Produce Sales Quotes

In the new world of sales, being able to ask the right questions is more valuable than producing the right answers. Unfortunately, our schools often have the opposite emphasis. They teach us how to answer, but not how to ask.

In reality, the laborer belongs to capital before he has sold himself to capital. His economic bondage is both brought about and concealed by the periodic sale of himself, by his change of masters, and by the oscillation in the market price of labor power. Capitalist production, therefore, under its aspect of a continuous connected process, of a process of reproduction, produces not only commodities, not only surplus value, but it also produces and reproduces the capitalist relation; on the one side the capitalist, on the other the wage-laborer.

1. Society needs laws. While anarchy can often turn a humdrum weekend into something unforgettable, eventually the mob must be kept from stealing the conch and killing Piggy. And while it would be nice if that "something" was simple human decency, anybody who has witnessed the "50% Off Wedding Dress Sale" at Filene's Basement knows we need a backup plan—preferably in writing. On the other hand, too many laws can result in outright tyranny, particularly if one of those laws is "Kneel before Zod." Somewhere between these two extremes lies the legislative sweet-spot that produces just the right amount of laws for a well-adjusted society—more than zero, less than fascism.

money that is easy to produce is no money at all, and easy money does not make a society richer; on the contrary, it makes it poorer by placing all its hard‐earned wealth for sale in exchange for something easy to produce.

Excerpt from Ursula K Le Guin's speech at National Book Awards Hard times are coming, when we’ll be wanting the voices of writers who can see alternatives to how we live now, can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine real grounds for hope. We’ll need writers who can remember freedom – poets, visionaries – realists of a larger reality. Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximise corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship. Yet I see sales departments given control over editorial. I see my own publishers, in a silly panic of ignorance and greed, charging public libraries for an e-book six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience, and writers threatened by corporate fatwa. And I see a lot of us, the producers, who write the books and make the books, accepting this – letting commodity profiteers sell us like deodorant, and tell us what to publish, what to write. Books aren’t just commodities; the profit motive is often in conflict with the aims of art. We live in capitalism, its power seems inescapable – but then, so did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art. Very often in our art, the art of words. I’ve had a long career as a writer, and a good one, in good company. Here at the end of it, I don’t want to watch American literature get sold down the river. We who live by writing and publishing want and should demand our fair share of the proceeds; but the name of our beautiful reward isn’t profit. Its name is freedom.

It has always seemed strange to me,” said Doc. “The things we admire in men, kindness and generosity, openness, honesty, understanding and feeling are the concomitants of failure in our system. And those traits we detest, sharpness, greed, acquisitiveness, meanness, egotism and self-interest are the traits of success. And while men admire the quality of the first they love the produce of the second.” “Who wants to be good if he has to be hungry too?” said Richard Frost. “Oh, it isn’t a matter of hunger. It’s something quite different. The sale of souls to gain the whole world is completely voluntary and almost unanimous—but not quite. Everywhere in the world there are Mack and the boys….

If low price is the only basis of competition with rival products, similarly produced, there ensues a cut-throat competition which can end only by taking all the profit and incentive out of the industry. The logical way out of this dilemma is for the manufacturer to develop some sales appeal other than mere cheapness, to give the product, in the public mind, some other attraction, some idea that will modify the product slightly, some element of originality that will distinguish it from products in the same line. Thus,

I want to mass produce wretchedness. An unsatisfactory factory. Then I want to produce cologne and stench—at different ends of the production line. So it would be an olfactory factory.

When the solution to a given problem doesn’t lay right before our eyes, it is easy to assume that no solution exists. But history has shown again and again that such assumptions are wrong. This is not to say the world is perfect. Nor that all progress is always good. Even widespread societal gains inevitably produce losses for some people. That’s why the economist Joseph Schumpeter referred to capitalism as “creative destruction.” But humankind has a great capacity for finding technological solutions to seemingly intractable problems, and this will likely be the case for global warming. It isn’t that the problem isn’t potentially large. It’s just that human ingenuity—when given proper incentives—is bound to be larger. Even more encouraging, technological fixes are often far simpler, and therefore cheaper, than the doomsayers could have imagined. Indeed, in the final chapter of this book we’ll meet a band of renegade engineers who have developed not one but three global-warming fixes, any of which could be bought for less than the annual sales tally of all the Thoroughbred horses at Keeneland auction house in Kentucky.

a money that is easy to produce is no money at all, and easy money does not make a society richer; on the contrary, it makes it poorer by placing all its hard-earned wealth for sale in exchange for something easy to produce.

Oil extraction is much more capital-intensive than it is labor-intensive—which means it doesn’t produce a lot of lasting jobs. But in the end, it does produce big revenues when it’s sold on the global market. That sets the stage for grand-scale corruption of the political class: people who can maneuver themselves into getting a cut of that sale price of oil will find themselves quickly rich, whether or not they actually expend any effort to pump the stuff out of the ground.

I wonder how Japan's futuristic robot doctors will treat the worst and most widespread disease humanity already has - artificially lowered IQ. Making people stupider makes them buy more stuff – so “How many robots can you afford?” will be the big question of one of the following decades, unless we go back to Communism and produce everything for the sake of it, for free.

If you were to ask me what kind of musical sound I aspire to produce, that noise would be a wet nipple sliding across a cheese grater. I’m a sucker for love songs.

Salespeople on commission, for example, are seldom sensitive to the costs of the sales they produce.

Sales are a function of product-value and advertising. Promotions cannot produce more than a temporary kink in the sales curve.

Sales is about action, and analysis-paralysis is not a quality that tends to produce new business development success.

In this day and age, entrepreneurial and sales strategies are key to producing creative, original, digital content and marketing in line with current social and media trends.

advertising produces familiarity which produces sales

Apple Stores produce more sales per square foot than any other retailer in the United States, including luxury stores like Tiffany.

Some slaveowners also practiced slave-breeding by compelling slaves they considered “prime stock” to mate in the hopes of producing children especially suited for labor or sale.

I don't like the term Stock Keeping Unit because it Implies that the priority is to keep products in stock. But keeping things in stock is inefficient and therefore should not be the priority. The ideal is for there to be minimal gap between production and sale; minimal gap between the time of production and time of consumption. The ideal is for things to be produced as needed, not to be stocked until needed.

a judge in Vermont ruled in favor of a runaway slave whose master had produced a bill of sale proving his ownership: the judge said in order to retain his property in the form of another man he’d have to provide a bill of sale from “God Almighty.” 17

Ralph Lauren generates a huge portion of its sales from seconds and job lots sold at the many Polo factory stores around the country. There are so many of these stores (and the demand is so high) that many of the items sold aren’t seconds at all. They’re designed and produced for the factory stores. People tell themselves a story about finding a bargain, they build up the expectation by driving thirty miles out of their way (while on vacation, no less) and then are delighted to spend $40 for a $400 jacket that was never intended to be sold for $400 and probably cost $4 to make.

The Yap Island chiefs who refused O'Keefe's cheap Rai stones understood what most modern economists fail to grasp: a money that is easy to produce is no money at all, and easy money does not make a society richer; on the contrary, it makes it poorer by placing all its hard-earned wealth for sale in exchange for something easy to produce.

Barry Popkin of the University of North Carolina states that of the six hundred thousand food items for sale in the United States, 80 percent are laced with added sugar. Ninety percent of the food produced in the United States is sold to you by a total of ten conglomerates—Coca-Cola, ConAgra, Dole, General Mills, Hormel, Kraft, Nestle, Pepsico, Procter and Gamble, and Unilever.

Asked whether they would rather eat an organic or a commercially grown apple, most people prefer the “all natural” one. Even after being informed that the two apples taste the same, have identical nutritional value, and are equally healthful, a majority still prefer the organic fruit. Even the producers of beer have found that they can increase sales by putting “All Natural” or “No Preservatives” on the label.

