Purchasing Manager Quotes

I am told by people all the time that they simply do not have time to read and listen to all the material they have purchased or subscribed to. But time is democratic and just. Everyone has the same amount. When I choose to read with my mid morning coffee break and you choose to blather about trivia with friends, when I choose to study for an hour sitting on my backyard deck at day's end but you choose to watch a TIVO'd American Idol episode, we reveal much. When someone says he does not have the time to apply himself to acquiring the know-how required to create sufficient value for his stated desires, he is a farmer surrounded by ripe fruit and vegetables, whole grains, and a herd of cattle on his own property who dies of starvation, unable to organize his time and discipline himself to eat.

I always said you couldn’t trust those people from Purchasing,” said the Deputy Financial Manager. “The bastards.

quality control departments have taken the job of quality away from the people that can contribute most to quality—management, supervisors, managers of purchasing, and production workers.

To acquire an asset at greater cost than value is simply unwise.

Bond holders have to account for a variety of risks including interest rate risk and inflation risk.

Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser must pay. The consumer is not always willing to subsidize this waste. The inevitable result is loss of market. Loss of market begets unemployment.

Eve woke, violently aroused. It was Roarke’s hands on her. She knew their texture, their rhythm. Her heart tripped against her ribs, then bounded into her throat as his mouth covered hers. His was greedy, hot, giving her no choice, really no choice at all but to respond in kind. Even as she fumbled for him, those long, clever fingers pierced her, diving into her so that she bowed up into the frenzy of orgasm. His mouth on her breast, sucking, teeth scraping. His elegant hands relentless so that her cries came out in whimpers of shock and gratitude. Another staggering climax to layer thick over the first. Her hands sought purchase in the tangled sheets, but nothing could anchor her. As she flew up again, she gripped him, nails scraping down his back, up to grab handfuls of his hair. “God!” It was the single coherent word she managed as he plunged into her, so hard, so deep she was amazed she didn’t die from the pleasure of it. Her body bucked helplessly, frantically, continued to shudder even after he’d collapsed on her. He let out a long, satisfied sigh and lazily nuzzled her ear. “Sorry to wake you.

I was born a slave; but I never knew it till six years of happy childhood had passed away. My father was a carpenter, and considered so intelligent and skilful in his trade, that, when buildings out of the common line were to be erected, he was sent for from long distances, to be head workman. On condition of paying his mistress two hundred dollars a year, and supporting himself, he was allowed to work at his trade, and manage his own affairs. His strongest wish was to purchase his children; but, though he several times offered his hard earnings for that purpose, he never succeeded.

Yet they believe blindly in the stock market, and in the abilities of their pension plan manager. Why do they do so? Because they accept that this is what people should do with their savings, because "experts" tell them so. The doubt their own sense, but not for a second do they doubt their automatic purchases in the stock market.

It is imperative to acquire assets at a financial cost that is less than their value. Timing the purchase based on changes in the marketplace or other factors may present great opportunity to widen the margin between cost and value.

Every month when the bills came in, there was trouble. Mother seemed to have no great extravagances. But she loved pretty things. She had a passion for china, for instance. She saw hundreds of beautiful cups and saucers that it was hard to walk away from and leave. She knew she couldn't buy them, and mustn't, but every so often she did. No one purchase seemed large by itself, but they kept mounting up, and Father declared that she bought more china than the Windsor Hotel.

So I assume that those of you who are married and thus purchased a diamond for your wife are aware of how evil and corrupt the diamond cartel is. I was not. Apparently, diamonds are almost worthless other than the value attached to them by the silly tramps that DeBeers has brainwashed into thinking 'diamond equals love.' Congratulations, ladies, your quest for the perfect princess cut not only supports terrorism and genocide, but has managed to destroy an entire continent. - speaking of blood diamonds, what the hell is going on here? Everyone is upset about African children losing their limbs? Perhaps I missed their concern about these same children during the Rwandan genocide. Here's a solution: Stop buying diamonds. No no, the avarice of the entitled whore cannot be contained. And if blood diamonds are so fucking bad, why can't I by them at a discount? Or at least get them with a death certificate or an appendage or some sort of cogent backstory that might indicate an actual meaning to this useless little cube of carbon. Clearly the diamond market is broken on multiple levels.

Money in hand, I glanced up to find Glenn eyeing a rack of stuffed rats. As the salesman rang up my purchase, Glenn leaned close and, still staring at the rats, whispered, “What are those used for?” “I have no idea.” I got my receipt and jammed everything in my bag… Glenn surprised me by opening the car door for me, and as I settled in the seat, he leaned against the frame of the open window. “I’ll be right back,” he said, and strode inside. He was out in a moment with a small white bag. I watched him cross in front of the car—wondering. Timing himself between the traffic, he opened the door and slid in behind the wheel. “Well?” I asked as he set the package between us. “What did you get?” Glenn started the car and pulled out into traffic. “A stuffed rat.” “Oh,” I said, surprised. What the devil was he going to do with it? Even I didn’t know what it was for. I was dying to ask all the way to the FIB building but managed to keep my mouth shut even as we slipped into the cold shade of their underground parking.

Marketers correctly understand people’s need to identify with things. They know people don’t just buy a product, they also purchase the emotions or story attached to the product.

But since anagram-related clues are now inadmissible as evidence, we sent the pork pie off for DNA analysis and managed to pinpoint the pie shop where it was purchased.

people need simple, secure, powerful, integrated, and user-friendly ways to create, consume, purchase, share, and manage their content.

The U.S. government, contending that many Osage were unable to handle their money, had required the Office of Indian Affairs to determine which members of the tribe it considered capable of managing their trust funds. Over the tribe’s vehement objections, many Osage, including Lizzie and Anna, were deemed “incompetent,” and were forced to have a local white guardian overseeing and authorizing all of their spending, down to the toothpaste they purchased at the corner store.

Mrs. Beeton, in her Book of Household Management, published in 1861, suggested that a maid-of-all-work should receive annual pay of nine to fourteen pounds; if the employer supplied the maid with an allowance to purchase her own tea, sugar, and small beer, this figure was reduced to seven and a half to eleven pounds.

According to the Tiqqun collective, we have become the innocuous, pliable inhabitants of global urban societies.7 Even in the absence of any direct compulsion, we choose to do what we are told to do; we allow the management of our bodies, our ideas, our entertainment, and all our imaginary needs to be externally imposed. We buy products that have been recommended to us through the monitoring of our electronic lives, and then we voluntarily leave feedback for others about what we have purchased. We are the compliant subject who submits to all manner of biometric and surveillance intrusion, and who ingests toxic food and water and lives near nuclear reactors without complaint. The absolute abdication of responsibility for living is indicated by the titles of the many bestselling guides that tell us, with a grim fatality, the 1,000 movies to see before we die, the 100 tourist destinations to visit before we die, the 500 books to read before we die.

…she’d spent a great deal of time questioning the manager about the most efficacious ways of cleaning and sterilizing the device she’d reluctantly purchased. After being referred to the manufacturer, she’d finally gotten some answers, and had even made suggestions that he assured her would be added as an insert with the product.

Negative demand — Consumers dislike the product and may even pay to avoid it. Nonexistent demand — Consumers may be unaware of or uninterested in the product. Latent demand — Consumers may share a strong need that cannot be satisfied by an existing product. Declining demand — Consumers begin to buy the product less frequently or not at all. Irregular demand — Consumer purchases vary on a seasonal, monthly, weekly, daily, or even hourly basis. Full demand — Consumers are adequately buying all products put into the marketplace. Overfull demand — More consumers would like to buy the product than can be satisfied. Unwholesome demand — Consumers may be attracted to

Overnight, however, he apparently had second thoughts, or did some textbook reading on his own, and at the next meeting he turned to me as the first order of business. “On the black paint,” he said, “you were right about the advantages and I was wrong.” He handed me a quarter. It was a rare win. So Kelly approved my idea of painting the airplane black, and by the time our first prototype rolled out the airplane became known as the Blackbird. Our supplier, Titanium Metals Corporation, had only limited reserves of the precious alloy, so the CIA conducted a worldwide search and, using third parties and dummy companies, managed to unobtrusively purchase the base metal from one of the world’s leading exporters—the Soviet Union. The Russians never had an inkling of how they were actually contributing to the creation of the airplane being rushed into construction to spy on their homeland.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

The great irony, then, is that the nation’s most famous modern conservative economist became the father of Big Government, chronic deficits, and national fiscal bankruptcy. It was Friedman who first urged the removal of the Bretton Woods gold standard restraints on central bank money printing, and then added insult to injury by giving conservative sanction to perpetual open market purchases of government debt by the Fed. Friedman’s monetarism thereby institutionalized a régime which allowed politicians to chronically spend without taxing. Likewise, it was the free market professor of the Chicago school who also blessed the fundamental Keynesian proposition that Washington must continuously manage and stimulate the national economy. To be sure, Friedman’s “freshwater” proposition, in Paul Krugman’s famous paradigm, was far more modest than the vast “fine-tuning” pretensions of his “salt-water” rivals. The saltwater Keynesians of the 1960s proposed to stimulate the economy until the last billion dollars of potential GDP was realized; that is, they would achieve prosperity by causing the state to do anything that was needed through a multiplicity of fiscal interventions. By contrast, the freshwater Keynesian, Milton Friedman, thought that capitalism could take care of itself as long as it had precisely the right quantity of money at all times; that is, Friedman would attain prosperity by causing the state to do the one thing that was needed through the single spigot of M1 growth.

August 29th WANT NOTHING = HAVE EVERYTHING “No person has the power to have everything they want, but it is in their power not to want what they don’t have, and to cheerfully put to good use what they do have.” —SENECA, MORAL LETTERS, 123.3 Is there a person so rich that there is literally nothing they can’t afford? Surely there isn’t. Even the richest people regularly fail in their attempts to buy elections, to purchase respect, class, love, and any number of other things that are not for sale. If obscene wealth will never get you everything you want, is that the end of it? Or is there another way to solve for that equation? To the Stoics, there is: by changing what it is that you want. By changing how you think, you’ll manage to get it. John D. Rockefeller, who was as rich as they come, believed that “a man’s wealth must be determined by the relation of his desires and expenditures to his income. If he feels rich on $10 and has everything he desires, he really is rich.” Today, you could try to increase your wealth, or you could take a shortcut and just want less.

