Repeat Customer Quotes

it will not suffice to have customers that are merely satisfied. Customers that are unhappy and some that are merely satisfied switch. Profit comes from repeat customers—those that boast about the product or service.

Even when I ran my bar I followed the same policy. A lot of customers came to the bar. If one in ten enjoyed the place and said he'd come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it another way, it didn't matter if nine out of ten didn't like my bar. This realization lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place really liked it. In order to make sure he did, I had to make my philosophy and stance clear-cut, and patiently maintain that stance no matter what. This is what I learned through running a business.

Their eyes met at the same instant moment, Therese glancing up from a box she was opening, and the woman just turning her head so she looked directly at Therese. She was tall and fair, her long figure graceful in the loose fur coat that she held open with a hand on her waist, her eyes were grey, colorless, yet dominant as light or fire, and, caught by them, Therese could not look away. She heard the customer in front of her repeat a question, and Therese stood there, mute. The woman was looking at Therese, too, with a preoccupied expression, as if half her mind were on whatever is was she meant to buy here, and though there were a number of salesgirls between them, There felt sure the woman would come to her, Then, Then Therese saw her walk slowly towards the counter, heard her heart stumble to catch up with the moment it had let pass, and felt her face grow hot as the woman came nearer and nearer.

Mom, for example, is Procter and Gamble’s perfect repeat customer. Renovation contractors send her personalized Christmas cards. She lives for the Sunday edition of our local newspaper. She thumbs through the “Modern Home” section. She mopes through the rest of the day, unhappy with all her outdated things.

The tavern keeper, a wiry man with a sharp-nosed face, round, prominent ears and a receding hairline that combined to give him a rodentlike look, glanced at him, absentmindedly wiping a tankard with a grubby cloth. Will raised an eyebrow as he looked at it. He'd be willing to bet the cloth was transferring more dirt to the tankard then it was removing. "Drink?" the tavern keeper asked. He set the tankard down on the bar, as if in preparation for filling it with whatever the stranger might order. "Not out of that," Will said evenly, jerking a thumb at the tankard. Ratface shrugged, shoved it aside and produced another from a rack above the bar. "Suit yourself. Ale or ouisgeah?" Ousigeah, Will knew, was the strong malt spirit they distilled and drank in Hibernia. In a tavern like this, it might be more suitable for stripping runt than drinking. "I'd like coffee," he said, noticing the battered pot by the fire at one end of the bar. "I've got ale or ouisgeah. Take your pick." Ratface was becoming more peremptory. Will gestured toward the coffeepot. The tavern keeper shook his head. "None made," he said. "I'm not making a new pot just for you." "But he's drinking coffee," Will said, nodding to one side. Inevitably the tavern keeper glanced that way, to see who he was talking about. The moment his eyes left Will, an iron grip seized the front of his shirt collar, twisting it into a knot that choked him and at the same time dragged him forward, off balance, over the bar,. The stranger's eyes were suddenly very close. He no longer looked boyish. The eyes were dark brown, almost black in this dim light, and the tavern keeper read danger there. A lot of danger. He heard a soft whisper of steel, and glancing down past the fist that held him so tightly, he glimpsed the heavy, gleaming blade of the saxe knife as the stranger laid it on the bar between them. He looked around for possible help. But there was nobody else at the bar, and none of the customers at the tables had noticed what was going on. "Aach...mach co'hee," he choked. The tension on his collar eased and the stranger said softly, "What was that?" "I'll...make...coffee," he repeated, gasping for breath. The stranger smiled. It was a pleasant smile, but the tavern keep noticed that it never reached those dark eyes. "That's wonderful. I'll wait here.

Repeat offenders mean repeat customers and McGinley was both, as many of my clients tend to be.

For my whole career in retail, I have stuck by one guiding principle. It’s a simple one, and I have repeated it over and over and over in this book until I’m sure you’re sick to death of it. But I’m going to say it again anyway: the secret of successful retailing is to give your customers what they want.

Branding Through Customer Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

And what impels him to repeat this process at every single lesson, and, with the same remorseless insistence, to make his pupils copy it without the least alteration? He sticks to this traditional custom because he knows from experience that the preparations for working put him simultaneously in the right frame of mind for creating. The meditative repose in which he performs them gives him that vital loosening and equability of all his powers, that collectedness and presence of mind, without which no right work can be done.

With my wedding photography business, I want repeat customers. So hooray for divorce! That’s why I take lots of pictures—of cheating spouses.

Modernity is the condition a society reaches when life is no longer conceived as cyclical. In a premodern society, where the purpose of life is understood to be the reproduction of the customs and practices of the group, and where people are expected to follow the life path their parents followed, the ends of life are given at the beginning of life. People know what their life's task is, and they know when it has been completed. In modern societies, the reproduction of the custom is no longer understood to be one of the chief purposes of existence, and the ends of life are not thought to be given; they are thought to be discovered or created. Individuals are not expected to follow the life path of their parents, and the future of the society is not thought to be dictated entirely by its past. Modern societies do not simply repeat and extend themselves; they change in unforeseeable directions, and the individual's contributions to these changes is unspecifiable in advance. To devote oneself to the business of preserving and reproducing the culture of one's group is to risk one of the most terrible fates in modern societies, obsolescence.

I don’t think any other retail company in the world could do what I’m going to propose to you. It’s simple. It won’t cost us anything. And I believe it would just work magic, absolute magic on our customers, and our sales would escalate, and I think we’d just shoot past our Kmart friends in a year or two and probably Sears as well. I want you to take a pledge with me. I want you to promise that whenever you come within ten feet of a customer, you will look him in the eye, greet him, and ask him if you can help him. Now I know some of you are just naturally shy, and maybe don’t want to bother folks. But if you’ll go along with me on this, it would, I’m sure, help you become a leader. It would help your personality develop, you would become more outgoing, and in time you might become manager of that store, you might become a department manager, you might become a district manager, or whatever you choose to be in the company. It will do wonders for you. I guarantee it. Now, I want you to raise your right hand—and remember what we say at Wal-Mart, that a promise we make is a promise we keep—and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam.

Roughly defined, a business is a repeatable process that: 1. Creates and delivers something of value… 2. That other people want or need… 3. At a price they’re willing to pay… 4. In a way that satisfies the customer’s needs and expectations… 5. So that the business brings in enough profit to make it worthwhile for the owners to continue operation.

Quality is a cycle of repeatedly meeting customer expectation until the customer begins to expect more, and then meeting those expectations.

My repeated and often preached motto to my employees was, “The customer pays your paycheck, not me—keep them happy.

Quit trying to be better than your competitors. Think of how you can position yourself differently.

a great product person has assumptions about their customers’ needs, can hypothesize creative ways to satisfy these needs, and can prioritize which hypotheses to test in priority order.

By delighting your customers, you'll cultivate loyalty, encourage repeat business, and turn your company into a profit magnet that attracts new customers through positive word-of-mouth.

Jeff Bezos’s favourite saying is ‘Start with the customer and work backwards,’ but it is repeated as a mantra so frequently by his staff that you cannot help thinking they start with the boss and work forwards.

Poke the box How do computer programmers learn their art? Is there a step-by-step process that guarantees you’ll get good? All great programmers learn the same way. They poke the box. They code something and see what the computer does. They change it and see what the computer does. They repeat the process again and again until they figure out how the box works. The box might be a computer or it might be a market or it might be a customer or it might be your boss. It’s a puzzle, one that can be solved in only one way—by poking.

And I was a Child again, watching the bright World. But the Spell broke when at this Juncture some Gallants jumped from the Pitt onto the Stage and behaved as so many Merry-Andrews among the Actors, which reduced all to Confusion. I laugh'd with them also, for I like to make Merry among the Fallen and there is pleasure to be had in the Observation of the Deformity of Things. Thus when the Play resumed after the Disturbance, it was only to excite my Ridicule with its painted Fictions, wicked Hypocrisies and villainous Customs, all depicted with a little pert Jingle of Words and a rambling kind of Mirth to make the Insipidnesse and Sterility pass. There was no pleasure in seeing it, and nothing to burden the Memory after: like a voluntarie before a Lesson it was absolutely forgotten, nothing to be remembered or repeated.

If your goal is to deliver a product that meets a known and unchanging specification, then try a repeatable process. However, if your goal is to deliver a valuable product to a customer within some targeted boundaries, when change and deadlines are significant factors, then reliable Agile processes work better.

Underlying all this activity—in the customhouses, on the wharves, in every place of business—were numbers. Merchants measured out their wares and negotiated prices; customs officers calculated taxes to be levied on imports; scribes and stewards prepared ships’ manifests, recording the values in long columns using Roman numerals. They would have put their writing implements to one side and used either their fingers or a physical abacus to perform the additions, then picked up pen and parchment once again to enter the subtotals from each page on a final page at the end. With no record of the computation itself, if anyone questioned the answer, the entire process would have to be repeated.

Narrow down who your ideal customer is. Narrow until you can narrow no more. Define exactly what pain point you are solving for them, and how much they will pay you to solve it. Set a hard deadline and focus fully on building a solution, then charge for it. Repeat the process until you’ve found a product that works, then scale a business around it.

