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 She mopes through the rest of the day, unhappy with all her outdated things.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

When you start with people and create products for them, you become a price setter, not a price follower. That gives you better profit margins. And you get repeat customers, rather than one-off sales.

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.

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.

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.

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?

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.

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.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

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

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.

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.

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.

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.

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!

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

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.

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Builders are people who are curious, explorers. They like to invent. Even when they’re experts, they are ‘fresh’ with a beginner’s mind. They see the way we do things as just the way we do things now. A builder’s mentality helps us approach big, hard-to-solve opportunities with a humble conviction that success can come through iteration: invent, launch, reinvent, relaunch, start over, rinse, repeat, again and again. They know the path to success is anything but straight.”(Our emphasis).

Six Steps to Getting Started Right Now As we saw from the stories in Chapter 1, you don’t need a lot of money or special training to operate a business. You just need a product or service, a group of people who want to buy it, and a way to get paid. We’ll look at each of these things in more detail throughout the book, but you don’t have to wait to get started. Here are the six steps you need to take: 1. Decide on your product or service. 2. Set up a website, even a very basic one (you can get a free one from WordPress.org). 3. Develop an offer (an offer is distinct from a product or service; see Chapter 7 for help). 4. Ensure you have a way to get paid (get a free PayPal account to start). 5. Announce your offer to the world (see Chapter 9 for more on this). 6. Learn from steps 1 through 5, then repeat. Almost all microbusiness building follows this sequence of events. Of course, we’ll be discussing specifics as we go along, but it’s always better to start from where you are than to wait for everything to be perfect. If you have an existing business and are thinking about how to apply the concepts from this book, focus on either getting money in the bank or developing new products or services. These are the most important tasks of your business-not administration, maintenance, or anything else that takes time without creating wealth or value. If you’re not sure what to do, think about any of these ideas: Can you contact your customer list with a special offer or incentive? Can you introduce a new product or service to complement your existing portfolio? If you’re a coach or consultant, can you offer a special deal for clients who prepay? Is there a new way you can attract subscribers, clients, or customers? But one way or another . . . just do something.

Demian Farnworth offers this definition: “Content marketing means creating and sharing valuable content to attract and convert prospects into customers, and customers into repeat buyers. The type of content you share is closely related to what you sell; in other words, you’re educating people so that they know, like, and trust you enough to do business with you.”2

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

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’ve got this great idea. Let’s shut down the food factories. Let’s replace the food they make by catching some wild animals—aurochs, wild boar, jungle fowl, and a woolly ruminant from Mesopotamia would do—modifying them drastically and breeding them in stupendous numbers. Let’s separate the young from their mothers, castrate them, dock their tails, clip their beaks, teeth, and horns without anesthesia, herd them into barns and cages, subject them to extreme boredom and sensory deprivation for their short, distressing lives,[88] then corral them into giant factories where we stun them, cut their throats, skin, pluck, and hack their bloody flesh into chunks that you, the lucky customer, will want to eat (oh yes you will!). I’ve done the sums—we’d need to slaughter only 75 billion animals a year.[89] “Let’s kill the baby aurochs, extract a chemical from the lining of their fourth stomachs and mix it with milk from lactating mothers of the same species, to create a wobbly mass of fat and protein. We’ll stir in some live bacteria to digest this mass, then let their excrements sit till they go hard and yellow and start to stink. You’re really going to want this! “Let’s fell the forests, drain the wetlands, seize the wild grasslands, expel the indigenous people, kill the large predators, exclude the wild herbivores, trigger the global collapse of wildlife, climate breakdown, and the destruction of the habitable planet. Let’s fence most of this land for our captive animals to graze, and plant the rest with crops to make them fat. Let’s spray the crops with biocidal toxins and minerals that’ll leach into the soil and water. Let’s divert the rivers and drain the aquifers. Let’s pour billions of tons of shit into the sea. Let’s trigger repeated plagues, transmitted to humans by the animals we’ve captured, and destroy the efficacy of our most important medicines. “Sure, it will trash everything after a while, but think of the fun we’ll have. Come on, you know you want this.” I hope you would run this scoundrel out of town.

