Regular Customer Quotes

Once, in my father's bookshop, I heard a regular customer say that few things leave a deeper mark on a reader than the first book that finds its way into his heart. Those first images, the echo of words we think we have left behind, accompany us throughout our lives and sculpt a palace in our memory to which, sooner or later—no matter how many books we read, how many worlds we discover, or how much we learn or forget—we will return.

Katie had soft features and a wide, honest smile that gave her a certain kind of understated grace. She’d worn her dark chocolate hair in a cute pixie cut when I’d met her, but she’d recently started to grow it out, and now fought endlessly with several unruly strands of hair that fell down over her eyes whenever she made the slightest move. She was charming and teasing and sweet and funny, and in the three months since her first visit even the most cynical of the hotel’s regular customers had fallen a little bit in love with her.

Many of the innovative companies got their best product ideas from customers. That comes from listening, intently and regularly.

The pen didn’t look like much, just a regular cheap ballpoint, but when Percy uncapped it, it grew into a glowing bronze sword. The blade balanced perfectly. The leather grip fit his hand like it had been custom designed for him. Etched along the guard was an Ancient Greek word Percy somehow understood: Anaklusmos—Riptide. He’d woken up with this sword

Many research organizations are regularly studying the market and publishing their results in the form of various reports and case studies. You can study these reports to get an understanding of your issue.

The guy from the bar appeared silently at Uncle Billy's side, his expression cool and steady. He nodded at me once, and turned to my uncle. Seeing him face-to-face,I knew, absolutely, he wasn't just a regular customer. He was a complicationa. A big one. "Mo, meet Colin Donnelly. Your bodyguard.

It is the custom on the stage in all good, murderous melodramas, to present the tragic and the comic scenes in as regular alternation as the layers of red and white in a side of streaky, well-cured bacon.

There happened to be no customer in the shop but Jacques Three, of the restless fingers and the croaking voice. This man, whom he had seen upon the Jury, stood drinking at the little counter, in conversation with the Defarges, man and wife. The Vengeance assisted in the conversation, like a regular member of the establishment.

You've been making a regular habit of flinging yourself in front of bullets," she remarked amiably. "It's really not a good custom. Curb this tendency to self-immolation.

Well, Sky is a regular customer of ours, and we were going to do a discount rate for her, but I have a better idea. The payment is you.

If a person is a regular customer of a product or service then you are a brand, and if you are a brand then customers are your slave.

I travelled through the Northwest considerably during the winter of 1860-61. We had customers in all the little towns in southwest Wisconsin, southeast Minnesota and northeast Iowa. These generally knew I had been a captain in the regular army and had served through the Mexican war. Consequently wherever I stopped for the night, some of the people would come to the public house where I was, and sit till a late hour discussing the probabilities of the future.

Today Jackie was following the Troy who was a loan manager at the Last Bank of Night Vale ('We put our customers second, and our apocalyptic prophecies first!'). This Troy had very regular hours, not just at his work but in his life outside of work, and so he was especially easy to tail.

A customer came in, the only one in the last couple of hours. The man had the shakes and was looking around like he’d lost a child at the county fair. He was a regular, somewhere between forty and sixty, his face sagging like Auntie May’s basset hound, his eyes yellow and bloodshot from seeing too much of his own life.

The children of the Fulcrum are all different: different ages, different colors, different shapes. Some speak Sanze-mat with different accents, having originated from different parts of the world. One girl has sharp teeth because it is her race's custom to file them; another boy has no penis, though he stuffs a sock into his underwear after every shower; another girl has rarely had regular meals and wolfs down every one like she's still starving. (The instructors keep finding food hidden in and around her bed. They make her eat it, all of it, in front of them, even if it makes her sick.) One cannot reasonably expect sameness out of so much difference, and it makes no sense for Damaya to be judged by the behavior of children who share nothing save the curse of orogeny with her.

Provide significant value to each subscriber on a regular basis. 2. Build a subscriber base and continually attract new subscribers to compensate for attrition. 3. Bill customers on a recurring basis. 4. Retain each subscriber as long as possible.

It is the custom on the stage: in all good, murderous melodramas: to present the tragic and the comic scenes, in as regular alternation, as the layers of red and white in a side of streaky, well-cured bacon. The hero sinks upon his straw bed, weighed down by fetters and misfortunes; and, in the next scene, his faithful but unconscious squire regales the audience with a comic song. We behold, with throbbing bosoms, the heroine in the grasp of a proud and ruthless baron: her virtue and her life alike in danger; drawing forth a dagger to preserve the one at the cost of the other; and, just as our expectations are wrought up to the highest pitch, a whistle is heard: and we are straightway transported to the great hall of the castle: where a grey-headed seneschal sings a funny chorus with a funnier body of vassals, who are free of all sorts of places from church vaults to palaces, and roam about in company, carolling perpetually. Such changes appear absurd; but they are not so unnatural as they would seem at first sight. The transitions in real life from well-spread boards to death-beds, and from mourning weeds to holiday garments, are not a whit less startling; only, there, we are busy actors, instead of passive lookers-on; which makes a vast difference. The actors in the mimic life of the theatre, are blind to violent transitions and abrupt impulses of passion or feeling, which, presented before the eyes of mere spectators, are at once condemned as outrageous and preposterous.

When we try to see a damaged person as one of God's regular old customers, instead of a lost cause, it takes the pressure off everybody. We can then loosen our death grip on the person, which usually results in progress for everyone, also known in certain circles as grace.

A customer, not a regular who would have known better, had complained about the head on his beer. When Featherlight, purple-faced and twitching, had asked what was wrong with having a head on beer, the customer had retorted, not unreasonably, that everything was wrong when the head had once belonged to a mouse.

Madame Versoix had been interrupted in the middle of preparing dinner. She wore an apron and held a wooden spoon in one hand. She was younger than her husband, chubby and handsome and warm-eyed. Instinctively Bond guessed that they had no children and that they gave their thwarted affection to their friends and some regular customers, and probably to some pets.

If you don’t have regular and accurate financial statements, you’re driving your business 100 miles an hour down a one-way street the wrong way, at night, in the fog, without lights.

Predictable marketing requires an understanding of the circumstances in which customers buy or use things. Specifically, customers—people and companies—have “jobs” that arise regularly and need to get done. When customers become aware of a job that they need to get done in their lives, they look around for a product or service that they can “hire” to get the job done.

IT IS THE CUSTOM on the stage, in all good murderous melodramas, to present the tragic and the comic scenes, in as regular alternation, as the layers of red and white in a side of streaky bacon.