Many people are bothered about the number of privately owned guns in the United States, but what about publicly owned ones? In recent years the United States government (not the military) has purchased 1.6 billion rounds of ammunition, enough to shoot the entire population five times over. The Social Security Administration ordered 174,000 rounds of hollow-point bullets. The Internal Revenue Service, the Department of Education, the Bureau of Land Management, even the National Oceanographic and Atmospheric Administration, all have guns.

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.

Farmers in the South, West, and Midwest, however, were still building a major movement to escape from the control of banks and merchants lending them supplies at usurious rates; agricultural cooperatives—cooperative buying of supplies and machinery and marketing of produce—as well as cooperative stores, were the remedy to these conditions of virtual serfdom. While the movement was not dedicated to the formation of worker co-ops, in its own way it was at least as ambitious as the Knights of Labor had been. In the late 1880s and early 1890s it swept through southern and western states like a brushfire, even, in some places, bringing black and white farmers together in a unity of interest. Eventually this Farmers’ Alliance decided it had to enter politics in order to break the power of the banks; it formed a third party, the People’s Party, in 1892. The great depression of 1893 only spurred the movement on, and it won governorships in Kansas and Colorado. But in 1896 its leaders made a terrible strategic blunder in allying themselves with William Jennings Bryan of the Democratic party in his campaign for president. Bryan lost the election, and Populism lost its independent identity. The party fell apart; the Farmers’ Alliance collapsed; the movement died, and many of its cooperative associations disappeared. Thus, once again, the capitalists had managed to stomp out a threat to their rule.171 They were unable to get rid of all agricultural cooperatives, however, even with the help of the Sherman “Anti-Trust” Act of 1890.172 Nor, in fact, did big business desire to combat many of them, for instance the independent co-ops that coordinated buying and selling. Small farmers needed cooperatives in order to survive, whether their co-ops were independent or were affiliated with a movement like the Farmers’ Alliance or the Grange. The independent co-ops, moreover, were not necessarily opposed to the capitalist system, fitting into it quite well by cooperatively buying and selling, marketing, and reducing production costs. By 1921 there were 7374 agricultural co-ops, most of them in regional federations. According to the census of 1919, over 600,000 farmers were engaged in cooperative marketing or purchasing—and these figures did not include the many farmers who obtained insurance, irrigation, telephone, or other business services from cooperatives.173

The U.S. government, contending that many Osage were unable to handle their money, had required the Office of Indian Affairs to determine which members of the tribe it considered capable of managing their trust funds. Over the tribe’s vehement objections, many Osage, including Lizzie and Anna, were deemed “incompetent,” and were forced to have a local white guardian overseeing and authorizing all of their spending, down to the toothpaste they purchased at the corner store. One Osage who had served in World War I complained, “I fought in France for this country, and yet I am not allowed even to sign my own checks.” The guardians were usually drawn from the ranks of the most prominent white citizens in Osage County.

Toward the end of our sessions, Daniel and Peter spotted an undertaker polishing an old hearse while visiting the nearby village of Monmouth. It was love at first sight, and we ended up buying the poor old jalopy. After celebrating the purchase of this new Bauhausmobile, Peter decided to take the studio owner's daughter and her girlfriend for a spin down the unlit winding country roads of the Wye Valley. Drunk to the gills, he ended up driving the crate into a ditch. Despite this incident, and much to the chagrin of our manager, Harry Isles, this clapped-out crate became the band's official touring vehicle. It was constantly breaking down, and over time, many motorists would be entertained and possibly quite disturbed by the sight of four black-clad, corpse-like figures pushing their funereal conveyance down the highways and byways of Great Britain.

The “United States” does not exist as a nation, because the ruling class of the U.S./Europe exploits the world without regard to borders and nationality.  For instance, multinational or global corporations rule the world.  They make their own laws by buying politicians– Democrats and Republicans, and white politicians in England and in the rest of Europe.  We are ruled by a European power which disregards even the hypocritical U.S. Constitution.  If it doesn’t like the laws of the U.S., as they are created, interpreted and enforced, the European power simply moves its base of management and labor to some other part of the world.   Today the European power most often rules through neocolonial regimes in the so-called “Third World.”  Through political leaders who are loyal only to the European power, not to their people and the interests of their nation, the European power sets up shop in Africa, Asia, and Latin America.  By further exploiting the people and stealing the resources of these nations on every continent outside Europe, the European power enhances its domination.  Every institution and organization within the European power has the purpose of adding to its global domination: NATO, the IMF, the World Bank, the military, and the police.   The European power lies to the people within each “nation” about national pride or patriotism.  We foolishly stand with our hands over our hearts during the “National Anthem” at football games while the somber servicemen in their uniforms hold the red, white and blue flag, then a military jet flies over and we cheer.  This show obscures the real purpose of the military, which is to increase European power through intimidation and the ongoing invasion of the globe.  We are cheering for imperialist forces.  We are standing on Native land celebrating the symbols of de-humanizing terrorism.  Why would we do this unless we were being lied to?   The European imperialist power lies to us about its imperialism.  It’s safe to say, most “Americans” do not recognize that we are part of an empire.  When we think of an empire we think of ancient Rome or the British Empire.  Yet the ongoing attack against the Native peoples of “North America” is imperialism.  When we made the “Louisiana Purchase” (somehow the French thought Native land was theirs to sell, and the U.S. thought it was ours to buy) this was imperialism.  When we stole the land from Mexico, this was imperialism (the Mexican people having been previously invaded by the European imperialist power).  Imperialism is everywhere.  Only the lies of capitalism could so effectively lead us to believe that we are not part of an empire.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

This is your opportunity! The Zed, shine your eyes! They call it a big-big name, evaluation consulting, but it is not difficult. You undervalue the properties and make sure it looks as if you are following due process. You acquire the property, sell off half to pay your purchase price, and you are in business! You’ll register your own company. Next thing, you’ll build a house in Lekki and buy some cars and ask our hometown to give you some titles and your friends to put congratulatory messages in the newspapers for you and before you know, any bank you walk into, they will want to package a loan immediately and give it to you, because they think you no longer need the money! And after you register your own company, you must find a white man. Find one of your white friends in England. Tell everybody he is your General Manager. You will see how doors will open for you because you have an oyinbo General Manager. Even Chief has some white men that he brings in for show when he needs them. That is how Nigeria works. I’m telling you.

The Keynesian world is a world in which there are two distinct classes of actors: the skilled investor, ‘who, unperturbed by the prevailing pastime, continues to purchase investments on the best genuine long-term expectations he can frame’, and, on the other hand, the ignorant ‘game-player’. It does not seem to have occurred to Keynes that either of these two may learn from the other, and that, in particular, company directors and even the managers of investment trusts may be the wiser for learning from the market what it thinks about their actions. In this Keynesian world the managers and directors already know all about the future and have little to gain by devoting their attention to the misera plebs of the market. In fact, Keynes strongly feels that they should not! This pseudo-Platonic view of the world of high finance forms, we feel, an essential part of what Schumpeter called the ‘Keynesian vision’. This view ignores progress through exchange of knowledge because the ones know all there is to be known whilst the others never learn anything.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

p.cm. Includes indexes.ISBN-13: 978-0-7360-6278-7 (soft cover) ISBN-10: 0-7360-6278-5 (soft cover) 1. Hatha yoga.2. Human anatomy.I.Title.RA781.7. K356 2007 613.7’046--dc22 2007010050 ISBN-10: 0-7360-6278-5 (print) ISBN-13: 978-0-7360-6278-7 (print) ISBN-10: 0-7360-8218-2 (Adobe PDF) ISBN-13: 978-0-7360-8218-1 (Adobe PDF) Copyright © 2007 by The Breathe Trust All rights reserved. Except for use in a review, the reproduction or utilization of this work in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including xerography, photocopying, and recording, and in any information storage and retrieval system, is forbidden without the written permission of the publisher. Acquisitions Editor: Martin Barnard Developmental Editor: Leigh Keylock Assistant Editor: Christine Horger Copyeditor: Patsy Fortney Proofreader: Kathy Bennett Graphic Designer: Fred Starbird Graphic Artist: Tara Welsch Original Cover Designer: Lydia Mann Cover Revisions: Keith Blomberg Art Manager: Kelly Hendren Project Photographer: Lydia Mann Illustrator (cover and interior): Sharon Ellis Printer: United Graphics Human Kinetics books are available at special discounts for bulk purchase. Special editions or book excerpts

The cheerleaders of the new data regime rarely acknowledge the impacts of digital decision-making on poor and working-class people. This myopia is not shared by those lower on the economic hierarchy, who often see themselves as targets rather than beneficiaries of these systems. For example, one day in early 2000, I sat talking to a young mother on welfare about her experiences with technology. When our conversation turned to EBT cards, Dorothy Allen said, “They’re great. Except [Social Services] uses them as a tracking device.” I must have looked shocked, because she explained that her caseworker routinely looked at her purchase records. Poor women are the test subjects for surveillance technology, Dorothy told me. Then she added, “You should pay attention to what happens to us. You’re next.” Dorothy’s insight was prescient. The kind of invasive electronic scrutiny she described has become commonplace across the class spectrum today. Digital tracking and decision-making systems have become routine in policing, political forecasting, marketing, credit reporting, criminal sentencing, business management, finance, and the administration of public programs. As these systems developed in sophistication and reach, I started to hear them described as forces for control, manipulation, and punishment

A reply dated 13 May finally arrived from the town clerk. Mr Mottershead could open the zoo subject to: 1) the type of animals being limited to those already described in previous correspondence; 2) the estate should not be used as an amusement park, racing track or public dance hall; and 3) no animals were to be kept within a distance of a hundred feet from the existing road. This necessitated the purchase of an additional strip of land between the road and the estate, which would have to be securely enclosed, but which couldn't be used for animals. (First it was used as a children's playground and later became a self-service cafe.) Somehow my dad managed to get a further mortgage of £350 to pay for the land and fencing. Of all the conditions, the most damaging in the long term was the last: the zoo was allowed 'no advertisement, sign or noticeboard which can be seen from the road above-mentioned'. Only a small sign at the entrance to the estate would be permitted, which meant the lodge, which was a good twenty-five yards from the road was completely invisible to any passing car. This would remain a problem for a very long time. For many years, the night before bank holidays, Dad and his friends would have to go out and hang temporary posters under the official road signs on the Chester bypass. The police turned a blind eye as long as they were taken down shortly afterwards.

