Retail Customer Quotes

I very frequently get the question: 'What's going to change in the next 10 years?' And that is a very interesting question; it's a very common one. I almost never get the question: 'What's not going to change in the next 10 years?' And I submit to you that that second question is actually the more important of the two -- because you can build a business strategy around the things that are stable in time. ... [I]n our retail business, we know that customers want low prices, and I know that's going to be true 10 years from now. They want fast delivery; they want vast selection. It's impossible to imagine a future 10 years from now where a customer comes up and says, 'Jeff I love Amazon; I just wish the prices were a little higher,' [or] 'I love Amazon; I just wish you'd deliver a little more slowly.' Impossible. And so the effort we put into those things, spinning those things up, we know the energy we put into it today will still be paying off dividends for our customers 10 years from now. When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it.

If you want your customers to start eating spinach flavored ice cream, your idea won’t need as much cultural change as it will if you want your customers to start taking a coffee pill in the morning instead of fresh brewed coffee. Obviously, the latter will require more efforts and more marketing.

His face held a certain impassivity; you see it in all waiters and valets. They might want to jam a knife through your left eye socket, but you'd never know it from their expression. Working retail, I've acquired a similar look myself.

The Customer isn't always right. Sometimes the customer is an asshole. That's the first rule of retail.

Whoever had coined the phrase, ‘the customer is always right,’ had clearly never worked in retail or customer service. And if they had, well, then they’d need to be hauled out into the street and beaten to death with plastic spoons.

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.

I have often thought that everyone should work in retail at some point in their lives, kind of like mandatory military service. They would understand two things—first, that serving customers all day can be a very difficult job, and second, that being kind is so much more effective than being nasty.

CUSTOMER: Is your poetry section split up into rhyming and non-rhyming sections? BOOKSELLER: No, it’s just in alphabetical order. What kind of poetry are you looking for? CUSTOMER: Rhyming. Preferably iambic pentameter, in poems of no more than ten lines, by a female poet. But, other than that, I don’t mind.

Fast forward to 2014, and Wal-Mart has over $480 billion in sales and employs more than 2.2 million people that serve more than 200 million customers each week at more than 11,000 retail stores in 27 countries worldwide.

The way an angry Canadian shopper argues with a retail sales associate who believes the customer is always right is like watching two ducks fight. It’s as harmless as two pillows on a bed, and watching is liable to put you to sleep.

Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, owns no inventory. Airbnb, the world’s largest accommodation provider, owns no real estate.

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.

As an old-time small-town merchant, I can tell you that nobody has more love for the heyday of the smalltown retailing era than I do. That’s one of the reasons we chose to put our little Wal-Mart museum on the square in Bentonville. It’s in the old Walton’s Five and Dime building, and it tries to capture a little bit of the old dime store feel. But I can also tell you this: if we had gotten smug about our early success, and said, “Well, we’re the best merchant in town,” and just kept doing everything exactly the way we were doing it, somebody else would have come along and given our customers what they wanted, and we would be out of business today.

Under a $652-million clandestine program code named GENIE, the NSA, CIA, and special military operatives have planted covert digital bugs in tens of thousands of computers, routers, and firewalls around the world to conduct computer network exploitation, or CNE. Some are planted remotely, but others require physical access to install through so-called interdiction—the CIA or FBI intercepts shipments of hardware from manufacturers and retailers in order to plant malware in them or install doctored chips before they reach the customer.

Retaining (of customers and employees) wins retailing.

By being customer-focused instead of retail-focused, or factory-focused, a manufacturer or merchant can widely increase its offerings, thus increasing share of wallet.

Orsk was designed to move customers counterclockwise, keeping them in a state of retail hypnosis.

Customer: Forgotten my glasses, could you read the beginning of this book to me to see if I like it?

The retail industry has its own headache: it loses $16 billion a year to customers who buy clothes, wear them with the tags tucked in, and return these secondhand clothes for a full refund.

Smartphone makers sought deeper ties with retail buyers by adding ring tones, games, Web browsers, and other applications to their phones. Carriers, however, wanted this business to themselves. If they couldn’t sell applications within their “walled gardens,” carriers worried they would be reduced to mere utilities or “dumb pipes” carrying data and voice traffic. Nokia learned the hard way just how ferociously carriers could defend their turf. In the late 1990s the Finnish phone maker launched Club Nokia, a Web-based portal that allowed customers to buy and download

Mixing a profitable small-store format business with a loss-making big box format retailer was a dumb idea. Each format needed different store management, different merchandising skills, different customers.

