone. So he thinks he can do his own thing.” In his long quest to bring order to the chaos, Priebus arranged for each of the key cabinet members to regularly check in. Tillerson came to his office at 5:15 p.m. on Tuesday, July 18. McMaster had not been invited but joined the meeting anyway. He took a seat at the conference table. The national security adviser’s silent presence was ominous and electric. Tell me, Priebus asked Tillerson, how are things going? Are you on track to achieve your primary objectives? How is the relationship between the State Department and the White House? Between you and the president? “You guys in the White House don’t have your act together,” Tillerson said, and the floodgates gushed open. “The president can’t make a decision. He doesn’t know how to make a decision. He won’t make a decision. He makes a decision and then changes his mind a couple of days later.” McMaster broke his silence and raged at the secretary of state. “You don’t work with the White House,” McMaster said. “You never consult me or anybody on the NSC staff. You blow us off constantly.” He cited examples when he tried to set up calls or meetings or breakfasts with Tillerson. “You are off doing your own thing” and communicate directly with the president, Mattis, Priebus or Porter. “But it’s never with the National Security Council,” and “that’s what we’re here to do.” Then he issued his most dramatic charge. “You’re affirmatively seeking to undermine the national security process.” “That’s not true,” Tillerson replied. “I’m available anytime. I talk to you all the time. We just had a conference call yesterday. We do these morning calls three times a week. What are you talking about, H.R.? I’ve worked with you. I’ll work with anybody.” Tillerson continued, “I’ve also got to be secretary of state. Sometimes I’m traveling. Sometimes I’m in a different time zone. I can’t always take your calls.” McMaster said he consulted with the relevant assistant secretaries of state if the positions were filled. “I don’t have assistant secretaries,” Tillerson said, coldly, “because I haven’t picked them, or the ones that I have, I don’t like and I don’t trust and I don’t work with. So you can check with whoever you want. That has no bearing on me.” The rest of the State Department didn’t matter; if you didn’t go through him, it didn’t count.

Finding a situation that catches the key competitor or competitors with conflicting goals is at the heart of many company success stories. The slow Swiss reaction to the Timex watch provides an example. Timex sold its watches through drugstores, rather than through the traditional jewelry store outlets for watches, and emphasized very low cost, the need for no repair, and the fact that a watch was not a status item but a functional part of the wardrobe. The strong sales of the Timex watch eventually threatened the financial and growth goals of the Swiss, but it also raised an important dilemma for them were they to retaliate against it directly. The Swiss had a big stake in the jewelry store as a channel and a large investment in the Swiss image of the watch as a piece of fine precision jewelry. Aggressive retaliation against Timex would have helped legitimize the Timex concept, threatened the needed cooperation of jewelers in selling Swiss watches, and blurred the Swiss product image. Thus the Swiss retaliation to Timex never really came. There are many other examples of this principle at work. Volkswagen’s and American Motor’s early strategies of producing a stripped-down basic transportation vehicle with few style changes created a similar dilemma for the Big Three auto producers. They had a strategy built on trade-up and frequent model changes. Bic’s recent introduction of the disposable razor has put Gillette in a difficult position: if it reacts it may cut into the sales of another product in its broad line of razors, a dilemma Bic does not face.4 Finally, IBM has been reluctant to jump into minicomputers because the move will jeopardize its sales of larger mainframe computers.

Vest" I put on again the vest of many pockets. It is easy to forget which holds the reading glasses, which the small pen, which the house keys, the compass and whistle, the passport. To forget at last for weeks even the pocket holding the day of digging a place for my sister's ashes, the one holding the day where someone will soon enough put my own. To misplace the pocket of touching the walls at Auschwitz would seem impossible. It is not. To misplace, for a decade, the pocket of tears. I rummage and rummage— transfers for Munich, for Melbourne, to Oslo. A receipt for a Singapore kopi. A device holding music: Bach, Garcia, Richter, Porter, Pärt. A woman long dead now gave me, when I told her I could not sing, a kazoo. Now in a pocket. Somewhere, a pocket holding a Steinway. Somewhere, a pocket holding a packet of salt. Borgesian vest, Oxford English Dictionary vest with a magnifying glass tucked inside one snapped-closed pocket, Wikipedia vest, Rosetta vest, Enigma vest of decoding, how is it one person can carry your weight for a lifetime, one person slip into your open arms for a lifetime? Who was given the world, and hunted for tissues, for ChapStick.

Bells Screamed all off key, wrangling together as they collided in midair, horns and whistles mingled shrilly with cries of human distress; sulphur-colored light ex-ploded through the black windowpane and flashed away in darkness. Miranda waking from a dreamless sleep asked without expecting an answer, “What is happening?” for there was a bustle of voices and footsteps in the corridor, and a sharpness in the air; the far clamour went on, a furious exasperated shrieking like a mob in revolt. The light came on, and Miss Tanner said in a furry voice, “Hear that? They’re celebrating . It’s the Armistice. The war is over, my dear.” Her hands trembled. She rattled a spoon in a cup, stopped to listen, held the cup out to Miranda. From the ward for old bedridden women down the hall floated a ragged chorus of cracked voices singing, “My country, ’tis of thee…” Sweet land… oh terrible land of this bitter world where the sound of rejoicing was a clamour of pain, where ragged tuneless old women, sitting up waiting for their evening bowl of cocoa, were singing, “Sweet land of Liberty-” “Oh, say, can you see?” their hopeless voices were asking next, the hammer strokes of metal tongues drowning them out. “The war is over,” said Miss Tanner, her underlap held firmly, her eyes blurred. Miranda said, “Please open the window, please, I smell death in here.