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But if her idiot suitors were staying at Halstead Hall with her, then by thunder, he'd be here, too. They wouldn't take advantage of her on his watch. "We're agreed that you won't do any of that foolish nonsense you mentioned, like spying on them, right?" "Of course not. That's what I have you for." Her private lackey to jump at her commands. He was already regretting this. "Surely the gentlemen will accept the invitation," she went on, blithely ignoring his disgruntlement. "It's hunting season, and the estate has some excellent coveys." "I wouldn't know." She cast him an easy smile. "Because you generally hunt men, not grouse. And apparently you do it very well." A compliment? From her "No need to flatter me, my lady," he said dryly. "I've already agreed to your scheme." Her smile vanished. "Really, Mr. Pinter, sometimes you can be so..." "Honest?" he prodded. "Irritating." She tipped up her chin. "It will be easier to work together if you're not always so prickly." He felt more than prickly, and for the most foolish reasons imaginable. Because he didn't like her trawling for suitors. Or using him to do it. And because he hated her "lady of the manor" role. It reminded him too forcibly of the difference in their stations. "I am who I am, madam," he bit out, as much a reminder for himself as for her. "You knew what you were purchasing when you set out to do this." She frowned. "Must you make it sound so sordid?" He stepped as close as he dared. "You want me to gather information you can use in playing a false role to catch s husband. I am not the one making it sordid." "Tell me, sir, will I have to endure your moralizing at every turn?" she said in a voice dripping with sugar. "Because I'd happily pay extra to have you keep your opinions to yourself." "There isn't enough money in all the world for that." Her eyes blazed up at him. Good. He much preferred her in a temper. At least then she was herself, not putting on some show. She seemed to catch herself, pasting an utterly false smile to her lips. "I see. Well then, can you manage to be civil for the house party? It does me no good to bring suitors here if you'll be skulking about, making them uncomfortable." He tamped down the urge to provoke her further. If he did she'd strike off on her own, and that would be disastrous. "I shall try to keep my 'skulking' to a minimum." "Thank you." She thrust out her hand. "Shall we shake on it?" The minute his fingers closed about hers, he wished he'd refused. Because having her soft hand in his roused everything he'd been trying to suppress during this interview. He couldn't seem to let go. For such a small-boned female, she had a surprisingly firm grip. Her hand was like her-fragility and strength all wrapped in beauty. He had a mad impulse to lift it to his lips and press a kiss to her creamy skin. But he was no Lancelot to her Guinevere. Only in legend did lowly knights dare to court queens. Releasing her hand before he could do something stupid, he sketched a bow. "Good day, my lady. I'll begin my investigation at once and report to you as soon as I learn something." He left her standing there, a goddess surrounded by the aging glories of an aristocrat's mansion. God save him-this had to be the worst mission he'd ever undertaken, one he was sure to regret.

Peugeot belongs to a particular genre of legal fictions called ‘limited liability companies’. The idea behind such companies is among humanity’s most ingenious inventions. Homo sapiens lived for untold millennia without them. During most of recorded history property could be owned only by flesh-and-blood humans, the kind that stood on two legs and had big brains. If in thirteenth-century France Jean set up a wagon-manufacturing workshop, he himself was the business. If a wagon he’d made broke down a week after purchase, the disgruntled buyer would have sued Jean personally. If Jean had borrowed 1,000 gold coins to set up his workshop and the business failed, he would have had to repay the loan by selling his private property – his house, his cow, his land. He might even have had to sell his children into servitude. If he couldn’t cover the debt, he could be thrown in prison by the state or enslaved by his creditors. He was fully liable, without limit, for all obligations incurred by his workshop. If you had lived back then, you would probably have thought twice before you opened an enterprise of your own. And indeed this legal situation discouraged entrepreneurship. People were afraid to start new businesses and take economic risks. It hardly seemed worth taking the chance that their families could end up utterly destitute. This is why people began collectively to imagine the existence of limited liability companies. Such companies were legally independent of the people who set them up, or invested money in them, or managed them. Over the last few centuries such companies have become the main players in the economic arena, and we have grown so used to them that we forget they exist only in our imagination.

Beware, and be on your guard against every form of greed; for not even when one has an abundance does his life consist of his possessions. -LUKE 12:15 One of our universal problems is the overcrowding of our homes. Whether we have an apartment or a six bedroom home, every closet, cupboard, refrigerator, and garage are all crammed with abundance. Some of us have so much that we go out and rent additional storage spaces for our possessions. Bob and I are no different than you. We buy new clothes and cram them into our wardrobes. A new antique goes in the corner, a new quilt hangs over the bed, a new potted plant gathers sunlight by the window. On and on it goes. Pretty soon we feel as though we are closed in with no room to breathe. We continually struggle to keep a balance in our attitudes regarding possessions. It is simpler to manage if you are single and live alone-it's just you. Life becomes more complicated with a spouse and children. You soon get that "bunched in" feeling. This creates more stress, and you can lose your cool and blow relationships when your calm is broken. We have made a rule in our home about abundance. Simply stated, it says, "One comes in and one goes out." After every purchase we give away or sell a like item. (We have an annual garage sale.) With a new blouse, out goes an older blouse; with a new table, out goes a table; and so on. Naturally if you're a newlywed this rule is not for you because you probably don't have an abundance of possessions. There's another strategy that's very effective. We have informed our loved ones that we don't want any more gifts that take up space or that have to be dusted; we prefer receiving consumable items. Remember-your life is not based on your possessions. Share with others what you aren't using.

We came to the city because we wished to live haphazardly, to reach for only the least realistic of our desires, and to see if we could not learn what our failures had to teach, and not, when we came to live, discover that we had never died. We wanted to dig deep and suck out all the marrow of life, to be overworked and reduced to our last wit. And if our bosses proved mean, why then we’d evoke their whole and genuine meanness afterward over vodka cranberries and small batch bourbons. And if our drinking companions proved to be sublime then we would stagger home at dawn over the Old City cobblestones, into hot showers and clean shirts, and press onward until dusk fell again. For the rest of the world, it seemed to us, had somewhat hastily concluded that it was the chief end of man to thank God it was Friday and pray that Netflix would never forsake them. Still we lived frantically, like hummingbirds; though our HR departments told us that our commitments were valuable and our feedback was appreciated, our raises would be held back another year. Like gnats we pestered Management— who didn’t know how to use the Internet, whose only use for us was to set up Facebook accounts so they could spy on their children, or to sync their iPhones to their Outlooks, or to explain what tweets were and more importantly, why— which even we didn’t know. Retire! we wanted to shout. We ha Get out of the way with your big thumbs and your senior moments and your nostalgia for 1976! We hated them; we wanted them to love us. We wanted to be them; we wanted to never, ever become them. Complexity, complexity, complexity! We said let our affairs be endless and convoluted; let our bank accounts be overdrawn and our benefits be reduced. Take our Social Security contributions and let it go bankrupt. We’d been bankrupt since we’d left home: we’d secure our own society. Retirement was an afterlife we didn’t believe in and that we expected yesterday. Instead of three meals a day, we’d drink coffee for breakfast and scavenge from empty conference rooms for lunch. We had plans for dinner. We’d go out and buy gummy pad thai and throat-scorching chicken vindaloo and bento boxes in chintzy, dark restaurants that were always about to go out of business. Those who were a little flush would cover those who were a little short, and we would promise them coffees in repayment. We still owed someone for a movie ticket last summer; they hadn’t forgotten. Complexity, complexity. In holiday seasons we gave each other spider plants in badly decoupaged pots and scarves we’d just learned how to knit and cuff links purchased with employee discounts. We followed the instructions on food and wine Web sites, but our soufflés sank and our baked bries burned and our basil ice creams froze solid. We called our mothers to get recipes for old favorites, but they never came out the same. We missed our families; we were sad to be rid of them. Why shouldn’t we live with such hurry and waste of life? We were determined to be starved before we were hungry. We were determined to be starved before we were hungry. We were determined to decrypt our neighbors’ Wi-Fi passwords and to never turn on the air-conditioning. We vowed to fall in love: headboard-clutching, desperate-texting, hearts-in-esophagi love. On the subways and at the park and on our fire escapes and in the break rooms, we turned pages, resolved to get to the ends of whatever we were reading. A couple of minutes were the day’s most valuable commodity. If only we could make more time, more money, more patience; have better sex, better coffee, boots that didn’t leak, umbrellas that didn’t involute at the slightest gust of wind. We were determined to make stupid bets. We were determined to be promoted or else to set the building on fire on our way out. We were determined to be out of our minds.

Variations on a tired, old theme Here’s another example of addict manipulation that plagues parents. The phone rings. It’s the addict. He says he has a job. You’re thrilled. But you’re also apprehensive. Because you know he hasn’t simply called to tell you good news. That kind of thing just doesn’t happen. Then comes the zinger you knew would be coming. The request. He says everybody at this company wears business suits and ties, none of which he has. He says if you can’t wire him $1800 right away, he won’t be able to take the job. The implications are clear. Suddenly, you’ve become the deciding factor as to whether or not the addict will be able to take the job. Have a future. Have a life. You’ve got that old, familiar sick feeling in the pit of your stomach. This is not the child you gladly would have financed in any way possible to get him started in life. This is the child who has been strung out on drugs for years and has shown absolutely no interest in such things as having a conventional job. He has also, if you remember correctly, come to you quite a few times with variations on this same tired, old story. One variation called for a car so he could get to work. (Why is it that addicts are always being offered jobs in the middle of nowhere that can’t be reached by public transportation?) Another variation called for the money to purchase a round-trip airline ticket to interview for a job three thousand miles away. Being presented with what amounts to a no-choice request, the question is: Are you going to contribute in what you know is probably another scam, or are you going to say sorry and hang up? To step out of the role of banker/victim/rescuer, you have to quit the job of banker/victim/rescuer. You have to change the coda. You have to forget all the stipulations there are to being a parent. You have to harden your heart and tell yourself parenthood no longer applies to you—not while your child is addicted. Not an easy thing to do. P.S. You know in your heart there is no job starting on Monday. But even if there is, it’s hardly your responsibility if the addict goes well dressed, badly dressed, or undressed. Facing the unfaceable: The situation may never change In summary, you had a child and that child became an addict. Your love for the child didn’t vanish. But you’ve had to wean yourself away from the person your child has become through his or her drugs and/ or alcohol abuse. Your journey with the addicted child has led you through various stages of pain, grief, and despair and into new phases of strength, acceptance, and healing. There’s a good chance that you might not be as healthy-minded as you are today had it not been for the tribulations with the addict. But you’ll never know. The one thing you do know is that you wouldn’t volunteer to go through it again, even with all the awareness you’ve gained. You would never have sacrificed your child just so that you could become a better, stronger person. But this is the way it has turned out. You’re doing okay with it, almost twenty-four hours a day. It’s just the odd few minutes that are hard to get through, like the ones in the middle of the night when you awaken to find that the grief hasn’t really gone away—it’s just under smart, new management. Or when you’re walking along a street or in a mall and you see someone who reminds you of your addicted child, but isn’t a substance abuser, and you feel that void in your heart. You ache for what might have been with your child, the happy life, the fulfilled career. And you ache for the events that never took place—the high school graduation, the engagement party, the wedding, the grandkids. These are the celebrations of life that you’ll probably never get to enjoy. Although you never know. DON’T LET    YOUR KIDS  KILL  YOU  A Guide for Parents of Drug and Alcohol Addicted Children PART 2