This distinction matters a great deal. Unlike short-term expediency, long-term self-interest, as the evolutionary biologist Robert Trivers has shown, often leads to behaviours that are indistinguishable from mutually beneficial cooperation. The reason the large fish does not eat its cleaner fish is not because of altruism but because over the long-term, the cleaner fish is more valuable to it alive than dead. The cleaner fish in turn could cheat by ignoring the ectoparasites and eating bits of the host fish’s gills instead, but its long-term future is better if the big fish becomes a repeat customer.* What keeps the relationship honest and mutually beneficial is nothing other than the prospect of repetition.

had begun, one fine day, to regard him as stupid and absurd because the friends that she had among the younger writers and actors had assured her that he was, and she duly repeated what they had said with that passion, that lack of reserve which we show whenever we receive from without, and adopt as our own, opinions or customs of which we previously knew nothing.

If I could write an autobiography for fear, it would read like this: __________ Hi, my name is Fear. F-E-A-R. But you are going to call me a lot of other things as you start to get closer to me. I’m terribly unoriginal. I’m like every has-been out there, but you give me way more credit than I deserve. You should keep doing that. I like it when you make me bigger than I actually am. I’m going to make you feel alone, and I like it when you believe you’re the only one who’s ever felt this way. You think I’m custom-catered to fit you, but I’m really no different than the brand of me your best friend wears. I’m a ballad lurking in the hearts of a billion people, and I will do anything to keep you from realizing that I am just the same song on repeat. You all know all my words. I’m pretty jealous though. I want you alone with me at night. I’m not afraid to say I’m greedy or that I don’t want to share you. I’m a territorial lover, and I would rather you not have solid and deep conversations at dinner parties or find a community that doesn’t leave your side. I wrote you a story a long time ago, and I don’t want you to figure out that you’ve outgrown the plotline. I wonder why you don’t get over me sometimes, but then the realization hits me: You come back because you know I want you. You come back because you know the sound of my voice. You come back because you know the way I move and how I shut you down. You’ve stood face-to-face with me so many times and I have told you who you are. The crazy thing is, you’ve believed me.

Let me repeat once more that great quote by Don Juan in Carlos Castaneda’s A Separate Peace: “The difference between a warrior and an ordinary man is that a warrior sees everything as a challenge, while an ordinary man sees everything as either a blessing or a curse.” So before you start your business, or before you return to it tomorrow, ask yourself the following questions: • What do I wish my life to look like? • How do I wish my life to be on a day-to-day basis? • What would I like to be able to say I truly know in my life, about my life? • How would I like to be with other people in my life—my family, my friends, my business associates, my customers, my employees, my community? • How would I like people to think about me? • What would I like to be doing two years from now? Ten years from now? Twenty years from now? When my life comes to a close? • What specifically would I like to learn during my life—spiritually, physically, financially, technically, intellectually? About relationships? • How much money will I need to do the things I wish to do? By when will I need it? These are just a few of the questions you might ask yourself in the creation of your Primary Aim.

By no means is my friend original in this last use of the “expensive = good” rule to snare those seeking a bargain. Culturist and author Leo Rosten gives the example of the Drubeck brothers, Sid and Harry, who owned a men’s tailor shop in Rosten’s neighborhood while he was growing up in the 1930s. Whenever the salesman, Sid, had a new customer trying on suits in front of the shop’s three-sided mirror, he would admit to a hearing problem, and, as they talked, he would repeatedly request that the man speak more loudly to him. Once the customer had found a suit he liked and had asked for the price, Sid would call to his brother, the head tailor, at the back of the room, “Harry, how much for this suit?” Looking up from his work—and greatly exaggerating the suit’s true price—Harry would call back, “For that beautiful all-wool suit, forty-two dollars.” Pretending not to have heard and cupping his hand to his ear, Sid would ask again. Once more Harry would reply, “Forty-two dollars.” At this point, Sid would turn to the customer and report, “He says twenty-two dollars.” Many a man would hurry to buy the suit and scramble out of the shop with his “expensive = good” bargain before Poor Sid discovered the “mistake.

One group of waiters, using positive reinforcement, lavished praise and encouragement on patrons using words such as “great,” “no problem,” and “sure” in response to each order. The other group of waiters mirrored their customers simply by repeating their orders back to them. The results were stunning: the average tip of the waiters who mirrored was 70 percent more than of those who used positive reinforcement.

What Mr. Rothschild had discovered was the basic principle of power, influence, and control over people as applied to economics. That principle is "when you assume the appearance of power, people soon give it to you." Mr. Rothschild had discovered that currency or deposit loan accounts had the required appearance of power that could be used to INDUCE PEOPLE [WC emphasis] (inductance, with people corresponding to a magnetic field) into surrendering their real wealth in exchange for a promise of greater wealth (instead of real compensation). They would put up real collateral in exchange for a loan of promissory notes. Mr. Rothschild found that he could issue more notes than he had backing for, so long as he had someone's stock of gold as a persuader to show to his customers. Mr. Rothschild loaned his promissory notes to individuals and to governments. These would create overconfidence. Then he would make money scarce, tighten control of the system, and collect the collateral through the obligation of contracts. The cycle was then repeated. These pressures could be used to ignite a war. Then he would control the availability of currency to determine who would win the war. That government which agreed to give him control of its economic system got his support.

There is a big difference between repeat business and loyalty. Repeat business is when people do business with you multiple times. Loyalty is when people are willing to turn down a better product or a better price to continue doing business with you. Loyal customers often don’t even bother to research the competition or entertain other options. Loyalty is not easily won. Repeat business, however, is. All it takes is more manipulations.

What is good customer service about then? One word: caring. Bad customer service happens when the employee doesn't care. You could chalk it up to low wages or getting paid regardless of results. But that's not it either. Hiring managers need to do two things and two things only: 1. Hire employees that ALREADY care and are ALREADY motivated. 2. Repeat step 1. When this is done, everything changes. People are happy on both sides of the table. Costs for management and training plummet

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.

I will have you for husband tonight,” she said in fierce, low tones, “or I will not go until I do!” “If there was any way, I would,” he protested. “Daise Congar would crack my head if I wanted to go against custom. For the love of the Light, Faile, just carry the message, and I’ll wed you the very first day I can.” He would. If that day ever came. Suddenly she was very intent on his beard, smoothing it and not meeting his eyes. She started speaking slowly but picked up speed like a runaway horse. “I … just happened to mention … in passing … I just mentioned to Mistress al’Vere how we had been traveling together—I don’t know how it came up—and she said—and Mistress Congar agreed with her—not that I talked to everybody!—she said that we probably—certainly—could be considered betrothed already under your customs, and the year is just to make sure you really do get on well together—which we do, as anyone can see—and here I am being as forward as some Domani hussy or one of those Tairen galls—if you ever even think of Berelain—oh, Light, I’m babbling, and you won’t even—” He cut her off by kissing her as thoroughly as he knew how. “Will you marry me?” he said breathlessly when he was done. “Tonight?” He must have done ever better with the kiss than he thought; he had to repeat himself six times, with her giggling against his throat and demanding he say it again, before she seemed to understand. Which was how he found himself not half an hour later kneeling opposite her in the common room, in front of Daise Congar and Marin al’Vere, Alsbet Luhhan and Neysa Ayellin and all the Women’s Circle. Loial had been roused to stand for him with Aram, and Bain and Chiad stood for Faile. There were no flowers to put in her hair or his, but Bain, guided by Marin, tucked a long red wedding ribbon around his neck, and Loial threaded another through Faile’s dark hair, his thick fingers surprisingly deft and gentle. Perrin’s hands trembled as he cupped hers. “I, Perrin Aybara, do pledge you my love, Faile Bashere, for as long as I live.” For as long as I live and after. “What I possess in this world I give to you.” A horse, an axe, a bow. A hammer. Not much to gift a bride. I give you life, my love. It’s all I have. “I will keep and hold you, succor and tend you, protect and shelter you, for all the days of my life.” I can’t keep you; the only way I can protect you is to send you away. “I am yours, always and forever.” By the time he finished, his hands were shaking visibly. Faile moved her hands to hold his. “I, Zarine Bashere …” That was a surprise; she hated that name. “ … do pledge you my love, Perrin Aybara … .” Her hands never trembled at all.

The Endowed Progress Effect Punch cards are often used by retailers to encourage repeat business. With each purchase, customers get closer to receiving a free product or service. These cards are typically awarded empty and in effect, customers start at zero percent complete. What would happen if retailers handed customers punch cards with punches already given? Would people be more likely to take action if they had already made some progress? An experiment sought to answer this very question.[lxvi] Two groups of customers were given punch cards awarding a free car wash once the cards were fully punched. One group was given a blank punch card with 8 squares and the other given a punch card with 10 squares but with two free punches. Both groups still had to purchase 8 car washes to receive a free wash; however, the second group of customers — those that were given two free punches — had a staggering 82 percent higher completion rate. The study demonstrates the endowed progress effect, a phenomenon that increases motivation as people believe they are nearing a goal. Sites such as LinkedIn and Facebook utilize this heuristic to encourage people to divulge more information about themselves when completing their online profiles. On LinkedIn, every user starts with some semblance of progress (figure 19). The next step is to “Improve Your Profile Strength” by supplying additional information.