RULE #1 Market your business to the customer YOU WANT. Most beauty businesses try to be everything to everyone. It's exhausting and expensive promoting yourself to everyone. Most people simply give up. Focus on the customers you really want. What is your passion, what do you excel in? Who is your ideal customer? What would you ideally like to do every day in your business? Focus on what you want to do and the clients you want, and market directly to them and only them.

Costco is well positioned to buck the ugly trends in retail for a number of reasons, including 11 billion of them sitting in its bank account. Honeywell’s $15 billion will likely carry it into a post-corona land of milk and honey. Johnson & Johnson has nearly $20 billion—it’s not going anywhere. Every one of these companies will have their pick of the assets and customers left behind when their weaker competitors shut down. In every category, there will be more concentration of power in the two or three companies with the strongest balance sheets.

In his business, some customers come in and buy a suit, but what they're really buying is confidence for that job interview that's coming up. The older businessman browsing new cuff links and ties is actually looking for a way to show he's made it. The woman shopping for socks and underwear for her husband isn't there to buy socks and underwear-she's there to show her man how special he is, how much she recognizes and appreciates his uniqueness. If she wanted socks and underwear for him, she could go to any department store at the mall. The manager at this men's store realized the psychology of his particular clientele.

Sunday night is my personal weekly Halloween. I walk along slowly and drag my fingertips along the bars of chocolate. Goddamn, you sexy little squares. Dark, milk, white, I do not discriminate. I eat it all. Those fluorescent sour candies that only obnoxious little boys like. I suck candy apples clean. If an envelope seal is sweet, I’ll lick it twice. Growing up, I was that kid who would easily get lured into a van with the promise of a lollipop. Sometimes, I let the retail seduction last for twenty minutes, ignoring Marco and feeling up the merchandise, but I’m so tired of male voices. “Five bags of marshmallows,” Marco says in a resigned tone. “Wine. And a can of cat food.” “Cat food is low carb.” He makes no move to scan anything, so I scan each item myself and unroll a few notes from my tips. “Your job involves selling things. Sell them. Change, please.” “I just don’t know why you do this to yourself.” Marco looks at the register with a moral dilemma in his eyes. “Every week you come and do this.” He hesitates and looks over his shoulder where his sugar book sits under a layer of dust. He knows not to try to slip it into my bag with my purchases. “I don’t know why you care, dude. Just serve me. I don’t need your help.” He’s not entirely wrong about my being an addict. I would lick a line of icing sugar off this counter right now if no one were around. I would walk into a cane plantation and bite right in... “Give me my change or I swear to God …” I squeeze my eyes shut and try to tamp down my temper. “Just treat me like any other customer.” He gives me a few coins’ change and bags my sweet, spongy drugs.

The potential size of a network of physical stores is exciting. However, we don’t know how to do it with low capital and high returns; physical-world retailing is a cagey and ancient business that’s already well served; and we don’t have any ideas for how to build a physical world store experience that’s meaningfully differentiated for customers.

Customer: This book has a couple of tears to some of the pages. Me: Yes, unfortunately some of the older books haven’t had as much love as they should have done from previous owners. Customer: So, will you lower the price? It says here it’s £20. Me: I’m sorry but we take into account the condition of the books when we price them; if that book was in a better condition, it would be worth a lot more than £20. Customer: Well, you can’t have taken this tear here into account *points to page* or this one here *points to another page* because my son did those two minutes ago. Me: So, the book is now more damaged than it was before, because of your son? Customer: Yes. Exactly. So will you lower the price?

Why does Joe Normie think it’s a litmus test for morality if one returns one’s shopping cart? Big-box stores put out of business local retailers, they automated their systems to reduce employees, and they got customers to be their own cashiers without getting paid for their labor, and yet to prove I’m a good person, I’m supposed to do more unpaid work for them to streamline their operation?

But I’m going to say it again anyway: the secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience.

the so-called first-mover advantage is usually not an advantage. Industry pioneers often end up with arrows in their backs—while the horsemen, arriving later (Facebook after Myspace, Apple after the first PC builders, Google after the early search engines, Amazon after the first online retailers), get to feed off the carcasses of their predecessors by learning from their mistakes, buying their assets, and taking their customers.