Pixie lay in a basket by the fire where a dozen brown and white puppies wriggled around her.  She had surprised us by getting pregnant very soon after moving back in with us, and the puppies were just under four-weeks-old now. We couldn’t have been more thrilled, and Bandit couldn’t have been a better dad.  He seemed to have endless patience as they climbed all over him, these wriggling furballs of energy.  Literally everything excited them.   Sully kneeled down beside me to pet the nearest pup, one with a big brown patch over one eye and a butt that never quit shaking.   “Have you got names for them yet?”  I pointed at the one in his hand while Bandit said.  “That’s Patch” “Because of his eye, obviously,” I filled in. Hearing the name, Patch suddenly squirmed out of his hands and bolted for Bandit, but his little paws couldn’t quite get purchase on the new floor and he skidded all the way to Bandit who he bumped into, coming to a sudden stop.  Shaking his head, he looked up at Bandit with intelligent eyes, then sat, waiting for further instructions.  Sully and I shared a look.   They were too young to know their names or much more than that, but it definitely seemed that Patch had known his name and was now waiting for Bandit to begin a game or something.  I pointed at a different puppy, one with a white shape on his rump.   “That one’s Star.” Bandit said. The minute the iPad said his name, Star’s head shot up, then he too bounded over to sit beside his brother.  Sully’s mouth fell open.  “No way…. They’re too young to behave like this.” Feeling a wave of excitement, I watched as Bandit finished calling his kids.   “Panda, Ace, Champ…” As he called their names, each puppy jumped to attention, coming to sit in a neat row in front of Bandit until all twelve of them were in a line in front of him.   I snapped a look at Bandit.  “Did you know about this? Did you know they were super smart too?”  He snorted out of his nose, laughing at our shock.  Sully and I looked at each other, the same startled expression in our eyes. “But…” was all Sully could say.  I at least managed two whole words before the full ramifications of an entire household of super smart dogs could hit me. “Oh boy.

How do you decide what video game to choose in the vast ocean of online gaming nonsense? There are 100s if not thousands of options permeating the internet. They range from honestly free, pay to win, and all the way up to an actual subscription based model. One of the first decisions you need to make is quite simply, what kind of game do I enjoy? Are you more of a first person shooter type person? If so you will most likely want to ignore role playing games or real time strategies. conversely if you are more of a role playing or real time strategy fan perhaps first person shooters are not for you. Once you have the type of game you are looking for nailed down games the next step: do you want to pay money? This is a big one and a tricky one. So many games out there present themselves as 'free'. I assure you, they are most certainly not free. Think a simple little game like Candy Crush is free? Next time you are in the Google Play or iTunes store Improve WoW PvP check on top grossing apps. You will very quickly change your mind on that. On a more relevant note some games are both free and pay, but maintain a respectful balance. By this I mean you do not HAVE to fork out hard earned cash in order to compete. League of Legends is an amazing example of this. A player cannot obtain any upgrade which will make their character better through monetary expenditures. What you can do; however, is purchase cosmetic items or other no stat gain frill. On the other end of the spectrum you have a game such as the behemoth World of Warcraft. World of Warcraft has managed to maintain a subscription based model for 10 years now. Multiple 'WoW Killers' have risen up since the inception of World of Warcraft using the subscription base as well. Damn near every one of them is now free to play. Rift and Star Wars are the two that really stick out. Leading up to their release forums Wow XP Off PvP Stream across the internet proclaimed them the almighty killer of World of Warcraft. Instead Warcraft kept on trucking and both of those games changed style to f2p not long after their release. These are just a few different games and styles of games for you to choose from. Remember, you get what you pay for in almost every case. (LoL being the exception that proves the rule)

In the U.S. Articles of Confederation, the federal government gave itself the exclusive right to regulate “the trade and managing all affairs with the Indians.” This power was repeated in the 1790 Trade and Intercourse Act, which further refined “trade” and “affairs” to include the purchase and sale of Indian land. The intent of these two pieces of legislation was clear. Whatever powers states were to have, those powers did not extend to Native peoples. Beginning in 1823, there would be three U.S. Supreme Court decisions—Johnson v. McIntosh, Cherokee v. Georgia, Worcester v. Georgia—that would confirm the powers that the U.S. government had unilaterally taken upon itself and spell out the legal arrangement that tribes were to be allowed. 1823. Johnson v. McIntosh. The court decided that private citizens could not purchase land directly from Indians. Since all land in the boundaries of America belonged to the federal government by right of discovery, Native people could sell their land only to the U.S. government. Indians had the right of occupancy, but they did not hold legal title to their lands. 1831. Cherokee v. Georgia. The State of Georgia attempted to extend state laws to the Cherokee nation. The Cherokee argued that they were a foreign nation and therefore not subject to the laws of Georgia. The court held that Indian tribes were not sovereign, independent nations but domestic, dependent nations. 1832. Worcester v. Georgia. This case was a follow-up to Cherokee v. Georgia. Having determined that the Cherokee were a domestic, dependent nation, the court settled the matter of jurisdiction, ruling that the responsibility to regulate relations with Native nations was the exclusive prerogative of Congress and the federal government. These three cases unilaterally redefined relationships between Whites and Indians in America. Native nations were no longer sovereign nations. Indians were reduced to the status of children and declared wards of the state. And with these decisions, all Indian land within America now belonged to the federal government. While these rulings had legal standing only in the United States, Canada would formalize an identical relationship with Native people a little later in 1876 with the passage of the Indian Act. Now it was official. Indians in all of North America were property.

Two nights after the Chaworth ball, Gabriel practiced at the billiards table in the private apartments above Jenner's. The luxurious rooms, which had once been occupied by his parents in the earlier days of their marriage, were now reserved for the convenience of the Challon family. Raphael, one of his younger brothers, usually lived at the club, but at the moment was on an overseas trip to America. He'd gone to source and purchase a large quantity of dressed pine timber on behalf of a Challon-owned railway construction company. American pine, for its toughness and elasticity, was used as transom ties for railways, and it was in high demand now that native British timber was in scarce supply. The club wasn't the same without Raphael's carefree presence, but spending time alone here was better than the well-ordered quietness of his terrace at Queen's Gate. Gabriel relished the comfortably masculine atmosphere, spiced with scents of expensive liquor, pipe smoke, oiled Morocco leather upholstery, and the acrid pungency of green baize cloth. The fragrance never failed to remind him of the occasions in his youth when he had accompanied his father to the club. For years, the duke had gone almost weekly to Jenner's to meet with managers and look over the account ledgers. His wife Evie had inherited it from her father, Ivo Jenner, a former professional boxer. The club was an inexhaustible financial engine, its vast profits having enabled the duke to improve his agricultural estates and properties, and accumulate a sprawling empire of investments. Gaming was against the law, of course, but half of Parliament were members of Jenner's, which had made it virtually exempt from prosecution. Visiting Jenner's with his father had been exciting for a sheltered boy. There had always been new things to see and learn, and the men Gabriel had encountered were very different from the respectable servants and tenants on the estate. The patrons and staff at the club had used coarse language and told bawdy jokes, and taught him card tricks and flourishes. Sometimes Gabriel had perched on a tall stool at a circular hazard table to watch high-stakes play, with his father's arm draped casually across his shoulders. Tucked safely against the duke's side, Gabriel had seen men win or lose entire fortunes in a single night, all on the tumble of dice.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

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One of the best methods for handling negative news is that of Joe Maddon, the coach of the Chicago Cubs and avowed oenophile. In his office, Maddon keeps a glass bowl filled with slips of paper, each inscribed with the name of an expensive wine. When a player violates a team rule, Maddon asks them to draw a slip of paper out of the bowl, purchase that wine, and uncork it with their manager. In other words, Maddon links the act of discipline to the act of reconnection.

Over the years, I’ve come to the conclusion that good theory is what has been missing in the discussions about how companies can create successful innovations. Is innovation truly a crapshoot? Or is innovation difficult because we don’t know what causes it to succeed? I’ve watched so many smart, capable managers wrestle with all kinds of innovation challenges and nagging questions, but seldom the most fundamental one: What causes a customer to purchase and use a particular product or service? We believe Jobs Theory, at last, provides an answer.

As Nate Silver, author of The Signal and the Noise: Why So Many Predictions Fail—But Some Don’t, points out, “ice cream sales and forest fires are correlated because both occur more often in the summer heat. But there is no causation; you don’t light a patch of the Montana brush on fire when you buy a pint of Häagen-Dazs.” Of course, it’s no surprise that correlation isn’t the same as causality. But although most organizations know that, I don’t think they act as if there is a difference. They’re comfortable with correlation. It allows managers to sleep at night. But correlation does not reveal the one thing that matters most in innovation—the causality behind why I might purchase a particular solution. Yet few innovators frame their primary challenge around the discovery of a cause. Instead, they focus on how they can make their products better, more profitable, or differentiated from the competition. As W. Edwards Deming, the father of the quality movement that transformed manufacturing, once said: “If you do not know how to ask the right question, you discover nothing.” After decades of watching great companies fail over and over again, I’ve come to the conclusion that there is, indeed, a better question to ask: What job did you hire that product to do? For me, this is a neat idea. When we buy a product, we essentially “hire” something to get a job done. If it does the job well, when we are confronted with the same job, we hire that same product again. And if the product does a crummy job, we “fire” it and look around for something else we might hire to solve the problem. Every day stuff happens to us. Jobs arise in our lives that we need to get done. Some jobs are little (“ pass the time while waiting in line”), some are big (“ find a more fulfilling career”). Some surface unpredictably (“ dress for an out-of-town business meeting after the airline lost my suitcase”), some regularly (“ pack a healthy, tasty lunch for my daughter to take to school”). Other times we know they’re coming. When we realize we have a job to do, we reach out and pull something into our lives to get the job done. I might, for example, choose to buy the New York Times because I have a job to fill my time while waiting for a doctor’s appointment and I don’t want to read the boring magazines available in the lobby. Or perhaps because I’m a basketball fan and it’s March Madness time. It’s only when a job arises in my life that the Times can solve for me that I’ll choose to hire the paper to do it. Or perhaps I have it delivered to my door so that my neighbors think I’m informed—and nothing about their ZIP code or median household income will tell the Times that either.

