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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Yoel Goldenberg makes exhibitions, photographs, models and media craftsmanship. His works are an examination of ideas, for example, validness and objectivity by utilizing an exhaustive methodology and semi exploratory exactness and by referencing documentaries, 'actuality fiction' and prominent experimental reciprocals. Yoel Goldenberg as of now lives and works in Brooklyn. By challenging the division between the domain of memory and the domain of experience, Goldenberg formalizes the circumstantial and underlines the procedure of synthesis that is behind the apparently arbitrary works. The manners of thinking, which are probably private, profoundly subjective and unfiltered in their references to dream universes, are much of the time uncovered as collections. His practice gives a valuable arrangement of metaphorical instruments for moving with a pseudo-moderate approach in the realm of execution: these fastidiously arranged works reverberate and resound with pictures winnowed from the fantastical domain of creative energy. By trying different things with aleatoric procedures, Yoel Goldenberg makes work in which an interest with the clarity of substance and an uncompromising demeanor towards calculated and insignificant workmanship can be found. The work is detached and deliberate and a cool and unbiased symbolism is utilized. His works are highlighting unplanned, unintentional and sudden associations which make it conceivable to overhaul craftsmanship history and, far and away superior, to supplement it. Consolidating random viewpoints lead to astounding analogies. With a theoretical methodology, he ponders the firmly related subjects of file and memory. This regularly brings about an examination of both the human requirement for "definitive" stories and the inquiry whether tales "fictionalize" history. His gathered, changed and own exhibitions are being faced as stylishly versatile, specifically interrelated material for memory and projection. The conceivable appears to be genuine and reality exists, yet it has numerous countenances, as Hanna Arendt refers to from Franz Kafka. By exploring dialect on a meta-level, he tries to approach a wide size of subjects in a multi-layered route, likes to include the viewer in a way that is here and there physical and has faith in the thought of capacity taking after structure in a work. Goldenberg’s works are straightforwardly a reaction to the encompassing environment and uses regular encounters from the craftsman as a beginning stage. Regularly these are confined occasions that would go unnoticed in their unique connection. By utilizing a regularly developing file of discovered archives to make self-ruling works of art, he retains the convention of recognition workmanship into every day hone. This individual subsequent and recovery of a past custom is vital as a demonstration of reflection. Yoel’s works concentrate on the powerlessness of correspondence which is utilized to picture reality, the endeavor of dialog, the disharmony in the middle of structure and content and the dysfunctions of dialect. To put it plainly, the absence of clear references is key components in the work. With an unobtrusive moderate methodology, he tries to handle dialect. Changed into craftsmanship, dialect turns into an adornment. Right then and there, loads of ambiguities and indistinctnesses, which are intrinsic to the sensation, rise up to the top

Before taking the discipline for the first time, Brother Martin spent considerable time in prayer. Then he lashed himself with an iron chain armed with hooks of steel until the blood flowed copiously; to increase the pain and at the same time to staunch the flow of blood, he rubbed the wounds with salt and vinegar, in this way hoping to make reparation for his faults and failings. Then Martin would spend a long period of time in the chapter room, meditating on the sufferings of Our Divine Lord, with his eyes often fixed upon the crucifix. Filled with a longing to participate in the sorrows and pains endured by Christ, Martin made preparations for the second nightly flagellation by ripping off his garments, which were matted with blood and glued fast to his shoulders. The instrument of torture now was a leather whip, and Martin inflicted an even more severe punishment upon his back and shoulders, begging Almighty God to take pity upon sinners and especially to open wide the gates of heaven by the conversion of infidels. It was zeal for souls, for those for whom Christ had shed His own Precious Blood, that urged Blessed Martin to lash himself mercilessly with this leather whip. He was only too happy to share in the bitter Passion of Christ, on the details of which he had just lovingly meditated; and he would only too gladly endure any physical pain, any agony however terrifying, if only thereby he could win souls to Christ. Martin now permitted his weary body to snatch brief rest which we have mentioned previously. With the approach of dawn, before four o'clock, he arose and ran to the bell tower, where he greeted the dawn in honor of the Mother of God, as was his regular custom. It was at this time that the holy Negro took the third and most severe of his scourgings. Again, it was preceded by prayer and the cruel removal of the rough tunic which was stuck fast to his flesh. This third scourging was administered with the branch of a wild quince tree, and sometimes Martin would enlist the assistance of an Indian or a Negro in whom he could confide and who was indebted to Blessed Martin for some outstanding kindness. Mercilessly the lash was applied by strong and powerful hands. In the midst of his sufferings Martin would urge on his friend to greater vigor and to be utterly brutal in applying this instrument for penance. This third and last scourging was for the relief of the Poor Souls abandoned in the fires of Purgatory.