At the same moment when massive global institutions seem to rule the world, there is an equally strong countermovement among regular people to claim personal agency in our own lives. We grow food in backyards. We brew beer. We weave cloth and knit blankets. We shop local. We create our own playlists. We tailor delivery of news and entertainment. In every arena, we customize and personalize our lives, creating material environments to make meaning, express a sense of uniqueness, and engage causes that matter to us and the world. It makes perfect sense that we are making our spiritual lives as well, crafting a new theology. And that God is far more personal and close at hand than once imagined.

like out there.” Solution: Talk to customers to get clear on what you do for them, rather than how you do it. Put this into a simple, clear one-page document you can share with the entire company. Regularly connect with customers by phone or in person.

She put an end to the custom of eating in the kitchen and whenever anyone was hungry, and she imposed the obligation of doing it at regular hours at the large table in the dining room, covered with a linen cloth and with silver candlesticks and table service.

In those days, long before, a view over the rooftops of Paris was an unaffordable luxury. The apartment he had shared with a mousy young writer from Laon had a view of the Jardin de Luxembourg – if he stuck his head out of the window as far as it would go and twisted it to the left, a smudge of green foliage appeared in the corner of one eye. That had been his best apartment to date. They had decorated it in the ‘Bohemian’ style of the 1830s : a few volumes of Shakespeare and Victor Hugo, a Phrygian cap, an Algerian hookah, a skull on a broomstick handle (from the brother of a friend, Charles Toubin, who was an intern at one of the big hospitals) and, of course, a window box of geraniums, which was not only pretty but also illegal. (Death by falling window box was always high up the official list of fatalities.) For a proper view of Paris, they visited Henry’s painter friends who lived in a warren of attic rooms near the Barriere d’Enfer and called themselves the Water-Drinkers. When the weather was fine and the smell of their own squalor became unbearable, they clambered onto the roof and sat on the gutters and ridges, sketching chimneyscapes, and sending up more smoke from their pipes than the fireplaces below. Three of the Water-Drinkers had since died of various illnesses known collectively as ‘lack of money’. When the last of the three was buried, in the spring of 1844, Henry and the others had found themselves at the graveside without a sou to give a gravedigger. ‘Never mind’, said he, “you can pay me the next time, ‘ and then, to his collegue : ‘It’s all right – these gentlemen are a regular customers.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

You know those people who go to work and they’re completely satisfied with their lives? The ones who feel a sense of personal satisfaction from walking through the doors in the morning because they know that they made the right decision? I’m not one of those people. The only thing that kept me functioning like a regular human being was a grim satisfaction that at least I didn’t work in customer service. The only thing I disliked more than tabloids were people. Somewhere along the line, I’d developed a deep, burning dislike for the human race. There seemed to be no cure.

No wonder so many philosophers walked. Socrates, of course, liked nothing more than strolling in the agora. Nietzsche regularly embarked on spirited two-hour jaunts in the Swiss Alps, convinced “all truly great thoughts are conceived by walking.” Thomas Hobbes had a walking stick custom made with a portable inkwell attached so he could record his thoughts as he ambled. Thoreau regularly took four-hour treks across the Concord countryside, his capacious pockets overflowing with nuts, seeds, flowers, Indian arrowheads, and other treasures. Immanuel Kant, naturally, maintained a highly regimented walking routine. Every day, he’d eat lunch at 12:45 p.m., then depart for a one-hour constitutional — never more, never less — on the same boulevard in Königsberg, Prussia (now Russia). So unwavering was Kant’s routine that the people of Königsberg set their watches by his perambulations.

Ran to the hallway, screaming for help. The girls and a few Sunday customers crowded into the room. Kate was writhing on the floor. Two of the regulars lifted her onto Faye’s bed and tried to straighten her out, but she screamed and doubled up again. The sweat poured from her body and wet her clothes.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

People always talk about the health benefits of Japanese food,’ he said, ‘but I’m fascinated by other aspects of the Japanese dining experience. Like the whole system of serving food at a counter like this, with the customers all facing the same direction, instead of each other. It’s strange when you think about it. At a sushi bar, for example, everyone’s facing the itamae-san, and you discuss the things you’re eating – what type of squid this is, and where they’re caught, and how this is the season for them but they’ll only be at their best for another couple of weeks, and so on. Discussing the food with the chef even as you eat it – that’s a peculiar system.’ ‘I suppose it is, isn’t it? I don’t go to sushi restaurants very often – they’re so expensive – and I could probably count the number of times I’ve sat at the counter, but I know what you mean. There’s something about that atmosphere.’ ‘At its worst, it’s almost an atmosphere of collusion.’ ‘Collusion?’ ‘Everyone at the counter becomes a member of the group. In some sushi bars, all the customers are regulars and they all know each other. As an outsider, you need courage to walk into a place like that and take a seat. It’s a tight-knit little community, and harmony is of the utmost importance. Nobody’s confronting anyone else individually. The conversation all proceeds through the chef, who’s like a moderator or a master of ceremonies. You couldn’t spend some quiet time with a lover, for example, in a place like that, because you’d be isolating yourselves from the others and spoiling the atmosphere for everyone.

The first law of the land shall be the King’s Peace,” King Aegon decreed, “and any lord who goes to war without my leave shall be considered a rebel and an enemy of the Iron Throne.” King Aegon also issued decrees regularizing customs, duties, and taxes throughout the realm, whereas previously every port and every petty lord had been free to exact however much they could from tenants, smallfolk, and merchants. He also proclaimed that the holy men and women of the Faith, and all their lands and possessions, were to be exempt from taxation, and affirmed the right of the Faith’s own courts to try and sentence any septon, Sworn Brother, or holy sister accused of malfeasance.

OPEN YOURSELF TO SERENDIPITY Chance encounters can also provide enormous benefits for your projects—and your life. Being friendly while standing in line for coffee at a conference might lead to a conversation, a business card exchange, and the first investment in your company a few months later. The person sitting next to you at a concert who chats you up during intermission might end up becoming your largest customer. Or, two strangers sitting in a nail salon exchanging stories about their families might lead to a blind date, which might lead to a marriage. (This is how I met my wife. Lucky for me, neither stranger had a smartphone, so they resorted to matchmaking.) I am consistently humbled and amazed by just how much creation and realization is the product of serendipity. Of course, these chance opportunities must be noticed and pursued for them to have any value. It makes you wonder how much we regularly miss. As we tune in to our devices during every moment of transition, we are letting the incredible potential of serendipity pass us by. The greatest value of any experience is often found in its seams. The primary benefits of a conference often have nothing to do with what happens onstage. The true reward of a trip to the nail salon may be more than the manicure. When you value the power of serendipity, you start noticing it at work right away. Try leaving the smartphone in your pocket the next time you’re in line or in a crowd. Notice one source of unexpected value on every such occasion. Develop the discipline to allow for serendipity.