There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.

Thus, purchasing a fund holding all the stocks in a broad-based index will produce a portfolio that can be expected to do as well as any managed by professional security analysts.

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Having a disability and abusive mother, I managed to graduate in college and became a purchasing manager, but my story does not stop there. My life is full of disappointments and struggles with work and relationships. My biography will explain how my strong will kept me going and got me through the tough times in life. As a father who raised two sons and let them be themselves, he stood by their side to support and watch them succeed in life.

FAR SIDE: We know you’re on Twitter. (Leaning in conspiratorially) And if you’re willing to tweet about loving Sunshine Cupcakes, this cupcake (gesturing to the one I was buying) is free. I did not know it was possible to be triple offended. First of all, Manager Woman, if you notice that a thirty-two-year-old woman is coming to your cupcake bakery every day for a week, keep that information to yourself. I don’t need to be reminded of how poor my food choices are on a regular basis. Second, how cheap and/or poor do you think I am? A cupcake costs two bucks! You think I’m miserly enough to think, like, Oh goody, I can save those two bucks for some other tiny purchase later today! And third, even if I were to buy into this weird bribey situation where I endorse your product, you think the cost of it would be one measly cupcake? The implications of this offer were far worse than anything she meant to propose, obviously, but I hate her forever nonetheless. This is why I never eat cupcakes anymore. The connotations are too disturbing. Lucky for me, the mighty doughnut is making a comeback. No one better ruin doughnuts for me, or I will be so pissed.

P&G excel at proactively managing their product ranges, as they have a history of divesting commodity-type brands, like Crisco and Oxydol, brands they owned for a century, while purchasing ones that are larger, have greater scope for innovation and a proven ability to sustain price premiums, such as Gillette, Clairol and Duracell.

...I manage to feel guilty one way or another, no matter which purchasing priority wins the day. I've either spent too much, bought cheap processed junk, or I've subsidized the sweat shop industry. Even simplifying can be complicated. GAH!

Obama has even sought to prohibit gun purchases by Social Security recipients who have trouble managing their finances. The push is for these individuals to be classified as “mentally defective.” Some 4.2 million Social Security recipients could be affected

Our financial decisions aren’t purely financial. Like ordinary consumer purchases, financial choices have three benefits: utilitarian (what it does for me), expressive (what it says about me) and emotional (how it makes me feel). As we manage our finances, we might insist our goal is strictly utilitarian, and that all we want to do is make money. But in truth, we often make decisions for expressive or emotional reasons, and these other motivations can hurt our stated goal of greater wealth.

The tendency to focus on the positive comes long before the customer actually makes a purchase decision. Early in the sales process, for example, when sellers are trying to get to higher levels within the account, a salesperson might say, “Mr. Customer, I would like to get a few minutes with your CFO to show him how cost-effective our products are relative to increasing productivity and maximizing the return on your investment.” Sounds like a mini elevator pitch, doesn’t it? Here’s the reverse. “Mr. Customer, would it make sense to spend a few minutes and bring your CFO up to speed, so he doesn’t have a knee-jerk reaction and torpedo the idea?” In preparation for QBS training events, I always ask for a conference call to customize the material for the intended audience. But I don’t ask for a manager’s time so I can “understand their business and deliver better training.” Although these are positive benefits, they don’t necessarily create a sense of urgency. Therefore, I am more inclined to ask a vice president of sales for time on their calendar, “so we don’t completely miss the boat at the upcoming training event.” Both of these questions refer to benefits that would come from strategizing in advance. But how you ask does make a difference.

Why people churn Most churn occurs at the time of the sale. In 2017, my churn was over 60%. I signed up customers who were a poor fit for my solution. Many customers thought Connex was an inventory management tool and others thought we built custom software. We had no onboarding process and we expected users to figure out Connex on their own. Many users failed to choose the right settings, since they are small business owners and not accountants. Since the software failed to work as expected, they quickly cancelled. From experience, most users churn in the first 30 days. It is critical that you reach out to them and ensure the software works correctly. My staff performs an onboarding and ensures Connex works to the customer’s satisfaction. Users churned because my software lacked features that it has today. We noticed a dramatic shift in churn, after implementing a sales and marketing process. In the first quarter of 2021, we had only a handful of refunds out of 100 purchases. People churn because they fail to achieve their desired result or experience. People buy Connex because they want accurate financial information, better order fulfillment, or protection from overselling. If the sync were inaccurate and unreliable then we would lose customers. In other cases, your software may become superfluous. For example, I used the excellent meeting automation tool Calendly. When I migrated to HubSpot, however, I no longer needed Calendly because HubSpot offered meeting automation as part of its suite of offerings. Even if your tool works, your customer’s desired situation or desired outcomes may change. I churned from my ticketing system because I was unhappy with the customer service and experienced technical issues with their chat and phone system. Companies often tack on features that are nowhere near as usable as their core offering.

The careful investor, when he hears such tales, should ask a key question: At what price is this company a good buy? What price is too high? Suppose, after doing your analysis of the company’s financial statements, management, business model, and prospects, you conclude that it’s worth buying at $40 a share, at which price you expect not only a satisfactory excess risk-adjusted return but have a margin of safety in case your analysis is flawed. Suppose you also conclude that the expected return at $80 is substandard, so the stock is likely overpriced. Typically you’ll avoid investing in stocks when they are trading above your buy price but, if you follow many companies carefully, from time to time some will be attractive purchases. The range between your “buy” price and the “likely overpriced” level, in this case from $40 to $80, is likely to be narrower for better, more experienced investors, enabling them to participate in more situations and with greater confidence.

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Commoners can obtain feystones? To what end...?” Ferdinand asked. Both he and Raimund were staring at Clarissa in surprise. “But of course. They can encounter feybeasts when they hunt in the forest and even defeat the weaker ones on their own. There are shops in the city that purchase feystones from them, so I don’t see why laynobles wouldn’t be able to manage.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

When Paul neared the end a few years later, emphysema caused him excruciating suffering. Yet on his deathbed, he still managed a smile as he whispered, “You left telltale marks on the dust of my bookshelves.” I felt my cheeks getting hot. “So you knew all this time that I was sneaking into your library and said nothing?” He nodded, setting off a coughing fit. “I wanted my books to be the forbidden fruit you just had to have.

Yet as we know, PayPal triumphed over Billpoint, leading eBay to purchase PayPal for over $1.5 billion. One of the key factors was PayPal’s superior use of network intelligence. Reid led this intelligence-gathering effort for PayPal (he was executive vice president at the time) and asked all the members of the team, from executives to individual engineers, to use their network intelligence to learn about Billpoint’s strategy. Billpoint’s team, on the other hand, completely ignored the potential for network intelligence to provide insights into PayPal’s strategy.

His scales were smooth and hot beneath my palms but I managed to gain purchase by grabbing hold of his wing and hoisting myself higher. His body was trembling beneath me and he bellowed in pain again, urging me on faster. I reached up, grabbing a thick spine which ran down the centre of his neck before coming face to face with the creature from my nightmares. The Nymph shrieked, lunging at me faster than should have been possible and I almost lost my grip on Darius as I fell back. My heart lurched violently but I managed to catch the top of his wing, swinging myself around as that paralysing rattle juddered through my core, halting my magic in its tracks and stealing my energy from me. Fear shot through me as the Nymph pounced, its probes aimed right for my chest. I screamed, throwing my fist out even though I knew it was no good. As my knuckles connected with the bony ridges of its face, pain exploded through my hand swiftly followed by a flood of red and blue flames. The Nymph shrieked so loudly that I threw my hands over my ears as the flames consumed it, a wisp of black smoke sweeping up towards the sky where it had been moments before. I fell forwards, my palms meeting the warmth of Darius’s blood as I braced myself against him. More Nymphs were running straight for us and with an echoing roar which vibrated right through my body, Darius destroyed all five of them with a torrent of Dragon Fire. His head fell forward as he used the last of his energy and I cried out, grabbing hold of his wing as he tilted sideways beneath me. He crashed to the ground on his side and through some miracle, I managed to keep hold of his wing before falling against his neck. I wrapped my arms around him, scrunching my eyes closed as a tremor tore through his body and the golden colour of his scales seemed to shine with inner power and heat. My stomach lurched and I released a scream as I found myself falling over ten foot down to the ground as Darius retreated into his Fae form. I kept hold of him as I fell, crashing down into the mud of the Pitball pitch on top of him with a cry of fear. All around us the fight raged on but beneath my hands, blood was pulsing from his chest and he was lying deathly still. “Darius?” I demanded, shaking him while still trying to press down on his wounds. It wouldn’t be enough though, his back and legs were bleeding too. A bloody gouge shone wetly on his neck and his breaths were far too shallow. “Help!” I shouted, though my eyes stayed fixed on Darius’s face and my heart was pounding the rhythm of a war drum in my chest. The hairs were rising along the back of my neck, a strange sensation prickling in my chest. This moment felt eternal and fleeting all at once, like we were hanging between two great points and everything could change on the turn of a coin. “Wake up!” I demanded, pushing my magic towards him in hopes of being able to do something. Instead of stopping the blood or healing him, my magic spilled into his body, merging with his in the reverse of what we’d been doing when he helped me with my fire magic. His power welcomed mine instantly, drawing it in, blending with it completely like it had been waiting for this moment. The feeling took my breath away and though it didn’t slow the blood, I felt the tension ease from his muscles and the fear loosen its grip on his heart. My hands were shaking as they ran slick with Darius’s blood and silent tears tracked down my cheeks. His heart was slowing down, his power flickering like a candle in a breeze. If someone didn’t get to us soon, Darius Acrux was going to die. And though it seemed like he should have been the last person in the world for me to care about after everything he’d done to me, I wasn’t sure I could bear it if I lost him here.(tory)

For the country to choose the path of digital competence, of user needs over government needs, hundreds of thousands of people in appointed and career positions across a wide variety of functions—including purchasing, finance, human resources, program management, oversight, and of course IT—would all need to decide to reject the status quo at approximately the same time. Wholesale change rarely happens so quickly.

