Positive Manufacturing Quotes

And if the criticized person takes it quietly without rancor, not striking back but constantly loving, he will gather in friends faster than his critics can manufacture enemies.

Sales is a constant state of information gathering and analysis. There are numerous factors that will affect your sale – from market position, to manufacturing capacity, to a seemingly harmless tidbit of information received over lunch. The more quality information you have, the better your analysis, and the better your sales results will be.

Peter Lynch doesn’t advise you to buy stock in your favorite store just because you like shopping in the store, nor should you buy stock in a manufacturer because it makes your favorite product or a restaurant because you like the food. Liking a store, a product, or a restaurant is a good reason to get interested in a company and put it on your research list, but it’s not enough of a reason to own the stock! Never invest in any company before you’ve done the homework on the company’s earnings prospects, financial condition, competitive position, plans for expansion, and so forth.

Industrial capitalism transformed nature’s raw materials into commodities, and surveillance capitalism lays its claims to the stuff of human nature for a new commodity invention. Now it is human nature that is scraped, torn, and taken for another century’s market project. It is obscene to suppose that this harm can be reduced to the obvious fact that users receive no fee for the raw material they supply. That critique is a feat of misdirection that would use a pricing mechanism to institutionalize and therefore legitimate the extraction of human behavior for manufacturing and sale. It ignores the key point that the essence of the exploitation here is the rendering of our lives as behavioral data for the sake of others’ improved control of us. The remarkable questions here concern the facts that our lives are rendered as behavioral data in the first place; that ignorance is a condition of this ubiquitous rendition; that decision rights vanish before one even knows that there is a decision to make; that there are consequences to this diminishment of rights that we can neither see nor foretell; that there is no exit, no voice, and no loyalty, only helplessness, resignation, and psychic numbing; and that encryption is the only positive action left to discuss when we sit around the dinner table and casually ponder how to hide from the forces that hide from us.

Men who lead by love won’t deceive or degrade their wives or their neighbors. When love fills a woman’s mouth, she encourages her family instead of tearing them down. When you’re focused on love, you will naturally demonstrate patience, tenderness, and kindness. Rather than trying to manufacture right actions and attitudes, let love become your first response and your default position. Then you’re set to launch into any circumstance graciously and to land with no regrets.

It was against this backdrop that the great fortunes were made, fortunes which allowed the first families to dominate the society of that era. Theodore Parker, a crusading minister in the 1840s, wrote of the Lowells and these other great families: “This class is the controlling one in politics. It mainly enacts the laws of this state and the nation; makes them serve its turn . . . It can manufacture governors, senators, judges to suit its purposes as easily as it can manufacture cotton cloth. This class owns the machinery of society . . . ships, factories, shops, water privileges.” They were also families which had a fine sense of protecting their own position, and they were notorious for giving large grants to Harvard College, which was their college, and just as notorious for doing very little for public education.

despite the decline in consumer spending brought on by the greatest economic downturn since World War II, the difference between jobs in manufacturing and in retail had reached nearly three million workers, a depressing reality of a failing economy where most new opportunities were low-paid, part-time positions to sell Chinese apparel and electronics bought on credit.

In some ways, Richard’s argument about OxyContin mirrored the libertarian position of a firearms manufacturer who insists that he bears no responsibility for gun deaths. Guns don’t kill people; people kill people.

The juxtaposition is jarring: Religious institutions remain a positive force in people’s lives, but in a part of the country slammed by the decline of manufacturing, joblessness, addiction, and broken homes, church attendance has fallen off.

Look.” I pointed. “Shin-Tethys as a whole maintains a positive trade surplus with the rest of the system. A third of the local nations don’t export directly, but there’s a lot of internal, intramural trade between the tribes—the main six exporters account for eighty-two percent of the uranium and fifty-seven percent of the rare earths. What comes in is, well, lots of skilled labor, finished high-tech assemblies, anything that needs microgravity or vacuum or very high temperatures or an anaerobic environment. In other words, it’s your typical pattern for an energy-exporting planet, with the added twist that because it’s very damp, a lot of planetary surface activities—smelting metals, manufacturing ceramics—are expensive to perform locally. The only interesting thing is how little slow money is going into their economic system. As for banking corruption, there’s the usual, but no more than the usual. Around one government per decade—out of nearly five hundred, mind—gets into bad trouble one way or another. But the system is self-stabilizing: What usually happens is that a consortium of their trading partners and main creditors get together and mount a hostile takeover—I believe they call it a “war”—and place the defaulter under administration until it digs itself out of the hole.

Mass culture is Peter Pan culture. It tells us that if we close our eyes, if we visualize what we want, if we have faith in ourselves, if we tell God that we believe in miracles, if we tap into our inner strength, if we grasp that we are truly exceptional, if we focus on happiness, our lives will be harmonious and complete. This cultural retreat into illusion, whether peddled by positive psychologists, Hollywood, or Christian preachers, is a form of magical thinking. It turns worthless mortgages and debt into wealth. It turns the destruction of our manufacturing base into an opportunity for growth. It turns alienation and anxiety into a cheerful conformity. It turns a nation that wages illegal wars and administers off-shore penal colonies where it openly practices torture into the greatest democracy on earth.

The subtle part of food forms the mind. Mind is manufactured out of food. The subtle part of food is transformed into mind. Food does not mean merely what we eat, but what we gather through all our senses. Learn to see God everywhere. This is real food for the eye. Purity of thought depends upon purity of food. You can see better, hear better, taste better, think better, when you entertain sublime divine thoughts.

The Philippines has no indigenous, value-added manufacturing capacity. At the end of the Second World War only Japan and Malaysia had higher incomes per capita in Asia. Then Korea and Taiwan overtook the Philippines in the 1950s. The country slid down past Thailand in the 1980s, and Indonesia more recently. From having been in a position near the top of the Asian pile, the Philippines today is an authentic, technology-less Third World state with poverty rates to match.

Pestilence, poverty, starvation, wars, and daytime TV programming have all plagued human existence for too long. These problems are not insolvable, however. All that’s required is brain power. Evolved human brain power has not been enough. We need more power. With the rapid development of processing ability, computers are positioned to overtake human abilities and move beyond to a position where they can solve our problems. Thus, we anticipate Singularity to occur at 18:15:32 on Sunday, two weeks from this coming.

In some ways, Richard’s argument about OxyContin mirrored the libertarian position of a firearms manufacturer who insists that he bears no responsibility for gun deaths. Guns don’t kill people; people kill people. It is a peculiar hallmark of the American economy that you can produce a dangerous product and effectively off-load any legal liability for whatever destruction that product may cause by pointing to the individual responsibility of the consumer. “Abusers aren’t victims,” Richard said. “They are the victimizers.

Excavator Magnet ELECTRO FLUX Excavator magnet Manufacturers mounting arrangement overcomes the problem which can work in any open yards were the overhead cranes cannot be used. Excavator magnet Manufacturers gives the crane operator completes control of the magnet in various positions, permitting the crane operator to incline or tilt the magnet. The mounting fixture for an electromagnet is further permits the excavator operator to operate the magnet more efficiently by preventing the magnet from swinging freely at the end of the lift crane boom.

So, instead, we are supplied with a constant stream of propaganda telling us about the righteous contempt that the people feel for the corrupt political class, which only serves to weaken the position of politicians still further, which in turn leads to a new round of gauntlet-running in the media. This process continues in a vicious circle, the inevitable culmination of which is the death of representative democracy, the complete impotence of politicians, and a hyper-real media dictatorship. This process is strengthened by feedback. Through the use of opinion polls, whose questions are obviously phrased by the media to serve their own purposes, the population is told what it thinks, and what it is “natural” to think. Then the media go on to show how adaptable politicians are adapting to this norm, or are allowing themselves to be adapted, and so the process goes on and on, ad infinitum. The investigations of the mass-media are, on their most profound level, investigations into the mass-media themselves. Statistics which purport to represent public opinion are actually the tools used by the media to manufacture opinion.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

My mother has spent her entire privileged life around poor, destitute blacks and black servants, and she felt good about herself because she was always the one on top, always the one in position to help the less fortunate among us.  When she runs into a smart, savvy, sharp African-American, she’s certain there’s something wrong with them too.  Because they don’t fit into the box.  Because they upset her manufactured truth.  Because her sense of superiority is challenged when she sees superior blacks too.  That’s why the least little thing you do, she pounces.  You wear an African-style outfit, or calls a reporter a fool, it all plays into her nice little narrative that says you aren’t one of us, you’re different, you’re that other.

Abundance and scarcity In a society where value is created by the manufacture of goods or the allocation of limited resources, it’s not a surprise that organizations seek scarcity. We hesitate to share, because if I give you this, then I don’t have it any more. We erect barriers and create rules to make it difficult for some people to have access to these limited resources. While we don’t set out to become miserly, it’s an economic instinct, because what’s yours is no long mine. Even though we give lip service to sharing when kids show up for kindergarten classes, most of school is organized around the same ideas. We rank students, we cut players from the roster, we grade on a curve. Success, we teach, is scarce. Our new economy, though, is based on abundance, the abundance that comes from ideas and access. If I benefit when everyone knows my idea, then the more people I give the idea to, the better we all do. If I benefit when I earn a reputation leading, connecting and creating positive change, then I’ll benefit if I can offer these insights to anyone who can benefit from them. With an abundance mindset, we intentionally create goods that can be shared. It’s not based on our traditional factory-based economy, but it works now (in fact, it’s just about all that works)… engaging with the mesh, building communities that benefit from sharing resources instead of destroying them is a strategy that scales. With an abundance mindset, we create ideas and services that do better when people share.