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.

From then on, that Sunday was like a veil that came between me and everything I did. I would play, I would read, I would behave normally but somehow I wasn't there. Everything had become artificial. I had trouble learning my lessons, when before I only needed to read them once to know them by heart. Acutely aware of everything around me and yet unable to concentrate., I lost my insouciance and natural ability to learn. (...) I waited for the scene to be repeated. I was positive it would happen again. I found the presence of customers comforting, dreading the moments when my parents and I were alone, in the evenings and on Sunday afternoons. I was on the alert as soon as they raised their voices; I would scrutinize my father, his expression, his hands. In every sudden silence I would read the omens of disaster. Every day at school I wondered whether, on returning home, I would be faced with the aftermath of a tragedy.

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.

If you were a gentile who was being told repeatedly, explicitly and implicitly, that your heritage, your customs, and your forms of piety were all the negative results of abandoning the one true God, you might very well ask yourself what you needed to do in order to be saved.29 Many gentiles who heard this message likely rejected it as an inaccurate and unfair depiction of the gentile condition, but if they accepted it, they might naturally have found themselves wanting to be anything but a gentile. It’s into this Jewish understanding of the gentile problem that Paul interjects his message about Jesus the Messiah.

1. Opportunity. What is the best opportunity for a new entrepreneur to build a successful business? Why is now the time to do it? How does the new landscape of e-commerce and social media create an environment of opportunity? And how do you fit into it all? You will discover why now is the perfect time to create your pie, and why there are others who are ready and willing to buy a slice. 2. Mindset. There’s a reason not every wantrepreneur becomes a successful entrepreneur, and psychology is a big piece of the puzzle. I’ll take you through the development of the right mindset to take a business from zero to one million in a year. 3. Getting customers. A million-dollar business doesn’t start with a product; it starts with a person. Your first step in building your business must be identifying your customer, and then answering his or her need. This builds a real brand, not just a revenue stream. If you get this piece right, you will have droves of repeat buyers who will eagerly “overpay” for your products, thank you for it, and tell all of their friends about you. 4. Product. Choosing your first product will be the biggest hurdle you face. It will take research, patience, and determination. Most importantly, it will require listening to what your customer is saying. I’ll take you through the whole process, from ideation to prototyping and refinement, helping you clear this hurdle in no time flat. 5. Funding. Sure, you’ve got a great product, and you know to whom you’re selling—but how do you fund your inventory? Here’s how to bootstrap, borrow, and build your way to a self-sustaining revenue machine, without stressing about money. 6. Stacking the deck. How do you nearly guarantee that your first product is successful, right out of the gate? Once you’ve decided what business you’re in, we will work to ensure that you don’t get stuck holding a product no one wants; this is where you stack the deck so your launch day is set up to blast off. 7. Launch. Your first product is ready to launch. What do you do now? Do you just let it ride? No. Here’s where building relationships and a few strategic marketing tips will take your business from a single product to a world-class brand, as we cover what you need to do to reach the key growth point of twenty-five sales per day.

Your company is likely to be set up to deliver repeatable certainty. There is a range of well-known products and services, an established business model to protect and a well-understood customer base to serve. That context is perfect for incremental innovation; there are plenty of known cause-and-effect relationships where investment risks are low and tolerance for failure is scant. And so it should be if we're doing a good job in a well-understood context. But try dropping an idea for a brand new proposition into that climate. This fledgling idea kind of makes sense on paper but it uses emerging technology that we don't really understand, serves a category of customer that we're not too familiar with, would require some support capabilities that we don't have, and would be driven by a business model that is hard to predict. That idea, 99 times out of 100, will die fast or drown by death of a thousand watering-down committees. And yet it might have been an important new revenue stream.