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

If, as is the tendency today, the governing class defines job-creation as its main aim, where will this transformation of all activities into paid activities (with remuneration as their sole rationale and maximum productivity as their goal) finally end? How long will the extremely fragile barriers which still prevent the professionalization of motherhood and fatherhood be able to hold out? When shall we see the commercial procreation of embryos, the sale of children, or a trade in organs? Are we not already monetizing, professionalizing and selling not only those things and services we produce, but also what we are and what we cannot produce at will or detach from ourselves? In other words, are we not already transforming ourselves into commodities and treating life as one means among others rather than the supreme end which all means must subserve?

requires the permission of Crossway. When quotations from the ESV text are used in non-saleable print and digital media, such as church bulletins, orders of service, posters, transparencies, or similar media, a complete copyright notice is not required, but the initials (ESV) must appear at the end of the quotation. Publication of any commentary or other Bible reference work produced for commercial sale that uses the English Standard

The lobby of the Fanny Briggs Memorial Building was almost finished when she arrived. As if to distract from the minuscule and cramped philosophy of what would transpire on the floors above, the city offered visitors the spacial bounty of the lobby. The ersatz marble was firm underfoot like real marble, sheer, and produced trembling echoes effortlessly. The circle of Doric columns braced the weight above without complaint. The mural, however, was not complete. It started out jauntily enough to Lila Mae’s left. Cheerless Indians holding up a deerskin in front of a fire. The original tenants, sure. A galleon negotiating the tricky channels around the island. Two beaming Indians trading beads to a gang of white men—the infamous sale of the Island. Big moment, have to include that, the first of many dubious transactions in the city’s history. (They didn’t have elevators yet. That’s why the scenes look so flat to Lila Mae: the city is dimensionless.) The mural jumped to the Revolution then, she noticed, skipped over a lot of stuff. The painter seemed to be making it up as he went along, like the men who shaped the city. The Revolution scene was a nice setpiece—the colonists pulling down the statue of King George III. They melted it down for ammunition, if she remembers correctly. It’s always nice when a good mob comes together. The painting ended there. (Someone knocks at the door of her room in 117 Second Avenue, but she doesn’t open her eyes.) Judging from the amount of wall space that remained to Lila Mae’s right, the mural would have to get even more brief in its chronicle of the city’s greatest hits. Either the painter had misjudged how much space he had or the intervening years weren’t that compelling to him. Just the broad strokes, please.

The “German problem” after 1970 became how to keep up with the Germans in terms of efficiency and productivity. One way, as above, was to serially devalue, but that was beginning to hurt. The other way was to tie your currency to the deutsche mark and thereby make your price and inflation rate the same as the Germans, which it turned out would also hurt, but in a different way. The problem with keeping up with the Germans is that German industrial exports have the lowest price elasticities in the world. In plain English, Germany makes really great stuff that everyone wants and will pay more for in comparison to all the alternatives. So when you tie your currency to the deutsche mark, you are making a one-way bet that your industry can be as competitive as the Germans in terms of quality and price. That would be difficult enough if the deutsche mark hadn’t been undervalued for most of the postwar period and both German labor costs and inflation rates were lower than average, but unfortunately for everyone else, they were. That gave the German economy the advantage in producing less-than-great stuff too, thereby undercutting competitors in products lower down, as well as higher up the value-added chain. Add to this contemporary German wages, which have seen real declines over the 2000s, and you have an economy that is extremely hard to keep up with. On the other side of this one-way bet were the financial markets. They looked at less dynamic economies, such as the United Kingdom and Italy, that were tying themselves to the deutsche mark and saw a way to make money. The only way to maintain a currency peg is to either defend it with foreign exchange reserves or deflate your wages and prices to accommodate it. To defend a peg you need lots of foreign currency so that when your currency loses value (as it will if you are trying to keep up with the Germans), you can sell your foreign currency reserves and buy back your own currency to maintain the desired rate. But if the markets can figure out how much foreign currency you have in reserve, they can bet against you, force a devaluation of your currency, and pocket the difference between the peg and the new market value in a short sale. George Soros (and a lot of other hedge funds) famously did this to the European Exchange Rate Mechanism in 1992, blowing the United Kingdom and Italy out of the system. Soros could do this because he knew that there was no way the United Kingdom or Italy could be as competitive as Germany without serious price deflation to increase cost competitiveness, and that there would be only so much deflation and unemployment these countries could take before they either ran out of foreign exchange reserves or lost the next election. Indeed, the European Exchange Rate Mechanism was sometimes referred to as the European “Eternal Recession Mechanism,” such was its deflationary impact. In short, attempts to maintain an anti-inflationary currency peg fail because they are not credible on the following point: you cannot run a gold standard (where the only way to adjust is through internal deflation) in a democracy.

Corn is what feeds the steer that becomes the steak. Corn feeds the chicken and the pig, the turkey, and the lamb, the catfish and the tilapia and, increasingly, even the salmon, a carnivore by nature that the fish farmers are reengineering to tolerate corn. The eggs are made of corn. The milk and cheese and yogurt, which once came from dairy cows that grazed on grass, now typically comes from Holsteins that spend their working lives indoors tethered to machines, eating corn. Head over to the processed foods and you find ever more intricate manifestations of corn. A chicken nugget, for example, piles up corn upon corn: what chicken it contains consists of corn, of course, but so do most of a nugget's other constituents, including the modified corn starch that glues the things together, the corn flour in the batter that coats it, and the corn oil in which it gets fried. Much less obviously, the leavenings and lecithin, the mono-, di-, and triglycerides, the attractive gold coloring, and even the citric acid that keeps the nugget "fresh" can all be derived from corn. To wash down your chicken nuggets with virtually any soft drink in the supermarket is to have some corn with your corn. Since the 1980s virtually all the sodas and most of the fruit drinks sold in the supermarket have been sweetened with high-fructose corn syrup (HFCS) -- after water, corn sweetener is their principal ingredient. Grab a beer for you beverage instead and you'd still be drinking corn, in the form of alcohol fermented from glucose refined from corn. Read the ingredients on the label of any processed food and, provided you know the chemical names it travels under, corn is what you will find. For modified or unmodified starch, for glucose syrup and maltodextrin, for crystalline fructose and ascorbic acid, for lecithin and dextrose, lactic acid and lysine, for maltose and HFCS, for MSG and polyols, for the caramel color and xanthan gum, read: corn. Corn is in the coffee whitener and Cheez Whiz, the frozen yogurt and TV dinner, the canned fruit and ketchup and candies, the soups and snacks and cake mixes, the frosting and candies, the soups and snacks and cake mixes, the frosting and gravy and frozen waffles, the syrups and hot sauces, the mayonnaise and mustard, the hot dogs and the bologna, the margarine and shortening, the salad dressings and the relishes and even the vitamins. (Yes, it's in the Twinkie, too.) There are some forty-five thousand items in the average American supermarket and more than a quarter of them now contain corn. This goes for the nonfood items as well: Everything from the toothpaste and cosmetics to the disposable diapers, trash bags, cleansers, charcoal briquettes, matches, and batteries, right down to the shine on the cover of the magazine that catches your eye by the checkout: corn. Even in Produce on a day when there's ostensibly no corn for sale, you'll nevertheless find plenty of corn: in the vegetable wax that gives the cucumbers their sheen, in the pesticide responsible for the produce's perfection, even in the coating on the cardboard it was shipped in. Indeed, the supermarket itself -- the wallboard and joint compound, the linoleum and fiberglass and adhesives out of which the building itself has been built -- is in no small measure a manifestation of corn.

He borrowed $28,000 and founded a software company that produced an online city guide for the newspaper publishing industry. He sold it to Compaq for $341 million four years later. He netted $22 million from that sale and immediately plowed the profits into a new company called X.com, which would evolve into PayPal. In 2002, eBay bought PayPal for $1.5 billion, from which Musk received $165 million. Flush with cash, he harnessed these funds to fulfill his dreams, creating SpaceX and Tesla Motors.