Transcendental generosity is generally misunderstood in the study of the Buddhist scriptures as meaning being kind to someone who is lower than you.  Someone has this pain and suffering and you are in a superior position and can save them—which is a very simple-minded way of looking down on someone.  But in the case of the bodhisattva, generosity is not so callous.  It is something very strong and powerful; it is communication.   Communication must transcend irritation, otherwise it will be like trying to make a comfortable bed in a briar patch.  The penetrating qualities of external color, energy, and light will come toward us, penetrating our attempts to communicate like a thorn pricking our skin.  We will wish to subdue this intense irritation and our communication will be blocked.   Communication must be radiation and receiving and exchange.  Whenever irritation is involved, then we are not able to see properly and fully and clearly the spacious quality of that which is coming toward us, that which is presenting itself as communication.  The external world is immediately rejected by our irritation which says, “no, no, this irritates me, go away.”  Such an attitude is the complete opposite of transcendental generosity.   So the bodhisattva must experience the complete communication of generosity, transcending irritation and self-defensiveness.  Otherwise, when thorns threaten to prick us, we feel that we are being attacked, that we must defend ourselves.  We run away from the tremendous opportunity for communication that has been given to us, and we have not been brave enough even to look to the other shore of the river.  We are looking back and trying to run away.   Generosity is a willingness to give, to open without philosophical or pious or religious motives, just simply doing what is required at any moment in any situation, not being afraid to receive anything.  Opening could take place in the middle of a highway.  We are not afraid that smog and dust or people’s hatreds and passions will overwhelm us; we simply open, completely surrender, give.  This means that we do not judge, do not evaluate.  If we attempt to judge or evaluate our experience, if we try to decide to what extent we should open, to what extent we should remain closed, the openness will have no meaning at all and the idea of paramita, of transcendental generosity, will be in vain.  Our action will not transcend anything, will cease to be the act of a bodhisattva.   The whole implication of the idea of transcendence is that we see through the limited notions, the limited conceptions, the warfare mentality of this as opposed to that. Generally, when we look at an object, we do not allow ourselves to see it properly.  Automatically we see our version of the object instead of actually seeing the object as it is.  Then we are quite satisfied, because we have manufactured or own version of the thing within ourselves.   Then we comment on it, we judge, we take or reject; but there is on real communication going on at all.   Cutting Through Spiritual Materialism, p.167, Chogyam Trungpa Rimpoche

Many people take this as evidence of duplicity or cynicism. But they don’t know what it’s like to be expected to make comments, almost every working day, on things of which they have little or no reliable knowledge or about which they just don’t care. They don’t appreciate the sheer number of things on which a politician is expected to have a position. Issues on which the governor had no strong opinions, events over which he had no control, situations on which it served no useful purpose for him to comment—all required some kind of remark from our office. On a typical day Aaron might be asked to comment on the indictment of a local school board chairman, the ongoing drought in the Upstate, a dispute between a power company and the state’s environmental regulatory agency, and a study concluding that some supposedly crucial state agency had been underfunded for a decade. Then there were the things the governor actually cared about: a senate committee’s passage of a bill on land use, a decision by the state supreme court on legislation applying to only one county, a public university’s decision to raise tuition by 12 percent. Commenting on that many things is unnatural, and sometimes it was impossible to sound sincere. There was no way around it, though. Journalists would ask our office about anything having remotely to do with the governor’s sphere of authority, and you could give only so many minimalist responses before you began to sound disengaged or ignorant or dishonest. And the necessity of having to manufacture so many views on so many subjects, day after day, fosters a sense that you don’t have to believe your own words. You get comfortable with insincerity. It affected all of us, not just the boss. Sometimes I felt no more attachment to the words I was writing than a dog has to its vomit.

The EEC was grounded in weakness, not strength. As Spaak’s 1956 report emphasized, ‘Europe, which once had the monopoly of manufacturing industries and obtained important resources from its overseas possessions, today sees its external position weakened, its influence declining and its capacity to progress lost in its divisions.’ It was precisely because the British did not—yet—understand their situation in this light that they declined to join the EEC. The idea that the European Common Market was part of some calculated strategy to challenge the growing power of the United States—a notion that would acquire a certain currency in Washington policy circles in later decades—is thus quite absurd: the new-formed EEC depended utterly upon the American security guarantee, without which its members would never have been able to afford to indulge in economic integration to the exclusion of all concern with common defense.

Even as a kid, I’d lie when people asked if I attended church regularly. According to Gallup, I wasn’t alone in feeling that pressure. The juxtaposition is jarring: Religious institutions remain a positive force in people’s lives, but in a part of the country slammed by the decline of manufacturing, joblessness, addiction, and broken homes, church attendance has fallen off. Dad’s church offered something desperately needed by people like me. For alcoholics, it gave them a community of support and a sense that they weren’t fighting addiction alone. For expectant mothers, it offered a free home with job training and parenting classes. When someone needed a job, church friends could either provide one or make introductions. When Dad faced financial troubles, his church banded together and purchased a used car for the family. In the broken world I saw around me—and for the people struggling in that world—religion offered tangible assistance to keep the faithful on track.

The truth was that the city was losing manufacturing jobs at a pace five times worse than the national average, and one of the reasons for its loss of 800,000 industrial jobs since 1962 was, expert after expert concluded, the decline of rail freight service. Several government studies had to concede, despite the bias toward the more glamorous and profit-intensive Trump-like development of these yards, that “a substantial market demand” existed for a real rail terminal at either 60th or 34th Streets. In fact, the ailing railroad industry was beginning to make a strong comeback outside of New York by the end of the seventies, aided by escalating fuel costs, which were putting truckers at a sudden disadvantage. A West Side terminal at either of the Trump yards would not only have positioned the city to take advantage of this economic shift, it would also have dramatically reduced truckload traffic through clogged Manhattan streets. Trump’s simultaneous hold on both of the potential terminal sites for almost half a decade may have been a fatal blow to a manufacturing revival in New York.

I read Dickens and Shakespear without shame or stint; but their pregnant observations and demonstrations of life are not co-ordinated into any philosophy or religion: on the contrary, Dickens's sentimental assumptions are violently contradicted by his observations; and Shakespear's pessimism is only his wounded humanity. Both have the specific genius of the fictionist and the common sympathies of human feeling and thought in pre-eminent degree. They are often saner and shrewder than the philosophers just as Sancho-Panza was often saner and shrewder than Don Quixote. They clear away vast masses of oppressive gravity by their sense of the ridiculous, which is at bottom a combination of sound moral judgment with lighthearted good humor. But they are concerned with the diversities of the world instead of with its unities: they are so irreligious that they exploit popular religion for professional purposes without delicacy or scruple (for example, Sydney Carton and the ghost in Hamlet!): they are anarchical, and cannot balance their exposures of Angelo and Dogberry, Sir Leicester Dedlock and Mr Tite Barnacle, with any portrait of a prophet or a worthy leader: they have no constructive ideas: they regard those who have them as dangerous fanatics: in all their fictions there is no leading thought or inspiration for which any man could conceivably risk the spoiling of his hat in a shower, much less his life. Both are alike forced to borrow motives for the more strenuous actions of their personages from the common stockpot of melodramatic plots; so that Hamlet has to be stimulated by the prejudices of a policeman and Macbeth by the cupidities of a bushranger. Dickens, without the excuse of having to manufacture motives for Hamlets and Macbeths, superfluously punt his crew down the stream of his monthly parts by mechanical devices which I leave you to describe, my own memory being quite baffled by the simplest question as to Monks in Oliver Twist, or the long lost parentage of Smike, or the relations between the Dorrit and Clennam families so inopportunely discovered by Monsieur Rigaud Blandois. The truth is, the world was to Shakespear a great "stage of fools" on which he was utterly bewildered. He could see no sort of sense in living at all; and Dickens saved himself from the despair of the dream in The Chimes by taking the world for granted and busying himself with its details. Neither of them could do anything with a serious positive character: they could place a human figure before you with perfect verisimilitude; but when the moment came for making it live and move, they found, unless it made them laugh, that they had a puppet on their hands, and had to invent some artificial external stimulus to make it work.

And lifting water is just one of the many jobs that the phloem, xylem, and cambium perform. They also manufacture lignin and cellulose; regulate the storage and production of tannin, sap, gum, oils, and resins; dole out minerals and nutrients; convert starches into sugars for future growth (which is where maple syrup comes into the picture); and goodness knows what else. But because all this is happening in such a thin layer, it also leaves the tree terribly vulnerable to invasive organisms. To combat this, trees have formed elaborate defense mechanisms. The reason a rubber tree seeps latex when cut is that this is its way of saying to insects and other organisms, “Not tasty. Nothing here for you. Go away.” Trees can also deter destructive creatures like caterpillars by flooding their leaves with tannin, which makes the leaves less tasty and so inclines the caterpillars to look elsewhere. When infestations are particularly severe, some trees can even communicate the fact. Some species of oak release a chemical that tells other oaks in the vicinity that an attack is under way. In response, the neighboring oaks step up their tannin production the better to withstand the coming onslaught. By such means, of course, does nature tick along. The problem arises when a tree encounters an attacker for which evolution has left it unprepared, and seldom has a tree been more helpless against an invader than the American chestnut against Endothia parasitica. It enters a chestnut effortlessly, devours the cambium cells, and positions itself for attack on the next tree before the tree has the faintest idea,

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Despite no change in average hourly earnings in July, the rise in payrolls should be enough to generate a further rise in income,” said Paul Dales, senior US economist at Capital Economics. “This will allow consumption growth to rise in the second half of the year.” Almost all of the jobs growth came from the private services sector, with business services adding 47,000 positions. Healthcare and the leisure sector remained static, with no meaningful change from June. Construction added 22,000 jobs and manufacturing put on 28,000. The Fed revealed on Wednesday that the rate-setting Federal Open Market Committee believed that labour resources were being underutilised and there was more capacity for improvement, revising its previous views that the unemployment rate was “elevated”.