The key is not to make the sale. The key is to cultivate the customer.” At The Home Depot, cultivating the customer is much more important than creating a bottom line. We teach our associates that if you can save a customer money, do it. We’re not looking to fleece the customer. If I can save them $100, why not do it? That reflects one of our values: caring for the customer. Care for them today and they’ll be back tomorrow.

The ideal chopped-salad customer is himself efficient: he needs to eat his twelve-dollar salad in ten minutes because he needs the extra time to keep functioning within the job that allows him to afford a regular twelve-dollar salad in the first place. He feels a physical need for this twelve-dollar salad, as it’s the most reliable and convenient way to build up a vitamin barrier against the general malfunction that comes with his salad-requiring-and-enabling job.

Imagination is the ability to produce new ideas without the need of time to stop and actually think about it. I'll produce elevator buttons - I bought that business from Jarod Kintz, who was only selling it, because he found a new, more profitable job – male prostitution (he’s selling his grandpa’s services, not his own, because his own are virtually non-existent – he’s a monk now, and monks are sworn to celibacy, you know, or should, by now). Buy now - grieve later. Two 5th floor buttons for your floorless cardboard-built tree house, for the price of one, 7-story tall tree, which, for the purpose of this story we’ll call Nathan. Nathan sends you its best regards and wishes you a happy, silent, well-watered-down life, which, coming from a tree isn’t really that much, however, as you know - trees aren’t regular customers in the land of walking and talking, and it took quite a lot of convincing to make him come over and say that. Meow.

As he met now with each sales director, J.T. would begin by grilling him with a standard set of questions: You losing any of your regulars? (In other words, customers.) Anybody complaining? (About the quality of the crack.) You heard of people leaving you for others? (Customers buying crack from other dealers.) Anybody watching you? (The police or tenant leaders.) Any new hustlers been hanging around? (Homeless people or street vendors.) You seen any niggers come around? (Enemy gangs.)

An economic franchise arises from a product or service that: (1) is needed or desired; (2) is thought by its customers to have no close substitute and; (3) is not subject to price regulation. The existence of all three conditions will be demonstrated by a company’s ability to regularly price its product or service aggressively and thereby to earn high rates of return on capital. Moreover, franchises can tolerate mismanagement. Inept managers may diminish a franchise’s profitability, but they cannot inflict mortal damage.

Prostitution is not exactly a reputable business over there either, even though the girls actually have to pay taxes on their earnings, and submit to regular health check ups. Even the prostitutes have universal healthcare over there. The benefit of legal prostitution is obvious: tax income for the city, healthier girls, and safety. In Amsterdam, each girl has an alarm button next to her bed that she can press if one of her "customers" tries to rape or hurt her. The police will arrive within minutes and protect the girl from harm.

To narrow natural rights to such neat slogans as "liberty, equality, fraternity" or "life, liberty, property," . . . was to ignore the complexity of public affairs and to leave out of consideration most moral relationships. . . . Burke appealed back beyond Locke to an idea of community far warmer and richer than Locke's or Hobbes's aggregation of individuals. The true compact of society, Burke told his countrymen, is eternal: it joins the dead, the living, and the unborn. We all participate in this spiritual and social partnership, because it is ordained of God. In defense of social harmony, Burke appealed to what Locke had ignored: the love of neighbor and the sense of duty. By the time of the French Revolution, Locke's argument in the Second Treatise already had become insufficient to sustain a social order. . . . The Constitution is not a theoretical document at all, and the influence of Locke upon it is negligible, although Locke's phrases, at least, crept into the Declaration of Independence, despite Jefferson's awkwardness about confessing the source of "life, liberty, and the pursuit of happiness." If we turn to the books read and quoted by American leaders near the end of the eighteenth century, we discover that Locke was but one philosopher and political advocate among the many writers whose influence they acknowledged. . . . Even Jefferson, though he had read Locke, cites in his Commonplace Book such juridical authorities as Coke and Kames much more frequently. As Gilbert Chinard puts it, "The Jeffersonian philosophy was born under the sign of Hengist and Horsa, not of the Goddess Reason"--that is, Jefferson was more strongly influenced by his understanding of British history, the Anglo-Saxon age particularly, than by the eighteenth-century rationalism of which Locke was a principal forerunner. . . . Adams treats Locke merely as one of several commendable English friends to liberty. . . . At bottom, the thinking Americans of the last quarter of the eighteenth century found their principles of order in no single political philosopher, but rather in their religion. When schooled Americans of that era approved a writer, commonly it was because his books confirmed their American experience and justified convictions they held already. So far as Locke served their needs, they employed Locke. But other men of ideas served them more immediately. At the Constitutional Convention, no man was quoted more frequently than Montesquieu. Montesquieu rejects Hobbes's compact formed out of fear; but also, if less explicitly, he rejects Locke's version of the social contract. . . . It is Montesquieu's conviction that . . . laws grow slowly out of people's experiences with one another, out of social customs and habits. "When a people have pure and regular manners, their laws become simple and natural," Montesquieu says. It was from Montesquieu, rather than from Locke, that the Framers obtained a theory of checks and balances and of the division of powers. . . . What Madison and other Americans found convincing in Hume was his freedom from mystification, vulgar error, and fanatic conviction: Hume's powerful practical intellect, which settled for politics as the art of the possible. . . . [I]n the Federalist, there occurs no mention of the name of John Locke. In Madison's Notes of Debates in the Federal Convention there is to be found but one reference to Locke, and that incidental. Do not these omissions seem significant to zealots for a "Lockean interpretation" of the Constitution? . . . John Locke did not make the Glorious Revolution of 1688 or foreordain the Constitution of the United States. . . . And the Constitution of the United States would have been framed by the same sort of men with the same sort of result, and defended by Hamilton, Madison, and Jay, had Locke in 1689 lost the manuscripts of his Two Treatises of Civil Government while crossing the narrow seas with the Princess Mary.

