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.

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

advertising produces familiarity which produces sales

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.

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

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

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.

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.

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

Take the lithium-ion batteries needed to power electric cars and store solar energy. Producing such batteries requires cobalt, cobalt that right now is being dug out of the ground by slaves in the Congo, including many children,70 some as young as four.

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.

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.

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.

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.

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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.

the U. S. Government once formed an Abaca Production and Sales bureau to take over the growing of hemp in four Central American countries, on the theory that hemp, which is used for the manufacture of rope, was vitally strategic. But this government-produced hemp was of such inferior quality that it couldn’t be sold, even to the Government’s own rope factory. To get out of its embarrassment, Abaca Production and Sales sold the worthless hemp to another Government agency, the Strategic Stockpile. The hemp was then stored, at taxpayers’ expense, in specially built warehouses. Each year the previour year’s crop was shoveled out and destroyed to make room to store the new crop. Total loss to the taxpayers averaged $3 million a year.

Page 207 In the inner cities of all the major metropolitan areas across the United States, ethnic Koreans represent an increasingly glaring market-dominant minority vis-à-vis the relatively economically depressed African-American majorities around them. In New York City, Koreans, less than .1 percent of the city’s population, own 85 percent of produce stands, 70 percent of grocery stores, 80 percent of nail salons, and 60 percent of dry cleaners. In portions of downtown Los Angeles, Koreans own 40 percent of the real estate but constitute only 10 percent of the residents. Korean-American businesses in Los Angeles County number roughly 25,000, with gross sales of $4.5 billion. Nationwide, Korean entrepreneurs have in the last decade come to control 80 percent of the $2.5 billion African-American beauty business, which—“like preaching and burying people”—historically was always a “black” business and a source of pride, income, and jobs for African-Americans. “They’ve come in and taken away a market that’s not rightfully theirs,” is the common, angry view among inner-city blacks. Page 208 At a December 31, 1994, rally, Norman “Grand Dad” Reide, vice president of Al Sharpton’s National Action Network, accused Koreans of “reaping a financial harvest at the expense of black people” and recommended that “we boycott the bloodsucking Koreans.” More recently, in November 2000, African-Americans firebombed a Korean-owned grocery store in northeast Washington, D.C. The spray-painted message on the charred walls: “Burn them down, Shut them down, Black Power!

Charlestown’s most characteristic pastime had long been the reckless sport of “looping.” The young “looper” played by a rigid set of rules. First, he stole a car in downtown Boston. Then he roared into Charlestown, accelerating as he reached City Square, where the District 15 police station stood in a welter of bars, nightclubs, and pool halls. Often he had to take a turn around the square before the first policeman dashed for his patrol car or motorcycle. Then the chase was on: down Chelsea Street to Hayes Square, up the long slope of Bunker Hill Street to St. Francis de Sales’ Church at the crest, then down again, picking up speed, often to 70 or 80 miles per hour, until a screeching left into Sullivan Square took him onto Main Street, where, dodging the stanchions of the El, he roared into City Square again, completing the “loop.” All that remained was to ditch the car before the police caught up. Looping was an initiation rite, proof that a Townie had come of age. But it was something else as well: a challenge flung at authority, a middle finger raised to the powers that be. Before long, looping became a kind of civic spectacle, pitting the Town’s young heroes against the forces of law and order. Plans for a loop circulated well in advance. At the appointed hour, hundreds of men, women, and children gathered along Bunker Hill Street, awaiting the gladiators. When the stolen car came in sight, racing up the long hill, a cheer would rise from the spectators, followed by jeers for the pursuing policemen. The first recorded “loop” was performed in 1925 by a sixteen-year-old daredevil named Jimmy “Speed King” Murphy, but most renowned of all was “Shiner” Sheehan, the teenage son of a federal alcohol agent, whose exploits so electrified the Town that he drew round him a group of young acolytes. Membership in their “Speeders Club” was limited to those who could produce newspaper clippings showing they had bested the police.

The ratio of time, effort and money spent on selling as opposed to other aspects of business should be 80/20, with 80% of it going toward revenue-producing activities and only 20% towards all the other management activities in your business. Or, if you have a team in place, you should apply this 80/20 analysis again, and only be focussed on your 4% of activities that move the money needle.