THE WORKOUT Warm up with some light physical activity for 3 minutes at an easy pace. Blast through a 20-second sprint at an all-out pace. Rest with some light activity at intensity 1 for 2 minutes. Blast through another 20-second sprint. Repeat the cycle until you’ve completed 3 sprints. End with a 2-minute cool-down for a total duration of 10 minutes. Feel free to customize the sprint activity to any full-body movement that significantly elevates your heart rate—such as the stair climbing I mentioned earlier in this chapter. Note that the protocol we tested in the lab featured different warm-up and cool-down times. To bring this workout in line with the others in this book, I’ve used a 3-minute warm-up and a 2-minute cool-down.

That was the conclusion of a study conducted by BI Norwegian Business School, which identified the five key traits (emotional stability, extraversion, openness to new experiences, agreeableness and conscientiousness) of a successful leader. Women scored higher than men in four out of the five. But it may also be because the women who do manage to make it through are filling a gender data gap: studies have repeatedly found that the more diverse a company’s leadership is, the more innovative they are. This could be because women are just innately more innovative – but more likely is that the presence of diverse perspectives makes businesses better informed about their customers. Certainly, innovation is strongly linked to financial performance.

the right way.’ Each went something like this: Step 1: They got me excited about all the new leads they would bring.   Step 2: I’d go through an onboarding process that felt valuable (and sometimes was).   Step 3: They assigned their “best” senior rep to my account.   Step 4: I saw some results.   Step 5: They moved my senior rep to the newest customer...   Step 6: A junior rep starts managing my account. My results suffered.   Step 7: I complained.   Step 8: The senior rep would come back once in a while to make me feel better.   Step 9: Results still suffered. And I’d eventually cancel.   Step 10: I’d search for another agency and repeat the cycle of insanity.   Step 11: For the zillionth time–Start wondering why I wasn’t getting results like the first time.

14 Ways to Become an Incredible Listener 1. Be present and provide your undivided attention. 2. Seek first to understand, then to be understood. 3. Listen attentively and respond appropriately. 4. Minimize or eliminate distractions. 5. Focus your attention and energy with singleness of purpose on what the other person is saying. 6. Quiet your mind and suspend your thoughts to make room in your head to hear what is said—in the moment! 7. Ask questions and demonstrate empathy. 8. Use your body language and nonverbal cues constructively and pay attention to theirs. 9. Follow the rhythm of their speech; hear their tone. 10. Repeat and summarize what you have heard them say to confirm understanding. 11. Be open-minded and non-defensive. 12. Respond rather than react. 13. Be respectful, calm, and positive. 14. Try to resolve conflicts, not win them.

We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position. The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions have consistently reflected this focus. We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.

Services are a series of interactions between customers and the service system through many different touchpoints during the customer journey. As the sole way that customers relate to your services, you would think that interactions would be centre stage for all service providers. So, why are so many services so bad? When Demos, a UK think tank, talk of a fundamental disconnection between services and people, one of the main reasons they give is the poor consideration of the interactions between the service provider and the customer – the interaction design. To value your customer, you need to spend some time understanding the interactions they have with your service, and that means two things. Firstly, viewing your service through the customers’ eyes, and secondly, designing in such a way that customers receive consistent experiences over time which they consider valuable. It’s strange, but repeatedly we see companies ignoring both of these aspects, with the consequence that customers feel ignored and value is lost. One

To all appearances, Vincent was at once knowledgeable and honest, a combination that gave him great credibility. He was quick to exploit the advantage. When the party had finished giving their food orders, he would say, “Very well, and would you like me to suggest or select wines to go with your meals?” As I watched the scene repeated almost nightly, there was a notable consistency to the customer’s reaction—smiles, nods, and, for the most part, general assent. Even from my vantage point, I could read their thoughts from their faces. “Sure,” the customers seemed to say, “You know what’s good here, and you’re obviously on our side. Tell us what to get.” Looking pleased, Vincent, who did know his vintages, would respond with some excellent (and costly) choices. He was similarly persuasive when it came time for dessert decisions. Patrons who otherwise would have passed up the dessert course or shared with a friend were swayed to partake fully by Vincent’s rapturous descriptions of the baked Alaska and chocolate mousse. Who, after all, is more believable than a demonstrated expert of proven sincerity?

Among the fraudulent farmworker amnesties approved by the INS was one from Egyptian Mahmud Abouhalima,7 or—as he was known in the terrorist community—“Mahmud the Red.” Mahmud had come to the United States as a “tourist” from Germany—where he had been denied political asylum, but got around that by marrying an emotionally disturbed alcoholic, and then married another German woman after divorcing the first when she objected to his taking a second wife.8 At the end of 1985, Mahmud and his second wife took a “three-week” trip to the United States on tourist visas and promptly settled into an apartment in Brooklyn.9 Luckily for Mahmud, just as his tourist visa was expiring six months later, Schumer’s farmworker amnesty became law. So Mahmud submitted an application, claiming to have worked on a farm in South Carolina, despite having never left New York, except one short visit to the Michigan Islamic community.10 Mahmud was approved. Otherwise, crops would rot in the fields! And what a wonderful agricultural worker Mahmud was. He became a limo driver in New York, where he repeatedly had his license suspended for ripping off customers and speeding through red lights because he was busy reading the Koran.

The compulsion to keep a pure, homogeneous table is an old one, reflective of ingrained social customs and taboos that surround communal eating. The English word companion is derived from the Latin com (“with”) and panis (“bread”).53 A companion, therefore, is someone with whom you share your bread. When we want to know about a person’s friends and associates, we look at the people with whom she eats, and when we want to measure someone’s social status against our own, we look at the sort of dinner parties to which he gets invited. Most of us prefer to eat with people who are like us, with shared background, values, socioeconomic status, ethnicity, beliefs, and tastes, or perhaps with people we want to be like, people who make us feel important and esteemed. Just as a bad ingredient may contaminate a meal, we often fear bad company may contaminate our reputation or our comfort. This is why Jesus’ critics repeatedly drew attention to the fact that he dined with tax collectors and sinners. By eating with the poor, the despised, the sick, the sinners, the outcasts, and the unclean, Jesus was saying, “These are my companions. These are my friends.” It was just the sort of behavior that got him killed. The

Humanism split into three main branches. The orthodox branch holds that each human being is a unique individual possessing a distinctive inner voice and a never-to-be-repeated string of experiences. Every human being is a singular ray of light, which illuminates the world from a different perspective, and which adds colour, depth and meaning to the universe. Hence we ought to give as much freedom as possible to every individual to experience the world, follow his or her inner voice and express his or her inner truth. Whether in politics, economics or art, individual free will should have far more weight than state interests or religious doctrines. The more liberty individuals enjoy, the more beautiful, rich and meaningful is the world. Due to this emphasis on liberty, the orthodox branch of humanism is known as ‘liberal humanism’ or simply as ‘liberalism’. It is liberal politics that believes the voter knows best. Liberal art holds that beauty is in the eye of the beholder. Liberal economics maintains that the customer is always right. Liberal ethics advises us that if it feels good, we should go ahead and do it. Liberal education teaches us to think for ourselves, because we will find all the answers within us.

Because,' he said, 'I sometimes have a queer feeling with regard to you, especially when you are near me, as now; it is as if I had a string somewhere under my left ribs, tightly and inextricably knotted to a similar string situation in the corresponding quarter of your little frame. And if that boisterous channel, and two hundred miles or so of land, come broad between us, I am afraid that cord of communion will be snapped; and the nI've a nervous notion I should take to bleeding inwardly. As for you, you'd forget me.' 'That I never would, sir; you know -,' impossible to proceed. [...] The vehemence of emotion, stirred by grief and love within me, was claiming mastery, and struggling for full sway and asserting a right to predominate - to overcome, to live, rise, and reign at last; yes, and to speak. 'I grieve to leave Thornfield; I love Thornfield; I love it, because I have lived in it a full and delightful life, momentarily at least. I have not been trampled on. I have not been petrified. I have not been buried with inferior minds, and excluded from every glimpse of communion with what is bright, and energetic, and high. I have talked, face to face, with what I reverence; with what I delight in, with an origin, a vigorous, and expanded mind. I have known you, Mr. Rochester; and it strikes me with terror and anguish to feel I absolutely must be torn from you forever. I see the necessity of departure; and it is like looking on the necessity of death.' 'Where do you see the necessity?' he asked, suddenly. 'Where? You, sir, have placed it before me.' 'In what shape?' 'In the shape of Miss Ingram; a noble and beautiful woman, your bride.' 'My bride! What bride? I have no bride!' 'But you will have.' 'Yes; I will! I will!' He set his teeth. 'Then I must go; you have said it yourself.' 'No; you must stay! I swear it, and the oath shall be kept.' 'I tell you I must go!' I retorted, roused to something like passion. 'Do you think I can stay to become nothing to you? Do you think I am an automation? a machine without feelings? and can bear to have my morsel of bread snatched from my lips, and my drop of living water dashed from my cup? Do you think, because I am poor, obscure, plain, and little, I am soulless and heartless? You think wrong! I have as much soul as you, and full as much heart! And if God had gifted me with some beauty, and much wealth, I should have made it hard for you to leave me, as it is now for me to leave you. I am not talking to you now through the medium of custom, conventionalities, nor even of mortal flesh; it is my spirit that addresses your spirits; just as if both had passed through the grace, and we stood at God's feel, equal - as we are!' 'As we are!' repeated Mr. Rochester - 'so,' he added, including me in his arms, gathering me to his breast, pressing his lips on my lips; 'so, Jane!' 'Yes, so, sir,' I rejoined; 'and yet not so; for you are a married man, or as good as a married man, and we'd to one inferior to you - to one with whom you have no sympathy - whom I do not believe you truly love; for I have seen and heard you sneer at her. I would scorn such a union; therefore I am better than you - let me go!' 'Where, Jane? to Ireland?' 'Yes - to Ireland. I have spoke my mind, and can go anywhere now.' 'Jane, be still; don't struggle so, like a wild, frantic bird that is tending its own plumage in its desperation.' 'I am no bird; and no net ensnares me; I am a free human being, with an independent will; which I now exert to leave you.' Another effort set me at liberty, and I stood erect before him. 'And your will shall decide your destiny,' he said; 'I offer you my hand, my heart, and a share of all my possessions.' 'You play a farce, which I merely taught at.' 'I ask you to pass through life at my side - to be my second self, and best earthly companion.' [...] 'Do you doubt me, Jane?' 'Entirely.' 'You have no faith in me?' 'Not a whit.