Autumn was a harvest of big-box stores and their back-to-school sales: fruit leather, instant mac 'n' cheese, and bread that we unhusked, crinkling, from its plastic sleeve. My mouth watered for the sweetness of processed wheat sown thick through gas stations from California to New York. Honey Buns and Wonder Breads, in perfect squares and machined circles, and the ripe weight of a Danish, mass-produced, that attempts no fidelity to the country after which it is named--- no country but this one ambered by waves of industrial grain.

Paper money in time of war, the new notes will first go into the pockets of the war contractors. 'As a result, these persons' demands for certain articles will increase and so also the price and the sale of these articles, but especially in so far as they are luxury articles. Thus the position of the producers of these articles will be improved, their demand for other commodities will also increase, and thus the increase of prices and sales will go on, distributing itself over a constantly augmented number of articles, until at last it has reached them all.

Misogyny now has become so normalized,” says Paul Roberts, the Impulse Society author. “We can’t even see the absurdity and the inequity of it, it’s so pervasive. When the male gaze was digitized, it was almost as if it was internalized. With smartphones and social media, girls had the means of producing the male gaze themselves, and it was as if they turned it on themselves willingly in order to compete in a marketplace in which sex was the main selling point. And the social media companies aren't going to do anything about it, as long as it's driving traffic.

Publishing a book, Watching its ways Force me to look At a screen for days "Be still, be still", My heart screams for life But I must check its sales, It's reviews, its likes. Another Instagram poet Who's dying And doesn't know it, Untying an underlying Knot of desire To be liked and admired For people to love what transpires From my mind, but I'm tired Of the social machine Producing my insecurity Hoping someone will follow me And like all my poetry From this point forth, find me nowhere, Socially unseen, Just on the back porch, without a care And without a screen

WHAT DOES IT ALL MEAN? The lessons of market history are clear. Styles and fashions in investors’ evaluations of securities can and often do play a critical role in the pricing of securities. The stock market at times conforms well to the castle-in-the-air theory. For this reason, the game of investing can be extremely dangerous. Another lesson that cries out for attention is that investors should be very wary of purchasing today’s hot “new issue.” Most initial public offerings underperform the stock market as a whole. And if you buy the new issue after it begins trading, usually at a higher price, you are even more certain to lose. Investors would be well advised to treat new issues with a healthy dose of skepticism. Certainly investors in the past have built many castles in the air with IPOs. Remember that the major sellers of the stock of IPOs are the managers of the companies themselves. They try to time their sales to coincide with a peak in the prosperity of their companies or with the height of investor enthusiasm for some current fad. In such cases, the urge to get on the bandwagon—even in high-growth industries—produced a profitless prosperity for investors.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

In 1967 Kilby and his team produced almost what Haggerty envisioned. It could do only four tasks (add, subtract, multiply, and divide) and was a bit heavy (more than two pounds) and not very cheap ($150).21 But it was a huge success. A new market had been created for a device people had not known they needed. And following the inevitable trajectory, it kept getting smaller, more powerful, and cheaper. By 1972 the price of a pocket calculator had dropped to $100, and 5 million units were sold. By 1975 the price was down to $25, and sales were doubling every year. In 2014 a Texas Instruments pocket calculator cost $3.62 at Walmart.

Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

The fear 1832 brought a great change in the fortunes of the Barrett family, and may be said to mark the end of the purely formative period in Elizabeth Barrett’s life. Hitherto she had been living in the home and among the surroundings of her childhood, absorbing literature rather than producing it; or if producing it, still mainly for her own amusement and instruction, rather than with any view of appealing to the general public. But in 1832 this home was broken up by the sale, of Hope End, and with the removal thence we seem to find her embarking definitely on literature as the avowed pursuit and occupation of her life. Sidmouth in Devonshire was the place to which the Barrett family now removed, and the letters begin henceforth to be longer and more frequent, and to tell a more connected tale.

The way I help twentysomethings gain confidence is by sending them back to work or back to their relationships with some better information. I teach them about how they can have more mastery over their emotions. I talk to them about what confidence really is. Literally, confidence means “with trust.” In research psychology, the more precise term is self-efficacy, or one’s ability to be effective or produce the desired result. No matter what word you use, confidence is trusting yourself to get the job done—whether that job is public speaking, sales, teaching, or being an assistant—and that trust only comes from having gotten the job done many times before. As was the case for every other twentysomething I’d worked with, Danielle’s confidence on the job could only come from doing well on the job—but not all the time.

Together, by 2005, the contiguous parts of the Belarusian and Ukrainian zones made up a total area of more than 4,700 square kilometers of northwestern Ukraine and southern Belarus, all of it rendered officially uninhabitable by radiation. Beyond the borders of the evacuated land, the contamination of Europe with radionuclides from the explosion had proved widespread and long lasting: for years after the accident, meat, dairy products, and produce raised on farms from Minsk to Aberdeen and from France to Finland were found laced with strontium and cesium and had to be confiscated and destroyed. In Britain, restrictions on the sale of sheep grazed on the hill farms of North Wales would not be lifted until 2012. Subsequent studies found that three decades after the accident, half of the wild boar shot by hunters in the forests of the Czech Republic were still too radioactive for human consumption. At

Credit must be given where credit is due. European culture’s politicoeconomic system is wholly at fault for the importation of weapons into our communities. We neither own nor operate any of the 922 gun manufacturers who, in this society alone, produce over 1.5 million legal handguns for sale each year. We had nothing to do with the 250 million handguns already legally in circulation. No, they do not force our youth to buy guns. But their cultural imperative of violence has created and socializes them into an atmosphere where fear begets violence and violence begets more fear and more violence, and the methods and tools for quelling those confrontations become an increasingly more destructive interpersonal arms race. Europeans know that the death of a young Afrikan male is not simply his death. It is also the murder of every coming, exponentially growing generation of Afrikans he was placed here to begin the procreation of. There

word-of-mouth advertising. This is the Information Age, for Pete’s sake, so provide as much as you can. This can get more interesting if your product or ser vice is more interesting, but every product or ser vice can create a community—even bottled water or shaving cream. And I could go on with a chapter of ideas to expand on the concept, but you’ll do it yourself as you start down the path. Just think of your Web site as a community. Focus on it, not on you, and look to get involved with and serve that community at every turn. A good consumer example of a Web site that builds community is Stonyfield Farms, producer of organic dairy products (yogurt, milk, etc.). Their Web site offers terrific information on organic foods and how to help protect the Earth. They also provide recipes and a multitude of other information on wellness. One thing they could do to improve their community is to prominently promote a subscriber program. As of this writing, they

Since the institution of slavery was so important to the economic development of America, it had a profound impact in shaping the social-political-legal structure of the nation. Land and slaves were the chief forms of private property, property was wealth and the voice of wealth made the law and determined politics. In the service of this system, human beings were reduced to propertyless property. Black men, the creators of the wealth of the New World, were stripped of all human and civil rights. And this degradation was sanctioned and protected by institutions of government, all for one purpose: to produce commodities for sale at a profit, which in turn would be privately appropriated. It seems to be a fact of life that human beings cannot continue to do wrong without eventually reaching out for some rationalization to clothe their acts in the garments of righteousness. And so, with the growth of slavery, men had to convince themselves that a system which was so economically profitable was morally justifiable. The attempt to give moral sanction to a profitable system gave birth to the doctrine of white supremacy.