In the spring of 1935, an editor at the New York publishing house Macmillan, while on a scouting trip through the South, was introduced to Mitchell and signed her to a deal for her untitled book. Upon its release in the summer of 1936, the New York Times Book Review declared it “one of the most remarkable first novels produced by an American writer.” Priced at $3, Gone with the Wind was a blockbuster. By the end of the summer, Macmillan had sold over 500,000 copies. A few days prior to the gushing review in the Times, an almost desperate telegram originated from New York reading, “I beg, urge, coax, and plead with you to read this at once. I know that after you read the book you will drop everything and buy it.” The sender, Kay Brown, in this missive to her boss, the movie producer David Selznick, asked to purchase the book’s movie rights before its release. But Selznick waited. On July 15, seeing its reception, Selznick bought the film rights to Gone with the Wind for $50,000. Within a year, sales of the book had exceeded one million copies. Almost immediately Selznick looked to assemble the pieces needed to turn the book into a movie. At the time, he was one of a handful of major independent producers (including Frank Capra, Alfred Hitchcock, and Walt Disney) who had access to the resources to make films. Few others could break into a system controlled by the major studios. After producing films as an employee of major studios, including Paramount and MGM, the thirty-seven-year-old Selznick had branched out to helm his own productions. He had been a highly paid salaried employee throughout the thirties. His career included producer credits on dozens of films, but nothing as big as what he had now taken on. As the producer, Selznick needed to figure out how to take a lengthy book and translate it onto the screen. To do this, Selznick International Pictures needed to hire writers and a director, cast the characters, get the sets and the costumes designed, set a budget, put together the financing by giving investors profit-participation interests, arrange the distribution plan for theaters, and oversee the marketing to bring audiences to see the film. Selznick’s bigger problem was the projected cost.

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,

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.

Fasal is an online system that connects farmers in rural India directly with market agents and other buyers. Via Fasal, farmers can quickly learn the price of goods at a number of nearby markets, choose the sales location most advantageous to them, and use the data to negotiate a better deal, a challenge that exists around the world.2 Sangeet Choudary, one of the authors of this book, led the commercialization and launch of the Fasal initiative. One of the challenges facing Choudary and his team was figuring out what kind of communications infrastructure they could use to enable producers and consumers to share value units. They realized that the big advantage working in their favor was cell phones. More than half of Indian farmers, even the poorest, own and use cell phones. In fact, as in much of the developing world, cell phone use in rural India has spread rapidly. Cellular telephony, with its instant communications capability, became the conduit for the market data the small farmers so desperately needed.

HILL: Will you describe the major factors which entered into the modus operandi of Mr. Ford’s mind while he was perfecting the automobile? CARNEGIE: Yes, that will be very easy. And when I describe them, you will have a clear understanding of the working principles used by all successful men, as well as a clear picture of the Ford mind, viz.: (a) Mr. Ford was motivated by a definite purpose, which is the first step in all individual achievements. (b) He stimulated his purpose into an obsession by concentrating his thoughts upon it. (c) He converted his purpose into definite plans, through the principle of Organised Individual Endeavour, and put his plans into action with unabating persistence. (d) He made use of the Master Mind principle, first, by the harmonious aid of his wife, and second, by gaining counsel from others who had experimented with internal combustion engines and methods of power transmission. Still later, of course, when he began to produce automobiles for sale, he made a still more extensive use of the Master Mind principle by allying himself with the Dodge brothers and other mechanics and engineers skilled in the sort of mechanical problems he had to solve. (e) Back of all this effort was the power of Applied Faith, which he acquired as the result of his intense desire for achievement in connection with his Definite Major Purpose.

In the years to come, Elizabeth would use her talent for illustration to benefit her favourite charities, producing books of illustration and donating the profits from their sale.

Jeremy George Lake Charles Corvette Industry The Detroit metro automotive industry is indeed a significant part of the overall GSP (including vehicle production) of Michigan's economy and serves as an important hub for manufacturing, R & D, incubation, research and manufacturing. Jeremy George Lake Charles Automobile production accounts for more than 60% of total employment in Michigan, far higher than any other state. Michigan is the leading nation in terms of manufacturing jobs and the percentage of total employment in automobile production. In 1929, before the Great Depression, there were 32,028,500 cars in use worldwide, and the US automobile industry produced about 1,200,000 of them. Ford has done a lot to broaden the sales base of cars and create an industry for cars and automotive products. Jeremy George Lake Charles Two years later, GM, Ford, and Chrysler made profits, created jobs, invested and invested in research and development, and in developing new technologies.

