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 She mopes through the rest of the day, unhappy with all her outdated things.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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

The reward for serving customers well is not only repeat business, but recommendation of your services to other people, and that cannot be inherited or bought, it is earned by reminding them about your existence and providing timely solutions to their problems not becoming one of their problems.

Reclaimed Wood Furniture then, you have come to the right place as we offer the widest and the most favored range of furniture, each piece of which is the statement of pure Lavishness, Class and Elegance, offered at the most competitive and inexpensive prices. Antique Rustic's customer satisfaction has been off the charts since its beginning and the sole reason for achieving this reputation is its best-in-class Quality of products, Time Punctuality and its Commitment towards perfection. Our firm is a Client-Centered firm whose sole motto is that “One Satisfied customer would be our repeated customer”. CUSTOMIZATION As the Customer Is King, We do not leave any stone unturned in satisfying our customers and thus we offer them the flexibility to design their own Bespoke Reclaimed Wood Furniture which means you can hand us over your specifications for the furniture you want to get and we will be glad to make your dream come true. We proud ourselves on bringing smiles on our customers' faces when we hand over the Furniture that they design for themselves with Guaranteed Delivery within 7 Days(Excluding Handling Time which may vary for different categories). PRODUCT POLICY The product shown in the image is a reference product and the new manufactured product can look different from the one shown in the image due to various factors like lighting, manual Please note that in case of Solid Wood products, slight grains would be visible. There may be a slight variation in finish between the actual product and the 3-D designs which are being displayed on our store.antiquerustic.com

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

Through repeated consumption of a curated, abridged version of an experience, it may be that people can be led to believe that if one fulfills a certain specification, they will be rewarded in kind. This “win conditioning” could help to form identity, acting as both carrot and stick, the establishment of rewards and consequences directing who a person is.

Go deep into a specialty. Get a customer. Make them happy. Then repeat…

As long as Toyota is continually identifying “anomalies” in the manufacturing process, every single defect is seen as an opportunity to make the process better. There are, in effect, a set of rules that ensure that this happens. For example, an employee must never add value to a part until it is ready to be used in the next step of adding value. It must be done in the same way, every time. That way managers know, definitely, that the value-adding step worked with the next step in the process. That creates an environment of repeated scientific experimentation. Each time it’s done the same way constitutes a test of whether doing it that way, to those specifications, will result in perfection every time. For Toyota, the theory was embodied in the set of processes they developed to lead to defect-free manufacturing. Each activity can be seen as an individual if-then statement: “If we do this, then that will be the result.” Through this theory of manufacturing, the quality movement was born. As a consequence, the Americans took what they’d learned from their Japanese competitors to heart and the US automobile industry today churns out very reliable cars. Innovation, in a very real sense, exists in a “pre–quality revolution” state. 1 Managers accept flaws, missteps, and failure as an inevitable part of the process of innovation. They have become so accustomed to putting Band-Aids on their uneven innovation success that too often they give no real thought to what’s causing it in the first place.

Give me thirty pounds of mussels, twenty-five of scampi, as much squid as you can get me, some whitefish, snapper, sea bass, and sardines- whatever you've got. That will get me through today, and when you get here I'll give you an order for the rest of the week." I'm too spent to repeat my outraged performance for Rob, the meat guy, because by now I know that neither he nor Eddie is to blame. But because we're great customers, Rob agrees to rush me over some sausage, a dozen pork tenderloins, and some flank steak, which I can cook quickly, for braciole. I instruct the prep cooks to roll out some lasagna noodles and to start preparing béchamel in large quantities. We will resort to a couple of baked pasta entrees, flavored with meat and sausage and, depending on what Eddie sends over, a cioppino.