Then I got to the point: “I don’t think any other retail company in the world could do what I’m going to propose to you. It’s simple. It won’t cost us anything. And I believe it would just work magic, absolute magic on our customers, and our sales would escalate, and I think we’d just shoot past our Kmart friends in a year or two and probably Sears as well. I want you to take a pledge with me. I want you to promise that whenever you come within ten feet of a customer, you will look him in the eye, greet him, and ask him if you can help him. Now I know some of you are just naturally shy, and maybe don’t want to bother folks. But if you’ll go along with me on this, it would, I’m sure, help you become a leader. It would help your personality develop, you would become more outgoing, and in time you might become manager of that store, you might become a department manager, you might become a district manager, or whatever you choose to be in the company. It will do wonders for you. I guarantee it. Now, I want you to raise your right hand—and remember what we say at Wal-Mart, that a promise we make is a promise we keep—and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam.

The two techniques I refer to are undoing what has been done and isolating. The first of these has a wide range of application and goes back very far. It is, as it were, negative magic, and endeavours, by means of motor symbolism, to ‘blow away’ not merely the consequences of some event (or experience or impression) but the event itself. I choose the term ‘blow away’ advisedly, so as to remind the reader of the part played by this technique not only in neuroses but in magical acts, popular customs and religious ceremonies as well. [...] The same purpose may perhaps account for the obsession for repeating which is so frequently met with in this neurosis and the carrying out of which serves a number of contradictory intentions at once. When anything has not happened in the desired way it is undone by being repeated in a different way; and thereupon all the motives that exist for lingering over such repetitions come into play as well. [...] The second of these techniques which we are setting out to describe for the first time, that of isolation, is peculiar to obsessional neurosis. It, too, takes place in the motor sphere. When something unpleasant has happened to the subject or when he himself has done something which has a significance for his neurosis, he interpolates an interval during which nothing further must happen—during which he must perceive nothing and do nothing.

Mr. Quincy told me that he will be working for you in London. I am glad, for both your sakes, that you’ve given him such an opportunity. He will be an excellent valet.” “For what I’m paying him,” Winterborne said, “he’d better be the best in England.” Helen was briefly nonplussed. “I have no doubt he will be,” she ventured. Meticulously Winterborne neatened the stack of paper. “He wants to start by disposing of my shirts.” “Your shirts,” Helen repeated, perplexed. “One of my managers brought some of my clothes from London. Quincy could tell that the shirts were ready-made.” He glanced at her warily, assessing her reaction. “To be accurate,” he continued, “they’re sold half finished, so they can be tailored to the customer’s preference. The quality of the fabric is as high as any bespoke shirt, but Quincy still turns up his nose.” Helen considered her reply carefully. “A man of Quincy’s profession has an exacting eye when it comes to details.” She probably should have left it at that. The discussion of a man’s clothing was entirely improper, but she felt that she should help him to understand Quincy’s concerns. “It’s more than just the fabric. The stitching is different in a bespoke shirt: The seams are perfectly straight and flat-felled, and the buttonholes are often hand-worked with a keyhole shape at one side to reduce the stress of the button’s shank.” She paused with a smile. “I would elaborate about plackets and cuffs, but I fear you would fall asleep in the chair.

A striking example from the history of writing is the origin of the syllabary devised in Arkansas around 1820 by a Cherokee Indian named Sequoyah, for writing the Cherokee language. Sequoyah observed that white people made marks on paper, and that they derived great advantage by using those marks to record and repeat lengthy speeches. However, the detailed operations of those marks remained a mystery to him, since (like most Cherokees before 1820) Sequoyah was illiterate and could neither speak nor read English. Because he was a blacksmith, Sequoyah began by devising an accounting system to help him keep track of his customers’ debts. He drew a picture of each customer; then he drew circles and lines of various sizes to represent the amount of money owed. Around 1810, Sequoyah decided to go on to design a system for writing the Cherokee language. He again began by drawing pictures, but gave them up as too complicated and too artistically demanding. He next started to invent separate signs for each word, and again became dissatisfied when he had coined thousands of signs and still needed more. Finally, Sequoyah realized that words were made up of modest numbers of different sound bites that recurred in many different words—what we would call syllables. He initially devised 200 syllabic signs and gradually reduced them to 85, most of them for combinations of one consonant and one vowel. As one source of the signs themselves, Sequoyah practiced copying the letters from an English spelling book given to him by a schoolteacher. About two dozen of his Cherokee syllabic signs were taken directly from those letters, though of course with completely changed meanings, since Sequoyah did not know the English meanings. For example, he chose the shapes D, R, b, h to represent the Cherokee syllables a, e, si, and ni, respectively, while the shape of the numeral 4 was borrowed for the syllable se. He coined other signs by modifying English letters, such as designing the signs , , and to represent the syllables yu, sa, and na, respectively. Still other signs were entirely of his creation, such as , , and for ho, li, and nu, respectively. Sequoyah’s syllabary is widely admired by professional linguists for its good fit to Cherokee sounds, and for the ease with which it can be learned. Within a short time, the Cherokees achieved almost 100 percent literacy in the syllabary, bought a printing press, had Sequoyah’s signs cast as type, and began printing books and newspapers. Cherokee writing remains one of the best-attested examples of a script that arose through idea diffusion. We know that Sequoyah received paper and other writing materials, the idea of a writing system, the idea of using separate marks, and the forms of several dozen marks. Since, however, he could neither read nor write English, he acquired no details or even principles from the existing scripts around him. Surrounded by alphabets he could not understand, he instead independently reinvented a syllabary, unaware that the Minoans of Crete had already invented another syllabary 3,500 years previously.

Everyone around you is just doing their best to make it through today. Because tomorrow will come, and you have to repeat the same day over and over again.  As a kid, you go into the grocery store, and it feels like a never-ending castle filled with different rooms. You feel like every time you enter, there’s always something new to discover. But as an adult, you’ll start to get mad when they change the aisles around because now you can't find the damn oranges!  I never imagined that I would one day be employed in the magical grocery store my family and I went to every Saturday. I never imagined that the place I swore I’d never end up, would soon become the place where I was stuck. Emotionally and physically. As I watch customers trickle in and out, I create stories for each of them. The guy holding flowers and staring at his watch is probably late for a date. The young woman reading the get well soon greeting cards might have had someone close to her get hurt—or maybe they're sick.  All the stories I create for these people make me happy. They’re out in the world. They’re living whereas I’m only existing. I have nobody to share my oranges with. I have nobody to blow out candles in front of. I’m directionless and alone. This big magical place I once thought of is now holding me hostage. I had love once. I had people around me once. I had someone to grocery shop with on the weekends and laugh with when our groceries dropped through the bag. I once had someone to argue with over who was allowed to push the cart. I once had someone who would peel my oranges for me when we got home. Now, my oranges sit and rot in the bowl on my small kitchen table. I have to throw them away most of the time. Yet, I still buy them because it reminds me of something I once had. Is that all life is?