An association with a strong educational position has an immediate opportunity when a new regulation is instituted. Members need to know how to comply efficiently to minimize the potentially negative costs or stress implications, such as a CPA society’s addressing changes in the tax law or a manufacturing trade association’s explaining a new environmental regulation.

In the United States, the government has abrogated its responsibilities to safeguard the food supply of its citizens. The biotech companies do the safety testing of their own products, then pass the positive (big surprise) results to the appropriate government agency (the Food and Drug Administration, in particular), which then approves it for sale and distribution. On top of that, a number of key officials in these agencies over the years have been former executives or employees of the biotech firms.  In short, GMO products in the United States do not receive a critical safety evaluation from an unbiased party before they appear on store shelves. This is compounded by the aforementioned labeling laws that prevent food manufacturers from telling consumers that a product contains GMOs.

We made frequent use of an analytical framework called Forces at Work. It proved especially valuable at the start of an engagement in helping us look at the likely external pressures on the client. The technique involves identifying the client’s suppliers, customers, competitors, and possible substitute products. We then list all the changes occurring in each of the four categories. What impact—positive or negative—could these have on our client? Also, what internal changes are affecting the client and the client’s industry? Which of these factors could actually cause major changes to the way the client designs, manufactures, distributes, sells, and services its products?

They were all trying to frighten us, thinking, “Their hands will get too weak for the work, and it will not be completed.” [But I prayed,] “Now strengthen my hands.” NEHEMIAH 6:9 NOVEMBER 15 Are your human relationships what you want them to be? Would you like them to be better? Then why aren’t they better? Maybe it is because you fail to realize your full capacity. If all the members of some group of, say, several hundred persons would suddenly realize their full capacity, do you know what they could do? They could change this world. If we would just all catch it! But how do you catch it? How does one get a power that is plenty for the work of God’s kingdom? One thing is certain: you can’t manufacture it yourself. Human beings are weak. We are only as strong as we are strong in God. God promises you infinitely more strength. But you’ve got to reach for it. You have to take it. You have to want it. You have to accept it. Then you have the full complement of power. Surrender yourself completely to Jesus Christ and build your life around Him. Live the way He wants you to live, even though it’s hard at times. Do this, and you will have the power.

Although there is nothing inherently wrong with directing media attention to official sources, media coverage goes far beyond simply allowing officials to be heard. Rather, officials are successful in dominating the news to the point where they create reality. Government officials do not merely retain a preferred or privileged position in news reporting, they actively manufacture stories, effectively blocking out opposing views due to their tremendous power to mold stories.

None of the carriers on the market afford the baby the optimal leg and hip position for proper development of the soft hip, even if the manufacturer claims the carrier is designed to face out. It is impossible to design a facing out carrier without compromising Baby‘s healthy hip development! Facing your baby out may lead to severe shoulder and back problems for the babywearer as the center of gravity is too far away from your body. Facing out is out, facing in is in. Just because it can be done does not mean we should jeopardize our baby‘s health to follow this trend.

So, execution is really the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future. All of the great companies in the world out-execute their competitors day in and day out in the marketplace, in their manufacturing plants, in their logistics, in their inventory turns—in just about everything they do. Rarely do great companies have a proprietary position that insulates them from the constant hand-to-hand combat of competition.

It seems to me that, very strikingly here, is borne out the general acceptance that ours is only an intermediate existence, in which there is nothing fundamental, or nothing final to take as a positive standard to judge by. Peasants believed in meteorites. Scientists excluded meteorites. Peasants believe in "thunderstones." Scientists exclude "thunderstones." It is useless to argue that peasants are out in the fields, and that scientists are shut up in laboratories and lecture rooms. We cannot take for a real base that, as to phenomena with which they are more familiar, peasants are more likely to be right than are scientists: a host of biologic and meteorologic fallacies of peasants rises against us.

Shervin Pishevar’s other star investment, Uber, was embroiled in its own case about whether it was as humble and powerless as it claimed. A group of drivers had sued Uber, as well as its rival Lyft, in federal court, seeking to be treated as employees under California’s labor laws. Their case was weakened by the fact that they had signed agreements to be contractors not subject to those laws. They had accepted the terms and conditions that cast each driver as an entrepreneur—a free agent choosing her hours, needing none of the regulatory infrastructure that others depended on. They had bought into one of the reigning fantasies of MarketWorld: that people were their own miniature corporations. Then some of the drivers realized that in fact they were simply working people who wanted the same protections that so many others did from power, exploitation, and the vicissitudes of circumstance. Because the drivers had signed that agreement, they had blocked the easy path to being employees. But under the law, if they could prove that a company had pervasive, ongoing power over them as they did their work, they could still qualify as employees. To be a contractor is to give up certain protections and benefits in exchange for independence, and thus that independence must be genuine. The case inspired the judges in the two cases, Edward Chen and Vince Chhabria, to grapple thoughtfully with the question of where power lurks in a new networked age. It was no surprise that Uber and Lyft took the rebel position. Like Airbnb, Uber and Lyft claimed not to be powerful. Uber argued that it was just a technology firm facilitating links between passengers and drivers, not a car service. The drivers who had signed contracts were robust agents of their own destiny. Judge Chen derided this argument. “Uber is no more a ‘technology company,’ ” he wrote, “than Yellow Cab is a ‘technology company’ because it uses CB radios to dispatch taxi cabs, John Deere is a ‘technology company’ because it uses computers and robots to manufacture lawn mowers, or Domino Sugar is a ‘technology company’ because it uses modern irrigation techniques to grow its sugar cane.” Judge Chhabria similarly cited and tore down Lyft’s claim to be “an uninterested bystander of sorts, merely furnishing a platform that allows drivers and riders to connect.” He wrote: Lyft concerns itself with far more than simply connecting random users of its platform. It markets itself to customers as an on-demand ride service, and it actively seeks out those customers. It gives drivers detailed instructions about how to conduct themselves. Notably, Lyft’s own drivers’ guide and FAQs state that drivers are “driving for Lyft.” Therefore, the argument that Lyft is merely a platform, and that drivers perform no service for Lyft, is not a serious one.

Kephi is based on the foundation of transparency, ethical manufacturing, sustainability, and positive emotions. We believe that what you wear has a direct influence on the way you feel and your well-being, which profoundly impacts every aspect of your life.

That critique is a feat of misdirection that would use a pricing mechanism to institutionalize and therefore legitimate the extraction of human behavior for manufacturing and sale. It ignores the key point that the essence of the exploitation here is the rendering of our lives as behavioral data for the sake of others’ improved control of us. The remarkable questions here concern the facts that our lives are rendered as behavioral data in the first place; that ignorance is a condition of this ubiquitous rendition; that decision rights vanish before one even knows that there is a decision to make; that there are consequences to this diminishment of rights that we can neither see nor foretell; that there is no exit, no voice, and no loyalty, only helplessness, resignation, and psychic numbing; and that encryption is the only positive action left to discuss when we sit around the dinner table and casually ponder how to hide from the forces that hide from us.

Page 33: The magnitude of the Chinese minority’s economic power was astounding. Constituting just 1 percent of Vietnam’s population, the Chinese controlled an estimated 90 percent of non-European private capital in the mid-1950s and dominated Vietnam’s retail trade, its financial, manufacturing, and transportation sectors, and all aspects of the country’s rice economy. Page 43: By 1998, Sino-Indonesians occupied a position of economic dominance wildly disproportionate to their numbers. Just 3 percent of the population, the Chinese controlled approximately 70 percent of the private economy.

Hochschild wonders about the false self we create when we turn our happiness on and off like a light, when we use emotion as a commodity in the workplace. As women, we were taught to use our emotions at home, too, as a service to our families. ... The manufacture of happiness actually leads to emotional burnout. There's an ironic correlation between forced cheerfulness and depression. ... Delta Airlines, which institutionalized positive emotional management in the 1970s, now spends nine million dollars a year paying for antidepressants for its employees and their dependents. (Fuck Happiness, 64).

2. Cooperate with Industry Incumbents Back in 2007, Google was in a precarious position. The company owned desktop search, but the mobile Internet was starting to take off. With the runaway early success of the iPhone, Google was worried that mobile would become Apple’s walled garden. Luckily, it wasn’t alone. Handset manufacturers and telecoms not named AT&T shared the same fear. So Google created the Open Handset Alliance, a group dedicated to advancing Google’s Android operating system. In essence, Google used a cooperative strategy. Rather than trying to build a network all on its own, it tapped into the existing sales channels of the companies in the Open Handset Alliance to spread Android to consumers.

Sometimes, the superstitions show the mysterious and specific ways to search, investigate, and realize the negative and positive results. I do not dig into the detail of the subject; however, in short, to define the concerns that I felt and feel yet. As criminals sell the drugs, to cause the health problems to innocent people; similarly, such criminals can adapt the various directions, to damage the humanity since many of us suffer from prostate and other cancer, which one may never consider that it is a natural consequence. One can always think that it became a victim of the criminals, who succeeded to victimize others. During the discussion with one of the urologists, whom I am under treatment, I expressed my concerns, referring to the examples as the Japanese scientist Minoru Shirota, created the mixture of skimmed milk with bacterium Lactobacillus casei Shirota, as Yakult, which develops health; conversely, one may prepare the beads of Helicobacter pylori, as homeopathy medicine that can cause cancer bacteria. The scientists should investigate such a matter, which is natural and unnatural since the world is under the criminals, and the evil-minded people, who can adopt such ways. It may seem as, an illusion; however, it can be the reality? Is it possible that criminals and spy agencies can pass on and transmit the cancerous cells in any form, to their opponents or cancerous medical manufacturers can involve, for selling and financial benefits upon the human sufferings? As far as one can realize, yes, it is possible, according to an illusion theory that, I have stated above insight of this passage. However, further study, investigation, and research should be on its way, for the concrete and significant outcome of that since the money-mongers can adopt all routes for their greediness and criminal motives, with the calibration of medical professionals.