SolarCity is a key part of what can be thought of as the unified field theory of Musk. Each one of his businesses is interconnected in the short term and the long term. Tesla makes battery packs that SolarCity can then sell to end customers. SolarCity supplies Tesla’s charging stations with solar panels, helping Tesla to provide free recharging to its drivers. Newly minted Model S owners regularly opt to begin living the Musk Lifestyle and outfit their homes with solar panels. Tesla and SpaceX help each other as well. They exchange knowledge around materials, manufacturing techniques, and the intricacies of operating factories that build so much stuff from the ground up.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

What’s more, SolarCity is a key part of what can be thought of as the unified field theory of Musk. Each one of his businesses is interconnected in the short term and the long term. Tesla makes battery packs that SolarCity can then sell to end customers. SolarCity supplies Tesla’s charging stations with solar panels, helping Tesla to provide free recharging to its drivers. Newly minted Model S owners regularly opt to begin living the Musk Lifestyle and outfit their homes with solar panels. Tesla and SpaceX help each other as well. They exchange knowledge around materials, manufacturing techniques, and the intricacies of operating factories that build so much stuff from the ground up.

Numerous lawyers, consultants, and accountants have told me that when a client has treated them badly, they avoid working for them again unless they are desperate, and when they must, they often charge higher rates to make themselves feel better and because assholes consume extra time and emotional energy. A European consultant explained his firm’s evidence-based ‘asshole pricing’ in a comment on my blog: We’ve therefore abandoned the old pricing altogether and simply have a list of difficult customers who get charged more. Before The No Asshole Rule became widely known, we were calling this Asshole Pricing. It isn’t just a tax, a surcharge on the regular price; the entirety of the price quoted is driven by Asshole considerations.

It was Lola Simeona who served their bestseller: Soup No. 5 was a horrifying concoction of bull testes and spices, yet still was the best broth this side of the city, a popular meal for the adventurous and for those who prize umami above all. Occasionally a new customer would stagger out, pale and green all at once, because Lola Simeona was never shy about telling them exactly what they were eating, and in great detail. If it tasted good, she liked to say, then why would knowing this change anything? Lola sold Soup No. 5 regular at nearly all hours, closing at two a.m., only to begin again at nine the next day. Soup No. 5 regular was a picker-upper, a mood brightener. Soup No. 5 regular put people in cheerful temperaments, ready to face the day with optimism- a surprising side effect, given the cantankerous nature of the chef.

But your lolas took offense at being called witches. That is an Amerikano term, they scoff, and that they live in the boroughs of an American city makes no difference to their biases. Mangkukulam was what they styled themselves as, a title still spoken of with fear in their motherland, with its suggestions of strange healing and old-world sorcery. Nobody calls their place along Pepper Street Old Manila, either, save for the women and their frequent customers. It was a carinderia, a simple eatery folded into three food stalls; each manned by a mangkukulam, each offering unusual specialties: Lola Teodora served kare-kare, a healthy medley of eggplant, okra, winged beans, chili peppers, oxtail, and tripe, all simmered in a rich peanut sauce and sprinkled generously with chopped crackling pork rinds. Lola Teodora was made of cumin, and her clients tiptoed into her stall, meek as mice and trembling besides, only to stride out half an hour later bursting at the seams with confidence. But bagoong- the fermented-shrimp sauce served alongside the dish- was the real secret; for every pound of sardines you packed into the glass jars you added over three times that weight in salt and magic. In six months, the collected brine would turn reddish and pungent, the proper scent for courage. unlike the other mangkukulam, Lola Teodora's meal had only one regular serving, no specials. No harm in encouraging a little bravery in everyone, she said, and with her careful preparations it would cause little harm, even if clients ate it all day long. Lola Florabel was made of paprika and sold sisig: garlic, onions, chili peppers, and finely chopped vinegar-marinated pork and chicken liver, all served on a sizzling plate with a fried egg on top and calamansi for garnish. Sisig regular was one of the more popular dishes, though a few had blanched upon learning the meat was made from boiled pigs' cheeks and head.

This is simply the long history of the origin of responsibility. That task of breeding an animal which can make promises, includes, as we have already grasped, as its condition and preliminary, the more immediate task of first making man to a certain extent, necessitated, uniform, like among his like, regular, and consequently calculable. The immense work of what I have called, "morality of custom", the actual work of man on himself during the longest period of the human race, his whole prehistoric work, finds its meaning, its great justification (in spite of all its innate hardness, despotism, stupidity, and idiocy) in this fact: man, with the help of the morality of customs and of social strait-waistcoats, was made genuinely calculable. If, however, we place ourselves at the end of this colossal process, at the point where the tree finally matures its fruits, when society and its morality of custom finally bring to light that to which it was only the means, then do we find as the ripest fruit on its tree the sovereign individual, that resembles only himself, that has got loose from the morality of custom, the autonomous "super-moral" individual (for "autonomous" and "moral" are mutually-exclusive terms),—in short, the man of the personal, long, and independent will, competent to promise, and we find in him a proud consciousness (vibrating in every fibre), of what has been at last achieved and become vivified in him, a genuine consciousness of power and freedom, a feeling of human perfection in general. And this man who has grown to freedom, who is really competent to promise, this lord of the free will, this sovereign—how is it possible for him not to know how great is his superiority over everything incapable of binding itself by promises, or of being its own security, how great is the trust, the awe, the reverence that he awakes—he "deserves" all three—not to know that with this mastery over himself he is necessarily also given the mastery over circumstances, over nature, over all creatures with shorter wills, less reliable characters? The "free" man, the owner of a long unbreakable will, finds in this possession his standard of value: looking out from himself upon the others, he honours or he despises, and just as necessarily as he honours his peers, the strong and the reliable (those who can bind themselves by promises),—that is, every one who promises like a sovereign, with difficulty, rarely and slowly, who is sparing with his trusts but confers honour by the very fact of trusting, who gives his word as something that can be relied on, because he knows himself strong enough to keep it even in the teeth of disasters, even in the "teeth of fate,"—so with equal necessity will he have the heel of his foot ready for the lean and empty jackasses, who promise when they have no business to do so, and his rod of chastisement ready for the liar, who already breaks his word at the very minute when it is on his lips. The proud knowledge of the extraordinary privilege of responsibility, the consciousness of this rare freedom, of this power over himself and over fate, has sunk right down to his innermost depths, and has become an instinct, a dominating instinct—what name will he give to it, to this dominating instinct, if he needs to have a word for it? But there is no doubt about it—the sovereign man calls it his conscience.