RIM shipped PlayBooks to major retail clients, such as Best Buy, which had preserved premium display space for the new product. Unfortunately, RIM had neglected to create a demo program to showcase and explain its latest product. With no helpful presentation on the screen of the device, shoppers were left to rummage around PlayBook programs on their own. Countless PlayBooks were immobilized after customers armed the devices with passwords, which the sales staff couldn’t unlock. “This happened hundreds of times,” says McDowell.

Buy Verified Go2Bank Accounts Discover the benefits of secure, buy verified Go2Bank accounts from usukseller . Suitable for personal or business use, these accounts offer seamless transactions and reliable financial management. Buy verified Go2Bank account today and experience hassle-free banking! Our Service 100% approved account. Photo ID Verified Email Verified This account is active and fully verified. We offer 24/7 customer service. instant delivery Full Documents Verified Accounts. High-Quality Service Cheap Price Per Account Aged Accounts Full Access Provide Available in the USA, UK, CA and AU If you want to know more or have any queries, just knock us here- 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215‪ ✅➤Email: usukseller6@gmail.com Buy Verified Go2Bank Accounts In today’s fast-paced digital world, having a reliable banking solution is essential. Enter Go2Bank—a modern fintech offering that simplifies your financial life. If you’re looking to streamline your banking experience or just need easy access to funds, buying verified Go2Bank accounts can be an appealing option. But how do you navigate this landscape? From understanding the features of Go2Bank to exploring various ways to manage and withdraw your money, this guide will walk you through everything you need to know about purchasing verified accounts safely and effectively. Whether you’re curious about loading cash onto your card or transferring funds seamlessly between platforms like Cash App or PayPal, we’ve got the answers for you right here! Let’s dive in and explore the ins and outs of buying verified Go2Bank accounts. How to Buy Verified Go2Bank Accounts? Buying verified Go2Bank accounts requires a cautious approach. Start by researching reputable sellers online. Look for platforms that specialize in financial services or account verification. Check reviews and testimonials from previous buyers. A trustworthy seller should have positive feedback and a history of successful transactions. Once you find a potential seller, inquire about the account’s features. Ensure it meets your needs regarding balance limits, withdrawal options, and any associated fees. When ready to purchase, confirm the payment method accepted by the seller. Secure payment options like PayPal or credit cards provide added protection during your transaction. After completing the purchase, follow any provided instructions carefully to access your new Go2Bank account effectively. This often includes setting up security measures like two-factor authentication for added safety. How to withdraw money from Go2Bank without a card? Withdrawing money from your Go2Bank account without a card is straightforward. Start by accessing the Go2Bank mobile app or website. Log in to your account securely. Once logged in, navigate to the cash withdrawal options. You may find an option to generate a unique code for ATM access or direct withdrawals at partner locations. If you prefer visiting stores, many retail partners allow cash withdrawals using just your phone number and verification code. This method can be convenient while on the go. Additionally, consider transferring funds to another bank account if you’re unable to withdraw directly. Funds transferred can quickly become accessible through other banking methods, like checks or local ATMs. Always ensure that you check any fees associated with these transactions for surprise-free withdrawals. Where to verify Go2bank Accounts? Finding verified Go2Bank accounts can be tricky. Several online platforms specialize in providing such services. Look for reputable websites that focus on financial products and digital banking solutions. Social media groups or forums dedicated to personal finance might also offer leads. Users often share their experiences, which could guide you toward trustworthy sellers.

Amazon made its first 10x improvement in a particularly visible way: they offered at least 10 times as many books as any other bookstore. When it launched in 1995, Amazon could claim to be “Earth’s largest bookstore” because, unlike a retail bookstore that might stock 100,000 books, Amazon didn’t need to physically store any inventory—it simply requested the title from its supplier whenever a customer made an order. This quantum improvement was so effective that a very unhappy Barnes & Noble filed a lawsuit three days before Amazon’s IPO, claiming that Amazon was unfairly calling itself a “bookstore” when really it was a “book broker.