CONFUSION 5: HOW TO DEAL WITH CUSTOMER DISSATISFACTION If you have hit each step to this point, customer dissatisfaction will be rare. But dissatisfactions will happen. Here’s what to do about them: 1. Always listen to what your Customers are saying. And never interrupt while they’re saying it! 2. After you’re sure you’ve heard all of your Customer’s complaint, make absolutely certain you understand what he or she said. You could ask, “Can I repeat what you’ve just told me, Mrs. Jones, to make absolutely certain I understand you?” 3. Secure your Customer’s acknowledgment that you have heard his or her complaint accurately. 4. Apologize for whatever your Customer thinks you did that dissatisfied him or her even if you didn’t do it! 5. After your Customer has acknowledged your apology, ask exactly what would make him or her happy. 6. Repeat what your Customer told you would make him or her happy, and get his or her acknowledgment that you heard it correctly. 7. If at all possible, give your Customer exactly what he or she asked for! But what if your Customer wants something completely unreasonable? If you’ve followed my recommendations to the letter, what your Customer asks will seldom seem unreasonable. That’s assuming you’ve got the right Customer. CONFUSION 6: WHO TO CALL A CUSTOMER At this stage, it’s important to ask some questions: Which types of Customers would you most like to do business with? Where do you see your real market opportunities? Who would you like to work with, provide service for, and position your business for? A Tactile Customer for whom people is most important? A Neutral Customer for whom the mechanics of how you do business is most important? An Experimental Customer for whom cutting-edge innovation is important? A Traditional Customer for whom low cost and certainty of delivery are absolutely essential? In short, it’s all up to you. No mystery. No magic. Just a systematic process for shaping your business’s future. But you must have the passion to pursue the process. And you must be absolutely clear about every aspect of it. Until you know your Customers as well as you know yourself. Until all your complaints about Customers are a thing of the past. Until you accept the undeniable fact that Customer Acquisition and Customer Satisfaction are more science than art. But unless you’re willing to grow your business, you better not follow any of the above recommendations. Because it will definitely grow.

All of Heros team members are trained as professional carpet cleaners but can also clean upholstery like sofas & chairs. Rugs can also be cleaned to a high standard and is a popular service with customers. As a fully insured carpet cleaning company, Heros can operate safely in domestic properties or commercial and industrial premises. Customer service is very important to the company. Heros carry out carpet cleaning for hundreds of regular customers and 90% of them are repeat or referred clients.

CONFUSION 5: HOW TO DEAL WITH CUSTOMER DISSATISFACTION If you have hit each step to this point, customer dissatisfaction will be rare. But dissatisfactions will happen. Here’s what to do about them: 1. Always listen to what your Customers are saying. And never interrupt while they’re saying it! 2. After you’re sure you’ve heard all of your Customer’s complaint, make absolutely certain you understand what he or she said. You could ask, “Can I repeat what you’ve just told me, Mrs. Jones, to make absolutely certain I understand you?” 3. Secure your Customer’s acknowledgment that you have heard his or her complaint accurately. 4. Apologize for whatever your Customer thinks you did that dissatisfied him or her even if you didn’t do it! 5. After your Customer has acknowledged your apology, ask exactly what would make him or her happy. 6. Repeat what your Customer told you would make him or her happy, and get his or her acknowledgment that you heard it correctly. 7. If at all possible, give your Customer exactly what he or she asked for! But what if your Customer wants something completely unreasonable? If you’ve followed my recommendations to the letter, what your Customer asks will seldom seem unreasonable. That’s assuming you’ve got the right Customer.

Customer service is bad because we allow it to be bad. What do you do when you get bad service? Tell the truth. If you aren’t willing to speak up, then you are an accessory to the crime. You can’t ignore bad service and expect it to get better. Behavior that is ignored will be repeated. Next time you get bad service, speak up. Remember: it’s your money you are defending – money you worked hard for. Tell the company and others. Use the internet and social media. That’s how customer service will improve for all of us.

First Choice provides quick, professional and reliable service. We generate a lot of repeat customers and referrals base on the superiority and specialized of our service and our technicians.