The biggest advantage of working in small batches is that quality problems can be identified much sooner. This is the origin of Toyota’s famous andon cord, which allows any worker to ask for help as soon as they notice any problem, such as a defect in a physical part, stopping the entire production line if it cannot be corrected immediately. This is another very counterintuitive practice. An assembly line works best when it is functioning smoothly, rolling car after car off the end of the line. The andon cord can interrupt this careful flow as the line is halted repeatedly. However, the benefits of finding and fixing problems faster outweigh this cost. This process of continuously driving out defects has been a win-win for Toyota and its customers. It is the root cause of Toyota’s historic high quality ratings and low costs.

But let me repeat the rule of thumb again: anything that is customer-facing, you should build. Because you can’t buy differentiation. You can only build it.

In 1930, Lord Irwin had waited before arresting Gandhi. It was unlikely that his successor would repeat that mistake. Knowing this, on 3 January 1932, Gandhi issued instructions through the press as to what the public should do when he was taken into custody. They should wear khadi, boycott foreign goods, manufacture their own salt and picket liquor shops, in all of these actions ‘discard[ing] every trace of violence’. In Bombay, Gandhi was staying as usual at Mani Bhavan. It was his custom to sleep on the terrace, the open sky above him, his disciples on the floor around him. Early in the morning of 4 January, he was woken up by the city’s commissioner of police, who had come to arrest him. It was Gandhi’s day of silence. Asking for a pencil and piece of paper, he wrote; ‘I shall be ready to come with you in half an hour'.

The larger truth that I failed to see turned out to be another of those paradoxes—like the discounters’ principle of the less you charge, the more you’ll earn. And here it is: the more you share profits with your associates—whether it’s in salaries or incentives or bonuses or stock discounts—the more profit will accrue to the company. Why? Because the way management treats the associates is exactly how the associates will then treat the customers. And if the associates treat the customers well, the customers will return again and again, and that is where the real profit in this business lies, not in trying to drag strangers into your stores for one-time purchases based on splashy sales or expensive advertising. Satisfied, loyal, repeat customers are at the heart of Wal-Mart’s spectacular profit margins,

For those who view Jesus as the literally begotten son of God, Jesus’s Jewishness is immaterial. If Christ is divine, then he stands above any particular law or custom. But for those seeking the simple Jewish peasant and charismatic preacher who lived in Palestine two thousand years ago, there is nothing more important than this one undeniable truth: the same God whom the Bible calls “a man of war” (Exodus 15:3), the God who repeatedly commands the wholesale slaughter of every foreign man, woman, and child who occupies the land of the Jews, the “blood-spattered God” of Abraham, and Moses, and Jacob, and Joshua (Isaiah 63:3), the God who “shatters the heads of his enemies,” bids his warriors to bathe their feet in their blood and leave their corpses to be eaten by dogs (Psalms 68:21–23)—that is the only God that Jesus knew and the sole God he worshipped.

The spirit ought to be brought up for examination daily. It was the custom of Sextius when the day was over, and he had betaken himself to rest, to inquire of his spirit: “What bad habit of yours have you cured to-day? What vice have you checked? In what respect are you better?” Anger will cease, and become more gentle, if it knows that every day it will have to appear before the judgment seat. What can be more admirable than this fashion of discussing the whole of the day’s events? How sweet is the sleep which follows this self-examination? How calm, how sound, and careless is it when our spirit has either received praise or reprimand, and when our secret inquisitor and censor has made his report about our morals? I make use of this privilege, and daily plead my cause before myself: when the lamp is taken out of my sight, and my wife, who knows my habit, has ceased to talk, I pass the whole day in review before myself, and repeat all that I have said and done: I conceal nothing from myself, and omit nothing: for why should I be afraid of any of my shortcomings, when it is in my power to say, “I pardon you this time: see that you never do that anymore”?… A good man delights in receiving advice: all the worst men are the most impatient of guidance.