need say was I need some time off. But she couldn’t do it. “The St. James house at half-past seven,” she repeated. “Got it, sir.” He rang off. Barbara hung up. She tried to plumb the depths of her feelings, to put a name to what was slowly washing through her veins. She wanted to call it shame. She knew it was liberation. She went to tell her father that they would need to reschedule his doctor’s appointment for another day. Kevin Whateley had not gone to the Royal Plantagenet, which was the pub next door to his cottage. Rather, he had walked along the embankment, past the triangular green where he and Matthew had once learned to operate their pair of remote-control planes, and had instead entered an older pub that stood on a spit of land reaching like a curled finger into the Thames. He’d chosen the Blue Dove deliberately. In the Royal Plantagenet—despite its proximity to his house—he might have forgotten for five minutes or so. But the Blue Dove would not allow him to do so. He sat at a table that overlooked the water. In spite of the night’s falling temperature, someone was out, night fishing from a boat, and lights bobbed periodically with the river’s movement. Kevin watched this, allowing his memory to fill with the image of Matthew running along that same dock, falling, damaging a knee, righting himself but not crying at all, even when the blood began to seep from the cut, even when the stitches were later put in. He was a brave little bloke, always had been. Kevin forced his eyes from the dock and fastened them on the mahogany table. Beer mats covered it, advertising Watney’s, Guinness, and Smith’s. Carefully, Kevin stacked them, restacked them, spread them out like cards, restacked them again. He felt how shallow his breathing was and knew that he needed to take in more air. But to breathe deeply was to lose his grip for an instant. He wouldn’t do that. For if he lost control, he didn’t know how he would get it back. So he did without air. He waited. He didn’t know if the man he sought would come into the pub this late on a Sunday night, mere minutes before closing. In fact, he didn’t even know if the man came here at all any longer. But years ago he’d been a regular customer, when Patsy worked long hours behind the bar, before she’d got her job in a South Kensington hotel. For Matthew’s sake, she had said when she’d taken on the

I pleaded with Norman to use my first name, and he always agreed to do so: “Okay, Mister Regan, I’ll remember in the future,” he’d say with a wicked grin on his face. Eventually Norman explained that he had a reputation for remembering all his customers’ names, and that if he had to learn first names as well as surnames, his workload would be doubled, so I backed down. All would have been well with this had I not introduced Norman to Roy Finamore, who was the editor of the first edition of this book, some six months later; Mister Finamore joined the ranks of thousands addicted to Norman’s wit and his cocktailian skills. A few months thereafter I was informed that Norman had taken to using Roy’s first name at the bar, and I was livid. This called for action. I made the pilgrimage to Norman’s bar. “I hear that Roy Finamore is a regular here now.” “That’s right, Mister Regan, he’s here three or four times a week.” “And what do you call him, Norman?” “I call him Roy.” “And why is that, Norman?” He leaned over the bar until our noses almost met. “Just to piss you off.” It had taken Norman months to set up this one glorious moment. In my opinion, I was looking into the eyes of Manhattan’s best bartender.

Hitherto all that has given colour to existence has lacked a history: where would one find a history of love, of avarice, of envy, of conscience, of piety, of cruelty? Even a comparative history of law, as also of punishment, has hitherto been completely lacking. Have the different divisions of the day, the consequences of a regular appointment of the times for labour, feast, and repose, ever been made the object of investigation? Do we know the moral effects of the alimentary substances? Is there a philosophy of nutrition? (The ever-recurring outcry for and against vegetarianism proves that as yet there is no such philosophy!) Have the experiences with regard to communal living, for example, in monasteries, been collected? Has the dialectic of marriage and friendship been set forth? The customs of the learned, of trades-people, of areists, and of mechanics have they already found been found and thought about? There is so much in them to think about! All that up till now has been considered as the "conditions of existence," of human beings, and all reason, passion and superstition in this consideration have they been investigated to the end? The observation alone of the different degrees of development which the human impulses have attained, and could yet attain, according to the different moral climates, would furnish too much work for the most laborious; whole generations, and regular co-operating generations of the learned, would be needed in order to exhaust the points of view and the material here furnished. The same is true of the determining of the reasons for the differences of the moral climates ("on what account does this sun of a fundamental moral judgment and standard of highest value shine here and that sun there?") And there is again a new labour which points out the erroneousness of all these reasons, and determines the entire essence of the moral judgments hitherto made. Supposing all these labours to be accomplished, the most critical of all questions would then come into the foreground: whether science is in a position to provide goals for human action, after it has proved that it can take them away and destroy them and then would be the time for a process of experimenting, in which every kind of heroism could satisfy itself, an experimenting for centuries, which would put into the shade all the great labours and sacrifices of previous history. Science has not as yet built its Cyclopic buildings; but for that also the time will come.

In addition to his insight about making a positive difference, Peter Drucker had five other rules that are applicable for earning credibility. At first they may strike you as self-evident, even trite, but smarter people than I have had the same initial reaction and now are quoting them back to me on a regular basis. If you want to elevate your credibility, start by committing these Druckerisms to memory: Every decision in the world is made by the person who has the power to make the decision. Make peace with that. If we need to influence someone in order to make a positive difference, that person is our customer and we are a salesperson. Our customer does not need to buy; we need to sell. When we are trying to sell, our personal definition of value is far less important than our customer’s definition of value. We should focus on the areas where we can actually make a positive difference. Sell what we can sell and change what we can change. Let go of what we cannot sell or change. Each of these rules assumes that acquiring recognition and approval is a transactional exercise. Note the frequent reference to selling and customers. The implication is that we must sell our achievements and competence in order to have them recognized and appreciated by others. These Druckerisms not only endorse our need for approval, they emphasize that we can’t afford to be passive about it—not when our credibility is at stake.

The idea of personal space, which seems so natural to us now, was a revelation. People couldn’t get enough of it. Soon it wasn’t merely sufficient to live apart from one’s inferiors, it was necessary to have time apart from one’s equals, too. As houses sprouted wings and spread, and domestic arrangements grew more complex, words were created or adapted to describe all the new room types: study, bedchamber, privy chamber, closet, oratory (for a place of prayer), parlour, withdrawing chamber and library (in a domestic as opposed to institutional sense) all date from the fourteenth century or a little earlier. Others followed soon after: gallery, long gallery, presence chamber, tiring (for attiring) chamber, salon or saloon, apartment, lodgings and suite. ‘How widely different is all this from the ancient custom of the whole household living by day and night in the great hall!’ wrote Gotch in a moment of rare exuberance. One new type not mentioned by Gotch was boudoir, literally ‘a room to sulk in’, which from its earliest days was associated with sexual intrigue. Even with the growth of comparative privacy, life remained much more communal and exposed than today. Toilets often had multiple seats, for ease of conversation, and paintings regularly showed couples in bed or a bath in an attitude of casual friskiness while attendants waited on them and their friends sat amiably nearby, playing cards or conversing but comfortably within sight and earshot.