At Netflix you don’t have to complete a purchase order and wait for approval to buy something. You just buy it, take a photo of the receipt, and submit it directly for reimbursement. But that doesn’t mean no one pays attention to what you spend. The finance team offers two routes for eradicating unwise expenditure. Managers can choose which route to take or can combine the two. The first method leans lightly toward an ethos of Freedom and Responsibility (or F&R, as we say at Netflix). The second choice jumps all in.

Compared to a conventional debt instrument, what makes securitization so attractive is the fact that the airline often retains the junior tranches. These become an asset on its balance sheet. Any discount associated with the low credit rating of these layers is more than offset by the discount on the purchase of the aircraft, thereby creating an immediate profit and cash inflow on delivery of the aircraft. Such are the wonders of modern financial alchemy. Under good, even normal, business conditions, the airline makes lease payments to the securitization vehicle. But in a recession or a bankruptcy filing, when payments are suspended, the owners of the senior strata are able to seize the collateral. The junior participants in the securitization have no rights, and any such assets on the airline’s balance sheet must be written down to zero, further increasing the airline’s losses. By this clever piece of financial engineering, the airline gets shiny new planes for an extremely low cost of funds–recently as low as 6 per cent–while equity shareholders carry nearly all of the business risk. That an industry which has rarely earned an acceptable return on capital should have access to such cheap capital is quite astonishing.

Under agricultural collectivization, everything produced by the peasants was purchased and marketed by the state, which managed industry and commerce and controlled all material goods. People relied on state allocation of everything they needed to sustain their lives.

We’ll get to all the details later; for the moment, all you need to know is that an operating expense reduces the bottom line immediately, and a capital expenditure spreads the hit out over several accounting periods. You can see the temptation here: Wait. You mean if we take all those office supply purchases and call them “capital expenditures,” we can increase our profit accordingly?

Capital Expenditures A capital expenditure is the purchase of an item that’s considered a long-term investment, such as computer systems and equipment. Most companies follow the rule that any purchase over a certain dollar amount counts as a capital expenditure, while anything less is an operating expense. Operating expenses show up on the income statement, and thus reduce profit. Capital expenditures show up on the balance sheet; only the depreciation of a piece of capital equipment appears on the income statement. More on this in chapters 5 and 11

If you go with a bottom-up selling strategy that attracts middle management and teams, you help your potential buyers use the product, experience meaningful value, and make the case to purchase your solution to upper management.

So you’ve made it to goal weight. Of course, the way we as a society typically celebrate big accomplishments is through eating food—big or fancy meals, desserts, freely flowing alcohol. So we need to find a different way to celebrate our successes! One of the best ways to celebrate is to pause, appreciating the effort and perseverance you put into creating your new body and managed mind. It’s so easy to reach a hard-earned goal, only to brush right past it on your way to taking on the next big goal. So take a beat and recognize yourself for doing the work to create a result that most people simply dream of. Depending on how much weight you lost, it might be time to purchase some new clothes. While this can be extremely fun and exciting for some people, for others, participating in a shopping spree sounds like a nightmare. Many women are afraid to let themselves buy new clothing as they lose weight, both while in progress and at the end. They don’t want to spend money on clothes when they have more weight to lose since it can feel like a waste to buy a size that you’re hoping not to fit into in another month or two. But one way for you to honor and respect yourself and your body is to wear clothes that properly fit you at every size along the way. They don’t have to be expensive and you don’t have to fill your entire closet—in fact, my clients have often passed down work clothes that were still in good condition to one another for free! Regardless of where you get it from, make sure your clothing fits your current body well, and decide ahead of time that you’ll donate the clothes or give them to friends once you’ve moved beyond that size.

As a sales manager, I was castigated for the drop in sales. Somehow the powers that be did not understand the working situation in New York. Many of my best clients were busy attending funerals, not purchasing computer backup systems.

The week before Christmas, the entire family travelled by train to York for the unveiling of William Christie House. Tommy had purchased a large house and begged, pleaded, and occasionally bullied local tradesmen to transform it into a place where former soldiers down on their luck could stay. William Christie House provided meals on an evening, and also a bed, if that was required. Peter Franklin was the manager. Not only did he take care of the building, but he would use his administrative skills to write letters for soldiers applying for jobs.

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Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 Sun oriented streetlamps are a creative and practical lighting arrangement that bridles the force of the sun to enlighten streets, pathways, and public spaces. In urban communities like Bangalore, where energy proficiency and natural manageability are key needs, the reception of sun based streetlamps has been picking up speed. This article investigates the different parts of sun based streetlamps, including their advantages, estimating factors in Bangalore, an examination of various items, experiences into a main supplier like SuneaseSolar, ways to choose the right streetlamp, and rules for establishment and support. 1. Prologue to Sunlight based Streetlamps What are Sunlight based Streetlamps? Sun oriented streetlamps are independent lighting frameworks that bridle the force of daylight to enlighten open air spaces like roads, pathways, and public regions. These lights comprise of sun powered chargers, Drove lights, batteries, and a regulator to deal with the energy stream. Significance of Sun based Streetlamps Sun based streetlamps assume a significant part in improving wellbeing, security, and perceivability in metropolitan and provincial regions where customary lattice power might be untrustworthy or inaccessible. They offer a practical and productive lighting arrangement that decreases reliance on non-renewable energy sources and adds to a greener climate. 2. Advantages of Sun powered Streetlamps Energy Effectiveness Sun oriented streetlamps are profoundly energy-effective as they work by changing over daylight into power, taking out the requirement for lattice power. This outcomes in lower energy utilization and decreased fossil fuel byproducts, making them an economical lighting choice. Cost Reserve funds By using sun powered energy, sun based streetlamps help in chopping down power charges fundamentally over their life expectancy. The underlying interest in sun powered streetlamps is balanced by long haul cost reserve funds because of negligible upkeep prerequisites and no power costs. Ecological Effect Sunlight based streetlamps add to natural preservation by using inexhaustible sun oriented energy and decreasing carbon impressions. They help in fighting environmental change and advancing a cleaner, greener planet by diminishing dependence on non-sustainable power sources. 3. Factors Influencing solar street light price in bangalore Nature of Parts The cost of sun oriented streetlamps in Bangalore can change in view of the nature of parts utilized, like sun powered chargers, batteries, and Drove lights. More excellent parts frequently bring about better execution and strength, yet may come at a greater cost. Government Endowments and Motivators Government endowments and motivators can affect the last expense of sun based streetlamps in Bangalore. Different plans and projects might offer monetary help or tax reductions, making sunlight based lighting more reasonable and appealing for shoppers. Establishment and Support Expenses Extra factors like establishment and upkeep expenses can impact the general cost of sunlight based streetlamps. Legitimate establishment and normal support guarantee ideal execution and life span, prompting likely expense reserve funds over the long haul. 4. Examination of solar street light price in bangalore Market Investigation of Various Brands A correlation of sunlight based streetlamp costs in Bangalore ought to incorporate an examination of various brands and their contributions. Factors like brand notoriety, item quality, and after-deals backing can affect the cost and generally an incentive for purchasers. Highlights and Particulars While contrasting sun powered streetlamp costs in Bangalore, it's fundamental to consider the highlights and determinations presented by various models.

Angela Liberatore Melbourne | Unlocking the Power of Programmatic Advertising: Real-Time Optimization and Precision.........Programmatic advertising means that the purchase and sale of the advertising space happen through a real-time process with the help of algorithms and data analysis. This method helps adjust where the adverts should go, thus reaching the correct users at the right time, which is important in managing cost and increasing precision. Other methods, such as Real-Time Bidding (RTB), basically mean that the advertising company can bid for the advertisement placement to be done involving changes that can be made on a real-time basis depending on the results.

Santhi Gems is a well-known gold buyer in Chennai that sets itself apart with exceptional services and a consistent commitment to customer loyalty. Santhi Gems has achieved a stellar reputation in the industry thanks to its straightforwardness, trustworthiness, and dependability, as well as its extensive history. This article delves into the key features that set Santhi Gems apart from other Chennai gold buyers, including its customer-focused approach, ethical practices, and extensive range of services. Research how Santhi Pearls' dedication to significance and genuineness go with it a leaned toward choice for those wanting to sell or credit against their gold assets in Chennai. 1. Introduction to Santhi Adornments' History and Foundation Santhi Gems, headquartered in Chennai, has been a trusted name in the gold purchasing industry for more than two decades. Santhi Gems has established a reputation for unwavering quality and authenticity thanks to a solid foundation built on trustworthiness and customer loyalty. Santhi Gems' mission and values are to provide customers with a straightforward and fair gold purchasing experience. Each partnership is guided by their genuine sincerity regarding the benefits, trust, and customer-centricity, ensuring that customers are treated with respect and consideration throughout the selling cycle. 2. Direct Assessing and Appraisal Communication Clear Valuation Procedures Selling Gold Jewelry Santhi Adornments provides a consistent and straightforward cycle for selling gold items, whether you want to branch out from your existing collection or update it. Their capable staff ensures that clients get fair motivator for their important effects. Gold Advance Offices Santhi Adornments offers gold advance offices in addition to buying gold gems, allowing customers to use their gold resources for financial assistance. They make it advantageous and secure to access reserves thanks to their flexible terms and competitive rates. 6. By placing an emphasis on client instruction, Santhi Adornments moves beyond value-based connections. They encourage customers to make educated decisions regarding their gold resources by providing experiences into the patterns of the gold market as well as advice on how to care for and maintain gold. Direction on Patterns in the Gold Market When managing valuable metals, it is essential to remain informed about the gold market. Santhi Gems ensures that customers are up to date on market trends, allowing them to make crucial decisions regarding gold investments or transactions. Tips for Taking Care of Gold Gems Proper care and attention can have a significant impact on their value and lifespan. Santhi Diamonds outfits clients with central hints on endlessly protecting their gold things, ensuring that they hold their greatness and shimmer for a seriously significant time-frame into what's in store. 7. Obligation to Follow Moral Principles The activities of Santhi Adornments are centered on following moral principles and being capable of doing so. They keep the advantages of uprightness and social responsibility in the gold business by focusing on fair exchange gold acquiring and implementing earth-manageable practices.