At the café chain Pret A Manger, for example, regular customers noticed that, every now and then, they’d be given something for free with their order. One service expert wrote, of getting free coffee, “It has happened a few times over the last few years, too often for it to be a coincidence, yet so infrequent that it is unexpected. This makes me feel valued as a customer, puts a smile on my face and encourages me to visit again.” These “spontaneous” gifts are only half-spontaneous, as it turns out. Pret A Manger employees are allowed to give away a certain number of hot drinks and food items every week. Pret CEO Clive Schlee said of his staffers, “They will decide ‘I like the person on the bicycle’ or ‘I like the guy in the tie’ or ‘I fancy that girl or that boy.’ It means 28% of people have had something free.” Think on that. Almost a third of customers have gotten something free at least once. (Probably more than once, if they have dimples.) Other retail chains provide discounts or freebies to customers who use loyalty cards, of course, but Schlee told the Standard newspaper he rejected that approach: “We looked at loyalty cards but we didn’t want to spend all that money building up some complicated Clubcard-style analysis.” This is ingenious. Pret A Manger has restored the surprise and humanity to perks that, in a loyalty card scheme, would have been systematized. Note that the giveaways are satisfying for the staff as well as the customers. In an industry where rules tend to govern every employee behavior, it’s a relief for employees to be given some discretion: Hey, every week, give away some stuff to whomever you like. It broke the script for them, too. In the service business, a good surprise is one that delights employees as well as customers.

Now the nation’s largest billboard company, Clear Channel Outdoor Inc., is bringing customized pop-up ads to the interstate. Its Radar program, up and running in Boston and 10 other US cities, uses data AT&T Inc. collects on 130 million cellular subscribers, and from two other companies, PlaceIQ Inc. and Placed Inc., which use phone apps to track the comings and goings of millions more. Clear Channel knows what kinds of people are driving past one of their billboards at 6:30 p.m. on a Friday—how many are Dunkin’ Donuts regulars, for example, or have been to three Red Sox games so far this year. It can then precisely target ads to them.

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Brian Chesky sends to all Airbnb employees is a powerful one. “You have to continue to repeat things” Brian told our class at Stanford. “Culture is about repeating, over and over again, the things that really matter for your company.” Airbnb reinforces these verbal messages with visual impact as well. Brian hired an artist from Pixar to create a storyboard of the entire experience of an Airbnb guest, from start to finish, emphasizing the customer-centered design thinking that is a hallmark of its culture. Even Airbnb conference rooms tell a story; each one is a replica of a room that’s available for rent on the service. Every time Airbnb team members hold a meeting in one of those rooms, they are reminded of how guests feel when they stay there. At Amazon, Jeff Bezos famously bans PowerPoint decks and insists on written memos, which are read in silence at the beginning of each meeting. This memo policy is one of the ways that Amazon encourages a culture of truth telling. Memos have to be specific and comprehensive, and those who read the memos have to respond in kind rather than simply sit through some broad bullet points on a PowerPoint deck and nod vague agreement. Bezos believes that memos encourage smarter questions and deeper thinking. Plus, because they’re self-contained (rather than requiring a person to present a deck), they are more easily distributed and consumed by a wider population within Amazon. The late Steve Jobs used architecture as a core part of his deliberate communications strategy at Pixar. He designed Pixar headquarters so that the front doors, main stairs, main theater, and screening rooms all led to the atrium, which contained the café and mailboxes, ensuring that employees from all departments and specialties would see people from other groups on a regular basis, thus reinforcing Pixar’s collaborative, inclusive culture.

In the side refrigerators, where Vito so carefully arranges the morning's new attractions, you'll find even more examples of a traditional caseificio gone rogue: a wheel of aged goat cheese coated in a rough armor of wild herbs; a thick, blue-veined goat cheese soaked red with purple with Primitivo wine; goat yogurt in half a dozen international flavors. You won't be surprised to find that the early efforts of the Dicecca boys were met with opposition- both from the family and the regular clientele. Each brother has a story about the resistance he has encountered along the way- the parental eye rolling at the cacao-coated goat cheese, the sisterly skepticism about mango-stuffed burrata, the customers' confusion at the latest experiment to emerge from the lactic laboratory in back. Every story ends the same way: with one or all of the family members doubting the viability of another esoteric cheese, followed by the long, slow acceptance by enough customers to justify its real estate space in the display case. "When I started making cheese with the Nikka barrel, they made fun of me, said I was destroying the taste of the cheese. Now they're copying me. That's the pattern we always see: at first they make fun, then they start to copy.