When he had eaten he went into the cave, where a great flat block of stone, lying on some large pebbles, had served from time immemorial as a resting-place for travellers. On this Bjartur lay down to sleep, using his bundle as a pillow. He was practically the only traveller who paid a regular yearly visit to the cave at this season, and as he had acquired the art of sleeping on the block without ill effect in any weather, he was very fond of the place. When he had slept for a good while, he woke up shivering. This shiver was a characteristic of the lodging, but it was unnecessary to lose one’s temper over it if one only knew the trick of getting rid of it. This trick consisted in getting up, gripping the block with both arms, and turning it round till one was warm again. According to ancient custom it had to be turned around eighteen times, thrice a night. It would have been considered a most formidable task in any other lodging, for the block weighed not less than a quarter of a ton, but Bjartur thought nothing more natural than to revolve it fifty-four times a night, for he enjoyed trying his strength on large stones. Each time that he had given the block eighteen turns, he felt warm enough to lie down again and go to sleep with his bundle under his head. But when he woke up the fourth time, he was well rested, and, indeed, dawn was in the sky. He set out at once up the mountain slopes and looked in several gullies. When he had warmed himself with walking, he sat down on a stone and ate some black pudding. After threading a pass in the mountains, he came about midday into the district of Reykjadalir.

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The man who…was forced into an oppressive narrowness and regularity of custom, impatiently tore himself apart, persecuted himself, gnawed away at himself, grew upset, and did himself damage…With him was introduced the greatest and weirdest illness, from which human beings today have not recovered, the suffering of man from his own nature, from himself, a consequence of the forcible separation from his animal past…a declaration of war against the old instincts, on which, up to that point, his power, joy, and ability to inspire fear had been based.

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5. Processes must be regularly updated to ensure they reflect customers’ ever-changing expectations for service. The top ten most important processes—those deemed to have the biggest impact on driving and sustaining customer loyalty—must be singled out annually for an “alignment check” and tune up. Today, customer expectations change at supersonic speed as customers are influenced by their service experiences with organizations of every type and effectiveness. Staying in touch with these ever-changing customer service expectations is crucial to an organization’s success. Just as you would expect a complete checkup from your doctor during an annual physical, so too should your most important processes undergo the rigors of an annual evaluation of their effectiveness at delivering or enabling service to customers in an appropriate fashion.

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How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

Does ethical custom mean that if we do something frequently enough it becomes normalized and is thus no longer unethical? If so many companies use regular rounds of mass layoffs, using people’s livelihoods, to meet arbitrary projections, does that strategy then cease to be unethical? If everyone is doing it, it must be okay.

The best way to get cooperation among volatile, erotic primates is to regulate sexual relations—who can mate with whom, who can live with whom regularly, and so on. By setting up such customs and marriage taboos you establish families and provide sexual partners between families. In a word, the invention of sexual codes establishes harmony and cooperation in mating units, and in bands composed of such units.

DURING THE summer between his sophomore and junior years, Kurt worked at Vonnegut Hardware again, this time on the sales floor, discovering that the customers stole regularly, and that working where there were no windows was not for him.128 After ringing up a sale, he always added a complimentary gift to the customer’s purchase: a twelve-inch wooden ruler that doubled as an “Indiana Legal Length Fish Gauge.” Printed at the seven-inch mark was the prescient word Trout.129 But he dreaded the fate of many male Vonneguts, which was to end up with a career in the venerable hardware store or, as he characterized it to a friend, “working in the nuts and bolts department.”130

Through social rules and conventions and customs, internalized by its members and made into regular habits, it turns what might be socially destructive impulses into socially useful ones.

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Young men, none are in more danger of this than yourselves. You know little of the perils around you, and so you are careless how you walk. You hate the trouble of serious, quiet thinking, and so you make wrong decisions and bring upon yourselves much sorrow. Young Esau had to have his brother's stew and sold his birthright: he never thought how much he would want it in the future. Young Simeon and Levi had to avenge the rape of their sister Dinah, and kill the Shechemites: they never considered how much trouble and anxiety they might bring on their father Jacob and his house. Job seems to have been especially afraid of this thoughtlessness among his children: it is written, that when they had a feast, and the "period of feasting had run its course, Job would send and have them purified. Early in the morning he would sacrifice a burnt offering for each of them, thinking, 'Perhaps my children have sinned and cursed God in their hearts.' This was Job's regular custom" (Job 1:5)

Treat every day like a regular customer, and everything will fall into place.

Direct response marketing is designed to evoke an immediate response and compel prospects to take some specific action, such as opting in to your email list, picking up the phone and calling for more information, placing an order or being directed to a web page. So what makes a direct response ad? Here are some of the main characteristics: It’s trackable. That is, when someone responds, you know which ad and which media was responsible for generating the response. This is in direct contrast to mass media or “brand” marketing—no one will ever know what ad compelled you to buy that can of Coke; heck you may not even know yourself. It’s measurable. Since you know which ads are being responded to and how many sales you’ve received from each one, you can measure exactly how effective each ad is. You then drop or change ads that are not giving you a return on investment. It uses compelling headlines and sales copy. Direct response marketing has a compelling message of strong interest to your chosen prospects. It uses attention-grabbing headlines with strong sales copy that is “salesmanship in print.” Often the ad looks more like an editorial than an ad (hence making it at least three times more likely to get read). It targets a specific audience or niche. Prospects within specific verticals, geographic zones or niche markets are targeted. The ad aims to appeal to a narrow target market. It makes a specific offer. Usually, the ad makes a specific value-packed offer. Often the aim is not necessarily to sell anything from the ad but to simply get the prospect to take the next action, such as requesting a free report. The offer focuses on the prospect rather than on the advertiser and talks about the prospect’s interests, desires, fears, and frustrations. By contrast, mass media or “brand” marketing has a broad, one-size-fits-all marketing message and is focused on the advertiser. It demands a response. Direct response advertising has a “call to action,” compelling the prospect to do something specific. It also includes a means of response and “capture” of these responses. Interested, high-probability prospects have easy ways to respond, such as a regular phone number, a free recorded message line, a website, a fax back form, a reply card or coupons. When the prospect responds, as much of the person’s contact information as possible is captured so that they can be contacted beyond the initial response. It includes multi-step, short-term follow-up. In exchange for capturing the prospect’s details, valuable education and information on the prospect’s problem is offered. The information should carry with it a second “irresistible offer”—tied to whatever next step you want the prospect to take, such as calling to schedule an appointment or coming into the showroom or store. Then a series of follow-up “touches” via different media such as mail, email, fax and phone are made. Often there is a time or quantity limit on the offer.