Man/Woman, it has always insisted, does not live by bread alone. The weakness of the church is that it has too often accepted the separation between the material and the spiritual … leaving the material to the economic and political power structure.… The crisis of a city like Detroit provides the church with an extraordinary opportunity to develop and practice a vision of a new economy and a new educational system which meets both the material and spiritual needs of human beings.… Churches are … in an excellent position to develop small enterprises that provide models of how to meet the needs of the community and the city and at the same time teach young people the importance of skills, process and respect for Nature. All over the city churches are surrounded by vacant and unused land. If Detroiters, and especially young Detroiters, could see this land being used by churches for organic gardens to supply produce for local needs or to plant Christmas trees for sale at Yuletide or greenhouses where vegetables are grown year round, the idea of a self-reliant living economy to meet the material and spiritual needs of people could come alive.10

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The explosion of government and spending under Obama insured that while the rest of the nation continued to suffer stagnant job growth and slow housing sales long past the time when a recovery should have been underway, one city was booming like a five-year-long Led Zeppelin drum solo: Washington, D.C. According to the 2014 Forbes ranking of the ten richest counties in America, none were in New York, California, or Texas. Before Obama took office, five of the richest counties surrounded Washington, D.C. Now, seven years after Obama took office on his promise to rid the place of big money lobbyists, and Democrats assumed complete control of the White House and Congress for two years, six of the richest counties surround Washington, D.C. Bear in mind that unlike Texas or California, where money is generated by creating products people actually need, such as oil or computers, Washington, D.C., produces nothing but government. In other words, six of the ten richest counties in America got that rich by being parasites. A case could be made that under the current leadership, crony capitalism is more rewarding than actual capitalism. And with all that government around business people’s necks, it’s certainly a heckuva lot easier.

With regard to the price then of the men themselves, it is obvious that the public treasury is in a better position to provide funds than any private individuals. What can be easier than for the Council to invite by public proclamation all whom it may concern to bring their slaves, and to buy up those produced? Assuming the purchase to be effected, is it credible that people will hesitate to hire from the state rather than from the private owner, and actually on the same terms? People have at all events no hesitation at present in hiring consecrated grounds, sacred victims, houses, etc., or in purchasing the right of farming taxes from the state. To ensure the preservation of the purchased property, the treasury can take the same securities precisely from the lessee as it does from those who purchase the right of farming its taxes. Indeed, fraudulent dealing is easier on the part of the man who has purchased such a right than of the man who hires slaves. Since it is not easy to see how the exportation of public money is to be detected, when it differs in no way from private money. Whereas it will take a clever thief to make off with these slaves, marked as they will be with the public stamp, and in face of a heavy penalty attached at once to the sale and exportation of them. Up to this point then it would appear feasible enough for the state to acquire property in men and to keep a safe watch over them.

The mythical ‘butterfly effect’ does exist, but we don’t spend enough time butterfly hunting. Here are some recent butterfly effect discoveries, from my own experience: A website adds a single extra option to its checkout procedure – and increases sales by $300m per year. An airline changes the way in which flights are presented – and sells £8m more of premium seating per year. A software company makes a seemingly inconsequential change to call-centre procedure – and retains business worth several million pounds. A publisher adds four trivial words to a call-centre script – and doubles the rate of conversion to sales. A fast-food outlet increases sales of a product by putting the price . . . up. All these disproportionate successes were, to an economist, entirely illogical. All of them worked. And all of them, apart from the first, were produced by a division of my advertising agency, Ogilvy, which I founded to look for counter-intuitive solutions to problems. We discovered that problems almost always have a plethora of seemingly irrational solutions waiting to be discovered, but that nobody is looking for them; everyone is too preoccupied with logic to look anywhere else. We also found, rather annoyingly, that the success of this approach did not always guarantee repeat business; it is difficult for a company, or indeed a government, to request a budget for the pursuit of such magical solutions, because a business case has to look logical.

Jean Granier a remarcat ca Nietzsche opune darwinismului doua observatii: 1) formele inferioare sunt incapabile de a produce forme superioare; 2) cei mediocri si slabi castiga in general the stuggle for life. Sa investigam pentru inceput a doua observatie. «La fel ca la toate celelalte specii animale, si in cazul omului exista un surplus de ratati, bolnavi, degenerati, infirmi, insi haraziti suferintei; si printre oameni reusitele constituie intotdeauna exceptia, si chiar o exceptie rara. Cu cat tipul uman care il reprezinta pe un om este de un grad mai inalt cu atat mai mare este imposibilitatea reusitei sale. Religiile [...] apar printre cauzele principale care au contribuit la mentinerea tipului om pe o treapta inferioara de dezvoltare - ele au conservat prea multi dintre acei care trebuiau sa piara». Cei mediocri si cei slabi sunt mai angrenati, mai implicati in viata, pentru ca sunt mai aproape de imediatul biologic. Spiritualizarea si subtilizarea excesiva duc la un dezacord frapant intre viata si intelect, pe de o parte, si intre exceptie si norma pe de alta. Norma si imediatul biologic dicteaza. Astfel, cei slabi («cei dezavantajati») castiga, fiind inserati intr-un context pe care nu vor sa-l schimbe si care il accepta, fara eforturi. Pe cand omul exceptional este imediat deconspirat drept un organism cancerigen si evacuat cat mai este vreme, pentru ca inteligenta sa actioneaza ca o mutatie. Din punct de vedere socio-psihologic, Nietzsche are dreptate: cei inteligenti esueaza datorita lipsei de motivatie; ei sunt incadrati intr-o schema, a carei banalitate si lipsa de profunzime ii plictiseste.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

Confidence doesn’t come from the inside out. It moves from the outside in. People feel less anxious—and more confident—on the inside when they can point to things they have done well on the outside. Fake confidence comes from stuffing our self-doubt. Empty confidence comes from parental platitudes on our lunch hour. Real confidence comes from mastery experiences, which are actual, lived moments of success, especially when things seem difficult. Whether we are talking about love or work, the confidence that overrides insecurity comes from experience. There is no other way. It is not uncommon for twentysomething clients to come to therapy hoping I can help them increase their confidence. Some wonder if maybe I do hypnosis and a hypnotherapy session might do the trick (I don’t, and it wouldn’t), or they hope I can recommend some herbal remedy (I can’t). The way I help twentysomethings gain confidence is by sending them back to work or back to their relationships with some better information. I teach them about how they can have more mastery over their emotions. I talk to them about what confidence really is. Literally, confidence means “with trust.” In research psychology, the more precise term is self-efficacy, or one’s ability to be effective or produce the desired result. No matter what word you use, confidence is trusting yourself to get the job done—whether that job is public speaking, sales, teaching, or being an assistant—and that trust only comes from having gotten the job done many times before. As was the case for every other twentysomething I’d worked with, Danielle’s confidence on the job could only come from doing well on the job—but not all the time.

Lucid Motors was started under the name Atieva (which stood for “advanced technologies in electric vehicle applications” and was pronounced “ah-tee-va”) in Mountain View in 2008 (or December 31, 2007, to be precise) by Bernard Tse, who was a vice president at Tesla before it launched the Roadster. Hong Kong–born Tse had studied engineering at the University of Illinois, where he met his wife, Grace. In the early 1980s, the couple had started a computer manufacturing company called Wyse, which at its peak in the early 1990s registered sales of more than $480 million a year. Tse joined Tesla’s board of directors in 2003 at the request of his close friend Martin Eberhard, the company’s original CEO, who sought Tse’s expertise in engineering, manufacturing, and supply chain. Tse would eventually step off the board to lead a division called the Tesla Energy Group. The group planned to make electric power trains for other manufacturers, who needed them for their electric car programs. Tse, who didn’t respond to my requests to be interviewed, left Tesla around the time of Eberhard’s departure and decided to start Atieva, his own electric car company. Atieva’s plan was to start by focusing on the power train, with the aim of eventually producing a car. The company pitched itself to investors as a power train supplier and won deals to power some city buses in China, through which it could further develop and improve its technology. Within a few years, the company had raised about $40 million, much of it from the Silicon Valley–based venture capital firm Venrock, and employed thirty people, mostly power train engineers, in the United States, as well as the same number of factory workers in Asia. By 2014, it was ready to start work on a sedan, which it planned to sell in the United States and China. That year, it raised about $200 million from Chinese investors, according to sources close to the company.