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CONFUSION 1: WHAT DOES YOUR CUSTOMER REALLY WANT? Your Customers aren’t just people; they’re very specific kinds of people. Let me share with you the six categories of Customers as seen from an E-Myth marketing perspective: (1) Tactile Customers; (2) Neutral Customers; (3) Withdrawal Customers; (4) Experimental Customers; (5) Transitional Customers; and (6) Traditional Customers. Your entire marketing strategy must be based on which types of Customers you are dealing with. Each of the six customer types buys products and services for very different, and identifiable, reasons. And these are: 1. Tactile Customers get their major gratification from interacting with other people. 2. Neutral Customers get their major gratification from interacting with inanimate objects (a computer, a car, information). 3. Withdrawal Customers get their major gratification from interacting with ideas (thoughts, concepts, stories). 4. Experimental Customers rationalize their buying decisions by perceiving that what they bought is new, revolutionary, and innovative. 5. Transitional Customers rationalize their buying decisions by perceiving that what they bought is dependable and reliable. 6. Traditional Customers rationalize their buying decisions by perceiving that what they bought is cost-effective, a good deal, and worth the money. In short: 1. If your Customer is Tactile, you have to emphasize the people of your business. 2. If your Customer is Neutral, you have to emphasize the technology of your business. 3. If your Customer is a Withdrawal Customer, you have to emphasize the idea of your business. 4. If your Customer is an Experimental Customer, you have to emphasize the uniqueness of your business. 5. If your Customer is Transitional, you have to emphasize the dependability of your business. 6. If your Customer is Traditional, you have to talk about the financial competitiveness of your business. Additionally, what your Customers want is determined by who they are. Who they are is regularly demonstrated by what they do. Think about the Customers with whom you do business. Ask yourself: In which of the categories would I place them? What do they do for a living? For example: If they are mechanical engineers, they are probably Neutral Customers. If they are cardiologists, they are probably Tactile. If they are software engineers, they are probably Experimental. If they are accountants, they are probably Traditional. But don’t take my word for it. Make your own analysis.

dependability of your business. 6. If your Customer is Traditional, you have to talk about the financial competitiveness of your business. Additionally, what your Customers want is determined by who they are. Who they are is regularly demonstrated by what they do. Think about the Customers with whom you do business. Ask yourself: In which of the categories would I place them? What do they do for a living? For example: If they are mechanical engineers, they are probably Neutral Customers. If they are cardiologists, they are probably Tactile. If they are software engineers, they are probably Experimental. If they are accountants, they are probably Traditional. But don’t take my word for it. Make your own analysis. CONFUSION 2: HOW TO COMMUNICATE EFFECTIVELY WITH YOUR CUSTOMER The next step in the Customer Satisfaction Process is to decide how to magnify the characteristics of your business that are most likely to appeal to your category of Customer. That begins with what marketing people call your Positioning Strategy. What do I mean by positioning your business? You position your business with words. A few well-chosen words to tell your Customers exactly what they want to hear. In marketing lingo, those words are called your USP, or Unique Selling Proposition. For example, if you are targeting Tactile Customers (people), your USP could be: “Superior Contracting, where the feelings of people really count!” If you are targeting Experimental Customers (new things), your USP could be: “Superior Contracting, where living on the edge is a way of life!” In other words, when they choose to do business with your company, they can count on your job being unique, original, on the cutting edge. Do you get it? Do you see how the ordinary things most Contractors do to get Customers can be done in a significantly more effective way? Once you understand the essential principles of marketing The E-Myth Way, the strategies by which you attract customers can make an enormous difference in your market share. When applied to your business, your Positioning Strategy becomes the foundation of what we at E-Myth call your Lead Generation System.

They ate at a place called El Rey del Taco. At the entrance there was a neon sign: a kid wearing a big crown mounted on a burro that regularly kicked up its hind legs and tried to throw him. The boy never fell, although in one hand he was holding a taco and in the other a kind of scepter that could also serve as a riding crop. The inside was decorated like a McDonald’s, but in an unsettling way. The chairs were straw, not plastic. The tables were wooden. The floor was covered in big green tiles, some of them printed with desert landscapes and episodes from the life of El Rey del Taco. From the ceiling hung piñatas featuring more adventures of the boy king, always accompanied by the burro. Some of the scenes depicted were charmingly ordinary: the boy, the burro, and a one-eyed old woman, or the boy, the burro, and a well, or the boy, the burro, and a pot of beans. Other scenes were set firmly in the realm of the fantastic: in some the boy and the burro fell down a ravine, in others, the boy and the burro were tied to a funeral pyre, and there was even one in which the boy threatened to shoot his burro, holding a gun to its head. It was as if El Rey del Taco weren’t the name of a restaurant but a character in a comic book Fate happened never to have heard of. Still, the feeling of being in a McDonald’s persisted. Maybe the waitresses and waiters, very young and dressed in military uniforms (Chucho Flores told him they were dressed up as federales), helped create the impression. This was certainly no victorious army. The young waiters radiated exhaustion, although they smiled at the customers. Some of them seemed lost in the desert that was El Rey del Taco. Others, fifteen-year-olds or fourteen-year-olds, tried in vain to joke with some of the diners, men on their own or in pairs who looked like government workers or cops, men who eyed them grimly, in no mood for jokes. Some of the girls had tears in their eyes, and they seemed unreal, faces glimpsed in a dream. “This place is like hell,” he said to Rosa Amalfitano. “You’re right,” she said, looking at him sympathetically, “but the food isn’t bad.