Buy verified Paypal accounts – 100% Verified & Fast Delivery. Are you afraid that our Verified PayPal Account service will be Dropped? Don’t Worry; We are not like the rest of the fake PVA account providers. We provide 100% Non-Drop PVA Accounts, Permanent PVA Accounts, and Legit PVA Accounts Service. We’re working with the largest team, and we’re instant start work after you place order. So, Buy our Service and enjoy it. Our Service Always Trusted Customers with sufficient Guarantee ✅ 100% Customers Satisfaction Guaranteed ✅ 100% Non-Drop Verified PayPal Account ✅Active Verified PayPal Account ✅Very Cheap Price ✅ High-Quality Service ✅ 100% Money-Back Guarantee ✅24/7 Ready to Customer Support ✅ Extra Bonuses for every service ✅If you want to buy this product, you must Advance Payment If you want to know more or have any queries, just knock us here- 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215‪ ✅➤Email: usukseller6@gmail.com Buy USA-Verified PayPal Accounts Looking to expand your online payment options in the USA? Consider buying verified PayPal accounts tailored specifically for the US market. These accounts come with additional layers of security and verification, giving you peace of mind when conducting transactions. With a USA-verified PayPal account, you can tap into a wider range of online shopping opportunities and seamlessly send or receive payments within the country. Whether you’re an individual or a business looking to enhance your financial flexibility, these accounts offer added credibility and trustworthiness. By purchasing a verified PayPal account for the USA, you ensure smoother transactions and increased convenience when dealing with American clients or customers. The process is straightforward and efficient, allowing you to start using your account almost immediately after purchase. Experience the benefits of having a verified PayPal account designed specifically for the US market by exploring reputable sellers offering top-notch services tailored to your needs. Introduction to Paypal Accounts PayPal accounts have become an essential tool for online transactions in today’s digital world. Whether you’re a buyer or a seller, having a PayPal account makes sending and receiving money easy and secure. Introduced in the late 1990s, PayPal revolutionized the way people engage in e-commerce by providing a safe platform for financial transactions. It allows users to link their bank accounts or credit cards to make payments with just a few clicks. By creating a PayPal account, users can enjoy added security features such as Purchase Protection and Seller Protection that safeguard against fraudulent activities. This gives both buyers and sellers peace of mind when conducting business online. With millions of users worldwide, PayPal is accepted by numerous online retailers and businesses across various industries. Its user-friendly interface and efficient payment processing make it a popular choice for individuals and businesses alike. In conclusion… Is it legal to buy verified PayPal accounts? Many people wonder about the legality of purchasing verified PayPal accounts. It’s important to understand that while buying and selling PayPal accounts is not illegal, it does go against PayPal’s terms of service. This means that if you are caught using a purchased account, you risk having it suspended or even permanently banned by PayPal. Buy Verified Paypal Accounts When you buy a verified PayPal account, you are essentially taking on someone else’s identity in the eyes of the platform. This can lead to issues with security and fraud prevention measures put in place by PayPal. It’s always best to create and verify your own PayPal account to ensure compliance with their policies and avoid any potential risks associated with buying an account from a third-party seller.

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 creative imitator looks at products or services from the viewpoint of the customer. IBM’s personal computer is practically indistinguishable from the Apple in its technical features, but IBM from the beginning offered the customer programs and software. Apple maintained traditional computer distribution through specialty stores. IBM—in a radical break with its own traditions—developed all kinds of distribution channels, specialty stores, major retailers like Sears, Roebuck, its own retail stores, and so on. It made it easy for the consumer to buy and it made it easy for the consumer to use the product. These, rather than hardware features, were the “innovations” that gave IBM the personal computer market.