Decision trees instead ensure a priori that each instance will be matched by exactly one rule. This will be the case if each pair of rules differs in at least one attribute test, and such a rule set can be organized into a decision tree. For example, consider these rules: If you’re for cutting taxes and pro-life, you’re a Republican. If you’re against cutting taxes, you’re a Democrat. If you’re for cutting taxes, pro-choice, and against gun control, you’re an independent. If you’re for cutting taxes, pro-choice, and pro-gun control, you’re a Democrat. These can be organized into the following decision tree: A decision tree is like playing a game of twenty questions with an instance. Starting at the root, each node asks about the value of one attribute, and depending on the answer, we follow one or another branch. When we arrive at a leaf, we read off the predicted concept. Each path from the root to a leaf corresponds to a rule. If this reminds you of those annoying phone menus you have to get through when you call customer service, it’s not an accident: a phone menu is a decision tree. The computer on the other end of the line is playing a game of twenty questions with you to figure out what you want, and each menu is a question. According to the decision tree above, you’re either a Republican, a Democrat, or an independent; you can’t be more than one, or none of the above. Sets of concepts with this property are called sets of classes, and the algorithm that predicts them is a classifier. A single concept implicitly defines two classes: the concept itself and its negation. (For example, spam and nonspam.) Classifiers are the most widespread form of machine learning. We can learn decision trees using a variant of the “divide and conquer” algorithm. First we pick an attribute to test at the root. Then we focus on the examples that went down each branch and pick the next test for those. (For example, we check whether tax-cutters are pro-life or pro-choice.) We repeat this for each new node we induce until all the examples in a branch have the same class, at which point we label that branch with the class.

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

Don’t worry, it’ll work out.” Really? How do you know? It’s unbelievable. When your business partners tell you not to worry because “It’ll work out”—it’s not going to work out. You can’t just sit back and wait for life to happen because when you do, unexpected stuff usually happens. You have to be smart. You have to be prepared. You have to go in with your guns loaded and a well-devised plan of attack. I can’t stress this enough. When starting your own business, “winging it” is not an option. Repeat after me: knowledge is power. Why do you think it’s one of the most overused aphorisms out there? Because it’s true! If you are about to make a sales pitch to a customer and you ask your salesperson, “What’s the plan?” and he or she says, “Oh, we’ll wing it,” you’re in trouble. Anytime one of my guys said that, my stomach turned. It drove me nuts. I’d say, “We’ve got to know everything about this prospect. We’ve got to know everything about this company. Do your homework!” The more you know about a customer, a product, a market, or even an employee, the greater advantage you have. And I’m not just talking about business and sales; I’m talking about everything you do in this world. You can’t just wing it through life. You’ll never end up where you want to be if you don’t know where you’re going.

Business Cards “Do you attend events where business cards are exchanged in a networking environment? My friend Brian Haugen is a networking ninja. His gregarious personality and love for people have enabled him to easily win friends and influence people. He has a lot of tips, but one of his best is regarding how to best handle business cards. When I asked him for his thoughts on being an effective networker, he shared that there is an art to how to receive someone’s business card with respect and interest. He continued by saying, “When someone hands you their card, take a moment to hold it, read it, repeat their name and then make a comment or ask a question. And make notes on their card to help you remember the exchange.” This small action communicates you are genuinely interested and want to remember them.

To remember people’s names, wash, rinse, repeat—Repeat a person’s name upon introduction, throughout the conversation, and as you bid farewell. Try it both in your mind as well as out loud. Avoid nicknames unless otherwise invited.

An unwillingness to stick a finger in the wind of customer requirements was one of Steve Jobs’s favorite tropes over the years. “When we first started Apple we really built the first computer because we wanted one,” he told Michael Moritz in the early 1980s for his book The Little Kingdom. It was a line that Jobs repeated over and over for decades. Twenty-five years later he stated, “We really do have the strong belief that we are building products for ourselves.

The ripple effect of their new attitude transferred to their customer interactions, improving the customers’ experience with the company, increasing repeat and referral business, which increased everyone’s pride. That simple change over the period of eighteen months did a complete 180 on the company culture. Net profits grew by more than 30 percent during that time, utilizing the same staff and zero additional investment in marketing.

But there comes a moment when the mood burns out and everything ends. As a matter of reflex, out of custom, we go on repeating the gestures and words and want everything to be the way it was yesterday, but we know already — and the discovery Appalls us — that this yesterday will never again return. We look around and make another discovery: those who were with us have also changed —something has burned out in them, as well, something has been extinguished.

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.

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.

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.

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. Having clear calls to action means customers aren’t confused about the actions they need to take to do business with you.

The essence of branding is to create simple, relevant messages we can repeat over and over so that we “brand” ourselves into the public consciousness.

And is it a crime to acknowlege, that they are so well disposed to a worthy object? A worthy object, I repeat; for that is what will warrant the open heart. What a littleness is there in the custom that compels us to be insincere? And suppose we do not succeed with a first object, shall we cheat a future Lover with the notion that he was the first?