Retail managers know that while their official vendors are large multinationals like Procter & Gamble and Hindustan Unilever Limited, what they are actually dealing with is someone like ‘Agarwal & Gupta Distributors’, the RS of the MNC. And so, while a good relationship with HUL can be developed by promoting their products, the truth is that a good relationship with the RS can be developed mainly by promoting his working capital availability. The RS is not merely a supplier of goods. He is a vital link in the whole retail chain and can be underestimated only at one’s peril. This is exactly what one large retail chain figured out early, and used to get the most amazing competitive advantage. Supermarket retail has a built-in advantage not available to traditional retailers. On the buying end, they buy bigger quantities and get a substantial period of time to make payment to the suppliers compared to smaller retailers, who sometimes have to pay cash on delivery. On the selling side, no customer gets credit at a supermarket. You scan, you bill, you pay and go — that’s the supermarket way. For the kirana, however, most regular customers expect a ‘khata’, a monthly account. Kirana customers buy through the month and pay only at the end. Supermarkets, by design, therefore, buy on liberal credit and sell on cash. Therefore, they are ‘cash surplus’ on a day-to-day basis. Their competitors, the kirana stores, are not. This particular retailer decided to make the payment terms more favourable to the supplier. So where the industry practice was eight days, this retailer reduced it to four days. In effect, the retailer halved the credit period, thus influencing the vendor’s working capital availability favourably. The vendor, in turn, now had a stake in the retailer’s growth and continued prosperity. The relationship soon turned into a win-win partnership. The vendor developed ingenious ways to enhance the retailer’s market share in various catchments.

As soon as they had entered the palace, Shahriyar caused his wife to be beheaded, and in like manner the women and black slaves; and thenceforth he made it his regular custom, every time that he took a virgin to his bed, to kill her at the expiration of the night. Thus

friend and adviser from youth. By adoption he is your father. Tell him he is welcome to come to my home at any time." It was of no use to explain any more, for the old man had determined not to understand my relation to Dr. Greenwood except in accordance with Indian customs, and I let the matter drop. In the latter part of that summer I asked the old chief to allow me to publish some of the things he had told me, but he objected, saying, however, that if I would pay him, and if the officers in charge did not object, he would tell me the whole story of his life. I immediately called at the fort (Fort Sill) and asked the officer in charge, Lieutenant Purington, for permission to write the life of Geronimo. I was promptly informed that the privilege would not be granted. Lieutenant Purington explained to me the many depredations committed by Geronimo and his warriors, and the enormous cost of subduing the Apaches, adding that the old Apache deserved to be hanged rather than spoiled by so much attention from civilians. A suggestion from me that our government had paid many soldiers and officers to go to Arizona and kill Geronimo and the Apaches, and that they did not seem to know how to do it, did not prove very gratifying to the pride of the regular army officer, and I decided to seek elsewhere for permission. Accordingly I wrote to President Roosevelt that here was an old Indian who had

Hardie Boys- Exterior Millwork Exterior spaces on your property are largely exposed to the elements and that means they have to endure considerable wear and tear. This is why it becomes important to make sure that the structures, features and elements are manufactured by specialists that use high-quality, weather-resistant materials and products. We at Hardie Boys, Inc. are a leading manufacturer of various type of exterior architectural work. Since our inception in 1997, we have moved from strength to strength and created a niche for ourselves in this space. Today, when property owners across the region want any exterior millwork done, the first company they think of is us. Not only do we design, manufacture & install a variety of columns, soffit systems, brackets and louvers and a number of other similar products, but use very unique materials and techniques in making these features. Take a look at how our products differ from standard ones used in these applications: • Longevity- Traditionally, these features are made using materials such as foam, wood, concrete, plaster, brick, aluminum, iron etc. While most of these materials are quite hardy they aren’t always able to withstand the elements well. Wood can rot, while metal can rust and corrode over time; concrete tends to develop cracks when exposed to temperature fluctuations and plaster loses its resilience over time. All our products are made with a unique cellular PVC material which is extremely resilient and lasts for a number of years without any trouble. • Minimal maintenance- When you have exterior structures made of wood, they require specialized treatment and have to be polished or painted with regularity. Metal features have to be sanded and painted regularly as well and concrete needs to be resurfaced when it develops cracks. In comparison, the cellular PVC material we use is low-maintenance and only requires basic cleaning. • Aesthetics- As mentioned earlier, the material we use in exterior millwork is weather-resistant and doesn’t fade or deteriorate as much as traditionally-used materials do. This means the features and installations on your property continue to look attractive and add to the aesthetics and value of your property. • Fast and simple installation-The installation of the features made of cellular PVC is easy and quick. This means the project can be completed within a shorter timeframe and with the least amount of disruption to the daily activities on your property. • Versatility- This material is extremely versatile and can be used in the manufacture of various features and installation. We are also very creative and innovative in our approach and keep adding new products to our existing line of premium products. We are a customer-centric company that focuses on customization; and work very closely with our customers and provide beautifully-designed custom exterior millwork installations that are resilient and durable. While the British West Indies style is what we are more inclined towards, our products complement architectural styles including Dutch West Indies, Florida Vernacular, Coastal, Key West and more. For any more information about our custom designed cellular PVC, exterior millwork, contact Hardie Boys, Inc. on this number- 954-784-8216.