Our hearts love to manufacture glory for themselves. So we find messages of self-salvation extremely attractive, whether they are religious (Keep these rules and you earn eternal blessing) or secular (Grab hold of these things and you'll experience blessing now). The gospel comes and turns them all upside down. It says: You are in such a hopeless position that you need a rescue that has nothing to do with you at all.

Mother’s Day was born. Combining the talents of the card makers, the candy manufacturers, and the florists, Mother’s Day became the perfect rip-off. Florists had always been in the van of advertising; they had also mounted a successful campaign to remove the unhappy phrase from newspaper death notices: “No flowers by request.” It had been replaced by the far more positive—and profitable—slogan: “Say Farewell with Flowers.” In a mother-orientated nation, no son, however cynical, could refuse to send flowers on that special day; the many florists in and around Wall Street—established originally to provide the carnation boutonnieres favored by fashion-conscious brokers—did a record business during the week before the bogus anniversary. As the day drew closer, the price of blooms soared—a practice perfectly understood in the countinghouses; it was known as pushing the price as high as the market would bear. In fact, candy manufacturers saw the price of their shares rise as a result of Mother’s Day.

The topic of motivation often comes up when dealing with the issue of follow-through on plans. Many adults with ADHD may aspire to achieve a goal (e.g., exercise) or get through an unavoidable obligation (e.g., exam, paying bills), but fall prey to an apparent lack of motivation, despite their best intentions. This situation reminds us of a quote attributed to the late fitness expert, Jack LaLanne, who at the age of 93 was quoted as saying, “I’m feeling great and I still have sex almost every day. Almost on Monday, almost on Tuesday . . .” Returning to the executive dysfunction view of ADHD, motivation is defined as the ability to generate an emotion about a task that promotes follow-through in the absence of immediate reward or consequence (and often in the face of some degree of discomfort in the short-term). Said differently, motivation is the ability to make yourself “feel like” doing the task when there is no pressing reason to do so. Thus, you will have to find a way to make yourself feel like exercising before you achieve the results you desire or feel like studying for a midterm exam that is still several days away. You “know” logically that these are good ideas, but it is negative feelings (including boredom) or lack of feelings about a task that undercut your attempts to get started. In fact, one of the common thinking errors exhibited by adults with ADHD when procrastinating is the magnification of emotional discomfort associated with starting a task usually coupled with a minimization of the positive feelings associated with it. Adults with ADHD experience the double whammy of having greater difficulty generating positive emotions (i.e., motivation) needed to get engaged in tasks and greater difficulty inhibiting the allure of more immediate distractions, including those that provide an escape from discomfort. In fairness, from a developmental standpoint, adults with ADHD have often experienced more than their fair share of frustrations and setbacks with regard to many important aspects of their lives. Hence, our experience has been that various life responsibilities and duties have become associated with a degree of stress and little perceived reward, which magnifies the motivational challenges already faced by ADHD adults. We have adopted the metaphor of food poisoning to illustrate how one’s learning history due to ADHD creates barriers to the pursuit of valued personal goals. Food poisoning involves ingesting some sort of tainted food. It is an adaptive response that your brain and digestive system notice the presence of a toxin in the body and react with feelings of nausea and rapid expulsion of said toxin through diarrhea, vomiting, or both. Even after you have fully recuperated and have figured out that you had food poisoning, the next time you encounter that same food item, even before it reaches your lips, the sight and smell of the food will reactivate protective feelings of nausea due to the previous association of the stimulus (i.e., the food) with illness and discomfort. You can make all the intellectual arguments about your safety, and obtain assurances that the food is untainted, but your body will have this initial aversive reaction, regardless. It takes progressive exposure to untainted morsels of the food (sometimes mixing it in with “safe” food, in extreme cases) in order to break the food poisoning association. Similarly, in the course of your efforts to establish and maintain good habits for managing ADHD, you will encounter some tasks that elicit discomfort despite knowing the value of the task at hand. Therefore, it is essential to be able to manufacture motivation, just enough of it, in order to be able to shift out of avoidance and to take a “taste” of the task that you are delaying.

Private defense service employees would not have the legal immunity which so often protects governmental policemen. If they committed an aggressive act, they would have to pay for it, just the same as would any other individual. A defense service detective who beat a suspect up wouldn’t be able to hide behind a government uniform or take refuge in a position of superior political power. Defense service companies would be no more immune from having to pay for acts of initiated force and fraud than would bakers or shotgun manufacturers. (For full proof of this statement, see Chapter 11.) Because of this, managers of defense service companies would quickly fire any employee who showed any tendency to initiate force against anyone, including prisoners. To keep such an employee would be too dangerously expensive for them. A job with a defense agency wouldn’t be a position of power over others, as a police force job is, so it wouldn’t attract the kind of people who enjoy wielding power over others, as a police job does. In fact, a defense agency would be the worst and most dangerous possible place for sadists! Government police can afford to be brutal—they have immunity from prosecution in all but the most flagrant cases, and their “customers” can’t desert them in favor of a competent protection and defense agency. But for a free-market defense service company to be guilty of brutality would be disastrous. Force—even retaliatory force—would always be used only as a last resort; it would never be used first, as it is by governmental police.

Like the original concept, the stormrider had rectangular blades, sixteen of them radiating out from the hub, each one a flat lattice of struts twenty-five kilometers long, made from the toughest steelsilicon fibers the Commonwealth knew how to manufacture. Twenty-three kilometers of them were covered by an ultra-thin silvered foil, giving a total surface area of over one thousand eight hundred square kilometers for the solar wind to impact on. Even in an ordinary solar system environment that would have produced a considerable torque. In the Half Way system the stormrider was positioned at the Lagrange point between the red star and its neutron companion, right in the middle of the plasma current, where the ion density was orders of magnitude thicker than any normal solar wind. The power the stormrider produced when it was in the thick of the flow was enough to operate the wormhole generator. But it couldn’t simply sit at the Lagrange point producing electricity continuously; that would have been too much like perpetual motion. As the waves of plasma pushed against it, they exerted an unremitting pressure on the blades that blew the stormrider away from the Lagrange point out toward the neutron star. So for five hours the two sets of blades would turn in opposite directions, generating electricity for the Port Evergreen wormhole that was delivered via a zero-width wormhole. The stormrider also stored some of the power, so that at the end of the five hours when it was out of alignment, it had enough of a reserve to fire its onboard thrusters, moving itself even farther out of the main plasma stream where the pressure was reduced. From there it chased a simple fifteen-hour loop back around through open space to the Lagrange point, where the cycle would begin again.

Segmentation: Retailers cannot segment consumers to the degree that manufacturers do and, as a consequence, must favour broader rather than pointed positionings.

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

Top brands stayed on top because of the continual investment and commitment of the manufacturers during a time when mass media gave them an affordable and highly effective route to the consumers’ minds. They were able to defend their positions because they could afford more R & D, more advertising and a bigger sales force than any interlopers. Manufacturers became used to the idea of owning space in the consumer’s mind and believed it was theirs by right. But brand mindspace is not a permanently acquired asset that continually delivers profits. Rather, it represents a position that must be continually defended, especially today, where competition from retailers comes as a shock to most manufacturers.

UN-Impressive ‘Compliments’ . . . • When compliments are used as a passive-aggressive way to manipulate others for personal gain. • Delivering a back-handed compliment which makes others feel bad. • Dishonesty—you say it but really do not mean it. • False bravado. • Manufacturing the moment for your ulterior motives. • Pandering to win affection, a vote, or approval. • Exaggerating and being over-zealous. • Being hypocritical. • Expressing preferential treatment or making an unfair comparison. • When it draws attention to a person’s weakness, disabilities, or shortcomings. • When it is inappropriate and off-color.

It is hard to find many better examples of values-first leadership than Ventura, California-based outdoor clothing company Patagonia. For more than 30 years, the company has defied conventional wisdom by building its brand as much around environmental responsibility as on quality products and service. How many businesses would run a marketing campaign encouraging customers to not buy new products but repair the old ones instead in order to reduce their environmental footprint? Only companies interested in creating a “lovability economy” would prioritize sustainable growth for themselves and the world and take a long-term perspective. They see themselves as stewards of meaningful relationships and understand that mutually positive interactions and exchanges of value are lasting. Patagonia has even made its supply chain public with an online map showing every farm, textile mill, and factory it uses in sourcing its materials and manufacturing its products. Anyone who wants to can see where their Patagonia products come from and verify that the company is walking the walk — using sustainable materials and producing apparel in facilities that are safe for workers. That is transparency that breeds trust. Founder Yvon Chouinard’s vision has also led to a culture that is not only employee-friendly (the company even encourages employees at its corporate headquarters to quit early when the surf is up) but attracts people whose values align with the company’s. This aggressively anti-profit, pro-values approach has yielded big dividends. The privately-held benefit corporation is tight-lipped about its revenues, but two years after it began its “cause marketing” campaign, sales increased 27 percent, to $575 million in 2013.7

The candidates promised to cut taxes for those in the highest brackets, preserve Wall Street loopholes, tolerate the off-shoring of manufacturing jobs and profits, and downgrade or privatize middle-class entitlement programs, including Social Security. Free trade was barely debated. These positions faithfully reflected the agenda of the wealthy donors, but studies showed that they were increasingly out of step with the broad base of not just Democratic but also Republican voters, many of whom had been left behind economically and socially for decades, particularly acutely since the 2008 financial crash. Trump, who could afford to forgo the billionaires’ backing and ignore their policy priorities, saw the opening and seized it.

During the Cold War, the Soviet Union never could accomplish that because it was a resource exporter and was in competition with these countries. Consequently, it had little to offer economically and, instead, offered guns and ideology. The U.S. used to be the supplier of goods and buyer of resources but, as its manufacturing base has shrunk, it has been increasingly displaced by China. That places the U.S. in a weaker position versus China than it was versus the Soviet Union.