Cash App Hack & Transfer — Get Real Cash Easily. Enter the Cash App Money Adder Software — a modern marvel that has caught the attention of individuals seeking to elevate their financial prospects.. Visit safepairs.ru Visit safepairs.ru Discover how Cash App Money Adder Software can revolutionize your finances. Learn how this game-changing tool can help you multiply your funds effortlessly..,,,,,,,, In a world where financial advancements are rapidly reshaping our lives, the notion of boosting your funds through innovative means has taken a remarkable stride forward. Enter the Cash App Money Adder Software — a modern marvel that has caught the attention of individuals seeking to elevate their financial prospects. Introduction to Cash App Money Adder Software: Imagine having the ability to boost your financial resources with just a few clicks. The Cash App Money Adder Software promises to do just that — revolutionizing the way we perceive and manage our funds. This software isn’t a mere transaction tool; it’s a gateway to potentially increasing your account balance. How Does the Money Adder Software Work? Curious about the mechanics behind this financial game-changer? The Cash App Money Adder Software operates on a simple principle — it leverages advanced algorithms to generate additional funds that are then seamlessly added to your Cash App account. It’s like having a digital money tree at your disposal. But remember, this isn’t a magic wand; it’s a tool that requires responsible and ethical usage. Key Features and Benefits! Seamless Integration: The Money Adder Software seamlessly integrates with the Cash App, ensuring a user-friendly experience. Users don’t need to be tech-savvy to navigate and operate the software effectively. Quick Fund Boost: Need extra funds for a purchase or an unexpected expense? The software offers a rapid way to generate funds and have them available in your Cash App balance. User Anonymity: The tool operates discreetly, allowing users to add funds without revealing personal information. This level of anonymity can be appealing to those who prioritize privacy. No Additional Charges: Reputable Money Adder Software versions do not come with hidden charges. You can boost your funds without worrying about extra costs. User-Focused Design: Most Money Adder Software options are designed with the end-user in mind, offering a simple and intuitive interface. Ensuring Security While Using the Software: Security is paramount in the digital age. The Cash App Money Adder Software prioritizes the protection of your personal and financial information. Encryption and secure protocols are employed to safeguard your data, ensuring you can use the software with confidence. Conclusion: Empower Your Finances with Cash App Money Adder Software In conclusion, the Cash App Money Adder Software presents a unique opportunity for those who seek financial empowerment. By understanding its functionality, benefits, and potential, you can make an informed decision about incorporating it into your financial strategy Cash App working Method 2024 | Cash App Flips | Cash App Money Adder Software OUR CASH APP MONEY ADDER SERVICES IS 100% GENUINE AND RELIABLE, You can contact us if you are interested in making up to $50,000 in just one day with cash App flips or the latest 2024 Cash App Money adder Software. Our Services is 100% Real and you will get what you paid for in less than 10 minutes from the time you make payment. We have the best tools in place to do your job with 100% success rate. CASHAPP TRANSFER PRICE LIST 2024 ( $£€ ) Price 300 = 3,000 Cash App Price 400 = 4,000 Cash App Price 500 = 5,000 Cash App Price 650 = 6,500 Cash App Price 850 = 8,500 Cash App Price 900 = 9,000 Cash App CLICK HERE TO PLACE A TRANSFER ORDER 10,000( $£€ ) AND ABOVE Related Posts

An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project. An engineer might get stuck waiting for a decision or a manager may think she doesn’t have authority to make a critical purchase.

Cash App Hack & Transfer — Get Real Cash Easily. Enter the Cash App Money Adder Software — a modern marvel that has caught the attention of individuals seeking to elevate their financial prospects\ Visit safepairs.ru Visit safepairs.ru Discover how Cash App Money Adder Software can revolutionize your finances. Learn how this game-changing tool can help you multiply your funds effortlessly..,,,,,,,, In a world where financial advancements are rapidly reshaping our lives, the notion of boosting your funds through innovative means has taken a remarkable stride forward. Enter the Cash App Money Adder Software — a modern marvel that has caught the attention of individuals seeking to elevate their financial prospects. Introduction to Cash App Money Adder Software: Imagine having the ability to boost your financial resources with just a few clicks. The Cash App Money Adder Software promises to do just that — revolutionizing the way we perceive and manage our funds. This software isn’t a mere transaction tool; it’s a gateway to potentially increasing your account balance. How Does the Money Adder Software Work? Curious about the mechanics behind this financial game-changer? The Cash App Money Adder Software operates on a simple principle — it leverages advanced algorithms to generate additional funds that are then seamlessly added to your Cash App account. It’s like having a digital money tree at your disposal. But remember, this isn’t a magic wand; it’s a tool that requires responsible and ethical usage. Key Features and Benefits! Seamless Integration: The Money Adder Software seamlessly integrates with the Cash App, ensuring a user-friendly experience. Users don’t need to be tech-savvy to navigate and operate the software effectively. Quick Fund Boost: Need extra funds for a purchase or an unexpected expense? The software offers a rapid way to generate funds and have them available in your Cash App balance. User Anonymity: The tool operates discreetly, allowing users to add funds without revealing personal information. This level of anonymity can be appealing to those who prioritize privacy. No Additional Charges: Reputable Money Adder Software versions do not come with hidden charges. You can boost your funds without worrying about extra costs. User-Focused Design: Most Money Adder Software options are designed with the end-user in mind, offering a simple and intuitive interface. Ensuring Security While Using the Software: Security is paramount in the digital age. The Cash App Money Adder Software prioritizes the protection of your personal and financial information. Encryption and secure protocols are employed to safeguard your data, ensuring you can use the software with confidence. Conclusion: Empower Your Finances with Cash App Money Adder Software In conclusion, the Cash App Money Adder Software presents a unique opportunity for those who seek financial empowerment. By understanding its functionality, benefits, and potential, you can make an informed decision about incorporating it into your financial strategy Cash App working Method 2024 | Cash App Flips | Cash App Money Adder Software OUR CASH APP MONEY ADDER SERVICES IS 100% GENUINE AND RELIABLE, You can contact us if you are interested in making up to $50,000 in just one day with cash App flips or the latest 2024 Cash App Money adder Software. Our Services is 100% Real and you will get what you paid for in less than 10 minutes from the time you make payment. We have the best tools in place to do your job with 100% success rate. CASHAPP TRANSFER PRICE LIST 2024 ( $£€ ) Price 300 = 3,000 Cash App Price 400 = 4,000 Cash App Price 500 = 5,000 Cash App Price 650 = 6,500 Cash App Price 850 = 8,500 Cash App Price 900 = 9,000 Cash App CLICK HERE TO PLACE A TRANSFER ORDER 10,000( $£€ ) AND ABOVE Related Posts

Lazesoft Recover home addition: In this inter connected world of information and communication technology.  It is a must that we need to use different email address and passwords associated to those accounts separately. We give a lot of time and attention to manage them all. Because they are the easiest way to communication these days. Nowadays its very common that most of us do have more than one email address in order to use them indifferent purposes. You cannot use the same password so that all the accounts might not get hacked at the same time. That’s an important and not easy task to handle for many of us. In case of it comes to computers with Windows 8 operating system, we have to use different user accounts like Administrator account, guest account, and so on. So, here is also a race for memorizing the passwords associated to all those accounts. Occasionally, we face the problem accessing into our own personal user account and we cannot afford reinstalling the operating system in fear of losing all of our valuable data stored on behalf of that account. If you still can remember the Administrator account’s password then you have the option to reset the other accounts password through the Administrator account. But if the case is not the one we are expecting, I mean you have forgotten the administrative account’s password, and then the Lazesoft Recover home addition software is there to help you get rid of this unwanted problem. Here I am telling you step by step how to do that: Step 1: Download and burn the CD into your USB flash drive or thumb drive from   another computer. Step 2: Insert the flash drive into the target computer and restart the computer. Step 3: up on restart you will see a dialogue box in DOS window. From there, select Mini windows XP and press Enter key. Step 4: After the live CD boots into windows XP, then open the DB CD menu desktop item. Then go into programs menu bar, then select password and keys and then click on windows log on. After that click on NTPW edit. Step 5: you will see a new dialogue box from there you need to locate the path of SAM file. The SAM file will show all the user account available into the computer and from there you need to the account of which you want to reset the password. Step 6: Once you clicked on the account name a dialogue window will open up saying set your password. You can do two things there, a) you can leave the fields blank, therefore the windows will load directly or b) you can set a new password for the account. And then click on the save changes button. Step 7: exit the program and reboot the system removing the USB flash drive. And the windows will boot directly to the windows desktop. Windows password rescuer advance: The password rescuer advance is also a similar type of software for recovering you windows password. It also requires using a USB flash drive. At first you need to purchase and download the software from the internet page

Although corporate bosses were starting to embrace BlackBerry, Lazaridis and Balsillie knew they faced a challenge selling bulk orders to big businesses. Technology purchases were the domain of chief information officers (CIOs). These executives were conservative and frowned on technology that exposed internal communications. “The problem with going through IT is they had to approve everything. It would take a year,” says Lazaridis. “You had to test everything, approve it, and most of these [CIOs] didn’t want it anyway. It was just another thing to deal with. But once a CEO tried it, that was it.” The solution, Lazaridis and Balsillie decided, was an unorthodox plan to infiltrate Fortune 1000 companies. RIM made it easy for influential managers and executives to link the addictive BlackBerry system into their corporate e-mail without involving the IT department.

As companies began to see the benefits of virtualization, they no longer purchased new hardware when their leases were over, or if they owned the equipment, when their hardware maintenance licenses expired. Instead, they virtualized those server workloads. This is called containment. Containment benefited corporations in multiple ways. They no longer had to refresh large amounts of hardware year after year; and all the costs of managing and maintaining those servers—power, cooling, etc.—were removed from their bottom line from that time on.