In casa mia c’è un regime di non belligeranza e indifferenza reciproca, io sono diventata la figlia a carico che non produce, non moltiplica, non incassa, non cucina e non ha tesori o dispense, la figlia mai cacciata e mai tornata, la statua di sale che a tutti tocca vedere all’ora di cena, eppure vorrei interrogare mia madre, chiederle cosa dovrei fare, perché lei sempre ha trovato soluzioni sul da farsi, sul mettersi in moto e risolvere, mentre io ho solo preso armi e carrarmati e ho attaccato le altrui barricate, il suo agire è progetto, il mio agire è guerra, nel primo caso l’obiettivo è noto, nel secondo ciò che si sa è solo che conviene distruggere prima che siano gli altri a pensarci.

I can picture purchasing a product, such as a vehicle, a bicycle, or even grocery items, and seeing the emissions to produce the item and transport it to its location on its product tag, or by scanning its bar code. Items with top quartile emissions or high ESG performance for the category may have a different color-coded tag. The price tag will become a product tag and information about the item and the producer would be available in its online description,

The first is the democratisation of information. For decades, the commodity trading houses enjoyed a tremendous information advantage over the rest of the market. Their vast networks of offices around the world provided them with up-to-the-minute intelligence about economic activity, commodity supply and demand, and a multitude of other data. If workers at a key copper mine in Chile went on strike or if a new oilfield started producing in Nigeria, the traders would be the first to know. In many cases, they built their own telecommunications networks at a time when long-distance phone calls had to be booked well in advance

Lag indicators—things like income, sales, commission dollars, pounds lost, body fat percentage, overall cholesterol levels—represent the end results that you are striving to achieve. Lead indicators are the activities that produce the end results—for instance the number of sales calls, or referrals are lead indicators in the sales process.

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.

Eventually, a Japanese company decided to produce his machine, and the bagless cleaner met with great success. Next, a Canadian company licensed his design; its dual cyclonic models created skyrocketing demand. Sales were so strong that Dyson found himself having to vigorously defend his patents against some of the same American and British companies that previously had shown him the door.

MILF Token: What Is It and What Are the Prospects? Why MILF symbols? Whoever had actually the intense suggestion of producing a MILF token has actually located a cutting-edge means of touching into 2 distinctive yet similarly eye-catching streams. On the one hand, here's a fresh cryptocurrency including distinctively collectible characters, with evidence of possession saved in a blockchain. On the various other hand, when it concerns those characters, it likewise ventures a fixation among several songs in the very early 21st-century: fully grown, sexually knowledgeable ladies looking for daring times with their suitors. Any kind of speculator wanting to explore the idea behind these extravagant as well as attractive characters can conveniently acquaint themselves with a few of the very best sites concentrating on dating MILFs. These systems provide an algorithm-based solution, where brand-new consumers can surely join, as well as the details offered throughout this enrollment procedure - inspirations, kind of MILF they are brought in to, and so on. - can surely be as compared to the information they currently carry submit. This way, the liaison can surely be easily organized without the individual enquiring also needing to make up a candid message. The computer system software application will certainly give a shortlist of ideal dating prospects. Comparable character-driven symbols MILF symbols are top on from formerly prominent characters that have actually gripped the focus of crypto investors, such as CryptoPunks. These were a collection of 10,000 characters, each distinct, that exposed evidence of possession on the Ethereum blockchain. MILF symbols operate similarly. Due to the fact that no 2 characters are alike, each token can surely ended up being the authorities residential building of a solitary proprietor on this blockchain. Those 10,000 CryptoPunk symbols were quickly purchased, immediately providing the specific characters boosted worth. The presumption is that the MILF symbols will certainly go similarly, so any individual wanting to obtain their practical a certain MILF personality will certainly need to buy this through the market-place that's likewise installed in the Ethereum blockchain. Presently, the most affordable offered rate for MILF symbols is $0.00004078, standing for a 0.61% increase over the previous 24-hour. Shade coding Generally, these characters will certainly have actually a condition when they show up in the crypto markets. Where the CrytoPunks are worried, a blue history suggested that punk was except sale, neither exist energetic quotes. Punks that were offered offer for sale would certainly have actually a red history. Those with an energetic quote would certainly have actually a purple history. MILFs have actually built such a solid track record for desirability, their incorporation as