THE INSTRUCTION OF PTAHHOTEP Part II If you are one among guests At the table of one greater than you, Take what he gives as it is set before you; Look at what is before you, Don’t shoot many glances at him, Molesting him offends the ka. Don’t speak to him until he summons, One does not know what may displease; Speak when he has addressed you, Then your words will please the heart. The nobleman, when he is behind food, Behaves as his ka commands him; He will give to him whom he favors, It is the custom when night has come. It is the ka that makes his hands reach out, The great man gives to the chosen man; Thus eating is under the counsel of god, A fool is who complains of it. If you are a man of trust, Sent by one great man to another, Adhere to the nature of him who sent you. Give his message as he said it. Guard against reviling speech, Which embroils one great with another; Keep to the truth, don't exceed it, But an outburst should not be repeated. Do not malign anyone, Great or small, the ka abhors it. If you plow and there’s growth in the field, And god lets it prosper in your hand, Do not boast at your neighbors’ side, One has great respect for the silent man: Man of character is man of wealth. If he robs he is like a crocodile in court. Don’t impose on one who is childless, Neither decry nor boast of it; There is many a father who has grief, And a mother of children less content than another; It is the lonely whom god fosters, While the family man prays for a follower. If you are poor, serve a man of worth, That all your conduct may be well with the god. Do not recall if he once was poor, Don’t be arrogant toward him For knowing his former state; Respect him for what has accrued to him. For wealth does not come by itself. It is their law for him whom they love, His gain, he gathered it himself ; It is the god who makes him worthy And protects him while he sleeps. Follow your heart as long as you live, Do no more than is required, Do not shorten the time of “follow-the-heart,” Trimming its moment offends the ka Don’t waste time on daily cares Beyond providing for your household; When wealth has come, follow your heart, Wealth does no good if one is glum! If you are a man of worth And produce a son by the grace of god, If he is straight, takes after you, Takes good care of your possessions. Do for him all that is good, He is your son, your ka begot him, Don’t withdraw your heart from him. But an offspring can make trouble: If he strays, neglects your counsel, Disobeys all that is said, His mouth spouting evil speech, Punish him for all his talk They hate him who crosses you, His guilt was fated in the womb; He whom they guide can not go wrong, Whom they make boatless can not cross. If you are in the antechamber, Stand and sit as fits your rank Which was assigned you the first day. Do not trespass — you will be turned back, Keen is the face to him who enters announced, Spacious the seat of him who has been called. The antechamber has a rule, All behavior is by measure; It is the god who gives advancement, He who uses elbows is not helped. If you are among the people, Gain supporters through being trusted The trusted man who does not vent his belly’s speech, He will himself become a leader, A man of means — what is he like ? Your name is good, you are not maligned, Your body is sleek, your face benign, One praises you without your knowing. He whose heart obeys his belly Puts contempt of himself in place of love, His heart is bald, his body unanointed; The great-hearted is god-given, He who obeys his belly belongs to the enemy.

In 2008, employees at an office for the accounting firm Deloitte were troubled by the behavior of a new recruit. In the midst of a bustling work environment, she didn’t seem to be doing anything except sitting at an empty desk and staring into space. Whenever someone would ask what she was doing, she would reply that she was “doing thought work” or “working on [her] thesis.” Then there was the day that she spent riding the elevators up and down repeatedly. When a coworker saw this and asked if she was “thinking again,” she replied: “It helps to see things from a different perspective.”2 The employees became uneasy. Urgent inter-office emails were sent. It turned out that the staff had unwittingly taken part in a performance piece called The Trainee. The silent employee was Pilvi Takala, a Finnish artist who is known for videos in which she quietly threatens social norms with simple actions. In a piece called Bag Lady, for instance, she spent days roaming a mall in Berlin while carrying a clear plastic bag full of euro bills. Christy Lange describes the piece in Frieze: “While this obvious display of wealth should have made her the ‘perfect customer,’ she only aroused suspicion from security guards and disdain from shopkeepers. Others urged her to accept a more discreet bag for her money.”3 The Trainee epitomized Takala’s method. As observed by a writer at Pumphouse Gallery, which showed her work in 2017, there is nothing inherently unusual about the notion of not working while at work; people commonly look at Facebook on their phones or seek other distractions during work hours. It was the image of utter inactivity that so galled Takala’s colleagues. “Appearing as if you’re doing nothing is seen as a threat to the general working order of the company, creating a sense of the unknown,” they wrote, adding solemnly, “The potential of nothing is everything.

I grieve to leave Thornfield: I love Thornfield - I love it, because I have lived in it a full and delightful life, - momentarily at least. I have not been trampled on. I have not been petrified. I have not been buried with inferior minds, and excluded from every glimpse of communion with what is bright and energetic, and high. I have talked, face to face, with what I reverence: with what I delight in, - with an original, a vigorous, an expanded mind. I have know you, Mr Rochester; and it strikes me with terror and anguish to feel I absolutely must be torn from you for ever. I see the necessity of departure; and it is like looking on the necessity of death.” “Where do you see the necessity?” He asked, suddenly. “Where? You, sir, have placed it before me.” “In what shape?” “In the shape of Miss Ingram; a noble an beautiful woman, - your bride.” “My bride! What bride? I have no bride!” “But you will have.” “Yes;- I will - I will!” He set his teeth. “Then I must go - you have said it yourself.” “No: you must stay! I swear it - and the oath shall be kept.” “I tell you I must go!” I retorted, roused to something like passion. “Do you think I can stay to become nothing to you? Do you think I am an automaton? - a machine without feelings? and can bear to have my morsel of bread snatched from my lips, and my drop of living water dashed from my cup? Do you think because I am poor, obscure, plain, and little, I am soulless and heartless? You think wrong! - I have as much soul as you, - and full as much heart! And if God had gifted me with some beauty and much wealth, I should have made it as hard for you to leave me, as it is now for me to leave you. I am not talking to you now through the medium of custom, conventionalities, nor even of mortal flesh - it is my spirit that addresses your spirit; just as if both had passed through the grave, and we stood at God’s feet, equal, - as we are!” “As we are!” Repeated Mr Rochester - “so,” he added, enclosing me in his arms, gathering me to his breast, pressing his lips on my lips: “so, Jane!

He had a rough idea where he was going, since Rylann had previously mentioned that she lived in Roscoe Village. At the stoplight at Belmont Avenue, he pulled out his cell phone and scrolled through his contacts. The beauty of text messaging, he realized, was in its simplicity. He didn’t have to try to explain things, nor did he have to attempt to parse through all the banter in an attempt to figure out what she might be thinking. Instead, he could keep things short and sweet. I’D LIKE TO SEE YOU. He hit send. To kill time while he waited for her response, he drove in the direction of his sister’s wine shop, figuring he could always drop in and harass Jordan about something. This time, however, she beat him to the punch. “So who’s the brunette bombshell?” Jordan asked as soon as he walked into the shop and took a seat at the main bar. Damn. He’d forgotten about the stupid Scene and Heard column. Kyle helped himself to a cracker and some Brie cheese sitting on the bar. “I’m going to say…Angelina Jolie. Actually, no—Megan Fox.” “Megan Fox is, like, twenty-five.” “And this is a problem why, exactly?” Jordan slapped his hand as he reached for more crackers. “Those are for customers.” She put her hand on her hip. “You know, after reading the Scene and Heard column, I’d kind of hoped it was Rylann they were talking about. And that maybe, just maybe, my ne’er-do-well twin had decided to stop playing around and finally pursue a woman of quality.” He stole another cracker. “Now, that would be something.” She shook her head. “Why do I bother? You know, one day you’re going to wake up and…” Kyle’s cell phone buzzed, and he tuned out the rest of Jordan’s lecture—he could probably repeat the whole thing word for word by now—as he checked the incoming message. It was from Rylann, her response as short and sweet as his original text. 3418 CORNELIA, #3. He had her address. With a smile, he looked up and interrupted his sister. “That’s great, Jordo. Hey, by any chance do you have any bottles of that India Ink cabernet lying around?” She stopped midrant and stared at him. “I’m sure I do. Why, what made you think of that?” Then her face broke into a wide grin. “Wait a second…that was the wine Rylann talked about when she was here. She said it was one of her favorites.” “Did she? Funny coincidence.” Jordan put her hand over her heart. “Oh my God, you’re trying to impress her. That is so cute.” “Don’t be ridiculous,” Kyle scoffed. “I just thought, since I’ve heard such good things about the wine, that I would give it a shot.” Jordan gave him a look, cutting through all the bullshit. “Kyle. She’s going to love it.” Okay, whatever. Maybe he was trying to impress Rylann a little. “You don’t think it’s too much? Like I’m trying too hard?” Jordan put her hand over her heart again. “Oh. It’s like watching Bambi take his first steps.” “Jordo…” he growled warningly. With a smile, she put her hand on his shoulder and squeezed affectionately. “It’s perfect. Trust me.

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

Like,” he repeats with distaste. “How about I tell you what I don’t like? I do not like postmodernism, postapocalyptic settings, postmortem narrators, or magic realism. I rarely respond to supposedly clever formal devices, multiple fonts, pictures where they shouldn’t be—basically, gimmicks of any kind. I find literary fiction about the Holocaust or any other major world tragedy to be distasteful—nonfiction only, please. I do not like genre mash-ups à la the literary detective novel or the literary fantasy. Literary should be literary, and genre should be genre, and crossbreeding rarely results in anything satisfying. I do not like children’s books, especially ones with orphans, and I prefer not to clutter my shelves with young adult. I do not like anything over four hundred pages or under one hundred fifty pages. I am repulsed by ghostwritten novels by reality television stars, celebrity picture books, sports memoirs, movie tie-in editions, novelty items, and—I imagine this goes without saying—vampires. I rarely stock debuts, chick lit, poetry, or translations. I would prefer not to stock series, but the demands of my pocketbook require me to. For your part, you needn’t tell me about the ‘next big series’ until it is ensconced on the New York Times Best Sellers list. Above all, Ms. Loman, I find slim literary memoirs about little old men whose little old wives have died from cancer to be absolutely intolerable. No matter how well written the sales rep claims they are. No matter how many copies you promise I’ll sell on Mother’s Day.” Amelia blushes, though she is angry more than embarrassed. She agrees with some of what A.J. has said, but his manner is unnecessarily insulting. Knightley Press doesn’t even sell half of that stuff anyway. She studies him. He is older than Amelia but not by much, not by more than ten years. He is too young to like so little. “What do you like?” she asks. “Everything else,” he says. “I will also admit to an occasional weakness for short-story collections. Customers never want to buy them though.” There is only one short-story collection on Amelia’s list, a debut. Amelia hasn’t read the whole thing, and time dictates that she probably won’t, but she liked the first story. An American sixth-grade class and an Indian sixth-grade class participate in an international pen pal program. The narrator is an Indian kid in the American class who keeps feeding comical misinformation about Indian culture to the Americans. She clears her throat, which is still terribly dry. “The Year Bombay Became Mumbai. I think it will have special int—” “No,” he says. “I haven’t even told you what it’s about yet.” “Just no.” “But why?” “If you’re honest with yourself, you’ll admit that you’re only telling me about it because I’m partially Indian and you think this will be my special interest. Am I right?” Amelia imagines smashing the ancient computer over his head. “I’m telling you about this because you said you liked short stories! And it’s the only one on my list. And for the record”—here, she lies—“it’s completely wonderful from start to finish. Even if it is a debut. “And do you know what else? I love debuts. I love discovering something new. It’s part of the whole reason I do this job.” Amelia rises. Her head is pounding. Maybe she does drink too much? Her head is pounding and her heart is, too. “Do you want my opinion?” “Not particularly,” he says. “What are you, twenty-five?” “Mr. Fikry, this is a lovely store, but if you continue in this this this”—as a child, she stuttered and it occasionally returns when she is upset; she clears her throat—“this backward way of thinking, there won’t be an Island Books before too long.