Hardie Boys- Exterior Millwork That Provides Value Over Time The outdoor areas on your property and the features on it, become the perfect backdrop for your home’s structure. They are also one of the first things that visitors to your property notice. The manner in which these features are designed and the finishing that’s used in them, go a long way in enhancing the overall appeal and value of your property. And so it follows that you ensure resilient materials are used in the work and hire expert technicians for the installation. When you start researching products and materials for outdoor installations, you will find that wood; iron, aluminum, plaster, brick and foam are commonly used in exterior construction. And this may lead you to believe that they are the best option for these applications. It’s also natural for you to be unsure about using new materials such as the specialized cellular PVC materials we use in our millwork. Some comparisons But the fact is that there has been a significant advancement in the manufacture of exterior-grade, manmade materials and cellular PVC is one of them. However, the higher upfront cost can sometimes become the other deterrent for property owners, to opt for this innovative material. Take a look at how the cellular PVC material that we at Hardie Boys, Inc. use stands up against other traditionally-used materials: 1. Weather impact Materials such as hardwood and metal are strong and durable, but need a significant amount of treatments before they can be used in exterior applications. For instance, untreated and unfinished wood features get affected by moisture and the sun’s rays and eventually crack and crumble. They can also develop rot or moss; and if these conditions are very severe, extensive repairs or complete replacement of the feature is the only option you are left with. Metal too gets affected by moisture and exposure to rain and frost; and rusts and corrodes over time. In comparison the unique PVC cellular material that we use in our millwork is moisture and heat-resistant and doesn’t corrode over time. 2. Termite damage Termites are extremely destructive creatures and they can bore through wooden features and cause extensive damage to them. In most cases, replacement is the only option you are left with, which represents a significant expense. Concrete surfaces get affected by the freeze and thaw cycles and crack over a period of time, and you end up spending considerable amounts on repair and replacements. On the other hand, cellular PVC doesn’t get impacted by termites or weather fluctuations at all. 3. Maintenance While choosing materials for exterior applications, most property owners fail to factor the maintenance costs into the overall cost of the installation. For instance, wood, plaster, foam, brick and concrete require annual mold prevention maintenance as well as sanding and polishing or painting. Metal surfaces have to be sanded, and painted regularly too. In comparison, our cellular PVC material features require only basic cleaning and they won’t warp, crack, fade, corrode, develop rot or mold. In short, this is an extremely low-maintenance option that is worth every penny you spend on initial costs. We at Hardie Boys, Inc. are the leaders in this space and provide excellent, customized, cellular PVC millwork solutions for residential and commercial settings. For any more information about our exterior millwork,

You need to get to know who your constituents are, how they feel, and what they think. You need to repeatedly walk the halls and plant floors, regularly meet with small groups, and frequently hit the road for visits with associates, key suppliers, and customers. Paying attention, personalizing recognition, and creatively and actively appreciating others increases their trust in you.

When he had made all the necessary preparations the army began to embark at the approach of the dawn; while according to custom he offered sacrifice to the gods and to the river Hydaspes, as the prophets directed. When he had embarked he poured a libation into the river from the prow of the ship out of a golden goblet, invoking the Acesines as well as the Hydaspes, because he had ascertained that it is the largest of all the rivers which unite with the Hydaspes, and that their confluence was not far off. He also invoked the Indus, into which the Acesines flows after its junction with the Hydaspes. Moreover he poured out libations to his forefather Heracles, to Ammon, and the other gods to whom he was in the habit of sacrificing, and then he ordered the signal for starting seawards to be given with the trumpet. As soon as the signal was given they commenced the voyage in regular order; for directions had been given at what distance apart it was necessary for the baggage vessels to be arranged, as also for the vessels conveying the horses and for the ships of war; so that they might not fall foul of each other by sailing down the channel at random. He did not allow even the fast-sailing ships to get out of rank by outstripping the rest. The noise of the rowing was never equalled on any other occasion, inasmuch as it proceeded from so many ships rowed at the same time; also the shouting of the boatswains giving the time for beginning and stopping the stroke of the oars, and the clamour of the rowers, when keeping time all together with the dashing of the oars, made a noise like a battle-cry. The banks of the river also, being in many places higher than the ships, and collecting the sound into a narrow space, sent back to each other an echo which was very much increased by its very compression. In some parts too the groves of trees on each side of the river helped to swell the sound, both from the solitude and the reverberation of the noise. The horses which were visible on the decks of the transports struck the barbarians who saw them with such surprise that those of them who were present at the starting of the fleet accompanied it a long way from the place of embarkation. For horses had never before been seen on board ships in the country of India; and the natives did not call to mind that the expedition of Dionysus into India was a naval one. The shouting of the rowers and the noise of the rowing were heard by the Indians who had already submitted to Alexander, and these came running down to the river’s bank and accompanied him singing their native songs. For the Indians have been eminently fond of singing and dancing since the time of Dionysus and those who under his bacchic inspiration traversed the land of the Indians with him.