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

the narratives that become hegemonic are those that reflect the world as seen from the vantage point of the rulers rather than the ruled typically” (2016). We’ll come back to this. Again from Stuart Hall: “First, hegemony is a very particular historically specific and temporary moment in the life of a society. It’s rare for this degree of unity to be achieved, enabling a society to set itself a quite new historical agenda under the leadership of a specific formation or constellation of social forces [with a critical part here]. Such periods of settlement are unlikely to persist forever.” There’s nothing automatic about them. They have to be actively constructed and positively maintained. Otherwise, such hegemonies risk falling apart. We can see this when we see schisms even within the ruling class,

The propagandist as one who creates symbols which are not only popular but which bring about positive realignments of behavior is no phrasemonger but a promoter of overt acts.” Note the free use of the term “propagandist,” as with Bernays. This was in the ’30s. In those days, the term did not have the negative connotations it has since assumed (in English; other languages still use the term neutrally). Putting aside the pseudo-scientific gobbledygook, we’re back to the same principles. In a democratic society, we, the intelligent minority, have the duty of directing the “ignorant and stupid” masses to what we decide are proper goals, using whatever deception is required. All for their own good.

Unable to expand and generate profits at past levels, the capitalist system would begin to consume the structures that sustained it. It would prey upon, in the name of austerity, the working class and the poor, driving them ever deeper into debt and poverty and diminishing the capacity of the state to serve the basic needs of ordinary citizens. It would, as it has, increasingly automate or relocate jobs, including both manufacturing and professional positions, to countries with cheap pools of laborers. This would trigger an economic assault on not only the working class but the middle class—the bulwark of a capitalist democracy—that would be disguised by massive personal debt as incomes declined or remained stagnant and borrowing soared.

The Most Widely Known Path If you're like most people, you believe landing an interview is limited to these three steps: 1.) Applying online, 2.) HR reviewing your application, and 3.) If your application is selected, the hiring manager reviewing it. You believe this because almost everything you’ve read comes from current or former HR folks. This process has significant flaws. Because the Internet made applying for positions easy, HR was drowning in applications. As a result, the HR Elimination system was born. That’s not its official name, but the name fits. The official name is Applicant Tracking System or ATS. ATS systems reject, on average, 75% of all applicants. Sometimes the rejection rate can be as high as 90%. J. P. Medved, content director at Capterra, a firm that helps companies find the right software for their business, said, Reducing the number of candidates might seem good if we're weeding out irrelevant resumes...In reality, many of these rejected candidates were knocked out of the running for bad reasons. An automated system, like an ATS, will sometimes reject people for very minor reasons, like incorrect resume formatting. Bersin & Associates, an Oakland-based firm specializing in talent management, tested an ATS system. They created the perfect resume for an ideal candidate for a clinical scientist position. Matching the resume to the job description from a leading manufacturer, they submitted the resume to an applicant tracking system. The ATS lost one of the candidate's work experiences. It also failed to read several educational degrees. As a result, the perfect resume for a clinical scientist position earned a score of 43, because the applicant tracking system misread it. Similarly, a Vice-President of Human Resources decided to test his company's ATS system. He applied for a job at his own company and received an automated rejection letter from the ATS.

Are you producing energy or manufacturing something cheaply with fossil fuels? Then, you’re more profitable because you’ve avoided the costs that carbon and air pollution impose on society, from reduced health downwind to global climate change. Do you make a food product that’s profitable? Its high margins could depend on slave labor and deforestation in the supply chain.

Costs for batteries dropped significantly—by over 50 percent—between 2015 and 2019 to about $180 per kilowatt-hour. This is largely the result of redesigns and manufacturing scale and reductions in weight. Still, a battery pack that will go two hundred miles or more on a charge costs around $11,000, which is expensive and not yet competitive without subsidies. It is thought that at around $100 per kilowatt-hour, the battery would be competitive with the internal combustion engine. The recent MIT study on mobility posits that the gap may not be closed until 2030.

Shri Rang Enterprise based in Ahmedabad, India, where pride in our brake motors is our top priority. With minimal overhead and maximum efficiency we offer the best prices and services to all our clients. Our systems are based on advanced technologies that help us in facing the challenges and delivering top notch range to the customers. We are providing brake motors to our clients, we have been able to mark an edge over our competitors and achieve a reputed position in the market. Our offered range is acknowledged by a large clientele because of their smooth functioning, result accuracy, minimal maintenance and flawless construction.

How did I go from feeling good in one moment to manufacturing a stream of painful images in the next?” Suddenly the light of awareness dawned on me: I manufactured the stream of painful images because I was feeling good! Some part of me was afraid of enjoying positive energy for any extended period of time. When I reached my Upper Limit of how much positive feeling I could handle, I created a series of unpleasant thoughts to deflate me. The thoughts I manufactured were guaranteed to make me return to a state I was more familiar with: not feeling so good.

We can pass out small pistols, which will lovingly fit into the palms of their hands. It’s a compromise position because their little fingers aren’t developed enough to fully grip high-powered automatic weapons. It would also make them familiar with the gun manufacturers’ products and open up a whole new market. They can be sold in wild colors that blink, make siren noises, and say things like the gun goes boom, B…O…O…M, to help them learn to read. How about Hello Kitty revolvers or Teletubbies automatics? Maybe they can implant little guns, for the unborn, while they’re in utero.

The kings, who are the most set on destroying the feudal baronies, are also the best friends of the merchants, the bankers and the master manufacturers. A shipowner is not the chieftain of a gang of sailors whom he abstracts from Power's clutch, but rather an employer of labour who on the contrary, makes them available to power when the time comes for it to require them; In this way, it is explained the favour shown by Francis I, to take one instance towards, Ango. A banker is not after political power - he is after wealth. His function is to build a sort of store-house on which, when the when the time is ripe, Power will draw to transmute this wealth into strength. A mercantile aristocracy, then, so far from abstracting anything from the state's resources, makes potential additions to them which will, when circumstances so require, be realized. This is the only aspect under which, for many years, Power saw the money power. But in the end the overthrow of every other social domination of whatever kind left financial domination master of the field. At that stage it was seemed to be the formative source of fresh cells. That showed itself clearly enough in the case of the industrial employers. Not only was the employer the law in his factory, but quite often he would put up nearby a township for his workers in which he had the position of prince. A point was reached at some of the states of the USA, at which the manufacturer, owning as he did the land on which the factory had been built, allowed on it no other police than his own. In its jealousy of any and every command, however small, which was not its own, Power could not tolerate such independence. Moreover, as in every other battle which it had fought with aristocratic formations, it soon found itself appealed to by the underlings. Then it made its way not only into the employer's township but into his workshop as well; there it introduced its own law, its own police and its own factory regulations. If its earlier aggressions against closed aristocratic formations were not our old friends, we might be tempted to see in this one nothing more than a result of the popular character of the modern state, and of socialist ideas. These factors played, no doubt, their part, but no more was needed, than that Power should be itself - a thing naturally tending to shut out the intervention of all other authorities. The financial cell is less visible to the eye than the industrial cell. But its hold on money, and above all by its disposal of vast amounts of private savings, finance has been able to build up a vast structure and impose on the ever growing number of its subjects and authority which is ever plainer on the planer to the view on the empires of finance, also, power made war. The signal for battle was not given by a socialist state, the natural enemy of the barons of capital. It came from Theodore Roosevelt, himself a man of Power, and therefore the enemy of all private authorities. In this way, a new alliance was sealed - an alliance no less natural than that of the Power of early days with the prisoners of the clan-cells, than that of the monarchy with the subjects of the feudal barons - that of the modern state with the men exploited by capitalist industry, with the men dominated by the financial trusts. The state has often waged this particular war half-heartedly, thereby making the extent to which it has turned its back on itself and has renounced its role of Power. And renunciation was in this case favoured by the internal weakness of modern Power; the precariousness of its tenure encouraged its phantom tenants to betray it in favor of the financial aristocracies. But Power has natural charms for those who desire it for its use. It was a certain that anti-capitalists would come to occupy the public offices of the bourgeois state, as it was certain that anti-feudalists would come to occupy those of the monarchial state.

If you have a dominant Overthinker Imposter in your driver’s seat, you rarely get out of your comfort zone, where meaningful personal growth happens, because you’re too busy manufacturing questions in your head. But by keeping your discomfort zone at bay, you also keep at bay experiences that can enhance your creative, emotional, or professional mojo. Then you wonder why life feels so empty. And you overthink that.

company is making a lot of money. Second, and more important, it would take a lot of the focus off of our company, and considering what we’ll be doing behind the scenes, we don’t need a lot of attention. The fact that Wally has found a hidden basement to put his real R&D lab in means we are less likely to be exposed, but the last thing we need is a lot of reporters trying to learn our secrets, and even worse would be the problem of industrial espionage. If we make it clear that we will license the technology, there’s not really going to be any point in anyone trying to steal it from us.” Allison nodded. “Okay, I see your points. What about patents? All of the stuff is patentable, right?” “It is, and I’ve already worked with one of the best patent attorneys in the world to get them filed on a global basis. It cost almost two million dollars altogether, but our corporation now holds patents on these designs and functions in every country. That was actually a little tricky, because some of the other appliance manufacturers have been working on some similar devices for a while, but we found loopholes that let us claim many of the functions entirely as our own. We did have to refer to some prior art, so there will be a relatively small amount of royalties to pay out each year.” “As long as we are protected,” Allison said. “Now, fill me in on my job here. What am I supposed to be doing?” “As COO, your job is to oversee our business operations, which includes reporting back to Noah on any issues or developments. I’ll actually handle most of that for you, but I want to brief you at least a couple times a week on what’s happening with the business. That way, if you find yourself in a position of having to answer questions, you’ll know what to say.” Allison grinned and looked at Noah. “Sounds like you have it all figured out,” she said. “This is actually a brilliant idea, Noah. Setting up a business like this to cover activities is very smart. It will also give us a way to receive payments for our services.” “Payments?” Noah asked. “I set this up so that we wouldn’t have to worry about getting a budget from the government.” Allison’s eyebrows rose. “You don’t think we’re going to work for free, do you? Every time we handle a mission, there will be a payment of half a million dollars. That’s the deal I worked out with

This is something I have frequently encountered in my research: an engineer or IT expert working for a car manufacturer enjoys a senior professional position, a good income and a high level of security. But alongside the plant where he works there are now other research and development service companies, where engineers and IT experts work for the same car manufacturer, but on a subcontract basis. They also earn well, but not quite as well as their colleagues employed directly by the main firm, nor do they enjoy the same participation rights. For many highly qualified staff, activity of this kind is quite attractive, up to a certain point. As long as they are young and flexible, they value working for a good salary in different places for a different firm each time. Even a master craftsman, employed by an agency, opined in an interview: ‘When you’re young, you think: never mind, I have two good hands.’ But this generally changes over the years. Then the need for greater security makes itself felt even among engineers, especially if they want to start a family.