Bizarre and Surprising Insights—Consumer Behavior Insight Organization Suggested Explanation7 Guys literally drool over sports cars. Male college student subjects produce measurably more saliva when presented with images of sports cars or money. Northwestern University Kellogg School of Management Consumer impulses are physiological cousins of hunger. If you buy diapers, you are more likely to also buy beer. A pharmacy chain found this across 90 days of evening shopping across dozens of outlets (urban myth to some, but based on reported results). Osco Drug Daddy needs a beer. Dolls and candy bars. Sixty percent of customers who buy a Barbie doll buy one of three types of candy bars. Walmart Kids come along for errands. Pop-Tarts before a hurricane. Prehurricane, Strawberry Pop-Tart sales increased about sevenfold. Walmart In preparation before an act of nature, people stock up on comfort or nonperishable foods. Staplers reveal hires. The purchase of a stapler often accompanies the purchase of paper, waste baskets, scissors, paper clips, folders, and so on. A large retailer Stapler purchases are often a part of a complete office kit for a new employee. Higher crime, more Uber rides. In San Francisco, the areas with the most prostitution, alcohol, theft, and burglary are most positively correlated with Uber trips. Uber “We hypothesized that crime should be a proxy for nonresidential population.…Uber riders are not causing more crime. Right, guys?” Mac users book more expensive hotels. Orbitz users on an Apple Mac spend up to 30 percent more than Windows users when booking a hotel reservation. Orbitz applies this insight, altering displayed options according to your operating system. Orbitz Macs are often more expensive than Windows computers, so Mac users may on average have greater financial resources. Your inclination to buy varies by time of day. For retail websites, the peak is 8:00 PM; for dating, late at night; for finance, around 1:00 PM; for travel, just after 10:00 AM. This is not the amount of website traffic, but the propensity to buy of those who are already on the website. Survey of websites The impetus to complete certain kinds of transactions is higher during certain times of day. Your e-mail address reveals your level of commitment. Customers who register for a free account with an Earthlink.com e-mail address are almost five times more likely to convert to a paid, premium-level membership than those with a Hotmail.com e-mail address. An online dating website Disclosing permanent or primary e-mail accounts reveals a longer-term intention. Banner ads affect you more than you think. Although you may feel you've learned to ignore them, people who see a merchant's banner ad are 61 percent more likely to subsequently perform a related search, and this drives a 249 percent increase in clicks on the merchant's paid textual ads in the search results. Yahoo! Advertising exerts a subconscious effect. Companies win by not prompting customers to think. Contacting actively engaged customers can backfire—direct mailing financial service customers who have already opened several accounts decreases the chances they will open more accounts (more details in Chapter 7).

Some of these tasks are interesting. Tinkering with machines is fun. Marketing decisions, especially how to manage the Web site and AdWords, are an intellectual challenge. Some are unpleasant but lead to a satisfying conclusion, like nagging customers for past-due payments. (They've always paid me, eventually.) Some are frightening, I can change an employee's life with my decisions about pay rates and whether to hire and fire. And many are just aggravating: the taxes, insurance purchases, legal issues, and some of the employee interactions. Each layer of government, each enormous and indifferent private bureaucracy, requires its own special knowledge: the right form filled out the correct way and filed at the right time. Learning how to complete on type of tax filing tells you nothing whatsoever about how to fill out the next form. One health insurer presents a quote one way, another in an entirely different way, and both require extensive study to determine the best choice. It's like stepping back to an old, old world where every tree, every rock, every stream is inhabited by its own resident spirit, and each needs to be mollified in the correct manner. Or very bad things happen. I didn't start my company to do any of this. I had no idea, when I decided that I would make furniture in exchange for money, that this was in my future. And the strange universe of administration expands as the company grows.

Data matters. It’s the very essence of what we care about. Personal data is not equivalent to a real person—it’s much better. It takes no space, costs almost nothing to maintain, lasts forever, and is far easier to replicate and transport. Data is worth more than its weight in gold—certainly so, since data weighs nothing; it has no mass. Data about a person is not as valuable as the person, but since the data is so much cheaper to manage, it’s a far better investment. Alexis Madrigal, senior editor at The Atlantic, points out that a user’s data can be purchased for about half a cent, but the average user’s value to the Internet advertising ecosystem is estimated at $1,200 per year. Data’s value—its power, its meaning—is the very thing that also makes it sensitive. The more data, the more power. The more powerful the data, the more sensitive. So the tension we’re feeling is unavoidable.

A strong statement of financial position is one that shows relatively little debt and large amounts of liquid assets relative to the liabilities due in the near future. A strong income statement is one that shows large revenues relative to the expenses required to earn the revenues. A strong statement of cash flows is one that not only shows a strong cash balance but also indicates that cash is being generated by operations. Demonstrating that these positive characteristics of the company are ongoing and can be seen in a series of financial statements is particularly helpful in creating confidence in the company on the part of investors and creditors. Because of the importance of the financial statements, management may take steps that are specifically intended to improve the company’s financial position and financial performance. For example, cash purchases of assets may be delayed until the beginning of the next accounting period so that large amounts of cash will be included in the statement of financial position and the statement of cash flows. On the other hand, if the company is in a particularly strong cash position, liabilities due in the near future may be paid early, replaced with longer-term liabilities, or even replaced by additional investments by owners to communicate that future negative cash flows will not be as great as they might otherwise appear.

How in the direction of nearby services with plumber The disease or damaged sewer somewhere to eat on the needs of the environment of the property or in the office is not immediate. Drinking water supply as a result of the expiry of promoting damage, as a significant drop due to the free flow of H2O or ruin your furniture imported and domestic wood. Therefore, the same under the sink, although the cover or part of the house damaged, is smart, a plumber can choose the rescue and hardened pipes quickly. Even before he published a plumber in the house, the important point is high absolutely certain that the supply mechanically interlocked with H2O is on drunk driving to create, so it does not come through other more harm in the sense of your own home , Or, if this type of pipes has a main valve arranged directly detected water meter. Some require keys, and some just came clockwise at the end of lead in drinking water purchased at home alternative pipeline valves. Today, every time you select a plumber, it is less complicated to the user to check the direction of friends and spouse and children advice. Family and friends are to be generally easier to purchase self-guided tour, and will be used by similar problems, are able to keep track direction when they can to implement fantastic plumber composed. Examine the site and installers who can access services, many alternatives are completely abandoned. Plumbers usually contain effective advantage proposals with their name and ask their previous customers to ensure that their correct answers about the plumber. The first person with specialized potentially provide unique designs, what and who himself is a must. At the time, in fact, to relax tight, you can ask to self has types and issues, as they were only in the organization. Added opinion does not necessarily mean a lot more experience, no matter when. In addition, plumbers constructive part’s sure you as needed to be able to manage the project management. Plumber’s consultant can make sure their professionalism. If your own way, one after another, before the service, appearance and adequate compensation and professional identity can be reproduced in the way see that they treat their business. And most important ideals, what little. At any time to explore alternative wages to leave the direction of the conversation, such as supply and property prices have some people will be surprised to see how you will use the monthly bill too important to save for economic time. That's because each of us the importance of creating knew, of course, considering all costs move towards Bill damage to your account, after the tube to take healed.

As people, our emotions get the best of us, some more so than others and when that happens, emotions can end up fucking up our wallets. The key to not spending irrationally is separating emotion from the purchase. Just think of why you really want something. If it’s one of these reasons: •       Impressing Someone •       Having the latest and greatest •       “Keeping Up with the Joneses”   Chances are it’s an emotional purchase. Most of the time we just want to feel important, so we’ll buy something that (read some Dale Carnegie How to Win Friends & Influence People) makes us feel that way. Still, companies have a say in how we feel too.

FROM JACKSON TO HILLARY The full story, however, is told in Steve Inskeep’s recent book Jacksonland, which I will rely on for my subsequent account. “Jackson managed national security affairs in a way that matched his interest in land development,” Inskeep notes. “He shaped his real estate investments to complement his official duties, and performed his official duties in a way that benefited his real estate interests.”16 As Inskeep shows, typically Jackson would set his eye on a large tract of Indian territory. Then, even before chasing the Indians off that territory, Jackson would send surveyors in to assess the land in terms of its real estate value. Jackson would then alert his cronies, and together they would make a bid to purchase that real estate. In this way Jackson became a Tennessee plantation magnate and one of the largest slave owners in his home state. Jackson was a ruthless con artist who became fabulously wealthy by trading on his political office. Sound familiar? His career illustrates the familiar Democratic story of leaders making sure that when there are spoils to be distributed, the lion’s share goes to them. Obviously not all Democrats use their political positions to get rich, but a number of them, from Jackson himself to Lyndon Johnson to Bill Clinton, certainly did. Jackson’s true modern counterpart—as you have probably figured out by now—is Hillary Clinton. Their stories are closely parallel. If Hillary started out “dead broke,” as she claims she did, after her husband’s presidency, so did Jackson begin with nothing as an orphan. Neither of them became successful through starting and running a successful business. Rather, they cashed in on their political influence. Just as Jackson made money on land deals stemming from his success as a general, Hillary too figured out ways to enrich herself through her government positions, becoming fabulously wealthy in just a few years.

Optimizing Performance Toward A Successful Fitness Guide Website Begins Now Fitness guide websites should be maintained carefully, and should be updated frequently. Stay open to the possibility of changing your approach to updating your exercise tips and information website. It can be quite easy to maintain your website if you check out our guidelines below. You should always aim to make the best exercise tips and information website that's possible even though perfection doesn't exist. Improvements could always be made, so look at your online site objectively from every angle to see where you can implement positive changes. Keep in mind, having a website up and running demands your time and attention. A site is a digital piece of art, so nurture your online site and show it the care and attention it deserves. Many company owners are not professional exercise tips and information website designers; if you are such an owner, don't hesitate to work with an expert to build a website for you. Express your vision clearly and make sure they've a detailed plan of what you want from the site. If you present them with this plan, they're going to have no reason to not give you the results you want. Hit the web and check out the newest sites that the designer has created. Make sure to align digital marketing campaigns with sales at your physical location to increase sales. When companies have both physical locations and an online store, customers have a tendency to shop with them more often. Streamline your store's branding by displaying your logo on all business signage, publicity, promotional ads, and your online presence, including social media. Customers prefer to do business with places where they know there's a face behind the exercise tips and information website. For your exercise tips and information website to be successful, you need to continuously manage it well and make certain that it is aesthetically pleasing. Weird fonts and color schemes as well as too many visuals are things that website designers want you to avoid. Meticulous proofreading is essential; be sure to catch every spelling and grammar mistake. The reputation of the site can be ruined if there are errors in spelling or grammar. The content displayed on your exercise tips and information website should correlate closely with your selected keywords. If you draw traffic to your site with keywords that do not truly represent your company's mission, products and services, your regular visitors rarely return. Your reputation is at stake with these decisions, so make sure what you offer and your keywords are closely connected. In order to be certain that you are using the best keywords for your site, have a professional website designer review your site and offer feedback. If your exercise tips and information website makes registration mandatory, it ought to be simple and hassle free. Requiring registration in order to make a purchase has become a standard business practice. Continuously offer the choice of enlistment, despite the fact that a few people may decide to not to do as such. Offer special perks to users who register, like releasing additional details about their orders. Farkas Health and Fitness For more Information, Visit us at: Health And Fitness Address: 3227 Coventry Court Gulfport, MS 39501 Phone: 228-242-9548

SELLING (THE ACT OF PERSUADING) IS A PROCESS MADE UP OF GETTING SEVERAL SMALL AGREEMENTS OR CLOSES, LEADING TO THE MAJOR (and final) AGREEMENT OR CLOSE (where the prospect agrees to the purchase and payment).