Dear KDP Author, Just ahead of World War II, there was a radical invention that shook the foundations of book publishing. It was the paperback book. This was a time when movie tickets cost 10 or 20 cents, and books cost $2.50. The new paperback cost 25 cents – it was ten times cheaper. Readers loved the paperback and millions of copies were sold in just the first year. With it being so inexpensive and with so many more people able to afford to buy and read books, you would think the literary establishment of the day would have celebrated the invention of the paperback, yes? Nope. Instead, they dug in and circled the wagons. They believed low cost paperbacks would destroy literary culture and harm the industry (not to mention their own bank accounts). Many bookstores refused to stock them, and the early paperback publishers had to use unconventional methods of distribution – places like newsstands and drugstores. The famous author George Orwell came out publicly and said about the new paperback format, if “publishers had any sense, they would combine against them and suppress them.” Yes, George Orwell was suggesting collusion. Well… history doesn’t repeat itself, but it does rhyme. Fast forward to today, and it’s the e-book’s turn to be opposed by the literary establishment. Amazon and Hachette – a big US publisher and part of a $10 billion media conglomerate – are in the middle of a business dispute about e-books. We want lower e-book prices. Hachette does not. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out of stock, no warehousing costs, no transportation costs, and there is no secondary market – e-books cannot be resold as used books. E-books can and should be less expensive. Perhaps channeling Orwell’s decades old suggestion, Hachette has already been caught illegally colluding with its competitors to raise e-book prices. So far those parties have paid $166 million in penalties and restitution. Colluding with its competitors to raise prices wasn’t only illegal, it was also highly disrespectful to Hachette’s readers. The fact is many established incumbents in the industry have taken the position that lower e-book prices will “devalue books” and hurt “Arts and Letters.” They’re wrong. Just as paperbacks did not destroy book culture despite being ten times cheaper, neither will e-books. On the contrary, paperbacks ended up rejuvenating the book industry and making it stronger. The same will happen with e-books. Many inside the echo-chamber of the industry often draw the box too small. They think books only compete against books. But in reality, books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive. Moreover, e-books are highly price elastic. This means that when the price goes down, customers buy much more. We've quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000. The important thing to note here is that the lower price is good for all parties involved: the customer is paying 33% less and the author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. The pie is simply bigger.

There is need to focus on selling an emotional experience instead of a mere product or service - the impression you make on others must be lasting and permanent. These experiences have to be positive and worth remembering. This will increase the chances of repeat business and referrals, guaranteeing customer loyalty. And that is what sustains businesses, brands and careers for generations! The principle remains the same for comedians, actors, footballers, musicians, sales executives or any other area of specialty.

The goal of Customer Development is not to avoid spending money but to preserve cash while searching for the repeatable and scalable business model. Once found, then spend like there’s no tomorrow.

customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand.

Instead of developing a business plan, find ways to accelerate your learning and validate customers demand. The best way to do this is to build a prototype (with minimal features) and sell it to some early adopters. Then change the product repeatedly – daily if necessary – and keep supplying your customers with the new and improved versions. Listen to their feedback and use those ideas to make a better version and then get more feedback on that. Keep iterating until you get a fully featured product which your customers love.

Just a simple premise, back in San Diego DUI Lawyer arrested for drunk Style, this time in the direction of DUI and DWI generally unwanted, then little effect of alcohol is considered a leading progressive life. Americans in the second half of the US states, the sin just because the rules and stricter drunk driving laws more quickly hold. In addition, the results of all DUI lawyers in reality very difficult drive under the influence towards an unattainable production, to begin in San Diego that idea. The crime of DUI evaluation Provide always stops short of energy, but in reality because of traffic law enforcement to detect beautiful website, or you attack affects themselves can take to throw noted "checkpoints drinking water.” In some cases, the federal government said, but if you can do it in your own direction. Perhaps many car hit the rear part of the food as a result, the impact is recorded, your visit to show you the direction of your wine. Sometimes, someone reported an unstable support. Testing and observation around the federal government s decision in the same direction, it is not possible because most almost certainly to predict a jump back in their element. One or suspected poisoning at an affordable price set is designed to bring cases, their own rules and objectives, and with violation of traffic rules and the management style of the design more I can do for others the problem of selection that. They probably own the actual direction of their own drug, think about the purpose of the implementation of a user, then the friendly and with respect to speed, self-revealed the reason behind the purple party, appreciate it is also possible to DUI . San Diego right outcome for prison several internal unique opportunity, California expert is passed on to its customers and the code of .08% blood only a small car in California 23 152 (B) to answer good article Content (BAC) Assumption. Some of the inspiration for a special person for a month was necessary direction behind a person s mood, depends on you in the direction 23 § 152, may continue to be withheld because (). But in general, if not more, the sales people and just keep moving to stay DUI by police and they are removed direction or enough I began to feel, "personal involvement" is more than if under strict bail. Own all presentation of their work is to show. It s just maybe you just conditions, it is deposited in jail until eventually show itself may not be able to move allows. Expenses and income are affected by lead you affects costs, which child to leave behind, if not more than 0.08 per cent BAC does. Orientation, under the influence of the value of his research, the car broke into the possibility that some 23 152 have been found still proof (s). This is a normal move, and then the authority to suspend the system 6 is due to the fact that - 10 weeks, including perceived importance. Speaking of the court will have to apply for leave to the invention apparently drunk over in his address. Need him inside, a number of situations, the judge called a good time without alcohol can be. It is a matter, as long as the direction before the costly DUI do not experience a period of several weeks is legal. Worse, if there is only a repeat show that only a lawyer in San Diego drunk orientation. Too many of the legal rights of citizens under such guidelines as privatization and arms, vote. You own run for the benefit of all to make the removal of the time, which likely cost drivers behind the repeat drink. It is strong enough to get to San Diego recommends a good DUI is for that reason that the domestic legal experts. Obviously, the motivation many cases immediately, in simplest terms, is not swallowed. Self re direction is not the same thing, so you really recommended maximum future problem is to apply to yourself. This is a perfect example of the court had been found.

It’s not enough to love your product. You have to love your customers, too, every single one—those who complain the most are the ones who control the keys to your survival.

Of more angst to drivers are the customer ratings systems imposed by the app companies. While most drivers do not have a problem with the notion of being rated, they are concerned that they will receive poor marks for circumstances beyond their control. Customers can give even the most earnest drivers bad ratings for any reason such as bumpy rides over pothole strewn roads, traffic congestion and passengers underestimating how much time they need to reach their destinations. Miscommunication between passengers and drivers can occur because passengers cannot speak the local language, are drunk, or fall asleep and cannot direct the driver to their remote destinations. Perhaps some passengers just do not like the ethnic group to which some drivers appear to belong. Circumstances such as these are clearly the fault of passengers who may rate drivers poorly nonetheless. Drivers with low ratings can be expelled from on-demand taxi services. This unfairness is compounded to the extent that drivers make large investments in their cars, insurance and fuel. Making drivers, who basically invested in a franchise, vulnerable to expulsion from a system because of unfair ratings seems to me to be a potential source of dissention or even litigation. Another concern associated with the taxi app business model is that drivers only have 15 seconds to respond to notices of pick up opportunities. Drivers that fail to respond in such tight windows lose the business. Repeat failures to make timely responses can result in temporary suspensions. This pressure, and related distractions associated with interacting with handsets, is applied simultaneously with all of the challenges of navigating traffic in a variety of weather conditions. Foremost, this is a driving hazard that imperils everyone in the vicinity. It also ties in with the ratings systems because drivers are only rated on the rides they complete. Drivers who claim rides but abandon the customer if it looks like the pickup will be delayed have no ratings risk. Paradoxically, no ratings result in the worst customer service as passengers end up stranded.