The web nearness of your organization assumes a huge part in the accomplishment of your business. These days, business people like to do online research of your organization and study your site completely before contributing or marking any business contract. Business visionaries who are not usual with web extends and don't know how to choose the ideal website architecture organization regularly arrive up picking the wrong one. Benefiting the administrations of a wrong website architecture firm can deliver pulverizing impacts and influence your business unfavorably. In any case, as indicated by website architecture specialists, there are few focuses which ought to be mulled over while choosing the ideal website architecture organization. Such focuses may include: Website architecture Pricing: Decent quality web architecture guarantees fantastic business openings. In the realm of web outlining, a great quality Designer requests a nice cost, while a minimal effort likens to pitiable quality. In any case, few web organizations offer starting quotes and shroud the genuine cost which in the long run heaps up. In few cases, regularly customer’s grumble of working with "Markdown Web Design Companies" which guarantees of a diminished cost however brings about loss of time alongside cash. Subsequently, choice of web organizations on the premise of estimating ought to be deliberately directed. Search engine optimization Services: Such administrations concentrate on enhancing the positioning of your site in different web indexes like Google and Bing. Higher web search tools draw in the natural leads, which are gotten without paying a penny to Google. On the off chance that the viability of SEO is dismissed, even a pulling in and magnificent showcasing system won't have the capacity to draw in guests to your site.

Are you failing in sales? Are you not able to meet your targets on a regular basis? Do you easily get tired of trying? Do you want to be better than your team members? Don't worry! Try our magic potion: Add some drops of Focus (follow successful team members), some drops of listening (listen properly to customers), some drops of learning (be open to suggestions) & some drops of confidence, now mix it with a never-give-up approach, & finally garnish it with a pinch of confidence. Remember this potion works only if taken with a dose of belief.

Most of us, it seems, have a strong inclination to accept the peculiarities of our social environment as if they were ‘natural’. It is one of the characteristics of the magical attitude of a primitive tribal or ‘closed’ society that it lives in a charmed circle of unchanging taboos, of laws and customs which are felt to be as inevitable as the rising of the sun, or the cycle of the seasons, or similar obvious regularities of nature. And it is only after this magical ‘closed society’ has actually broken down that a theoretical understanding of the difference between ‘nature’ and ‘society’ can develop.

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

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11. Identify Personal Implications. Do employees appreciate how the firm’s vision and strategy impact them individually? What private sacrifices will be necessary for achieving the common cause? How will the plan affect people’s personal livelihood and quality of work life? 12. Convey Your Character. Have you communicated your commitment to performance with integrity? Do those in the organization know you as a person, and do they appreciate your aspirations and your agendas? Have you been in the same room or at least on the same call with everybody who works with you during the past year? 13. Dampen Overoptimism and Excessive Pessimism. Have you prepared the organization for unlikely but extremely consequential events? Do you celebrate success but also guard against the by-products of excessive confidence? Have you paved the way not only for quarterly results but for long-term performance?

I like to know that there are big places without windows where no one gives a shit. You need confidence to go into small places with regular customers—small bookshops and small music shops and small restaurants and cafés. I’m happiest in the Virgin Megastore and Borders and Starbucks and PizzaExpress, where no one gives a shit, and no one knows who you are.

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.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

buy-back', when he gives out free drinks every second or third round to an appreciative customer. If you're drinking single malt all night long, and only paying for half of them, that's a significant saving. An extra ten-or twenty-dollar tip to the generous barkeep is still a bargain. This kind of freewheeling with the house liquor is also personally good for the bartender; it inspires that most valued phenomenon in a regular bar crowd: a 'following', folks who will actually follow you wherever you work.

Newton House Cleaning in Newton, MA, offers top-notch cleaning services for households and businesses. Whether you need regular maintenance cleaning, a deep cleaning, move-out cleaning, or office cleaning, our experienced team has got you covered. We prioritize customer satisfaction and guarantee a distinction in cleanliness and convenience.

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.

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.