Internationally benchmark - Quality and Regulatory systems Delwis Healthcare strives to meet the GOALS by specifically focusing on the basic fundamentals of Excellence - Innovation, Quality and Service. We believe that customer satisfaction, in terms of quality, delivery and after sales services, is our first and foremost responsibility. This objective is achieved by following Good Manufacturing Practices and Local & International Rules and Regulations applicable to our operations. Delwis Healthcare is awarded the ISO 9001:2015. With an outstanding track record for maintaining quality, we continue to operate as one of the India's top-notch Quality Control and Analytical Research Laboratories. Quality Control Delwis Healthcare focuses on Quality Control (QC) and Quality assurance (QA) as these are our strengths and the key differentiators. Strict adherence to cGMP norms as well as our efforts towards continuous improvement of our Product, Processes and the Skills of our work force enables us to improve our offerings to our customers and consumers on a regular basis. We have a modern and well-equipped Quality Control (QC) Laboratory, which ensures that our products are Pure, Safe and Effective and are released only after thorough analysis as per stringent specifications, methods and procedures developed according to international guidelines. Our QC department has all the necessary instruments for the Analysis of API, Finished Products, Packaging, and Related Materials used.

I have great, wild hopes of finding my daughter as she will be in adulthood, when she nominally stops needing me, when she is past the seizures and denunciations that I expect will come at adolescence because they came so brutally for me. I hope that I am right in my interpretation of the organic grandmother, that mother hunger is a primal trait of womanness, and that my daughter's need for me may prove larger, more enduring, more passionate than the child's needs for meals, clothes, shelter and applause. I hope that she needs me enough to show me who she is, to give regular dispatches, her intellectual progeny, and to trust me with their safekeeping. I hope that she likes to barter- Youth and Experience haggling over Notoriety. May she spit fire and leave me gladly but sense in her very hemoglobin that she can find me and rest with me and breathe, safely breathe, if only for the intermission between cycles of anger and disappointment. For as long as they last, my bones, brains, and strength are her birthright, and they may not be much, but they are tenacious by decree, and they’ll comply happily with the customs of dynasty. When Youth comes calling, Experience gets her shovel and digs.

The victims in all this are regular people: the workers who lose their factory jobs in Juárez and Windsor; the workers who get the factory jobs in Shenzhen and Dhaka, jobs that are by this point so degraded that some employers install nets along the perimeters of roofs to catch employees when they jump, or where safety codes are so lax that workers are killed in the hundreds when buildings collapse. The victims are also the toddlers mouthing lead-laden toys; the Walmart employee expected to work over the Thanksgiving holiday only to be trampled by a stampede of frenzied customers, while still not earning a living wage. And the Chinese villagers whose water is contaminated by one of those coal plants we use as our excuse for inaction, as well as the middle class of Beijing and Shanghai whose kids are forced to play inside because the air is so foul.

From the anthropological perspective, culture is “the beliefs, customs, arts, etc., of a particular society, group, place or time.” From the business perspective, culture is “a way of thinking, behaving, or working that exists in a place or organization.”5 Strong cultures typically exhibit the following traits:   Common language: Words and phrases that hold a common meaning within a community based on opinions, principles, and values6   Learned behaviors: A set of learned responses to stimuli7   Shared beliefs: The acceptance of something as true8   Heroes and legends: People who are admired or idealized for their qualities, behavior, and/or achievements and the stories told about their heroic actions9   Rituals and norms: Consistent behavior regularly followed by an individual or a group10

was really a lot to do with, once again, fucking around with the tunings. I found these chords, especially doing it on a twelve-string to start with, which gave the song this character and sound. There’s a certain forlornness that can come out of a twelve-string. I started off, I think, on a regular six-string open E, and it sounded very nice, but sometimes you just get these ideas. What if I open tuned a twelve-string? All it meant was translate what Mississippi Fred McDowell was doing—twelve-string slide—into five-string mode, which meant a ten-string guitar. I now have a couple custom built for that. It was one of those magical moments when things come together. It’s like “Satisfaction.” You just dream it, and suddenly it’s all in your hands. Once you’ve got the vision in your mind of wild horses, I mean, what’s the next phrase you’re going to use? It’s got to be “couldn’t drag me away.” That’s one of the great things about songwriting; it’s not an intellectual experience.

Experience suggests that these teams must be given radical goals, like collapsing time in half. Otherwise, assumptions aren’t challenged. The whole premise is using bottlenecks, breakdowns, and unmet customer needs as opportunities to learn. The teams use a variety of techniques—root-cause analysis, scenario building, pursuing conflict between two people until the real problem crystalizes, and old-fashioned imagination. Between regular meetings, research into technical or other problems is done. There are no formal reports to the team members’ superiors. The teams report to a senior steering group that is responsible for all the breakthrough teams operating. This steering group is responsible for managing change under the time-based vision that the management team has decided to pursue.

Statistical surveying assumes a critical part in grasping business sector elements, customer conduct, and industry patterns, especially in arising economies like Myanmar. As organizations in Myanmar look to explore a quickly developing business sector scene, the administrations presented by statistical surveying firms become progressively important. In this article, we will investigate the universe of market research firms in Myanmar , with a particular spotlight on AMT Statistical surveying. From their administrations and industry experiences to their effect on business development, we will dive into the key viewpoints that make statistical surveying fundamental for progress in Myanmar's business climate. 1. 1. Prologue to Statistical surveying Firms in Myanmar Understanding the Statistical surveying Industry in Myanmar Welcome to the universe of market research firms in Myanmar! In a nation overflowing with potential and valuable learning experiences, statistical surveying firms assume a vital part in assisting organizations with exploring the unique scene. 2. Outline of AMT Statistical surveying in Myanmar Foundation and History of AMT Statistical surveying AMT Statistical surveying isn't your regular person in the business. With a set of experiences as brilliant as a rainbow and a standing that sparkles more splendid than a disco ball, AMT has cut its name as a believed accomplice for organizations looking for bits of knowledge in Myanmar. Key Differentiators of AMT Statistical surveying What separates AMT from the rest? Consider them the Sherlock Holmes of statistical surveying - sharp, clever, and consistently a stride ahead. Their mystery ingredient lies in their capacity to mix information with instinct, giving clients a triumphant edge on the lookout. 3. Administrations Presented by AMT Statistical surveying Statistical surveying and Investigation Administrations AMT doesn't simply do the math and regurgitate reports. They jump profound into the dim waters of market patterns, purchaser conduct, and contender experiences to present a platter of key suggestions that hit the bullseye without fail. Counseling and Warning Administrations Need a directing hand in the deceptive territory of the Myanmar market? AMT's counseling and warning administrations resemble a compass, pointing you in the correct heading and assisting you with avoiding entanglements. Think of them as your market whisperers. 4. Industry Bits of knowledge and Patterns in Myanmar Key Businesses in Myanmar's Market From the clamoring roads of Yangon to the quiet shores of Inle Lake, Myanmar's market is a blend of different businesses. Whether it's the roaring tech area or the customary rural industry, AMT Statistical surveying keeps a finger on the beat, all things considered, Arising Patterns and Potential open doors What's hot and what's not in Myanmar? AMT Statistical surveying has their radio wires up, scouring the skyline for arising patterns and once in a lifetime kinds of chances that could be a distinct advantage for organizations. Remain tuned with them to ride the flood of progress in Myanmar's always developing market.## 5. Significance of Statistical surveying in Myanmar's Business Scene Statistical surveying assumes a urgent part in assisting organizations with exploring the unique scene of Myanmar. By giving significant bits of knowledge into purchaser inclinations, market patterns, and contender techniques, statistical surveying engages organizations to pursue informed choices that drive development and achievement.