Ammu cleaned her entire body repeatedly. “Now, get off the platform,” the guard said, and Ammu climbed down. “Take three laps around the women’s wing. Walk up to the gate and come back three times,” the guard bellowed. Every female convict had to show her naked body to other female prisoners, which was the custom. It was a tradition handed down by the British. It killed another prisoner’s curiosity and destroyed the new convict’s inhibitions.

This is the first gap in business: the value gap. The gap between the problem and the value of the solution. The gap between the product and the value to the customer. The most important gap any business needs to bridge is the gap between what they offer and the people who, whether they know it or not, need it. To capture the attention of buyers, to convince them that, yes, this is the solution, and eventually to transform them into repeat users, customers, buyers, believers. When it comes to sales and marketing, the value story is king. And the value of a value story starts in psychology and spans the full spectrum of why we say yes.

1. Create intimacy: You’ll get more trust—and capture the attention of your prospects—by establishing a personal connection. Your emails should read as if one person has written it to another: one to one. This can be achieved by: using a personal, or plain-text template; using “you” instead of “we”, or “I”; telling stories; and making good use of personalization. For an even greater effect, you can add subtle personalization throughout your copy. For example: “…this is what we’ve heard from other people in [ Tampa ]”. 2. Make users feel special: On top of personalization, you can create exclusivity: “This offer is only for our most engaged users” “…it’s for early adopters” Or appeal to vanity: “Our most successful users want to feel this way…” 3. Demonstrate that you understand their reality: You can create obvious qualifications everyone wants to have assigned to themselves, for example “…people who care about maximizing their return on investment”; or “…savvy marketers”. Illustrate product benefits and value with clear examples that relate to the unique situation of your users. 4. Create urgency: As Zapier did, you can also get creative with deadlines. Use coupons with limited-time offers to accentuate the fear of missing out (FOMO)17: “Offer only available until June 4th…” “Only a few people get this plan…” 5. Use clear actions: Use a CTA that clearly establishes the next steps. Repeat it throughout the email, coming at it from different angles. Use the P.S. to attract the eye and to reinforce the action you want users to take (when appropriate). Keep your emails simple and your messaging scannable. It’s important for users to be able to get the email at a glance. Short and sweet often outperforms long and complex emails. You want a near-instant reaction from your readers. Your email has to build up to the desired action. Use copy to overcome objections, and accentuate the desire to buy or engage. A good email has to: capture attention through the subject line, personalization, or a story; build reader interest by demonstrating either the benefit or the problem; build desire to act by creating information gaps, time constraints, or the fear of missing out; and drive action through a well-timed CTA, telling users exactly what you want them to do. These are really just the four steps of the AIDA model18 (Attention, Interest, Desire, and Action) applied to email copywriting. Don’t get intimidated by copywriting. Emails that are too polished often don’t work as well. Get started crafting your own email offers. We’ll get started working on subject lines in the next chapter.

Something that everybody does becomes meaningless. It’s just a habit, a custom, nobody knows when it started, they just repeat it mechanically.

I’ve been working on something pretty big for a while, a legacy project really,” he told me. “What can you say about it?” “It’s a custom torture device.” He moved his piece. “King me.” I kinged him. “It analyzes your life, everything that ever happened, and creates a perfect form of torture that’s suited only to you.” “What’s mine?” I asked without thinking. His face sank. “Why would you want to know?” “I’m just kidding. Well, I mean, just curious.” “Do you have a guess?” he asked with a grin. “Maybe moving back in with my parents?” “That would be the worst thing?” “I suppose not. Maybe having my heart broken repeatedly? Solitary confinement?” “If you really want to know …” I nodded. He put down the checker piece in his hand. “Everything you’ve been through was part of it. Your parents, your ex, your jobs, your friends, every hell you’ve been through, and every hell you’ve created in your mind.” “But I found the meaning in all of that,” I countered. “I learned the lesson. I grew.” Satan smiled and jumped my last piece. “That’s the torture, Zach. Making you search for meaning where there is none.