Just very, very bright. So bright that there isn’t a single shadow in the shot.” Dell looked back toward the steel shelves. “Uh, you know that’ll like, wash out everything, right? I mean that’s not really how it’s done—” “Listen to me.” I moved closer, leaning against the counter. “Our needs are very specific. We want to kill shadows. Got it?” “Kill shadows,” he repeated, blinking. “Okay. Hey, sure, you’re the customer, whatever. Let me guess…this is an art film, isn’t it?” “I do like to think of myself as an artist, yes.

I turned and flipped the latch on the door, then pulled hard on the handle, stumbling over the threshold into the fresh air. I would have fallen in the dirt for the second time that day except that someone standing outside caught me. Terrified that my escape was being thwarted, I struck out at whoever it was, feeling a sharp pain when my fist connected with the person’s jaw. “Empress, you hit hard!” a male voice exclaimed, then he captured my arms and trapped them behind my back. By the strange expletive he had used, I knew him to be Cokyrian--my luck was golden. “What’s going on here?” The butcher staggered into the doorway, squinting in the sunlight. “Your girl’s a thief,” he muttered at sight of the man who held me, sparing a glower for me as though warning me to be quiet. I ground my teeth and looked away, intending to do just that. Now that I had stopped struggling, the Cokyrian soldier released me, and I considered whether or not to run. Then I saw who had been restraining me--Saadi, the man with whom Narian and my uncle had dealt after my failed prank. There would be no point in running if he remembered who I was. “My girl?” Saadi repeated, his pale blue eyes calculating. “She is no Cokyrian. Besides, I would expect you to show any comrade of mine more respect than that.” “My apologies,” the butcher forced himself to say, and rage filled me at his newly respectful attitude. “She broke into my store and I assumed from her clothing…I also assume you’ll see her punished for her crime.” “You were about to punish her yourself, weren’t you?” Saadi scrutinized me, noting the red marks around my wrists and perhaps the beginnings of the bruises I would have across my mouth. “In Cokyri, you would be killed for what you did to her--what you tried to do.” “It’s good we’re not in Cokyri then,” the butcher sneered. Saadi’s jaw clenched, and he seemed to be fighting a deep urge to pummel the merchant who stood before him. “I should take you to join the men at the gallows.” “I would welcome it.” “I can see why,” Saadi coldly retorted, with a subtle look up and down at the heavyset man. “But I’m afraid the lack of your business might dampen the economy in the province, and that is something my sister would frown upon. She’ll be disappointed, though--she does so enjoy seeing men like you hang.” “And I enjoy seeing women in skirts as God intended.” Another strained moment passed, then Saadi laughed. “Perhaps if your God had paid less attention to clothing and more to abilities, you and your kind wouldn’t be in this position right now.” The butcher shifted uncomfortably, and Saadi quickly dispensed with him. “If you want me to arrest her for thievery, I’ll also arrest you for assault. So I would advise that you go back to your meat and your customers, may they be few.” The man did not need to be told twice. He slammed the door in our faces, and I could hear the lock click into place. It was then that I noticed the canvas bag at Saadi’s feet. He must have seen flight in my eyes, for he started running at almost the same moment I did.

When it comes to the pipeline between you and your customer, be paranoid, and trust no one.

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.

Good interviewers excel at listening closely to what customers say, repeating statements back to ensure understanding, and asking additional probing questions to illuminate the problem space.

The notion that the dungeon master “wins” by designing a popular dungeon must have a special resonance for someone who writes fiction for a living—the dungeon master here succeeds in much the same way that he as an author succeeded when his novel sustained the interest of readers and impressed them enough that they might look forward to a later work. The process of running a game shapes a story collaboratively with the players, and a dungeon master who tailors events to meet player expectations will be rewarded with repeat customers.

The real way to get wealth is to find a customer and perform a service for that customer. Then repeat.

If your business model is unknown – that is, just a set of untested hypotheses — you are a startup searching for a repeatable business model. Once your business model (market, customers, features, channels, pricing, Get/Keep/Grow strategy, etc.) is known, you will be executing it. Search versus execution is what differentiates a new venture from an existing business unit.

Step 3: Reward Customers in Purchase Confirmations to Create a Reciprocal Relationship When existing customers repurchase, they save retailers the cost of acquiring a new customer, yet online retailers focus their marketing dollars on acquiring new customers rather than delighting existing ones. The purchase confirmation email is a key opportunity to drive repeat purchases because its the first impression for a customer of how they’ll be treated in the new post-purchase relationship.

Perhaps it’s time to retire Santayana’s old canard: ‘Those who do not learn from history are bound to repeat it.’ And replace it with: ‘Those who cannot anticipate and prepare for the future will suffer in it.’” William Gibson

Simply repeating customs and adopting past traditions are the preserves of the lazy and the unimaginative.

In many ways, expensive advertising and brands arise as a solution to a problem identified by George Akerlof in his 1970 paper ‘The Market for Lemons’ in the Quarterly Journal of Economics. The problem is known as ‘information asymmetry’, whereby the seller knows more about what he is selling than the buyer knows about what he is buying. This lesson was learned the hard way in Eastern Bloc countries under communism; brands were considered un-Marxist, so bread was simply labelled ‘bread’. Customers had no idea who had made it or whom to blame if it arrived full of maggots, and couldn’t avoid that make in future if it did, because all bread packaging looked the same. Unhappy customers had no threat of sanction; happy customers had no prospect of rewarding producers through repeat custom. And so the bread was rubbish.

A lot of customers came to the club. If one out of ten enjoyed the place and decided to come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it another way, it didn’t matter if nine out of ten people didn’t like the club. Realizing this lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place really liked it. In order to do that, I had to make my philosophy absolutely clear, and patiently maintain that philosophy no matter what. This is what I learned from running a business.

Follow back after the sale—ask how they are enjoying that hot tub, if the kitchen renovation is going well, or even if the dress they bought for their daughter’s wedding was a hit. Follow-back leads to repeat customers.

Of the four opportunity elements, an early-stage startup’s customer value proposition is without question the most important. To survive, a new venture absolutely must offer a sustainably differentiated solution for strong, unmet customer needs. This point bears repeating: Needs must be strong. If an unknown startup’s product doesn’t address an acute pain point, customers aren’t likely to buy it. Likewise, differentiation is crucial: If the venture’s offering is not superior in meaningful ways to existing solutions, again, no one will buy it. Finally, sustaining this differentiation is important. Without barriers to imitation, the venture is vulnerable to copycats.

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

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

Roughly defined, a business is a repeatable process that: 1. Creates and delivers something of value . . . 2. That other people want or need . . . 3. At a price they’re willing to pay . . . 4. In a way that satisfies the customer’s needs and expectations . . . 5. So that the business brings in enough profit to make it worthwhile for the owners to continue operation. It doesn’t matter if you’re running a solo venture or a billion-dollar brand. Take any one of these five factors away, and you don’t have a business—you have something else. A venture that doesn’t create value for others is a hobby.

The demands of customer discovery require people who are comfortable with change, chaos, and learning from failure and are at ease working in risky, unstable situations without a roadmap. In short, startups should welcome the rare breed generally known as entrepreneurs. They’re open to learning and discovery—highly curious, inquisitive, and creative. They must be eager to search for a repeatable and scalable business model. Agile enough to deal with daily change and operating “without a map.” Readily able to wear multiple hats, often on the same day, and comfortable celebrating failure when it leads to learning and iteration.

KEEP IT SIMPLE Offering to close a story loop is much more simple than you think. Even the inclusion of smiley, happy people on your website is a strong way to offer the closing of a story loop. People want to be happy, and those images promise your product will deliver. If you sell rugs, a successful resolution might be a beautiful floor or a room that finally feels finished. If you sell ice cream, a successful resolution might be a rich, creamy taste of heaven. Camping gear? An adventure to remember. While I’ve been slightly philosophical in this chapter, try not to overthink it. What problem are you resolving in your customer’s life, and what does that resolution look like? Stick to basic answers because basic answers really do work. Then, when you get good, start diving deeper into the levels of problems your brand resolves. The important idea in this section is that we need to show repeatedly how our product or service can make somebody’s life better. If we don’t tell people where we’re taking them, they won’t follow. A story has to go somewhere. Have you told your customers where you want to take them?

Is there a transitional call to action you can create that will grow your business? Are your direct calls to action clear and repeated often? If not, your customers likely don’t know what you want them to do. Remember, people are drawn to clarity and away from confusion.

The customer quickly turned the lock on the front door before following Mike to the workstation and watching as the butcher slid a fat smoked ham back and forth, back and forth across the razor-sharp blade of the meat-slicing machine. Mike caught each thin slice and piled it on the round, sesame-seeded bread that lay split open on the counter. He repeated the process with salami, depositing it on the ham. Next a layer of capicola, followed by pepperoni, Swiss cheese, and provolone. "Looking good," said the customer, observing from the other side of the counter. "Thanks again for this." "No problem," said Mike. "We Royal Street folks have to help each other out when we can." "How many muffs do you think you've made in your life?" asked the customer, setting a shopping bag on the floor. The sandwich maker laughed. "I couldn't even begin to tell you." He reached for the glass container of olive spread he had mixed himself. Finely chopped green olives, celery, cauliflower, and carrot seasoned with extra-virgin olive oil, all left to marinate overnight.