The antidote to inertia and the gravitational pull of routine is 5x5 communication. This means you communicate mission critical information five times, five different ways. People build memories, meaning, and significance with what they see or hear regularly—that’s why we encourage you to communicate five times.

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)

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.

Knowing your DUI attorney can eliminate the effect of the return of drunken Driving under the influence of alcohol is a serious offense. It has led to the destruction of countless innocent lives. Including in the United States against the wounded caused countless innocent people, their lives rotation indefinitely. It was carried out connected to the conclusion of households for damage. It has led to a community, the introduction of the unknown nature of the operation of the state, remain concerned with drunken diet. He is optimistic in September, then, that the federal government does not become a frivolous crime. With the repeal of the Step mode, the application of the laws of intoxication and the dishes are made to drunk drivers seem hard regularly. If it difficult to the crime of driving under the influence of alcohol or at least system is the next step in a reliable DUI lawyer, regardless of the guilt or innocence of their weight, protect yourself in the hope of such significant reductions in price, the not confirmed extremely high prices. Sam can throw a lot of money as well, you can get a driver's license, or without, it can be hard to take the prison up to one year. You can avoid because of their own and do not need to get drunk relaxed in the price. As a replacement for all these costs themselves, which is largely a good idea, the help of a DUI lawyer to win? These specialists understand the law and the conditions just mentioned above, compounds containing a labor judge and customer orientation DWI. DUI lawyers can be reduced to a constructive trust or even eliminate visibility into force. Opportunities robbery was accused of drunk again, and notes that you are responsible for the crimes. Even debt includes only the legal capacity and criminal DUI can trained your own navigation of these people to bring models. Sam, I think maybe just dedicated for his crimes while to select your mind and time, but not very simple scenario. A lawyer may reduce the value of the summary court to protect the effects, or even fines, suspensions and aspects of the prison, including research, replaced types of defenses and forage alcohol recovery. DUI lawyers said that before and look small, to see how drunken opportunities and shortcomings that can still influence the courtroom one behind the selling price. You can such a situation it is not possible lack of faith on the inside to create to take the manuscript. DUI lawyers can use our experience and work up shopping application laboratory errors that dominates lead for the detection of respiratory next acceptable display the current situation in the whatever. Unlike pilot’s proposals less effect on the mind, the entire route was to the training room, there are many cases a lot of experience of skilled DUI lawyer can help. All of these experts, the service experience of working in the right direction in order to continue to help customers move only in the courtroom and not too loose, not to keep the customers another law a hand. There are can be drunken very scary encounter billed offer. With the end of the transfer during this procedure of his or very familiar with the other side, while experts, the treatment should be fine. If you come into conflict with the mentioned at this point nation, they do poverty and a little assistance in criminal matters.

Fat Gemma had reported the burglary. As well as being the ‘victim’, Fat Gemma also happened to be a regular shoplifter. Fat Gemma, by the way, was the name given to her by her fellow criminals – I wouldn’t dare to be so rude about our customers from the thieving fraternity. Well, not in print, anyway.

I’ll be damned,” Linda said. Then she asked, “I wonder how the term red-light district ever got started?” “In Denver, Colorado, I think it was. Big train station near the roughest part of town. The railway brakemen often left their red lanterns on the porches of the cathouses so the other railroad workmen would know where they could be found. The madams decided it helped attract more customers so they started putting the lanterns out on a regular basis. Some towns came to require the houses where the women entertained men, put out lanterns at night and red shades on the front window during daylight hours. That let the rest of the population avoid the district if they didn’t want to be around it.

Producing any regular stream of content keeps you almost by necessity on the cutting edge of best practices and developments in your particular industry.

It has been discovered that the Basques made regular visits to North America—long before Columbus—to fish and to trade for beaver skins. Recently unearthed British customs records show large Basque imports of beaver pelts from 1380–1433.[765]

Churchill made a point about the power of government: A National or Municipal Beef Trust, with the United States Treasury at its back, might indeed give more regular employment at higher wages to its servants, and might sell cleaner food to its customers—at a price. But if evil systems corrupt good men, it is no less true that base men will dishonor any system, and while no bond of duty more exacting than that of material recompense regulates the relations of man and man, while no motion more lofty than that of self-interest animates the exertions of every class, and no hope beyond the limits of this fleeting world lights the struggles of humanity, the most admirable systems will merely succeed in transferring, under different forms and pretexts, the burden of toil, misery, and injustice from one set of human shoulders to another.