2. MIGRATE YOUR PRODUCT LEK had to move away from ‘standard’ strategy towards analysis of competitors. This led to ‘relative cost position’ and ‘acquisition analysis’. Your task is to find a unique product or service, one not offered in that form by anyone else. Your raw material is, of course, what you and the rest of your industry do already. Tweak it in ways that could generate an attractive new product. The ideal product is: ★ close to something you already do very well, or could do very well; ★ something customers are already groping towards or you know they will like; ★ capable of being ‘automated’ or otherwise done at low cost, by using a new process (cutting out costly steps, such as self-service), a new channel (the phone or Internet), new lower-cost employees (LEK’s ‘kids’, highly educated people in India), new raw materials (cheap resins, free data from the Internet), excess capacity from a related industry (especially manufacturing capacity), new technology or simply new ideas; ★ able to be ‘orchestrated’ by your firm while you yourself are doing as little as possible; ★ really valuable or appealing to a clearly defined customer group - therefore commanding fatter margins; ★ difficult for any rival to provide as well or as cheaply - ideally something they cannot or would not want to do. Because you are already in business, you can experiment with new products in a way that someone thinking of starting a venture cannot do. Sometimes the answer is breathtakingly simple. The Filofax system didn’t start to take off until David Collischon provided ‘filled organisers’ - a wallet with a standard set of papers installed. What could you do that is simple, costs you little or nothing and yet is hugely attractive to customers? Ask customers if they would like something different. Mock up a prototype; show it around. Brainstorm new ideas. Evolution needs false starts. If an idea isn’t working, don’t push it uphill. If a possible new product resonates at all, keep tweaking it until you have a winner. At the same time . . .

If you want to know the truth about the latest equipment, don’t ask a pro. At least not one that’s speaking on the record. We’re told what to use and we have to be positive about it, even when it sucks. It’s been that way since the beginning of the sport. And while I’ve been in the game for a long time now, it is still surprising to see how bad some gear can be. I don’t know how the manufacturers stay in business.

The maker of an advertised article knows the manufacturing side and probably the dealers side. But this very knowledge often leads him astray in respect to customers. His interests are not in their interests. The advertising man studies the consumer. He tries to place himself in the position of the buyer. His success largely depends on doing that to the exclusion of everything else. This book will contain no more important chapter than this one on salesmanship. The reason for most of the non-successes in advertising is trying to sell people what they do not want. But next to that comes lack of true salesmanship. Ads are planned and written with some utterly wrong conception. They are written to please the seller. The interest of the buyer are forgotten. One can never sell goods profitably, in person or in print, when that attitude exists.

Adam Smith affirms that the division of labour is less applicable to agriculture than to manufactures. Smith had in view only the separate manufactory and the separate farm. He has, however, neglected to extend his principle over whole districts and provinces. Nowhere has the division of commercial operations and the confederation of the productive powers greater influence than where every district and every province is in a position to devote itself exclusively, or at least chiefly, to those branches of agricultural production for which they are mostly fitted by nature. In one district corn and hops chiefly thrive, in another vines and fruit, in a third timber production and cattle rearing, etc. If every district is devoted to all these branches of production, it is clear that its labour and its land cannot be nearly so productive as if every separate district were devoted mainly to those branches of production for which it is specially adapted by nature, and as if it exchanged the surplus of its own special products for the surplus produce of those provinces which in the production of other necessaries of life and raw materials possess a natural advantage equally peculiar to themsélves. This division of commercial operations, this confederation of the productive forces occupied in agriculture, can only take place in a country which has attained the greatest development of all branches of manufacturing industry; for in such a country only can a great demand for the greatest variety of products exist, or the demand for the surplus of agricultural productions be so certain and considerable that the producer can feel certain of disposing of any quantity of his surplus produce during this or at least during next year at suitable prices; in such a country only can considerable capital be devoted to speculation — in the produce of the country and holding stocks of it, or great improvements in transport, such as canals and railway systems, lines of steamers, improved roads, be carried out profitably; and only by means of thoroughly good means of transport can every district or province convey the surplus of its peculiar products to all other provinces even to the most distant ones, and procure in return supplies of the peculiar products of the latter. Where everybody supplies himself with what he requires, there is but little opportunity for exchange, and therefore no need for costly facilities transport.

Owing to the isolation in which the agriculturist lives, and to his limited education, he is but little capable of adding anything to general civilisation or learning to estimate the value of political institutions, and much less still to take an active part in the administration of public affairs and of justice, or to defend his liberty and rights. Hence he is mostly in a state of dependence on the landed proprietor. Everywhere merely agricultural nations have lived in slavery, or oppressed by despotism, feudalism, or priestcraft. The mere exclusive possession of the soil gave the despot, the oligarchy, or the priestly caste a power over the mass of the agricultural population, of which the latter could not rid themselves of their own accord. Under the powerful influence of habit, everywhere among merely agricultural nations has the yoke which brute force or superstition and priestcraft imposed upon them so grown into their very flesh that they come to regard it as a necessary constituent of their own body, as a condition of their very existence. On the other hand, the separation and variety of the operations of business, and the confederation of the productive powers, press with irresistible force the various manufacturers towards one another. Friction produces sparks of the mind, as well as those of natural fire. Mental friction, however, only exists where people live together closely, where frequent contact in commercial, scientific, social, civil, and political matters exists, where there is large interchange both of goods and ideas. The more men live together in one and the same place, the more every one of these men depends in his business on the co-operation of all others, the more the business of every one of these individuals requires knowledge, circumspection, education, and the less that obstinacy, lawlessness, oppression and arrogant opposition to justice interfere with the exertions of all these individuals and with the objects at which they aim, so much the more perfect will the civil institutions be found, so much larger will be the degree of liberty enjoyed, so much more opportunity will be given for self-improvement and for co-operation in the improvement of others. Therefore liberty and civilisation have everywhere and at all times emanated from towns, in ancient times in Greece and Italy, in the Middle Ages in Italy, Germany, Belgium, and Holland; later on in England, and still more recently in North America and France. But there are two kinds of towns, one of which we may term the productive, the other the consuming kind. There are towns which work up raw materials, and pay the country districts for these, as well as for the means of subsistence which they require, by means of manufactured goods. These are the manufacturing towns, the productive ones. The more that these prosper, the more the agriculture of the country prospers, and the more powers that agriculture unfolds, so much the greater do those manufacturing towns become. But there are also towns where those live who simply consume the rents of the land. In all countries which are civilised to some extent, a large portion of the national income is consumed as rent in the towns. It would be false, however, were we to maintain as a general principle that this consumption is injurious to production, or does not tend to promote it. For the possibility of securing to oneself an independent life by the acquisition of rents is a powertul stimulus to economy and to the utilisation of savings in agriculture and in agricultural improvements. Moreover, the man who lives on rents, stimulated by the inclination to distinguish himself before his fellow-citizens, supported by his education and his independent position, will promote, civilisation, the efficiency of public institutions, of State administration, science and art.

We lobbied Congress, and the idea of boosting this sector in U.S. manufacturing caught on. Congress secured our loan guarantees, significantly reducing our cost of capital. Ingalls Shipbuilding in Pascagoula, Mississippi, won the contract and began refurbishing our first ship. It was scheduled to begin service by late 2002, and the second ship was slated for 2004. The scenario positioned American Classic for a great decade of growth. Then September 11 happened. Since American Classic’s business was predicated on passengers flying to Hawaii to access our ships, the virtual halt in leisure air travel sank the company. Our shares plummeted, and American Classic was delisted. Our shareholders lost millions, as did the shipbuilders. I personally lost about $100 million. I’d taken the risk, but circumstances beyond my control intervened. It happens.