How to Open and Use Buy Verified Chime Bank Account Safely 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215 In today’s digital world, managing your finances online is more important than ever. Chime, a popular online-only bank, has gained a lot of attention for offering easy-to-use, fee-free banking services. If you’re considering opening a Chime bank account, this article will guide you through the process of getting a verified account and using it safely. Whether you’re new to online banking or looking to switch from a traditional bank, understanding how Chime works can help you make the most of your money. like: No monthly fees or minimum balance requirements Early direct deposit (get paid up to two days early) Automatic savings options Fee-free ATM access at thousands of locations Real-time transaction alerts Chime offers two main account types: the Spending Account (similar to a checking account) and the Savings Account. Both accounts come with FDIC insurance through Chime’s banking partners, giving you peace of mind that your money is protected. Why Verification is Important When you open a Chime account, you need to verify your identity. This verification process is crucial for several reasons: Security: It helps protect your account from unauthorized access. Compliance: Banks must comply with federal regulations like the Know Your Customer (KYC) rules to prevent fraud and money laundering. 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215 Access to Features: Verification unlocks important features like direct deposit, mobile check deposit, and higher transaction limits. Without proper verification, you may face limitations on your account or even risk having it closed. How to Open a Verified Chime Bank Account Opening a verified Chime account is quick and straightforward. Follow these steps: Step 1: Download the Chime App Start by downloading the official Chime app from the Apple App Store or Google Play Store. Avoid downloading apps from third-party sources to protect your personal information. Step 2: Start the Application Open the app and tap “Sign Up.” You’ll be asked to enter your personal information, including your full name, date of birth, Social Security Number (SSN), and address. Providing accurate details helps speed up verification. Step 3: Verify Your Identity Chime will ask you to verify your identity by uploading a valid government-issued ID such as a driver’s license or passport. The app uses secure technology to confirm your identity quickly. Step 4: Review and Accept Terms After verification, review Chime’s terms and conditions. Once you agree, your account will be created and verified, typically within a few minutes to a couple of hours. Step 5: Fund Your Account To start using your account, you can add money via direct deposit, transfer from another bank, or deposit cash at participating retailers. 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215 Tips for Using Your Chime Account Safely Now that your account is verified, it’s important to use it safely to protect your money and personal information. 1. Use Strong Passwords and Two-Factor Authentication Create a strong password for your Chime account, combining uppercase and lowercase letters, numbers, and symbols. Enable two-factor authentication (2FA) if available for added security. 2. Monitor Your Account Regularly Check your transactions frequently through the Chime app to spot any unauthorized activity quickly. Set up transaction alerts to get notified of any charges or deposits.” ― How to Open and Use Buy Verified Chime Bank Account Safely

How to Open and Use Buy Verified Chime Bank Account Safely 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215 In today’s digital world, managing your finances online is more important than ever. Chime, a popular online-only bank, has gained a lot of attention for offering easy-to-use, fee-free banking services. If you’re considering opening a Chime bank account, this article will guide you through the process of getting a verified account and using it safely. Whether you’re new to online banking or looking to switch from a traditional bank, understanding how Chime works can help you make the most of your money. What is Chime? Chime is a financial technology company that partners with banks to provide mobile banking services. Unlike traditional banks with physical branches, Chime operates entirely online through its mobile app and website. Chime accounts include features like: No monthly fees or minimum balance requirements 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215 Early direct deposit (get paid up to two days early) Automatic savings options Fee-free ATM access at thousands of locations Real-time transaction alerts Chime offers two main account types: the Spending Account (similar to a checking account) and the Savings Account. Both accounts come with FDIC insurance through Chime’s banking partners, giving you peace of mind that your money is protected. Why Verification is Important When you open a Chime account, you need to verify your identity. This verification process is crucial for several reasons: Security: It helps protect your account from unauthorized access. 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215 Compliance: Banks must comply with federal regulations like the Know Your Customer (KYC) rules to prevent fraud and money laundering. Access to Features: Verification unlocks important features like direct deposit, mobile check deposit, and higher transaction limits. Without proper verification, you may face limitations on your account or even risk having it closed. How to Open a Verified Chime Bank Account Opening a verified Chime account is quick and straightforward. Follow these steps: Step 1: Download the Chime App Start by downloading the official Chime app from the Apple App Store or Google Play Store. Avoid downloading apps from third-party sources to protect your personal information. Step 2: Start the Application Open the app and tap “Sign Up.” You’ll be asked to enter your personal information, including your full name, date of birth, Social Security Number (SSN), and address. Providing accurate details helps speed up verification. Step 3: Verify Your Identity Chime will ask you to verify your identity by uploading a valid government-issued ID such as a driver’s license or passport. The app uses secure technology to confirm your identity quickly. Step 4: Review and Accept Terms After verification, review Chime’s terms and conditions. Once you agree, your account will be created and verified, typically within a few minutes to a couple of hours. Step 5: Fund Your Account To start using your account, you can add money via direct deposit, transfer from another bank, or deposit cash at participating retailers. Tips for Using Your Chime Account Safely Now that your account is verified, it’s important to use it safely to protect your money and personal information. 1. Use Strong Passwords and Two-Factor Authentication 2. Monitor Your Account Regularly Check your transactions frequently through the Chime app to spot any unauthorized activity quickly. Set up transaction alerts to get notified of any charges or deposits.” ― How to Open and Use Buy Verified Chime Bank Account Safely