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.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

PLOŞNIŢE: Dintre toate formele de sexualitate animală, cea a ploşniţelor de pat (Cimex lectularius) este cea mai stupefiantă. Nici o închipuire omenească nu poate egala o asemenea perversiune. Prima particularitate: priapismul. Ploşniţa de pat nu se opreşte niciodată din copulaţie. Unii indivizi au peste două sute de raporturi sexuale pe zi. A doua particularitate: homosexualitatea şi bestialitatea. Ploşniţele de pat întâmpină dificultăţi în deosebirea semenilor şi, dintre aceşti semeni, le este şi mai greu să recunoască femelele. 50% din raporturile lor sunt homosexuale, 20% se produc cu alte specii, iar 30% se efectuează cu femele. A treia particularitate: penisul perforant. Ploşniţele de pat sunt echipate cu un sex lung dotat cu un vârf ascuţit. Prin intermediul acestui instrument asemănător cu o seringă, masculii străpung carapacea şi îşi injectează sămânţa oriunde, la întâmplare ― în cap, în abdomen, în labe, în spinare, ba chiar şi în inima doamnei lor! Operaţia nu afectează cu nimic sănătatea femelei, dar cum ar mai putea ele să rămână însărcinate în asemenea condiţii? De unde şi... ... A patra particularitate: virgina însărcinată. Din exterior, vaginul ei pare intact şi, totuşi, ea a primit o lovitură de penis în spinare. Cum pot supravieţui spermatozoizii în sânge? De fapt, majoritatea vor fi distruşi de sistemul imunitar, ca nişte vulgari microbi străini. Pentru a multiplica şansele ca vreo sută dintre aceşti gameţi masculi să ajungă la destinaţie, cantitatea de spermă eliberată e fenomenală. Cu titlu de comparaţie, dacă masculii ploşniţe ar avea dimensiunile unei fiinţe omeneşti, ei ar elibera treizeci de litri de spermă la fiecare ejaculare. Din această mulţime de spermatozoizi va supravieţui un număr extrem de mic. Ascunşi în ungherele arterelor, pitiţi prin vene, ei îşi vor aştepta sorocul. Femela îşi petrece iarna găzduindu-i pe aceşti locatari clandestini. Primăvara, conduşi de instinct, toţi spermatozoizii din cap, labe şi abdomen se strâng în jurul ovarelor, le străpung şi pătrund în interiorul lor. Fazele următoare ale ciclului se vor desfăşura fără nici o problemă. A cincea particularitate: femela cu sexe multiple. Fiind tot timpul perforate pretutindeni de sexele masculilor, femelele ploşniţe ajung la un moment dat să fie acoperite de cicatrice care conturează fante maronii înconjurate de o zonă deschisă la culoare. Asemenea unor ţinte! În felul acesta se poate şti câte acuplări a avut femela. Natura a încurajat aceste nelegiuiri dând naştere unor adaptări ciudate. Generaţie după generaţie, anumite mutaţii au ajuns să creeze incredibilul însuşi. Ploşniţele de sex feminin au ajuns să se nască având pe spate pete maronii, aureolate de o culoare deschisă. Fiecărei pete îi corespunde un receptacul care este un "sex sucursală" legat direct de sexul principal. Particularitatea aceasta există actualmente în toate fazele dezvoltării sale: lipsa cicatricelor, câteva cicatrice receptacule la naştere, veritabile vagine secundare pe spinare. A şasea particularitate: autoîncornorarea. Ce se întâmplă atunci când un mascul este perforat de un alt mascul? Sperma supravieţuieşte şi înaintează ca de obicei spre regiunea ovarelor. Negăsindu-le, se îndreaptă spre canalele deferente ale gazdei şi se amestecă cu spermatozoizii autohtoni. Rezultatul: când masculul pasiv va perfora, la rândul sau, o femelă, el îi va injecta propriii spermatozoizi, dar şi pe cei ai masculului cu care a întreţinut raporturi sexuale. A şaptea particularitate: hermafroditismul. Natura nu conteneşte să facă experienţe ciudate pe cobaiul său sexual favorit şi masculii ploşniţe au suferit, la rândul lor, mutaţii: în Africa trăieşte ploşniţa Afrocimex constrictus, ai cărei masculi se nasc cu nişte mici vagine secundare pe spinare. Aceştia nu sunt, totuşi, fecunzi. Se pare că aceste vagine au un rol pur decorativ sau de încurajare a raporturilor homosexuale.

To wash down your chicken nuggets with virtually any soft drink in the supermarket is to have some corn with your corn. Since the 1980s virtually all the sodas and most of the fruit drinks sold in the supermarket have been sweetened with high-fructose corn syrup (HFCS) -- after water, corn sweetener is their principal ingredient. Grab a beer for you beverage instead and you'd still be drinking corn, in the form of alcohol fermented from glucose refined from corn. Read the ingredients on the label of any processed food and, provided you know the chemical names it travels under, corn is what you will find. For modified or unmodified starch, for glucose syrup and maltodextrin, for crystalline fructose and ascorbic acid, for lecithin and dextrose, lactic acid and lysine, for maltose and HFCS, for MSG and polyols, for the caramel color and xanthan gum, read: corn. Corn is in the coffee whitener and Cheez Whiz, the frozen yogurt and TV dinner, the canned fruit and ketchup and candies, the soups and snacks and cake mixes, the frosting and candies, the soups and snacks and cake mixes, the frosting and gravy and frozen waffles, the syrups and hot sauces, the mayonnaise and mustard, the hot dogs and the bologna, the margarine and shortening, the salad dressings and the relishes and even the vitamins. (Yes, it's in the Twinkie, too.) There are some forty-five thousand items in the average American supermarket and more than a quarter of them now contain corn. This goes for the nonfood items as well: Everything from the toothpaste and cosmetics to the disposable diapers, trash bags, cleansers, charcoal briquettes, matches, and batteries, right down to the shine on the cover of the magazine that catches your eye by the checkout: corn. Even in Produce on a day when there's ostensibly no corn for sale, you'll nevertheless find plenty of corn: in the vegetable wax that gives the cucumbers their sheen, in the pesticide responsible for the produce's perfection, even in the coating on the cardboard it was shipped in. Indeed, the supermarket itself -- the wallboard and joint compound, the linoleum and fiberglass and adhesives out of which the building itself has been built -- is in no small measure a manifestation of corn.

I produce produce. I’m a farmer of redundancy.

So what? This produces a onetime cash windfall from inventory reduction and speeds return on investment, but is it really a revolutionary achievement? In fact, it is because the ability to design, schedule, and make exactly what the customer wants just when the customer wants it means you can throw away the sales forecast and simply make what customers actually tell you they need.

Denmark: Fatal Outbreak Tied to Meat By REUTERS An outbreak of listeria tied to contaminated Danish meat has killed 12 people since last September, with most of the deaths in the past three months, the Ministry of Food, Agriculture and Fisheries said Tuesday. The outbreak was finally traced on Monday to a popular type of cold cut called rullepolse — “rolled sausage” in Danish, typically made of pork stuffed with herbs and spices — produced by a company near Copenhagen, Jorn A. Rullepolser A/S. “This is completely incomprehensible for us,” Christina Lowies Jensen, an official at the company, told TV2 television, saying all production and sales had been halted. Listeria can lead to fatal infections, especially in the young or the elderly.

What consumers have to understand is that "free" services on the Internet are never really free. As Reputation.com's CEO Michael Fortik told me, the business models of supposedly free social networks like Facebook is the sale of our information to their advertisers. We, the producers of data on the free network, are its product rather than its friend or partner.