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.

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.

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

When clients want to add a bunch of confusion to their marketing message, I ask them to consider the ramifications of doing so if they were writing a screenplay. I mean, what if The Bourne Identity were a movie about a spy named Jason Bourne searching for his true identity but it also included scenes of Bourne trying to lose weight, marry a girl, pass the bar exam, win on Jeopardy, and adopt a cat? The audience would lose interest. When storytellers bombard people with too much information, the audience is forced to burn too many calories organizing the data. As a result, they daydream, walk out of the theater, or in the case of digital marketing, click to another site without placing an order. Why do so many brands create noise rather than music? It’s because they don’t realize they are creating noise. They actually think people are interested in the random information they’re doling out. This is why we need a filter. The essence of branding is to create simple, relevant messages we can repeat over and over so that we “brand” ourselves into the public consciousness.

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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

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.

Is it simple, relevant, and repeatable?

• Ask front liners to use it to evaluate your unit’s policies, procedures, and general “ways of doing things.” Are they consistent with the vision? Do they really help get things done for the customers? If not, where do they interfere with giving good service? And how can they be changed? • Hold “what’s stupid around here?” meetings. Use the vision statement to help identify outmoded practices, timewasters, repeated trouble spots, and customer-vexing aspects of your business that make you look dumb to your customers—and each other. • Set “stop, start, and measure” objectives. Perhaps once a quarter, ask every employee to come with a list of items under three headings: 1. Things we should stop doing around here 2. Things we should start doing around here 3. Things we don’t track or measure—but should

We tracked the “funnel metrics” behaviors that were critical to our engine of growth: customer registration, the download of our application, trial, repeat usage, and purchase.

The universe, with its multiple worlds and variety of living beings, eternally repeats a cycle of fourfold change (see figure 23). Each of the four periods lasts twenty intermediate kalpas, so one complete cycle takes eighty intermediate kalpas. The cycle includes the Kalpa of Dissolution (Saṃvartakalpa); the Kalpa of Nothingness (Saṃvartasthāyi-kalpa), during which the world remains dissolved; the Kalpa of Creation (Vivartakalpa); and the Kalpa of Duration of the created world (Vivartasthāyikalpa). That the cycle starts with dissolution is a very Indian way of thinking, as is the custom of calculating the month from the full moon.

Starting with his modest amount of capital, Ford began his work on the Ford Motor Company’s first car, the Model A, starting in 1903. And from the start, contradictions abounded. Ford didn’t believe that the customer was always right. Indeed, he attributed the difficulties of his early competitors to their slavish need to listen to customers. To Ford this was a trap. The customers willing to pay the absolute most for a car were ones who wanted customization. But an automaker willing to customize, to cater to individual requests, lost the opportunity to scale his operation, which rested on repeating the same thing over and over again. To reduce the cost of production, a manufacturer needed to standardize components and processes. Customization, in Ford’s words, led to “the habit of grabbing at the nearest dollar as though it were the only dollar in the world.” Customers needed to be led, not followed.

I start with interrogating the way the word ‘creativity’ circulates and gets used in corporate settings. What does it mean to be ‘creative’ in any corporation? If we agree that one of the key ingredients of creativity is ‘to create’, then we can safely say that most of the American people feel alienated from the work they do and from their employers, because they can’t create in the deep sense of what creativity means. Even those who do, most of them feel alienated from the product they create, because they feel it is being utilized for profit only. One quick example that comes to mind is utilizing technological advancement for surveillance and manufacturing weapons. Over the years, I have talked to many people in different professions from pilots to engineers, from coders to programmers, from doctors to other healthcare professionals, who repeatedly confirmed that they often feel that the human and creative value of what they accomplish only seems to matter to the extent it can be monetized and used to expand businesses and increase profits for the few at the top. As such, people feel alienated even with their most creative products and moments. And, if they decide to be critical of the status quo and challenge it (being critical is another key ingredient in creativity), then they face disciplinary action or dismissal from their work. Creativity, then, as propagated by corporate interests really means being creative in maximizing profits and numbers for the few at the top, and to do so, one needs to be creative to lure as many customers as possible to buy products. So, two of the key ingredients of creativity (to create and to be critical) are often replaced with maximizing profits and marketing. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

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.