Always looking out for me, my big sister, no matter what. Even on her dying breath.

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

Life can be long, Butler. Way too long. And if you’re not happy—really happy with who you are and whom you’re with and what you’re doing, fucking happy deep down in your soul, in your bones—then life is interminable. Life drags you along with it, shredding little pieces of you on its infinite winding, rocky road through time.

Madame Egloff, who stood, hands held out in front of her, expressing her admiration. ‘Please make the alterations, Madame, and have the gowns sent round to Brown’s Hotel by the weekend.’ Half an hour later, when they left Madame Egloff’s salon, Sophie had been dressed and pinned into each of the garments Matty had chosen, and promises had been made to deliver the clothes to the hotel by Saturday morning at the latest. * Monday morning saw them at Paddington Station being conducted to a private compartment on the train. Sophie had never travelled in such style before, being more used to the uncomfortable rowdiness of a third-class carriage, but Matty had insisted. ‘I always travel this way,’ she said. ‘The journey is quite tiring enough without being crammed in next to crying children and shrill women.’ Having directed the porter to place their luggage in the guard’s van, Matty had settled herself into their compartment with a copy of the new Murray’s Magazine, which she had bought from a news-stand at the station. Beside her on the seat was a hamper, provided by Brown’s, with the food and drink they would need for the journey. As the train drew out of the station and started its long journey west, Sophie felt keyed up with anxious anticipation and was grateful for the comforting presence of Hannah, ensconced on the other side of the compartment. Dressed in her new plaid travelling dress, with a matching hat perched on her head, Sophie knew she was a different person from the one who had sat at her dying mother’s bedside, holding her hand. No longer a young girl on the brink of adulthood... but who? There had been too much change in her life in the past weeks that she still had to come to terms with. Who am I? she wondered. I don’t feel like me! She looked across at Hannah, so familiar, so safe, huddled in a corner, her eyes shut as she dozed, and Sophie felt a wave of affection flood through her. Dear Hannah, she thought, I’m so glad you came too. When they had left Madame Egloff, Matty had taken Sophie for afternoon tea at Brown’s. Looking round the famous tea room, with its panelled walls, its alcoved fireplace and its windows giving onto Albemarle Street, Sophie

Walmart’s “key strategy,” in Walton’s own words, “was to put good-sized stores into little one-horse towns which everybody else was ignoring.” In terms of the five forces, this choice of customers insulated Walmart from direct rivalry with other discounters. Although people tend to think of Walmart as a fierce competitor, Walmart started out by completely avoiding head-to-head competition. Doing so gave it many years of breathing room to develop and extend its positioning as a provider of everyday low prices.

Can you create that value without incurring commensurate costs? Buyer value can arise throughout the value chain. It can come from product design, for example, as it does for Whirlwind Wheelchair. It can come from choices in the inputs used or the production process itself, both of which are key to the success of In-N-Out Burger, a chain of over 230 hamburger restaurants that uses only the freshest ingredients and prepares its limited menu on-site. It can be created by the selling experience, as any visitor to an Apple Store will tell you. Or, it can arise from after-sales support activities. Every Apple Store, for example, has a Genius Bar where customers can go for free help with technical questions.

The key to competitive success—for businesses and nonprofits alike—lies in an organization’s ability to create unique value.

I slid my hand over his heart. "I'm clawing my way in there deep." "I can feel it, Scarlett. Make it hurt.

To be touched with intent. To be looked at. Really looked at. For a man to see me, truly see me. That recognition, acknowledgment, that appreciation. That's what I want. Where is that? Where did that go?

Then we need to find another machine, and fast." "No time," I said, my eyes already darting around the room. "If I go traipsing around the whole building, trying key after key on that ring, I'll run into the janitor. We're safer if we stay in one spot. Besides, I can totally fix it." Porter raised his thick black eyebrows. "You can?" "You doubt me, Saturday Night Fever? Watch and learn.

Buddhist monks cremated the remains of Sherpa guides who were buried in the deadliest avalanche to hit Mount Everest, a disaster that has prompted calls for a climbing boycott by Nepal's ethnic Sherpa community. A Sherpa boycott could critically disrupt the Everest climbing season, which is key to the livelihood of thousands of Nepali guides and porters. Everest climbers have long relied on Sherpas for everything from hauling gear to cooking food to high-altitude guiding. At least 13 Sherpas were killed when a block of ice tore loose from the mountain and triggered a cascade that ripped through teams of guides hauling gear. Three Sherpas missing in Friday's

How great His patience to knock and knock again, and to add His voice to His knockings, beseeching me to open to Him! How could I have refused Him! My heart is base; I blush and without excuse! But the greatest kindness of all is this, that He becomes His own porter and unlocks the door Himself. Blessed is the hand that condescends to lift the latch and turn the key. Now I see that nothing but my Lord’s own power can save such a naughty mass of wickedness as I am; ordinances fail, and even the Gospel has no effect upon me, until His hand is stretched out.

Love you no matter what, so just suck it up.” But

You and me are happening. It’s not an illusion, and there’s nothing confusing about it. It just is.” “It