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

Things changed radically between the early 1990s and 2019. The spread of fracking turned the United States into the world’s biggest oil producer by 2013. The American economy wasn’t dependent on Saudi oil anymore. Now it could pump its own. Then Barack Obama made the nuclear deal with Iran, alienating Saudi leaders. Mohammed had high hopes that Donald Trump, with his visit to the kingdom early in his presidency, would renew the kind of relationship Saudi Arabia had under previous presidents. But as Trump showed Mohammed in that embarrassing White House visit, when the president displayed a poster board showing arms sales to the kingdom, this new White House was purely transactional. The decades-long US-Saudi alliance didn’t mean much to Trump and his deputies, and many of the old officials who kept that alliance going for both sides, men like Mohammed bin Nayef and former CIA director John Brennan, had been sent off to retirement, or worse.

KETAMINE POWDER Order ketamine Online ORDER NOW Snapchat: Plugnsucket2021 W!cKR: . Despacito11./ KIK: Despacito2021. Ketamine powder is a rapid-acting anesthetic that can produce anesthesia while maintaining skeletal muscle tone, laryngeal-pharyngeal reflexes, and cardiovascular and respiratory stimulation. Ketamine is used in patients 16 years of age or older for the induction of anesthesia or for conscious sedation for minor surgical procedures. Ketamine is used as an adjunct in general anesthesia as well as a sedative in minor surgical or diagnostic procedures that do not require skeletal muscle relaxation. There are several off-label uses that have been studied for ketamine including, but not limited to, chronic pain, including chronic neuropathic pain, restless legs syndrome and phantom limb syndrome. Alternative routes of administration, including oral, intranasal, transdermal, rectal and subcutaneous have been studied. Prior approval is required to ensure the safe, clinically appropriate and cost effective use of Ketamine powder while maintaining optimal therapeutic outcomes.

Failure is like a passing breeze among everything else that is part of nature. It is a normal part of living and learning. You don’t make a sale every time you try. You may take a bar examination more than once. You have no luck as a professional Bigfoot investigator. During a recessionary period, your stock portfolio gets hit. Some failures have consequences. The person who wishes to get drunk without ill effects is living in a dream world. In the world of commerce, failing to produce is likely to result in someone else getting your job. Most failures are fictional, such as thinking that if you are not 100 percent perfect in whatever you undertake, you are a failure. That show-stopping idea can lead to

The technology for electrification of larger commercial fleets is moving fastest for buses. Global electric bus sales increased by 32 percent in 2018, according to Bloomberg New Energy Finance. China is the largest producer of electric buses, with close to 20 percent of its buses currently electrified. The European Union has a target of 75 percent of new bus sales in European cities to be electric by 2030. New York City has pledged to achieve a 100 percent electric bus fleet by 2040. Shanghai will achieve 100 percent electrified buses by 2020.

Free to be oneself" in fact means: free to project one's desires onto produced goods. "Free to enjoy life" means: free to regress and be irrational, and thus adapt to a certain social organization of production. The sales "philosophy" is in no way encumbered by paradox. It advertises a rational goal (to enlighten people about their wants) and scientific methods, in order to promote irrational behavior in man (to accept being only a complex of immediate drives and to be satisfied with their satisfaction). Even drives are dangerous however, and the neo- sorcerers of consumption are careful not to liberate people in accordance with some explosive end state of happiness. They only offer the resolution of tensions, that is to say, a freedom by default: "Every time a tension differential is created, which leads to frustration and action, we can expect a product to overcome this tension by responding to the aspirations of the group. Then the product has a chance of success." The goal is to allow the drives that were previously blocked by mental determinants {instances) (taboo, superego, guilt) to crystallize on objects, concrete determinants where the explosive force of desire is annulled and the ritual repressive function of social organization is materialized. The freedom of existence that pits the individual against society is dangerous. But the freedom to possess is harmless, since it enters the game without knowing it. As Dr Dichter claims, this freedom is a moral one. It is even the ultimate in morality, since the consumer is simultaneously reconciled with himself and with the group. He becomes the perfect social being. Traditional morality only required that the individual conform to the group; advertising "philosophy" requires that they now conform to themselves, and that they resolve their own conflicts. In this way it invests him morally as never before. Taboos, anxieties, and neuroses, which made the individual a deviant and an outlaw, are lifted at the cost of a regression in the security of objects, thus This sales 14 The System of Objects reinforcing the images of the Father and the Mother. The irrationality of drives increasingly more "free" at the base will go hand in hand with control increasingly more restricted at the top.