The Bradford Exchange—a knockoff of [Joseph] Segel’s [Franklin Mint] business—created a murky secondary market for its collector plates, complete with advertisements featuring its “brokers” hovering over computers, tracking plate prices. To underscore the idea of these mass-produced tchotchkes as upmarket, sophisticated investments, the company deployed some of its most aggressive ads (which later led to lawsuits) in magazines like Kiplinger’s Personal Finance and Architectural Digest. A 1986 sales pitch offered “The Sound of Music,” the first plate in a new series from the Edwin M. Knowles China Company, at a price of $19.50. Yet the ad copy didn’t emphasize the plate itself. Rather, bold type introduced two so-called facts: “Fact: ‘Scarlett,’ the 1976 first issue in Edwin M. Knowles’ landmark series of collector’s plates inspired by the classic film Gone With the Wind, cost $21.60 when it was issued. It recently traded at $245.00—an increase of 1,040% in just seven years.” And “Fact: ‘The Sound of Music,’ the first issue in Knowles’ The Sound of Music series, inspired by the classic film of the same name, is now available for $19.50.” Later the ad advised that “it’s likely to increase in value.” Currently, those plates can be had on eBay for less than $5 each. In 1993 U.S. direct mail sales of collectibles totaled $1.7 billion

In May 2003, a bill aimed at requiring the Alabama Historical Commission to provide a current inventory of landmarks in the site eligible for inclusion in the National Register of Historic Places could thus state: The history of Africatown, USA originated in Ghana, West Africa, near the present city of Tamale in 1859. The tribes of Africa were engaged in civil war, and the prevailing tribes sold the members of the conquered tribes into slavery. The village of the Tarkbar tribe near the city of Tamale was raided by Dahomey warriors, and the survivors of the raid were taken to Whydah, now the People’s Republic of Benin, and put up for sale. The captured tribesmen were sold for $100 each at Whydah. They were taken to the United States on board the schooner Clotilde, under the command of Maine Capt. William Foster who had been hired by Capt. Timothy Meaher, a wealthy Mobile shipper and shipyard owner who had built the schooner Clotilde in Mobile in 1856.15 This is the official version of the story, also found in a piece emanating from the office of former representative Herbert “Sonny” Callahan, created in 2000 for the Local Legacies Project of the Library of Congress.16 The Africatown Community Mobilization Project uses it on its brochure. In addition to the offensive misuse of “tribe,” almost everything in this text is historically inaccurate and unwittingly derogatory. The project’s brochure contains further mistakes that come from a 1993 article produced by the Alabama State Council on the Arts.17

You can’t follow the directions to $200,000 per year and accidentally end up at $50,000 per year. You can’t do the right things and accidentally produce the wrong results. Now, keep in mind that at first you will need to concentrate on the directions to $200,000 per year, just like you had to concentrate on the directions to your house the first time you drove there. But if you continue to follow the directions, eventually the directions will go from your conscious mind to your subconscious mind, and the seemingly inconsequential things you need to do to reach your desired destination will become second nature.

I define word of mouth as “the exchange of information about a product or service among people who are independent of the producer”.

Central to the concept of word of mouth is the idea that the producer of the product does not control the information, which is, accordingly, presumed to be more free of bias, more relevant, more complete, more trustworthy, and thus more accurate than commercial information. Commercial communication or advocacy, such as advertising, is, in contrast, information from a source that has a vested interest in presenting the information in a particular way. Word of mouth and traditional advertising

It is this authenticity that produces the relationships upon which all the best sales organizations are based. Relationships also build trust. And with trust comes loyalty.

both Tesla and GM think battery prices will come down fast enough for electric cars to be more affordable than equivalent gasoline cars by the early 2020s. The Chevy Bolt sells for less than $35,000, after subsidies. Tesla plans to be producing Model 3s at a rate of hundreds of thousands a year by 2019. Other electric car companies, new and old, are developing competitive strategies. It is still difficult to predict how quickly the sales of electric cars will overtake those of gasoline vehicles. Even assuming all goes well for Tesla and their electric competitors, it could take years, or decades. Bloomberg New Energy Finance’s study estimated that electric cars will account for 35 percent of new car sales by 2040. That’s based on battery prices decreasing at a slower rate than Tesla and GM anticipate. But, as noted earlier, gasoline cars will face the difficult task of competing with electric cars that are both cheaper and better.

But these were dreams - and very ambitious dreams - of the future. For the present, he wrote what he could and set about the pleasurable task of revealing his talents to the world. To his mild surprise, the world remained singularly unimpressed. 'You have some excellent material here/ wrote one publisher, 'but our reader feels the presentation to be a little laborious, and consequently we do not... etc...' Well, that was pretty much the story. Winter drew on; Owen eked out his remaining money on food and fuel, then learnt a little about hunger and cold. One publisher took the trouble to send a list of reading, so that he might submit the kind of book they required, and he sought out the titles at the local library. He read with growing interest, and soon saw where he had gone wrong. The field seemed to be held by a group of writers whose terse, taut style suggested the breathless delivery of some vital message, the gist of which seemed to be that man had a mean destiny and that all was for the worst in the worst of all possible worlds. Owen was by this time so impoverished that he might have sought to share their generous publishing rights and big sales, but for the fact that he could not master the trick of seeing the Universe as a meaningless mistake, or the Human race as sick and soulless automata. He could have joined another, minor school, who wove elegant references to myth and faery-tale into their novels. He was, after all, seeking to do the same. But to his amazement he found that they did so, not with the intention of suggesting that the apparently commonplace might be wonderful, but that the apparently wonderful was, after all, merely commonplace. On a superficial reading they appeared to embody the ancient traditions in their works, but Owen, who could not get the knack of superficial reading, discerned that they were merely holding up a highly polished mirror to such subjects from a safe distance, producing as a result a diminished reflection, a perfect pigmy reversal of all that myth, legend and even homely folktales intended. While the ancient writers offered a simple, sometimes crude, or even ridiculous surface, beneath which the reader might discover unguessed levels of meaning, the work of the modern myth-mongers presented a clever, intricate and finely crafted surface, beneath which lay - nothing at all. And how could it have been otherwise, when true devotion to the Eternal Mysteries found no place in their hearts? There was no bedrock of belief. So he went his own outmoded way, as the days grew colder and the cupboard became bare. He was not aware that his circumstances affected his state of mind, but an objective eye might then have discovered in his work - in the sombre pages of The Night Before Winter, for instance - a distinctly darker thread. "The White Road

The best thing is to get our calories from foods that burn fat, produce satiation, increase immunity, decrease inflammation, and help protect our bodies against disease.

Friend! There’s a subtle feature of speculative behaviour which reflects the public attitude to money itself. When money is in its right place, fulfilling its proper function, men’s minds are fixed upon the goods and services which money can help them to exchange. In such an economic environment the producers of real wealth are seen to earn a fitting reward for their labours and expertise, and in fact productive and community endeavour are portrayed universally as almost the sole means whereby the individual can get himself a goodly share of the world’s riches. Let there just be a change in the emphasis however. Raise the interest rates. Exacerbate the debt structure. Turn money into a commodity which can be bought and sold at a profit. Then you create a breed of men who live by their dexterity at the exchanges. When these men are seen to prosper more considerably than the producers of goods and services, there is a desire amongst the ordinary plodding citizenry to command a share of the action, and to participate in what are seen as easily made profits. Many a fond illusion was wiped out in the collapse of Wall Street share values during the crash of 1929. Whole volumes have been written about its causes and repercussions, and about the sinister shift in real estate ownership which took place during the spate of liquidations and forced sales which followed. But we shall content ourselves meanwhile with the comment that it was just one of a chain of events that were set in motion way back in 1913 when the Federal Reserve Bank was formed to lend money to the Government.

(...) en cuanto sales de Europa, ya no hay más que mosquitos. Unos mosquitos verdes, venenosos y pequeños, que se cuelgan por todas partes. Y que dan fiebre, y sueño... y a veces, la locura. Pero no te asustes tú, mi héroe..., también hay mosquiteros, y cremas especiales para la piel. Y luego, ¡la Ciencia! Por cada mosquito que produce Dios, producen una inyección los alemanes.

In the case of Obamacare, leading members of the intellectual class produced the appropriately rigged studies to promote the racket. Then members of the Obama administration and liberal Democrats in Congress took up these studies as an irrefutable demonstration of the wonders of Obamacare. Finally anchorpeople and reporters lined up to amplify the falsehoods and complete the sale to the American people. Despite all this, the American people remained unconvinced. Even so, the con men generated enough support that Democratic legislators, on a straight-party vote, got Obamacare through.