Over time, one of this engine's most potent impacts is in prioritizing investments for customer-driven growth by shifting the annual planning process. Instead of starting with the silos, leaders start with the customers' lives, identify priorities, and then determine collectively the investments to improve them to earn the right to growth. Without alignment among your executive team to regularly review the customer journey that this engine affords, investments are not fully optimized. Tactical actions are budgeted and implemented by silo, but complete customer experiences that drive growth are not improved. Rinse and repeat.

usual method. 20. ONLINE BANKING SERVICES Meaning : If a system allows an individual to perform his banking activities at his home, via internet is called Online banking. Now most of the traditional banks are also offering online banking services to the customers. Online banking services in traditional banks enable the customers to perform all usual transactions, such as account transfers, balance inquiries, bill payments, and stop-payment requests, online loan and credit card applications. Customers account information’s can also be accessed at anytime, day or night, and it can be done at any time and from any place. If once the information entered then there is no need to be re-entered for subsequent checks, and future payments can also be scheduled to occur automatically. Advantages of Online Banking Easy and safe - Customer’s can check their account balance and status of their account in online at anytime. Online visits “reduce the impact of an act of fraud. No fee : Many banks offer free bill pay Comfort : Process in online banking is easy and quick. A bank’s location can be easily identified and instantly a person can find the way to reach banks destinations, this system has more features, such as regular cash checks and it provides recent transaction reports including payments, transfers and deposits, and warn you at potential security threats. Fund transfer : Banks facilitates to transfer money from the account of one person to another person’s

The patronage of devadāsī troupes by Muslims is also found in Qanoon-e-Islam, or the Customs of the Moosulmans of India (Shureef and Herklots 1832, lxxxii). This account notes that mēḷams are generally invited to perform at weddings, and mentions the nutwa (naṭṭuvaṉār) who leads the troupe. Professional dancers in Tanjore also performed in Muslim homes, particularly at the time of marriages. A mid-nineteenth-century painting from Tanjore currently held at the Victoria and Albert Museum (2006AV2428– 01) depicts a Muslim marriage procession led by dancers performing in the “Hindustānī” style. The participation of Tanjore’s devadāsīs in Muslim weddings is also confirmed by musicologist B. M. Sundaram: “In Tanjore, there were some devadāsī dancers who used to give regular performances in the homes of Muslims, whenever marriages take place there. When someone in those Muslim families died, it was a custom for the devadāsī who danced in these homes to gift a goat for the [funerary] meal … It shows a mutual respect, a mutual affinity.” (Sundaram, personal communication)

David had gone to Moab across the Jordan and had appealed to its king through the ancient custom of providing sanctuary for the enemies of your adversaries. Since David was himself an adversary of both Saul and the Philistines, then he was a de-facto ally of Moab. David also claimed his Moabite ancestry through his great grandmother, Ruth, the wife of Boaz. David painted himself as a hybrid of both Israelite and Moabite lineage. During the journey, David had gathered several hundred more followers and a few prophets, including Gad the Seer and other warriors who supported his anointed claim to the throne. David formed his mightiest gibborim warriors into special units he called his “Three” and his “Thirty.” The Three were his three chiefs over all the regular armed forces; Jashobeam, Eleazar and Shammah. The Thirty were his supreme army council, veterans responsible for the organization and management of internal army regulations. They commanded the militia reserves with a readiness for quick and mobile engagements. Each of these men was chosen based upon personal feats of courage or faith.

She drove to the Moonlite All-Nite. It was the same crowd as always, which is to say that there were many of the regulars, and also to say that certain people were always in the Moonlite All-Nite, always at the same booths, always working on plates of food that never seemed to go away. It's a sign of a good diner to have customers who are stuck in time. A well-known rule of eating is that if there are no time-loop customers, the place probably isn't worth even ordering a plate of fries.

Centrally located in NYC, Edge Auto Rental serves the entire city with exceptional vehicle rentals. Our fleet is comprised of newer-model car rentals, van rentals, and SUV rentals, and is regularly serviced and maintained for our customers’ satisfaction. Owners Name: Maria Callegari Company: Edge Auto Rental Address: 460 Kingsland Ave, Brooklyn, NY 11222, USA Phone: (212) 947-3343 Service: Edge Auto Rental provides personal and production car rental, truck rental, van rental, cargo van rental, SUV rental & passenger van rental services in NYC. Hours of Operation: Monday to Friday 6:00 am – 10:00 pm, Saturday, Sunday 7:00 am – 3:00 pm. Payment Accepted: (types)Cash, Visa, Mastercard, American Express.

At night, with only the bedside lamp on, I would pretend to sleep and listened to Dad’s muffled crying in the semi-darkness, wishing that I could cry like him, that I could bring Stevan back from the dead by the strength of my tears. But they were regular tears carving the same slicing-hot trails down my cheeks, and in the end, I could not summon a distinct kind of grief for Stevan. Just the same grief that has gripped mankind for centuries, which time would inevitably ebb into a notch in one’s skin or a small limp in the way one walks or a bottled memory that would only resurface some nights. And soon, you’d struggle to remember how that person talked or how that person used to occupy a customized space in your life. And you don’t want to forget, but you don’t want to remember either, and there seemed to be no place where you could just exist.