Great, impactful companies are not focused on a three-to-five-year time horizon. When done right, they make investments in culture and community and brand and trust that have indefinite life to them. No investor will have an issue with an indefinite life; what is challenging is that the investments aren’t quick. They are persistent and require repeated doubling down. Trust and brand are not created in a year or two. They are created through repeated commitment to core values, a commitment that, if it is to be valuable and meaningful, is challenging. Often the most valuable and important investments in these things are made when performance is actually below target and the business is struggling. This is when real character is built, both with employees and with customers. The stories that come out of such investments persist over many years. And unfortunately, trust and brand can be damaged very quickly so constant, intentional focus from leadership is a must, regardless of how the business is performing.

Don’t try to change customer behavior. An easy rule of thumb to gauge whether the timing is right is to ask yourself, “Am I trying to change customer behavior?” If so, then that can be a red flag, and you may need to either kill the idea or pivot it in a way that doesn’t demand disruptive behavior change—or plan to settle in for the long haul.

There’s nothing wrong with being disruptive in the marketplace, but the more disruptive you are to the customer’s behavior, the less chance of success. We were lucky enough to have Geoffrey Moore share examples of this insight during one of our Startup Club live shows during which he pointed out, “Uber and Airbnb leveraged the existing technology to benefit from the marketplace. Their disruption was in the industry, not in consumer behavior. People were already hailing cabs and staying in hotels.

Success is the law of attraction for startups. People want to be part of something bigger than themselves, and they also want to feel like they’re winning in life. If you can authentically share your vision of your startup and what it can achieve, this will help you hire new people, retain talent, get new customers, drive PR, and secure investors.

That’s why, when it comes to generating business ideas, customers come first. Before the product or service. Even before the idea. To build a business, you need someone to sell to. I can’t tell you how many times someone has emailed me saying, “What do you think of this business idea?” My auto-reply? “Have you asked what the customer thinks?” Steve Jobs said, “You have to start with the customer experience and work backwards.” Jeff Bezos, too, insists everyone at Amazon use a Customer First Approach to generate ideas and decide which to develop. The first of his sixteen Leadership Principles—Customer Obsession—starts by saying, “Leaders start with the customer and work backwards.” Working backwards prioritizes access to a group of customers (a group you probably belong to) and focuses on an aspect of a customer’s life that doesn’t work. If you do it this way, you’re assured of nailing the three Ws of business right from the start: Who you are selling to What problem you’re solving Where they are Your goals in this chapter are to use the Customer First Approach, to narrow in on three markets that you’ll target, to use your knowledge and experience of these markets to generate lots of ideas, and then to choose the three you think are the most likely to succeed. It’s the first step in the three-part Million Dollar Weekend process, in which you’ll learn to sell ideas to a small early adopter group before you’ve built the product (or spent a cent) in order to validate that there is a market that will pay. Repeat, fast and cheap, until it hits. Experiment, experiment, experiment—BOOM!

Excuse me,” I repeat, rolling the statement around in my head. It feels unlikely that she is actually asking to be excused. After all, patrons are free to come and go as they please in the library, they don’t have to ask for the privilege. It’s possible, I suppose, that she’s asking to be excused for impoliteness, but as I didn’t hear her belch or fart, that also seems improbable. As such, I conclude she has employed the odd social custom of asking to be excused as a means of getting a person’s attention. I open my mouth to tell her that she has my attention, but people are so impatient nowadays and she cuts me off before I can speak.

His playbook included scripts of what was most successful for winning customers. Scripts often get a bad rap for making salespeople sound robotic, but here his scripts were designed to be alive and to help everyone improve. Their team would do role-playing exercises, where each salesperson would run through their script and get critiqued by their peers so that there could be mutual learning. “It wasn’t just about the words,” Jim explained, “but even the nuances of the words … you practice, practice, practice to become successful.