The familiar if sad tale of Apple Computer illustrates this crucial concept. Apple has suffered of late because positive feedback has fueled the competing system offered by Microsoft and Intel. As Wintel’s share of the personal computer market grew, users found the Wintel system more and more attractive. Success begat more success, which is the essence of positive feedback. With Apple’s share continuing to decline, many computer users now worry that the Apple Macintosh will shortly become the Sony Beta of computers, orphaned and doomed to a slow death as support from software producers gradually fades away. This worry is cutting into Apple’s sales, making it a potentially self-fulfilling forecast. Failure breeds failure: this, too, is the essence of positive feedback.

if information goods are to be distributed at their marginal cost of production—zero—they cannot be created and produced by entrepreneurial firms that use revenues obtained from sales to consumers to cover their [fixed set-up] costs. If

Vioxx was believed to have caused more than sixty thousand deaths. Merck, the producer of the drug, is the second largest pharmaceutical corporation in the U.S., and profited tremendously from Vioxx, which earned $2.5 billion in sales in 2003 alone. When the drug was pulled due in large part to evidence that it contributed to fatal heart attacks and strokes, analysts anticipated that the judgment against Merck could run up to $25 billion. Yet the plea bargain reached in 2012 resulted in a fine of only $321 million, a mere blip on Merck’s bottom line.

Safeway developed a successful campaign in the United States to grow sales from light shoppers and increase sales from heavy shoppers. They sent a monthly newsletter to 1.2 million card holders. Those whom they identified as secondary shoppers (people who mainly shop somewhere else) received a coupon for departments they didn’t use, like the meat or produce section. Primary shoppers (people who mainly shop at Safeway) were also given coupons, but to less common areas, like the cookie aisle, as they already visited the main departments. The campaign was a huge success, increasing same-store sales and sales from secondary shoppers, plus it changed customer behaviour by converting secondary shoppers into primary ones. The campaign also improved Safeway’s image by going beyond a general discount to create targeted deals. They sent out 451 800 versions of their offering.

End-aisle-displays, other free-standing product displays, and the in-store flyers (weekly circulars) receive the most exposure in the store. It is not surprising that 30 percent of all store sales come off end-aisle displays. On the other hand, we have found that even very limited exposures can be highly effective in producing sales.

The CIA later found out that Sandoz had never produced LSD in quantities even remotely resembling ten kilograms. Apparently only ten milligrams were for sale, but a CIA contact in Switzerland mistook a kilogram, 1000 grams, for a milligram (.001 grams), which would explain the huge discrepancy.

At the time of our visit, European manufacturers doubted the robustness of the Indian car market, as well as the merits of being a minority partner in a government-managed company. Their fears were not without basis. Though the Indian economy had grown 7.2 per cent in 1980-81, it was not seen as a very vibrant economy. The demand for cars had been stagnant for a decade. Cars were highly taxed and were considered a luxury item. The economy was still closed and highly controlled and the business environment for foreigners was not friendly. If the number of cars produced was small, royalties would not yield much income. The stringent localization conditions would mean that profits from the sale of imported components would be low. The world car market was going through a downswing at that time and European car makers were battling stiff competition from Japanese cars on their home turf. Getting into an unfamiliar, and what appeared to be an unattractive market, was hardly a priority.

Once you demonstrate that you care and will go the extra mile to produce added value, your prospective clients will want you to succeed.

That’s because we’ve caught on to the concept that winning a ‘Go for No!’ award almost assures that you’ll end up with a Producers Pin. Or, put another way,” Kurt concluded, “Yes is the destination, No is how you get there!” The helicopter touched down on the roof of the Moscone Center in the heart of downtown San Francisco where the annual conference for the International Society of Sales Executives was being held. We were greeted and then quickly escorted to a small green room where the speakers prepared and relaxed before taking the stage. “How many people are there going to be in the audience?” I asked our escort. “About 3,000,” he responded. I immediately looked to Eric who managed a smile in spite of the certain nervousness he must have been feeling.

There is real, authentic confidence. There is fake, ginned-up, empty confidence. My friend Nido Qubein, now president of High Point University, and a highly polished but still “killer” platform sales pro, says, “Motivation without foundation only produces frustration.” The neuro-linquistic programming idea of “putting yourself in a state” is only valid if there is a solid foundation of competence underneath the mind play. If you take ginned-up confidence into a gunfight, with no gun, or absent the will to pull the trigger mercilessly, you die. As Glenn W. Turner said, “You want to be the bullfighter with steak sauce on his sword—but that’s best if you are also an extremely competent bullfighter.

Six Simple Listening Tips Here are six simple tips for not only practicing good listening in your customer conversations but also for creating a high-impact customer experience by showing them that you’re engaged. 1. Don’t speak: This is easy to say but sometimes hard to do. You simply cannot listen if you’re speaking or poised on the edge of interrupting the other person. So what should you do? Just shut up and pay attention to what your customer is saying. 2. Make eye contact: Since a majority of our communication is non-verbal, looking at a person is one of the best ways to clearly demonstrate focus and attention. Even when you’re on a video call, customers can often tell (by the way your eyes dart around) if you’re looking at them on the screen or if you are distracted. Keep that gaze locked! (But a nice, friendly gaze… not a creepy one.) 3. Use visual/auditory cues: Smiling, nodding, and appearing pensive are all great ways to communicate understanding and acknowledgment. Even small auditory cues like the occasional “yes” or “uh-huh” can show your customer that you’re following along. 4. Write things down: Writing things down not only helps you remember key pieces of information later on, but it also demonstrates to the customer that you’re interested enough in their insights to memorialize them in writing. But what if they can’t see you taking notes, for example, on a phone or video call? No problem. Just tell them you are! After your customer finishes telling you something, simply pause for a moment and say “I’m just writing this down” to produce the same effect. 5. Recap: Nothing illustrates great attention to detail like repeating back or summarizing the insights the customer shared with you. This is especially powerful when the insights were shared earlier in the conversation. For extra impact, quote them directly using their exact words, prefaced by the phrase “What I heard you say was… ” Echoing someone’s exact words is a powerful and scientifically proven persuasive technique (we’ll be exploring this tactic in more detail as it relates to handling customer objections in chapter 7). 6. Ask good follow-up questions: When a customer answers your question, resist the temptation to say, “That’s great” or “Awesome!” and then move on to the next question. Asking killer follow-up questions like “Tell me more about that,” “Can you give me an example?” or “How long has that been going on?” is a great way to demonstrate your interest in the customer’s perspective and leave the call with high-impact insights. In fact, when it comes to addressing customer objections, a study by Gong.io found that top performers ask follow-up questions 54 percent of the time, versus 31 percent for average performers.6

In 1988, NDTV got a good contract from Doordarshan to produce a famous weekly show called The World This Week, which was anchored by the owner Prannoy Roy. As per records, Doordarshan granted Rs.2 lakhs ($6000[1]) per episode to NDTV, which was a princely sum in those days. Incidentally the head of Doordarshan at that time was Bhaskar Ghose and his son-in-law journalist Rajdeep Sardesai became the No. 2 in NDTV. The Congress Party was in power then and showed all possible support to NDTV and provided a red-carpet welcome to the private media unit to enjoy the national resources of Doordarshan. Every resource and infrastructure of Doordarshan was used for NDTV’s growth. In fact, in the early days (1995-1997), it is this tax payer money (Doordarshan contract) that got him personal gains again when he did “sweet” private equity deals (for sale of personal stake belonging to him and his wife) to a few global private equity funds. Thus, he built a business from patronage (government money) and then created value and cashed some of it by selling to private equity investors such as Goldman Sachs, Morgan Stanley, Alliance Capital, Jardine Fleming etc.

Between 1730 and 1760, Connecticut’s population more than tripled, from 38,000 in 1730 to 70,000 in 1749, increasing to over 130,000 by 1760. On the eve of the American Revolution in 1774, it was close to 200,000. Town populations began to outstrip the local agricultural capacity. The abundant 150 acres of land granted to the average first comer, was soon whittled down by inheritance divisions to just enough land to get by, and then not even that. In the 1730s, the voracious demand for more land was satisfied by the sale of three hundred thousand acres in the northwest Connecticut hills, but by 1750 the last of the colony’s public lands were gone. Meanwhile, in the Land of Steady Habits, no habit was steadier than regularly producing children, so the need for additional farm land for rising generations became a Connecticut constant.