The Power of the “Buy Now” Button I have a friend who has bought and sold nearly one hundred companies. He knows a lot about scaling a company up, and as he evaluates a company, he makes sure the people, products, and procedures are all healthy. But the key ingredient he looks for in a company is whether the company is challenging their customers to place orders. My friend knows the fastest way to grow a company is to make the calls to action clear and then repeat them over and over. He’s made millions simply buying companies, creating stronger calls to action, and then selling the company after their revenue increases. One of the biggest hindrances to business success is that we think customers can read our minds. It’s obvious to us that we want them to place an order (why else would we be talking to them about our products?), so we assume it’s obvious to them too. It isn’t. There should be a “Buy Now” button in the top right corner of your website, and it shouldn’t be cluttered with a bunch of other buttons. The same call to action should be repeated above the fold and in the center of your website, and again and again as people scroll down the page. Companies that don’t make their calls to action clear remind me of my dating days before I met my wife. Instead of clearly asking a girl out, I’d say something like, “Coffee is nice, isn’t it? Do you like coffee?” What in the world is a woman supposed to do with a question like that? That’s just not how you make a baby.

Direct Calls to Action It bears repeating: there should be one obvious button to press on your website, and it should be the direct call to action. When I say, “one obvious button,” I don’t mean “only one button,” but rather one that stands out. Make the button a different color, larger, a bolder text, whatever you need to do. Then repeat that same button over and over so people see it as they scroll down the page. Our customers should always know we want to marry them. Even if they’re not ready, we should keep saying it. You just never know when they’re going to want to make a commitment, and when they do, you want to be on one knee, holding flowers, smiling for the picture. Examples of direct calls to action are •​Order now •​Call today •​Schedule an appointment •​Register today •​Buy now Direct calls to action can be included at the end of every e-mail blast, on signage, in our radio ads, and even in our television commercials. Consider including direct calls to action in every team member’s e-mail signature, and if you really want to get the point across, on all your business cards. The idea is to make it very clear what we’d like customers to do: to make a purchase so we can help them solve their problem.

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2. Obvious Calls to Action If you’re not sure what a call to action is, go back and read chapter 8 in this book. It’s important. For now, know that the whole point of your website is to create a place where the direct call to action button makes sense and is enticing. While we’re in business to serve our customers and better the world, we’ll be out of business soon if people don’t click that “Buy Now” button. Let’s not hide it. There are two main places we want to place a direct call to action. The first is at the top right of our website and the second is in the center of the screen, above the fold. Your customer’s eye moves quickly in a Z pattern across your website, so if the top left is your logo and perhaps tagline, your top right is a “Buy Now” button, and the middle of the page is an offer followed by another “Buy Now” button, then you’ve likely gotten through all the noise in your customer’s mind and they know what role you can play in their story. For best results the “Buy Now” buttons should be a different color from any other button on the site (preferably brighter so it stands out), and both buttons should look exactly the same. I know this sounds like overkill, but remember, people don’t read websites, they scan them. You want that button to keep showing up like a recurring theme. A person has to hear something (or read something) many times before they process the information, so we want to repeat our main call to action several times. Your transitional call to action should also be obvious, but don’t let it distract from the direct call to action. I like featuring the transitional call to action in a less-bright button next to the call to action so the “Will you marry me?” and “Can we go out again?” requests are right next to each other. Remember, if you aren’t asking people to place an order, they won’t.

First, Day 1 is representative of all the leadership principles that have helped make Amazon what it is today. It is the anchor for acknowledging and remembering their beginning values and their dogged focus on serving the needs of customers and even “delighting” customers. Second, Day 1 is a mindset, not a list of steps or strategies. It is the mentality through which all decisions are made. It is designed to keep everyone in the company focused on doing what is right in each situation, not just what is possible given Amazon’s size and influence. Because, like a child’s tower of building blocks, if the foundation isn’t stable, the tower will come tumbling down. And then it’s Day 2. It bears repeating: “Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.” —Bezos (2016 Letter) On Day 1, there are few—if any—things more important than customers.

Call center solutions for small business What does it mean to develop a call center solutions that is small business friendly? It is unique to each organisation, which necessitates that the design be designed on a case-by-case basis. Do you have a partner who is willing to help you build your solution from the ground up? Scaling is a crucial aspect of developing a call center solution for a small organisation. Tiny businesses aren't always small businesses. By the end of a single year, a company that accepts a few dozen calls per week may be taking several hundred calls per day — Alternatively, they could remain the same size. It depends on a number of things, one of which is whether they are committed to providing the resources their customers and employees require for organic growth. Speak with your technology solutions provider about scalability if you want to provide your company the chance to expand. ChaseData offers a variety of scalability alternatives, including solutions that allow for remote agent flexibility, allowing your team to grow and shrink as needed. That way, you'll always be in control of your labour costs, and you'll have the correct number of employees on hand to handle whatever your customer base throws at you! Small Business Still Be Smart A prevalent assumption is that small business call center solutions must be limited in terms of features and capabilities. This is absolutely not the case. When it comes to the technology employed in today's call centers, small can be mighty. One of the most pressing concerns when it comes to increasing efficiency and productivity in a call center – whether large or small – is reducing time spent on repetitive information. Consumers frequently say that they spend several minutes providing simple information to call center personnel, including repeating it several times for verification or because their call has been moved. This process is not only inconvenient for the caller, but it can also be a waste of time and money for your call center! Using smarter technology to limit the quantity of data that must be transmitted is a wonderful approach to improve productivity, efficiency, and customer happiness. It assists in the reduction Our Topics Tags -: ivr solutions in delhi | voice blaster | voice logger | GSM PRI Gateway | GSM VoIP Gateway | Gsm gateway

This experience isn’t so different for software businesses. Two excitable cofounders work on an app, submit it to Product Hunt, and see thousands of sign-ups on the first day. A few months later, no one is using it, and they’re on to a new project. Rinse and repeat. But businesses are not something you engage with once, talk to your friends about, and then forget as you move on to the next thing. Your business should have customers for life, not just for a Friday night. That’s because the real story of starting and then growing a business isn’t really that thrilling most days. Between start and success, it can be a slog. It can take years. And it often isn’t nearly as glamorous as you expect. But you will have many small victories, and over time they will build into a sense of satisfaction and pride that comes from not giving up.

Launch to Celebrate A launch is a stepping-stone. A thing that happens when your business already has customers, is doing well, and is going to last. Many companies go out of business within the first year. Why make a big deal out of a business before you’re sure it’ll stick around? Instead, build a successful business and “launch” as a celebration of your success. Spend your business’s profits on it, not your own money. Better yet, celebrate your customers’ success. I think celebrating a milestone is a great excuse to launch. What about having successfully sold to a hundred customers? Once you’re running a growing, profitable business with a hundred customers who love you and whom you care about, you can celebrate them—by launching. Throw a party. Invite all of your customers and thank them for their ongoing support. Do that, and you’ll have customers lining up at your door. They’ll be people you already know, and who know you. Some of them will bring their own friends and families and maybe even members of their own communities too. They may even help promote your event before it happens because you’ve told them about it and they’re excited about supporting you. Plus, they can actually speak to others about how great your product is and how much better it has made their life. Your customers may be even better salespeople than you are. Good—there’s more of them than there are of you! Or perhaps you decide you don’t need to launch at all. That’s fine too. But entrepreneurship can be lonely, and it can be a good excuse to rally—and reward—your community for helping you get this far. Once you have a hundred customers, some of them now repeat customers, selling your product better than you can, you’re ready to move on to the next chapter of your business: marketing.

In non-internet businesses, there are also growth loops: A client who brings you new clients (perhaps by posting about you on their well-followed social media account) is more valuable than a new client who doesn’t. By the same token, a product feature that converts onetime customers into repeat customers is more valuable than one that brings in onetime customers. And a production innovation that increases efficiency across the whole business is more valuable than one that increases efficiency in just one area.

In every star venture I have known, there were in retrospect four formulas that had to be discovered and turned into routine, unique and consistently repeatable business practices: 1. the customer-attraction formula: the way to get an ever-increasing number of profitable customers who buy more and more from you; 2. the commercial formula: the way to lock in fat margins; 3. the delivery formula: the way to forge a machine delivering ever-increasing quantities of consistent and high-quality product; and 4. the innovation formula: the way to make innovation and improvement routine, to keep clear of rivals. The formulas have to fit together and have ‘integrity’ - wholeness, sincerity, consistency, coherence and authenticity - so that each formula is not only consistent with the other three, but also reinforces them. For your venture to be a star, the formulas must be unique and better - better than any formula in the main market, and better than any competing formula in the new category you have created. To remain a star, the formulas must be capable of infinite extension and deepening, so that rivals cannot fully understand them, imitate them or replace them with better formulas. Ultimately, ‘better’ is not a matter of opinion. It is a matter of votes, customers’ votes in the marketplace. A ‘better’ formula is one that is more profitable and achieves higher market share and faster growth than any rival formula.

Andrew Davis, author of the book Brandscaping, defines a concept called “fractal marketing” as repeatedly splitting your customer into a more specific niche.

Just before the April 12 losses, members of the Securities and Exchange Commission repeatedly had warned of the potential for disaster. Commissioner Carter Beese had cautioned that the “clock is ticking” for the derivatives market, citing Bankers Trust’s 1993 annual report, which listed derivatives positions of almost $2 trillion. Commissioner Richard Roberts expressed concern that “some derivative products are being marketed more for the fat profit margin they make available to the securities firm than for their suitability to the customer.