Is organic cotton the future of sustainable development? With the increase in climate change and global warming, each step taken by us matters, be it even by transforming our cotton closet into an organic cotton closet. We are living in a time, where each step will either lead to an immense increase in global warming or will lead to the protection of our Mother Earth. So why not make our actions count and take a step by protecting our nature by switching to organic clothing?! As we know, the fashion industry is one of the largest industry of today, in which the cotton textiles lead the line together with the cotton manufacture setting them as the highest-ranked in the fashion industry. These pieces of regular cotton those are constructed into garments leads to 88% more wastage of water from our resources. Whereas Organic Cotton that has been made from natural seeds and handpicked for maintaining the purity of fibres; uses 1,982 fewer gallons of water compared to regular cotton. Gallons of water used by: Regular cotton: 2168 gallons Organic Cotton: 186 gallons Due to increase in market size of the fashion industry every year along with the cotton industry; regular cotton is handpicked by workers to keep up with the increase in demand for the regular cotton and because these crops are handpicked it leads to various damages and crises such as: Damage of fibres: As regular cotton is grown as mono-crop it destroys the soil quality, that exceeds the damage when handpicked by the farmers, leading to also the destruction of fibres because of the speed and time limit ordered. Damage of crops: Regular cotton leads to damage of crops when it is handpicked, as not much attention is paid while plucking it in bulk, due to which all the effort, time and resources used to cultivate the crops drain-out to zero. Water wastage: The amount of clean water being depleted to produce regular cotton is extreme that might lead to a water crisis. The clean water when used for manufacturing turns into toxic water that is disposed into freshwater bodies, causing a hazardous impact on the people deprived of this natural resource. Wastage of resources: When all the above-mentioned factors are ignored by the manufactures and the farmers, it directly leads to the waste of resources, as the number of resources used to produce the regular cotton is way high in number when compared to the results at the end. Regular cotton along with these damages also demands to use chemical dyes for their further process, that is not only harmful to our body but is also very dangerous to the workers exposed to it, as these chemicals lead to many health problems like earring aids, lunch cancer, skin cancer, eczema and many more, other than that people can also lose their lives when exposed to these chemicals for long other than that people can also lose their lives when exposed to these chemicals for long Know More about synthetic dyes on ‘Why synthetic dye stands for the immortality done to Nature?’ Organic cotton, when compared to regular cotton, brings a radical positive change to the environment. To manufacture, just one t-shirt, regular cotton uses 16% of the world’s insecticides, 7% pesticides and 2,700 litres of water, when compared to this, organic cotton uses 62% less energy than regular Cotton. Bulk Organic Cotton Fabric Manufacturer: Suvetah is one of the leading bulk organic cotton fabric manufacturer in India. Suvetah is GOTS certified sustainable fabric manufacturer in Organic Cotton Fabric, Linen Fabric and Hemp Fabric. We are also manufacturer of other fabrics like Denim, Kala Cotton Fabric, Ahimsa Silk Fabric, Ethical Recycled Cotton Fabric, Banana Fabric, Orange Fabric, Bamboo Fabric, Rose Fabric, Khadi Fabric etc.

Prior to the 1980s, the idea of Texit was almost nonexistent in fiction. That changed with the 1979 novel The Power Exchange by Alan R. Erwin that posits Texas leaving the Union in the wake of the federal energy crisis. The Ayes of Texas, a 1982 novel by Daniel Da Cruz, has Texas leaving the Union, spurred by an unholy treaty arrangement between the United States and the Soviet Union where the federal government cedes the entirety of its manufacturing base to the Soviets. The 2000s witnessed an explosion of Texit fiction, not only in print, but in all media.

Similarly, one of the most popular HR tools at GE Digital—an early adopter of AI for manufacturing applications—shows workers which jobs in the company are natural next steps from the ones they have now.12 Employees can look privately at the tool to see possible paths they can follow, skills they may need to acquire, or even positions that are open. This helps employees feel that they have more opportunities and that they have more control over their positions in the company. Education

if you are an HVAC equipment manufacturer, an online or software player would be an ideal choice as they would be well positioned to fill in the missing but critical capability of building the platform. They are an attractive potential collaborator. (Though, it is important to note that in such a scenario, partnering with an online player carries a risk of putting that player in a position to disintermediate you—so you would be wise to proceed with caution.) At the same time, you bring something important to the table, too: your equipment, which is essential to the value proposition. This makes the partnership feasible.

Beyond their diverse product offerings, what truly sets QYK Brands apart is their proactive approach to societal needs. In the face of the Covid-19 pandemic, the company swiftly pivoted to meet the challenges by expanding into the healthcare sector. Recognizing the dire need for healthcare products, QYK Brands ensured they could contribute positively to the fight against the virus. Their dedication to the rapid manufacturing of essential items, such as PPE and sanitization products, played a pivotal role in safeguarding the nation’s health and well-being.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

Once a non-adaptive preference arises, it may turn into an adaptive preference through one of two processes: Fisher’s runaway process and conversion into a fitness indicator. Fisher (1930) realized that a genetic positive-feedback loop could develop between aesthetic preferences and sexual ornaments. Suppose that peahens vary in the strength of their preference for long peacock tails, and peacocks vary in the length of their tails, and both of these traits are genetically heritable. The peahens that are choosiest about tail length will tend to mate with the longest-tailed males. Their offspring will tend to inherit both the genes for longer-tail preferences and the genes for longer tails. These two traits will become genetically correlated—appearing together more often than expected by chance, if random mating were happening. Now, if most peahens favor longer over shorter tails, the longer-tailed male offspring will attract more mates and sire more peachicks. These peachicks in turn will inherit their grandmother’s tail-length obsession. Thus, the genes for longer-tail preferences and the genes for longer tails will both spread through the population as consequence of their genetic correlation. (The reasoning here looks a bit circular, but then all positive-feedback processes look a bit circular). Population genetics models show that Fisher’s runaway process can drive aesthetic preferences and sexual ornaments to extreme forms (Pomiankowski, Iwasa, & Nee, 1991). Fisher’s runaway process resembles the spread of fads and fashions: advertising creates demand (like a sexual preference), manufacturing fulfills the demand (like a sexual ornament), and a frenzy of consumption ensues (like runaway evolution) until next season’s fashion tastes switch to a new preference.

women chained in place with bike locks, leading their arresting officers in a round of “Amazing Grace.” “This is the manufactured division that keeps us separated,” Ethan told me. “And separation is the source of how we’re in this position.” What if he could re-create the joy and song and theater of the protesters but without a demonstration?

As Lean Startups grow, they can use adaptive techniques to develop more complex processes without giving up their core advantage: speed through the Build-Measure-Learn feedback loop. In fact, one of the primary benefits of using techniques that are derived from lean manufacturing is that Lean Startups, when they grow up, are well positioned to develop operational excellence based on lean principles. They already know how to operate with discipline, develop processes that are tailor-made to their situation, and use lean techniques such as the Five Whys and small batches. As a successful startup makes the transition to an established company, it will be well poised to develop the kind of culture of disciplined execution that characterizes the world’s best firms, such as Toyota

Recall that GDP, gross domestic product, the dominant metric in economics for the last century, consists of a combination of consumption, plus private investments, plus government spending, plus exports-minus-imports. Criticisms of GDP are many, as it includes destructive activities as positive economic numbers, and excludes many kinds of negative externalities, as well as issues of health, social reproduction, citizen satisfaction, and so on. Alternative measures that compensate for these deficiencies include: the Genuine Progress Indicator, which uses twenty-six different variables to determine its single index number; the UN’s Human Development Index, developed by Pakistani economist Mahbub ul Haq in 1990, which combines life expectancy, education levels, and gross national income per capita (later the UN introduced the inequality-adjusted HDI); the UN’s Inclusive Wealth Report, which combines manufactured capital, human capital, natural capital, adjusted by factors including carbon emissions; the Happy Planet Index, created by the New Economic Forum, which combines well-being as reported by citizens, life expectancy, and inequality of outcomes, divided by ecological footprint (by this rubric the US scores 20.1 out of 100, and comes in 108th out of 140 countries rated); the Food Sustainability Index, formulated by Barilla Center for Food and Nutrition, which uses fifty-eight metrics to measure food security, welfare, and ecological sustainability; the Ecological Footprint, as developed by the Global Footprint Network, which estimates how much land it would take to sustainably support the lifestyle of a town or country, an amount always larger by considerable margins than the political entities being evaluated, except for Cuba and a few other countries; and Bhutan’s famous Gross National Happiness, which uses thirty-three metrics to measure the titular quality in quantitative terms.

We must regain and reclaim our self-value. The first step towards colonizing any mind, soul, or body is to devalue them. To make them feel that they are unable or unqualified to make any meaningful contributions. Coloniality puts colonized people in such a position that they must validate everything they do through the criteria and measurements of the apparatus put in place by Europe and North America. This has been the case for centuries. As such, nothing can be done without reclaiming our value, and reconnecting with that deeply buried voice of knowledge inside of us that has been silenced by the wreckage of wars, sanctions, racism, violence, sexism, and other forms of divisions, classifications manufactured and imposed by coloniality.

deep voice in my head asked, How long have you hated your job? And that was the first time I had a specific answer to his question. I'd hated it since the work stopped being about the possibility of positive change and making good trouble—about the idealism of it all—and started being about tricks and games and manufactured scandals. When the people turned into an afterthought. When the senator's votes turned into commodities available for sale. When I placed winning above all else.

Page 61-2 ... Rome expanded rapidly ... and became master over the entire Mediterranean Basin. It then had unlimited resources in terms of land, money, and slaves. It collected taxes or tribute throughout its empire and was able to transfer to the central capital massive quantities of foodstuffs and manufactured items. The peasants and the artisans of Italy saw their economic base disappear as this Mediterranean economy was "globalized" by the political domination of Rome. The society was polarized between, on the one hand, a mass of economically useless plebeians and, on the other, a predatory plutocracy. A minority gorged with wealth oversaw the remaining proletarianized population. The middle-classes collapsed, a process that brought about the end of the republic and the beginning of the political form known as "empire" in conformity with the observations made by Aristotle about the importance of intermediate social classes for the stability of political systems. Since one could not eliminate the plebeians, intractable but geographically central as they were, they came to be nourished and distracted at the empire's expense with "bread and circuses." Page 64-5: The positive American trade balance, when only "advanced technology" is counted, dropped from 35 billion dollars in 1990 to 5 billion in 2001 and had disappeared entirely to become one more element in the overall trade deficit in January 2002. This fall in economic strength is not compensated for by the activities of American-based multinationals. Since 1998 the profits that they bring back into the country amount to less than what foreign companies that have set up shop in the United States are taking back to their own countries. Page 68: In conformity with classical economic theory, the general opening up of commercial exchange has brought about an increase in inequality throughout the world. This general exchange tends to introduce into each country the same disparities in revenue that exist at the level of the whole planet. ... The compression of worker revenues caused by free trade revives the traditional dilemma of capitalism that has now spread across the globe: low salaries do not allow for the absorption of increases in production. Page 17: In developed countries a new class is emerging that comprises roughly 20 percent of the population in terms of sheer numbers but controls about half of each nation's wealth. This new class has more and more trouble putting up with the constraint of universal suffrage.