Phase 1: Discovery 1. Define the problem statement What is the challenge that will be solved? The problem statement is defined at this step and becomes the foundation of the project. Here is a sample problem statement: The company has more than one hundred thousand email addresses and has sent more than one million emails in the last twelve months, but open rates remain low at 8 percent, and sales attributed to email have remained flat since 2018. Based on current averages, a 2 percentage-point lift in email open rates could produce a $50,000 increase in sales over the next twelve months. It’s important to note that a strong and valid problem statement should include the value of solving the problem. This helps ensure that the project is worth the investment of resources and keeps everyone focused on the goal. 2. Build and prioritize the issues list What are the primary issues causing the problem? The issues are categorized into three to five primary groups and built into an issues tree. Sample issues could be: •​Low open rates •​Low click rates •​Low sales conversion rates 3. Identify and prioritize the key drivers. What factors are driving the issues and problem? Sample key drivers could include: •​List fatigue •​Email creatives •​Highly manual, human-driven processes •​Underutilized or missing marketing technology solutions •​Lack of list segmentation •​Lack of reporting and performance management •​Lack of personalization 4. Develop an initial hypothesis What is the preliminary road map to solving the problem? Here is a sample initial hypothesis: AI-powered technologies can be integrated to intelligently automate priority use cases that will drive email efficiency and performance. 5. Conduct discovery research What information can we gain about the problem, and potential solutions, from primary and secondary research? •​How are talent, technology, and strategy gaps impacting performance? •​What can be learned from interviews with stakeholders and secondary research related to the problem? Ask questions such as the following: •​What is the current understanding of AI within the organization? •​Does the executive team understand and support the goal of AI pilot projects?

Right People in the Right Roles 2. Retain Top Producers 3. Remediate or Replace Underperformers (coach up or coach out) 4. Recruit

At the same time, many of the pioneering venture capitalists were not moneymen but graduates of the semiconductor industry. One of the eight men who had formed Fairchild Semiconductor, Eugene Kleiner, would found the venture capital firm Kleiner Perkins in 1972, not coincidentally the year after the Intel IPO. In the same year, Don Valentine, a former Fairchild sales executive, founded Sequoia Capital. Kleiner Perkins and Sequoia would become as intrinsic to Silicon Valley as the entrepreneurs themselves—the equivalent of the grand Hollywood studios, with the entrepreneurs analogous to actors, directors, and producers. Over the next forty-five years, several of America’s most valuable corporations, including three of the top four, would be funded early on by Kleiner Perkins or Sequoia or both. This birth of venture capital—a rebirth, really—was a return to the most American of roots, older than its founders’ democracy. The organizers of the Virginia Company had called upon “adventurers” to risk capital. A few years later, the Merchant Adventurers in London coffeehouses had agreed to finance the voyage of a large molasses ship known as the Mayflower. Three hundred fifty years later, an improved concept of venture capital was being applied to the next era of American discovery.

Asylum Records became a power base for David Geffen, with one of the best artist rosters in the business. It became the home label for what was to be known as the California sound. Elliot continued running the management company, most of whose artists recorded on Asylum, whose corporate philosophy was “benevolent protectionism.” The record company was different from other labels and was proud of its noninterference with the private and artistic lives of its artists, who in turn looked to David Geffen and company to insulate and protect them from the shocks and insults of commercially oriented sales and marketing types, aggressive promotion men, and demanding producers. The opening lineup at Asylum included Jackson Browne, the Eagles, and Joni Mitchell, with Linda Ronstadt joining shortly after. In 1974, the legendary Bob Dylan would leave Columbia and release two Top 10 albums with the company before returning to his original label. That didn’t matter to David. Crosby, Stills, Nash, and Young were Atlantic artists and they were doing quite nicely, thank you very much. Besides,

There's a subdivision near us called Mill Run. By a stroke of good luck, the planners decided to line the streets with silver maples instead of those trees from the pit of Gehenna known as Bradford pears. (Bradford pears, by the way, are an abomination. I'm not using that word flippantly. They were engineered in the 1960s and because they cross-pollinate with every other kind of pear tree, their prolific offspring is destroying forests faster than kudzu. I think of them as a tree version of the velociraptors in Jurassic Park. They're preferred by developers because they're cheap, they grow fast, and they produce malodorous but pretty white flowers in the spring, which happens to be when most home sales happen. But after the developers leave, the trees require regular pruning, a gust of wind can split them in half, and they're producing an inhospitable forest of non-native offspring that's riddled with thorns. Left unchecked, they'll soon overtake all the lovely oaks, maples, sycamores, and ashes that are native to our part of the world. Take my word for it: they're awful. If you have one in your yard, for goodness sake, cut it down and spend $25 on a maple at Lowe’s.

A wildly successful business is a business where: Customers chase you, and not the other way around. Predictability and consistency generate new leads, clients, and revenue. You speak only to highly-qualified prospects you can actually help. You have an automated lead-generation system that delivers new customers on demand with minimal human effort. You focus only on the Highly Leveraged Activities that produce revenue.

Într-o primă fază, ne-a povestit ea pe un ton teatral, călătorul abia sosit va fi fascinat de lumea cea nouă, de tot ce e diferit de ceea ce ştia. Fascinaţia cuprinde totul, de la un buton diferit de ceea ce era în Lumea Veche până la chestiuni administrative care se rezolvă mai simplu. Zicea: cu toate formularele excesive pe care le avem noi, anumite detalii chiar se rezolvă mai simplu în America. Asta e faza întâi. În acea primă fază, nou-sositul e tentat să îmbrăţişeze tot ce e nou, să fie încântat de descoperiri şi să-şi modifice sistemul de valori în aşa fel încât obiectivele sale să se alinieze valorilor lumii noi. E sindromul noului convertit. După câteva luni tinde să se instaleze cea de-a doua fază, care e uneori declanşată de un prim eşec sau de 0 profundă dezamăgire. În această fază, nou- venitul tinde să respingă tot ceea ce vede în lumea nouă. El ar putea spune: cum, aceste chestiuni nu sunt rezolvate? Şi atunci de ce America se laudă că stă mai bine decât restul lumii? Această fază a doua poate conduce la depresie, la incapacitatea de a-ți face munca de zi cu zi. Pentru nou-venit poate deveni de-a dreptul dificil. Se pot produce blocaje majore. Poate avea loc o tulburare profundă. Apropo, a spus ea cât de clar se poate, America nu s-a lăudat niciodată că stă mai bine decât restul lumii. E posibil ca restul lumii să fi înţeles asta, dar de aici lucrurile nu se văd aşa. Viaţa e peste tot aceeaşi. Şi fiecare dintre noi trebuie să fie pregătit să-şi asume responsabilitatea de a-şi trăi viaţa.

1. You might want to perform an audit of the paperwork your sales team is required to fill out to determine whether it is actually needed to produce sales. If it does not directly contribute to sales, get rid of it. If the paperwork is providing the company with necessary information, analyze how you can go about obtaining that information without burdening the sales team. By removing that burden from the sales team, could you see a pickup in selling time that will translate to an increase in sales?   2. Have you had to reduce territories, products, or rep income? What was the effect on your team?   3. Do you allow your team members the right to fail? What constitutes too much failure for an individual, and where do you draw the line? How do you communicate your policy to maintain a consistent message that is seen as fair and reasonable by your sales team?

Modification of firms' innovation processes to systematically search for and further develop innovations created by lead users can provide manufacturers with a better interface to the innovation process as it actually works, and so provide better performance. A natural experiment conducted at 3M illustrates this possibility. Annual sales of lead user product ideas generated by the average lead user project at 3M were conservatively forecast by management to be more than 8 times the sales forecast for new products developed in the traditional manner-$146 million versus $18 million per year. In addition, lead user projects were found to generate ideas for new product lines, while traditional market-research methods were found to produce ideas for incremental improvements to existing