How to Open and Use Buy Verified Chime Bank Account Safely ➥ WhatsApp: ‪+1 (209) 503-7041‬ ➥ Telegram: @cashappverified3 In today’s digital world, managing your finances online is more important than ever. Chime, a popular online-only bank, has gained a lot of attention for offering easy-to-use, fee-free banking services. If you’re considering opening a Chime bank account, this article will guide you through the process of getting a verified account and using it safely. Whether you’re new to online banking or looking to switch from a traditional bank, understanding how Chime works can help you make the most of your money. What is Chime? Chime is a financial technology company that partners with banks to provide mobile banking services. Unlike traditional banks with physical branches, Chime operates entirely online through its mobile app and website. Chime accounts include features like: No monthly fees or minimum balance requirements Early direct deposit (get paid up to two days early) Automatic savings options Fee-free ATM access at thousands of locations Real-time transaction alerts Chime offers two main account types: the Spending Account (similar to a checking account) and the Savings Account. Both accounts come with FDIC insurance through Chime’s banking partners, giving you peace of mind that your money is protected. Why Verification is Important When you open a Chime account, you need to verify your identity. This verification process is crucial for several reasons: Security: It helps protect your account from unauthorized access. Compliance: Banks must comply with federal regulations like the Know Your Customer (KYC) rules to prevent fraud and money laundering. Access to Features: Verification unlocks important features like direct deposit, mobile check deposit, and higher transaction limits. Without proper verification, you may face limitations on your account or even risk having it closed. How to Open a Verified Chime Bank Account Opening a verified Chime account is quick and straightforward. Follow these steps: Step 1: Download the Chime App Start by downloading the official Chime app from the Apple App Store or Google Play Store. Avoid downloading apps from third-party sources to protect your personal information. Step 2: Start the Application Open the app and tap “Sign Up.” You’ll be asked to enter your personal information, including your full name, date of birth, Social Security Number (SSN), and address. Providing accurate details helps speed up verification. Step 3: Verify Your Identity Chime will ask you to verify your identity by uploading a valid government-issued ID such as a driver’s license or passport. The app uses secure technology to confirm your identity quickly. Step 4: Review and Accept Terms After verification, review Chime’s terms and conditions. Once you agree, your account will be created and verified, typically within a few minutes to a couple of hours. Step 5: Fund Your Account To start using your account, you can add money via direct deposit, transfer from another bank, or deposit cash at participating retailers. Tips for Using Your Chime Account Safely Now that your account is verified, it’s important to use it safely to protect your money and personal information. 1. Use Strong Passwords and Two-Factor Authentication Create a strong password for your Chime account, combining uppercase and lowercase letters, numbers, and symbols. Enable two-factor authentication (2FA) if available for added security. 2. Monitor Your Account Regularly Check your transactions frequently through the Chime app to spot any unauthorized activity quickly. Set up transaction alerts to get notified of any charges or deposits.

If Bezos took one leadership principle most to heart—which would also come to define the next half decade at Amazon—it was principal #8, “think big”: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. In 2010, Amazon was a successful online retailer, a nascent cloud provider, and a pioneer in digital reading. But Bezos envisioned it as much more. His shareholder letter that year was a paean to the esoteric computer science disciplines of artificial intelligence and machine learning that Amazon was just beginning to explore. It opened by citing a list of impossibly obscure terms such as “naïve Bayesian estimators,” “gossip protocols,” and “data sharding.” Bezos wrote: “Invention is in our DNA and technology is the fundamental tool we wield to evolve and improve every aspect of the experience we provide our customers.

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.

mark-down, which discounts the selling price to customers and, so long as demand is ‘elastic’, results in increased sales of the product line. However, this is an expensive method of selling products, as it reduces the profit achieved on the products. In fact mark-down is the single largest cost to a fashion retail business after the cost of the products themselves. It is worth remembering at this point that the main – and frequently only – source of income for a fashion retailer is the profit from the sales of its products. Less profit per garment means less income to pay its bills. Furthermore, this tactic is less effective when general trading conditions are poor, as the competition is usually doing the same thing. It is vital then that the fashion retailer knows what its customers want and are expecting. Problems in defining and then keeping up with changing customer needs and expectations are arguably the most important factor in successful selling. Large retail businesses like Marks & Spencer