How To Get the Exact Position You Desire. Everyone enjoys doing the kind of work for which he is best suited. An artist loves to work with paints, a craftsman with his hands, a writer loves to write. Those with less definite talents have their preferences for certain fields of business and industry. If America does anything well, it offers a full range of occupations, tilling the soil, manufacturing, marketing, and the professions. First: decide exactly what kind of a job you want. If the job doesn’t already exist, perhaps you can create it. Second: choose the company or individual for whom you wish to work. Third: study your prospective employer, as to policies, personnel, and chances of advancement. Fourth: by analysis of yourself, your talents and capabilities, figure what you can offer, and plan ways and means of giving advantages, services, developments, ideas that you believe you can successfully deliver. Fifth: forget about “a job.” Forget whether or not there is an opening. Forget the usual routine of “have you got a job for me?” Concentrate on what you can give. Sixth: once you have your plan in mind, arrange with an experienced writer to put it on paper in neat form, and in full detail. Seventh: present it to the proper person with authority and he will do the rest. Every company is looking for men who can give something of value, whether it be ideas, services, or “connections.” Every company has room for the man who has a definite plan of action which is to the advantage of that company. This line of procedure may take a few days or weeks of extra time, but the difference in income, in advancement, and in gaining recognition will save years of hard work at small pay. It has many advantages, the main one being that it will often save from one to five years of time in reaching a chosen goal. Every person who starts, or “gets in” halfway up the ladder does so by deliberate and careful planning.

She knew of a woman who had entered such a bargain at a large automobile manufacturer in 1973 and successfully managed to keep her accounting position for over four decades.

46. Weakness and Strength When you are strong then you are also weak; and you are weak in the very point where your strength is. Were this not so, you would have something of your own to glory in. You are very apt to pride yourself on your “strong points;” but such points are strong only in comparison with other points in your character that are weaker. Compared with the power of the forces of evil, you have no strength, but can manifest only varying degrees of weakness.  It is on these “strong points” that people make their greatest moral failures. Peter’s strong point was his boldness; but behold him cowering in the judgment hall, afraid to confess his Lord! Solomon was the wisest man on the earth; but what more pitiable exhibition of folly could there be than the king of Israel surrounded by seven hundred wives and three hundred concubines, listening to their counsel and leading the people of God into idolatry! Moses’s strong point was his meekness; but we find him at Meribah saying to the multitude, “Hear now, ye rebels; must we bring you water out of this rock?”  People naturally trust in their “strong” points, and everyone is weak when trusting in themselves. We speak about “guarding our weak points;” but our strong points need guarding just as much. Your weak points include your strong ones. You have nothing but weak points. Whatever point it is that you trust in, that point especially is weak. And you are not guarding the weak points unless you are guarding every point. But you must remember that it is not your resolutions, your will, or your vigilance that guards you, but your faith. “The shield of faith” is what quenches the fiery darts of the wicked. Eph. 6:16. The armor that is prepared for you is not of human manufacture, but is such as God Himself has made in His own wisdom, and endowed with His own strength.  But you need not be discouraged because you find yourself weak where you had fancied yourself strong, for your dependence is not in self, but in God; and depending on Him, you are strong where you are weak. This was the experience of Paul, as he wrote to the Corinthians. 2 Cor. 12:10. You only need to unite your weakness to God’s strength. Then, like the apostle, you can “take pleasure in infirmities, and reproaches, in necessities, in persecutions, in distresses, for Christ’s sake.”  God has to reveal your weakness to you before He can save you. The devil, on the other hand, leads you to think you are strong in order that, by trusting in yourself, you may fall and be ruined. When you feel strong, the admonition is, “Let him that thinketh he standeth take heed lest he fall.” 1 Cor. 10:12. But when you feel weak, too weak to do anything of yourself, you are in a position to gain the victory. The danger is that you will not feel weak enough; for even in your weakest moments you have strength enough to resist the Holy Spirit and prevent God from working in your life. If you are weak enough to yield entirely to the Lord, then for those purposes for which you need strength, you become as strong as the Lord Himself, for you have His strength.

the world car market had changed in the fourteen months since that 1962 auto show, when big cars seemed resurgent and Henry Ford II had talked so confidently about Detroit’s position against foreign competition. In 1963, for the first time, even as the Big Three were enjoying their best sales year ever, more than half the cars in the world were made outside the United States, with estimates that the gap would only widen year by year from then on. Volkswagen was rising, and even Japan was beginning to stir, both taking hold of the worldwide small car market. Between 375,000 and 400,000 imports were sold in the United States in 1963, and estimates for 1964 were up to a half million. One reason, experts said, was that the compact cars the U.S. automakers started manufacturing in the late fifties in response to an earlier foreign surge were getting so much bigger every year that by now that might as well be classified as midsize vehicles.

To measure market needs, I would watch carefully what customers do, not simply listen to what they say. Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group. Thus, observations indicate that auto users today require a minimum cruising range (that is, the distance that can be driven without refueling) of about 125 to 150 miles; most electric vehicles only offer a minimum cruising range of 50 to 80 miles. Similarly, drivers seem to require cars that accelerate from 0 to 60 miles per hour in less than 10 seconds (necessary primarily to merge safely into highspeed traffic from freeway entrance ramps); most electric vehicles take nearly 20 seconds to get there. And, finally, buyers in the mainstream market demand a wide array of options, but it would be impossible for electric vehicle manufacturers to offer a similar variety within the small initial unit volumes that will characterize that business. According to almost any definition of functionality used for the vertical axis of our proposed chart, the electric vehicle will be deficient compared to a gasolinepowered car. This information is not sufficient to characterize electric vehicles as disruptive, however. They will only be disruptive if we find that they are also on a trajectory of improvement that might someday make them competitive in parts of the mainstream market. The trajectories of performance improvement demanded in the market—whether measured in terms of required acceleration, cruising range, or top cruising speed—are relatively flat. This is because traffic laws impose a limit on the usefulness of ever-more-powerful cars, and demographic, economic, and geographic considerations limit the increase in commuting miles for the average driver to less than 1 percent per year. At the same time, the performance of electric vehicles is improving at a faster rate—between 2 and 4 percent per year—suggesting that sustaining technological advances might indeed carry electric vehicles from their position today, where they cannot compete in mainstream markets, to a position in the future where they might.

If buyers either are partially integrated or pose a credible threat of backward integration, they are in a position to demand bargaining concessions.9 The major automobile producers, General Motors and Ford, are well known for using the threat of self-manufacture as a bargaining lever. They engage in the practice of tapered integration, that is, producing some of their needs for a given component in-house and purchasing the rest from outside suppliers. Not only is their threat of further integration particularly credible, but also partial manufacture in-house gives them a detailed knowledge of costs which is a great aid in negotiation. Buyer power can be partially neutralized when firms in the industry offer a threat of forward integration into the buyers’ industry.

Category captains are recognised by retailers as having the greatest knowledge of consumer behaviour and mechanics in a category, and usually will have the most comprehensive range. Retailers believe that stocking this manufacturer’s range, backed with their understanding of positioning, merchandising, shelf allocation etc., should optimise sales. This

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

only manufacturers can pursue a more specific type of branding where they discover new consumer wants, satisfy them with a functionally or emotionally superior product and attach the benefits via advertising to a specific brand name. This is why a retailer has trouble generating the same credibility as a brand like Crest toothpaste, which continually invests in its ‘healthy teeth for children’ positioning, or Axe deodorant, which targets young males with the fantasy of ‘women making the first move.’ Even manufacturer master branding is more targeted than retailers, because it is usually category specific: Lean Cuisine has more specific associations in frozen food than, say, Safeway.

... the Belgians took ivory, the Americans cobal, and now billions of Earthlings carry little bits of Africa around with them in their pockets. ... Extraction and export of minerals, both legal and illegal, have been controlled and taxed by competing militias and organized crime; away from the relative stability of the cities, thest groups continue to terrorize local populations and use the proceeds of this export trade to finance ongoing wars over local populations and use the proceeds of this export trade to finance ongoing wars over local territorial positions. The smoldering conflict is a war partially financed with the manufacturing capital of smart phones and laptops; inevitably, the smooth skin of the device demands gore to feed its gloss. ... The most heinous circumstances are the most allegorically rich, but even absent the anarchic brutality of these wars and the Conradian odor of campaigns against them, the lesson is more global: there is no Stack without a vast immolation and involution the Earth's mineral cavities. The Stack terraforms the host planet by drinking and vomiting its elemental juices and spitting up mobile phones.

... the Belgians took ivory, the Americans cobalt, and now billions of Earthlings carry little bits of Africa around with them in their pockets. ... Extraction and export of minerals, both legal and illegal, have been controlled and taxed by competing militias and organized crime; away from the relative stability of the cities, thest groups continue to terrorize local populations and use the proceeds of this export trade to finance ongoing wars over local populations and use the proceeds of this export trade to finance ongoing wars over local territorial positions. The smoldering conflict is a war partially financed with the manufacturing capital of smart phones and laptops; inevitably, the smooth skin of the device demands gore to feed its gloss. ... The most heinous circumstances are the most allegorically rich, but even absent the anarchic brutality of these wars and the Conradian odor of campaigns against them, the lesson is more global: there is no Stack without a vast immolation and involution the Earth's mineral cavities. The Stack terraforms the host planet by drinking and vomiting its elemental juices and spitting up mobile phones.