This dynamic is even stronger for digital goods, which can be produced almost for free. Once Amazon has formatted an e-book for sale, selling new copies of it doesn’t take any additional paper, ink, or labor—so it sells for a nearly infinite multiple of its marginal cost. As a result, the close relationship between marginal cost, price, and consumers’ willingness to pay has been weakened. In the case of services whose marginal cost is low enough that they can be free to consumers altogether, that relationship breaks down completely. Once Google has designed its search algorithms and built its server farms, providing a user with one additional search costs almost nothing.

The Producer Price Index measures the average change -over time – in prices domestic producers receive for their output. Whereas “retail” constitutes prices reflected through the sale of goods and services to the public for their own consumption – not for resale – the Producer Price Index measures the cost of goods and services at the wholesale level. Each month, the Producer Price Index is published by the Bureau of Labor Statistics. Typically, the Producer Price Index is released by the Bureau of Labor Statistics the second week of the month.

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

Building a product is like making a song. The band is composed of marketing, sales, engineering, support, manufacturing, PR, legal. And the product manager is the producer—making sure everyone knows the melody, that nobody is out of tune and everyone is doing their part. They’re the only person who can see and hear how all the pieces are coming together, so they can tell when there’s too much bassoon or when a drum solo’s going on too long,

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.

When I find a pair of pants I like, I buy a lot of them. Really a lot. Perhaps there’s something genetic here; I collect pants like my Uncle Morris collected meat. I do this because pants wear out. Is this part of a plot by the clothing manufacturers to keep us buying more? Some people think so. In my Sound and Fury file, I find an old (September 20, 1982) Ann Landers column about pantyhose manufacturers who deliberately create products that self-destruct after a week instead of a year because “the no-run nylons, which they know how to make, would put a serious crimp in their sales.” Ann concludes that she and her readers are “at the mercy of a conspiracy of self-interest.” One wonders whose self-interest Ann has in mind. Surely it’s not the manufacturers’. If there were a cost-justified way to do it, any self-interested manufacturer would switch from selling one-week nylons at $1 to selling one-year nylons at $52. That pleases the customers (whose pantyhose budget doesn’t change but who make fewer trips to the store), maintains the manufacturer’s revenue, and—because he produces about 98 percent fewer nylons—cuts his costs considerably.

Disposable E Cigarettes for sale Electronic disposable e cigarettes on the market at the cheapest prices. Our Electronic cigarettes produce the premier smoke capacity in the industry.

As the producer states gradually forced the major oil companies to share with them more of the profits from oil, increasing quantities of sterling and dollars flowed to the Middle East. To maintain the balance of payments and the viability of the international financial system, Britain and the United States needed a mechanism for these currency flows to be returned. [...] The purchase of most goods, whether consumable materials like food and clothing or more durable items such as cars or industrial machinery, sooner or later reaches a limit where, in practical terms, no more of the commodity can be used and further acquisition is impossible to justify. Given the enormous size of oil revenues, and the relatively small populations and widespread poverty of many of the countries beginning to accumulate them, ordinary goods could not be purchased at a rate that would go far to balance the flow of dollars (and many could be bought from third countries, like Germany and Japan – purchases that would not improve the dollar problem). Weapons, on the other hand, could be purchased to be stored up rather than used, and came with their own forms of justification. Under the appropriate doctrines of security, ever-larger acquisitions could be rationalised on the grounds that they would make the need to use them less likely. Certain weapons, such as US fighter aircraft, were becoming so technically complex by the 1960s that a single item might cost over $10 million, offering a particularly compact vehicle for recycling dollars. Arms, therefore, could be purchased in quantities unlimited by any practical need or capacity to consume. As petrodollars flowed increasingly to the Middle East, the sale of expensive weaponry provided a unique apparatus for recycling those dollars – one that could expand without any normal commercial constraint.