ANNIE LAIDLER HAD RECOGNIZED THE WOMAN detective as soon as she’d first walked into the Pilgrims’ House. She was a regular customer at the deli and you couldn’t miss her. It was her size and those awful clothes, as if she didn’t give a shit what she looked like, or what people thought of her.

Here is a stark example. If you have time, I suggest watching the YouTube video of the January 2000 presentation by the president of Enron, Jeffrey Skilling, and his senior management on the launch of Enron Broadband.2 I dare you not to be impressed. The guys are poised, confident, and, at least to my eyes, extremely competent. It is hard to find fault with their strategy or vision, and their execution plan for broadband services seems spot on. However, in less than two years after this impressive presentation, Enron went bankrupt, and in 2006 Skilling was sent to prison for perpetrating a massive fraud.3 Except for a few short sellers, no professional analysts or investors could have guessed what was going on at Enron even though the management was quite open to the media and regularly gave interviews. I know what you are thinking. Am I building my entire case on an outlier like Enron? Let’s look at it another way. I assume you have read the interviews of many CEOs or company presidents. Did any mention that they don’t care for the customer, that they have stopped innovating, or that they hire people who have been rejected by other companies? Have you ever heard a company leader disparage their products or services or admit that their competition is doing a better job or that they are sick and tired of company politics?

Now, if you had interviewed customers before the original iPhone was released, nobody would have asked for visual voicemail. Nobody knew visual voicemail was possible. Most people weren’t even aware of their own pain points and challenges with how regular voicemail worked. Voicemail wasn’t important enough for us to give it any thought.

For spring and summer, Dina baked delicate and light pastries fragranced with rosewater, meskouta orange bundt cake, and delicate raspberry macarons. When strawberries were in season in early June, she made airy fraisier cake. For autumn and winter, Dina worked with heavier ingredients: thick, dark chocolate, cinnamon, cardamom, gingerbread, and pumpkin. As the days grew colder and the light dimmed earlier and earlier, people started to crave that feeling of warmth and comfort. And Dina would give that to them, even if only for a short while. One special bake for this season was a ginger and persimmon cake, yellowed with saffron strands, which Dina had bought on her last trip to Morocco, and fresh vanilla pods, their sweet scent so potent that it wafted across the café. This was in addition to all the regular pastries and cakes she had on offer, which were all recipes her mother had taught her to bake. The cake made with dark honey from the Atlas mountains was an all-time customer favorite. Dina had imbibed it with a very specific spell, a childhood memory of a time that she must have fallen asleep on a car ride home, and although she was a little too big to be carried, she remembered her father lifting her into his arms, her mother closing the car door softly so as not to wake her, then carrying her upstairs and tucking her into bed. When she'd been fashioning the spell for the first time, it had occurred to Dina that one day your parents put you down and they never picked you up again, and so she'd made the honey cake to recreate that feeling of childhood comfort. That sensation of someone taking the utmost care of you, holding you close, was a feeling that many in the rushing city of London didn't experience often. Sometimes she wondered if she was really in the business of café ownership, or if she was more of a fairy godmother in disguise. Undeniably, the magical pastries were great at keeping customers coming back for more, so that was a bonus on the businesswoman side of things.

In the fast-paced digital world, consistency is one of the most important factors for successful marketing. Regular and reliable communication with your audience can help build familiarity, trust, and engagement—all essential elements for long-term success. One way to maintain consistency is through social media. By posting regularly and sticking to a clear brand voice and style, you make it easier for your audience to recognize and connect with your brand. This familiarity leads to trust, making followers more likely to engage with your content and even consider your products or services. Email marketing is another area where consistency can pay off. Regular newsletters, updates, and special offers keep your audience informed and connected to your brand. By offering valuable insights or exclusive deals, you’ll encourage them to look forward to hearing from you. Blogging also benefits from consistency. Regularly publishing valuable content helps establish your brand as a go-to resource in your field, and it can improve your SEO, making it easier for new customers to find you. Consistency in digital marketing builds a reliable brand image and keeps you top of mind with your audience. Over time, this dedication can lead to stronger engagement, improved brand loyalty, and a solid reputation in your industry.

I do not mean to say that customers should be ignored or treated shabbily. I sincerely believe in being cordial, fair, and honest with them. Their requests, comments, concerns, and needs should always be carefully considered and used as a valuable source of information. Their demands should, however, be kept in perspective. Sometimes they may not know what they want, sometimes they may change their minds, and sometimes they are not willing to pay for all that they want.

It’s not hard to find an analog in the human world. Consider fast food, for instance. It makes sense—when the kids are starving and you’re driving home after a long day—to stop, just this once, at McDonald’s or Burger King. The meals are inexpensive. It tastes so good. After all, one dose of processed meat, salty fries, and sugary soda poses a relatively small health risk, right? It’s not like you do it all the time. But habits emerge without our permission. Studies indicate that families usually don’t intend to eat fast food on a regular basis. What happens is that a once a month pattern slowly becomes once a week, and then twice a week—as the cues and rewards create a habit—until the kids are consuming an unhealthy amount of hamburgers and fries. When researchers at the University of North Texas and Yale tried to understand why families gradually increased their fast food consumption, they found a series of cues and rewards that most customers never knew were influencing their behaviors. 1.24 They discovered the habit loop.

Conversations were struck up between strangers, regular diners as well as infrequent customers, as if united by a sense of gratitude at the sheer unlikeliness of it all - a high achievement of industrial civilisation that deserved to remain for everyone, but which has now gone the way of the airship and the ocean liner. Much of the nostalgia concerning railways is partial, even false; not this. [On British railway dining cars]

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