Until you have your ducks in a row, hold off on hiring a bunch of salespeople. First, hire an expert to help you build a solid playbook, figure out what kind of people you want to hire, set up your daily huddle, and figure out who your customers are. That’s really what it looks like to transform into a sales-driven culture, where it’s everyone’s job to think about how to make sales more effective, from the receptionist taking a message to the software programmer in charge of the Content Management System. As companies grow, it’s easy for them to become more siloed and disconnected from other departments, but a salesdriven culture reaffirms the principle that the company exists to solve a problem, to connect customers to the solution for their problem, and to close that deal.

Where companies go wrong here is that they assume that “because my customer owns a dog, I can sell any other dog products.” The key is that the products need to connect where one is a natural upgrade or extension of your existing products. For instance, just because we have a million customers who love our designer dog products, doesn’t mean we can sell them all pet insurance too. Instead, we want to find those products that connect to what we are already known for in the market and then test them in advance to see how well they do with existing customers.

Some entrepreneurs are averse to this because they falsely believe that they have to do everything themselves, so they continue to pour tons of money into advertising as sales level off. But by building a strategic partnership with a like-minded company, you’re essentially using someone else’s customer base to drive sales.

For my vacation rental business, Escape Club, we had a session to brainstorm how we could make the business more successful. It yielded modest results. A few days later, I called the team back and asked a different question: “What is something Escape Club can provide that no one else on the island is doing?” The results were amazing. Within thirty minutes we had come up with really powerful ideas, including exclusive access to services like a miniature golf course and renting the company’s pontoon—something no one else had on the island. We also decided to offer luxury services like Westin Heavenly beds and to develop a consistent feel between properties. Lastly, we realized that we could link up the properties for weddings and other events. The results of all this? We were able to cross-promote our properties and get a higher return rate of customers.

You can have the greatest product in the world—which I believe we did with Hostopia—but it does no good if it’s not reaching anyone. To scale, you’ll have to be innovative in your approach to how you get to market, how you define who your customer is, what value can be provided, and your distribution channel.

While the lean approach has found great favor in both new and old enterprises, companies fail when they devote all their resources to a single product. As market saturation occurs faster all the time, the capacity to generate new products has become more important than the specialized expertise needed to create just one, no matter how enthusiastically customers embrace it. Focusing every resource on one product, even after it’s clear customers have tired of it, leads to trapped value within the enterprise, where talented developers and smart entrepreneurs miss out on the chance to innovate with the next wave of new technologies. If the market has simply moved on and is waiting for the next innovation, investing core resources in the repeated iterations and course corrections the lean methodology demands

Remember and Share - Variable Reward is the third phase of the Hook Model, and there are three types of variable rewards: tribe, hunt and self. - Rewards of the tribe is the search for social rewards fueled by connectedness with other people. - Rewards of the hunt is the search for material resources and information. - Rewards of the self is the search for intrinsic rewards of mastery, competence, and completion. - When our autonomy is threatened, we feel constrained by our lack of choices and often rebel against doing a new behavior. Psychologists call this “reactance.” Maintaining a sense of user autonomy is a requirement for repeat engagement. - Experiences with finite variability become increasingly predictable with use and lose their appeal over time. Experiences that maintain user interest by sustaining variability with use exhibit infinite variability. - Variable rewards must satisfy users’ needs, while leaving them wanting to re-engage with the product.   *** Do This Now Refer to the answers you came up with in the last “Do This Now” section to complete the following exercises: - Speak with five of your customers in an open-ended interview to identify what they find enjoyable or encouraging about using your product. Are there any moments of delight or surprise? Is there anything they find particularly satisfying about using the product? - Review the steps your customer takes to use your product or service habitually. What outcome (reward) alleviates the user’s pain? Is the reward fulfilling, yet leaves the user wanting more? - Brainstorm three ways your product might heighten users’ search for variable rewards using: - Rewards of the Tribe - gratification from others - Rewards of the Hunt - things, money or information - Rewards of the Self - mastery, completion, competency or consistency