For the dangers of an economy absolutely dominated by a single staple crop were as clear in the seventeenth century as they are nowadays. Dependence on one primary product leaves the producers at the mercy of the market, with its recurring gluts and lowered prices, and its recurring shortage of money. Primary producers are normally at the mercy of their customers anyway: but if they have diversified their products they can at least hope to live off the sales of the others when the sales of one – say, cocoa – have declined, in volume or in value. To

Pentru mine, universul seducției era cel care se opunea radical universului producției. Nu mai era vorba de a face lucrurile să apară, de a le fabrica, de a le produce pentru o lume a valorii, ci de a le seduce, adică de la a le deturna de la această valoare, deci de la identitatea lor, de la realitatea lor, pentru a le destina jocului aparențelor, schimbului simbolic dintre ele. [...] Seducția este un joc mult mai fatal și mult mai riscant, care nu se opune câtuși de puțin plăcerii, dar care, dimpotrivă, este altceva decât juisarea. Seducția este o sfidare, o formă care întotdeauna caută să deregleze pe cineva din punctul de vedere al identității sale, al sensului pe care cineva îl poate căpăta pentru sine însuși. În seducție el regăsește posibilitatea unei alterități radicale. Mi se pare că seducția are în vedere toate formele care evită un sistem de acumulare, de producție. [...] Seducția este crima originară. Iar tentativele noastre de a pozitiva lumea, de a-i da un sens unilateral, de felul imensei întreprinderi a producției, au, fără doar și poate, drept scop să elimine, să abolească acest tărâm, până la urmă, periculos, malefic, al seducției.

Pentru a ajunge la toate acestea sau poate pentru a îndrăzni, in cele din urmă, să efectueze totuşi saltul pînă în cosmos, lupul de stepă ar trebui pus o dată faţă în faţă cu el însuşi, ar trebui să privească adanc în haosul propriului său suflet şi să devină pe deplin conştient de el însuşi: toată existenţa lui precară i s-ar dezvălui atunci în întreaga ei irevocabilitate, iar el nu ar mai avea posibilitatea să se tot refugieze din iadul instinctelor sale în consolări sentimentalo-filozofice şi de aici iarăşi în beţia oarbă a destinului său de lup. Omul şi lupul s-ar vedea nevoiţi să se cunoască unul pe celălalt, fără nici un fel de mască sentimentală, şi să privească necruţător unul în ochii celuilalt. Şi fie că s-ar produce o explozie care îi va despărţi o dată pentru totdeauna, incit n-ar mai exista nici un lup de stepă, fie că, atunci cînd va miji lumina umorului, ei ar încheia o căsnicie bazată pe raţiune.

Material adverse effect" is a standard that is often employed in the softening of contract provisions. It is often used in more than one provision in a contract, and as a result may be separately defined: "Material adverse effect" means any material adverse effect on the Borrower’s business, assets, liabilities, prospects or condition (financial or otherwise). In order to fall within the ambit of this definition, the matter in question must be both material and adverse to the party. Materiality is a subjective concept; a change that would be reasonably likely to affect the other party’s evaluation of the transaction will generally be viewed as material. The change must also be adverse. Obviously, if it’s a change for the better, it isn’t covered. The definition refers to the areas where the material adverse effect has occurred: the party’s business, assets, liabilities, financial condition and prospects. Let’s look at examples of each of these. The loss of a customer that represented 40% of the borrower’s earnings would have a material adverse effect on its business. An uninsured casualty loss in respect of the borrower’s primary manufacturing plant would have a material adverse effect on its assets. The entering of a judgment against the borrower for damages in an amount equal to its total annual sales would have a material adverse effect on its liabilities. A loss of sales resulting in a diminution in cash flow that impairs the borrower’s ability to pay its operating expenses would have a material adverse effect on its financial condition. Lastly, the development of proprietary technology by a competitor that allows it to produce goods at a more favorable price may have a material adverse effect on the borrower’s prospects, because it may be forced to reduce its profit margins. Inclusion of the word "prospects" as a component of the definition of material adverse effect is almost always a point of contention. The party to whom the material adverse effect standard is applicable will argue that the use of prospects gives the other party too much room to speculate about the future impact of an event. The other party will argue that its counterparty’s future condition and performance is important to it, and the party should not be required to wait until a reasonably foreseeable bad result has occurred before having any remedies. Closely related to material adverse effect is material adverse change, referred to colloquially as "MAC.

It’s vital that producers accept the challenge of redefinition, because this is often the key to finding more customers, and the ability to find more customers and sales very quickly is critical to the success of lean thinking.