People, especially those in charge, rarely invite you into their offices and give freely of their time. Instead, you have to do something unique, compelling, even funny or a bit daring, to earn it. Even if you happen to be an exceptionally well-rounded person who possesses all of the scrappy qualities discussed so far, it’s still important to be prepared, dig deep, do the prep work, and think on your feet. Harry Gordon Selfridge, who founded the London-based department store Selfridges, knew the value of doing his homework. Selfridge, an American from Chicago, traveled to London in 1906 with the hope of building his “dream store.” He did just that in 1909, and more than a century later, his stores continue to serve customers in London, Manchester, and Birmingham. Selfridges’ success and staying power is rooted in the scrappy efforts of Harry Selfridge himself, a creative marketer who exhibited “a revolutionary understanding of publicity and the theatre of retail,” as he is described on the Selfridges’ Web site. His department store was known for creating events to attract special clientele, engaging shoppers in a way other retailers had never done before, catering to the holidays, adapting to cultural trends, and changing with the times and political movements such as the suffragists. Selfridge was noted to have said, “People will sit up and take notice of you if you will sit up and take notice of what makes them sit up and take notice.” How do you get people to take notice? How do you stand out in a positive way in order to make things happen? The curiosity and imagination Selfridge employed to successfully build his retail stores can be just as valuable for you to embrace in your circumstances. Perhaps you have landed a meeting, interview, or a quick coffee date with a key decision maker at a company that has sparked your interest. To maximize the impression you’re going to make, you have to know your audience. That means you must respectfully learn what you can about the person, their industry, or the culture of their organization. In fact, it pays to become familiar not only with the person’s current position but also their background, philosophies, triumphs, failures, and major breakthroughs. With that information in hand, you are less likely to waste the precious time you have and more likely to engage in genuine and meaningful conversation.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

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.

Along the way to Seattle, he wrote his business plan. He identified several reasons why the book category was underserved and well suited to online commerce. He outlined how he could create a new and compelling experience for book-buying customers. To begin with, books were relatively lightweight and came in fairly uniform sizes, meaning they would be easy and inexpensive to warehouse, pack, and ship. Second, while more than 100 million books had been written and more than a million titles were in print in 1994, even a Barnes & Noble mega-bookstore could stock only tens of thousands of titles. An online bookstore, on the other hand, could offer not just the books that could fit in a brick-and-mortar store but any book in print. Third, there were two large book-distribution companies, Ingram and Baker & Taylor, that acted as intermediaries between publishers and retailers and maintained huge inventories in vast warehouses. They kept detailed electronic catalogs of books in print to make it easy for bookstores and libraries to order from them. Jeff realized that he could combine the infrastructure that Ingram and Baker & Taylor had created—warehouses full of books ready to be shipped, plus an electronic catalog of those books—with the growing infrastructure of the Web, making it possible for consumers to find and buy any book in print and get it shipped directly to their homes. Finally, the site could use technology to analyze the behavior of customers and create a unique, personalized experience for each one of them.

History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

The fragility of the US economy had nearly destroyed him. It wasn't enough that Citadel's walls were as strong and impenetrable as the name implied; the economy itself needed to be just as solid. Over the next decade, he endeavored to place Citadel at the center of the equity markets, using his company's superiority in math and technology to tie trading to information flow. Citadel Securities, the trading and market-making division of his company, which he'd founded back in 2003, grew by leaps and bounds as he took advantage of his 'algorithmic'-driven abilities to read 'ahead of the market.' Because he could predict where trades were heading faster and better than anyone else, he could outcompete larger banks for trading volume, offering better rates while still capturing immense profits on the spreads between buys and sells. In 2005, the SEC had passed regulations that forced brokers to seek out middlemen like Citadel who could provide the most savings to their customers; in part because of this move by the SEC, Ken's outfit was able to grow into the most effective, and thus dominant, middleman for trading — and especially for retail traders, who were proliferating in tune to the numerous online brokerages sprouting up in the decade after 2008. Citadel Securities reached scale before the bigger banks even knew what had hit them; and once Citadel was at scale, it became impossible for anyone else to compete. Citadel's efficiency, and its ability to make billions off the minute spreads between bids and asks — multiplied by millions upon millions of trades — made companies like Robinhood, with its zero fees, possible. Citadel could profit by being the most efficient and cheapest market maker on the Street. Robinhood could profit by offering zero fees to its users. And the retail traders, on their couches and in their kitchens and in their dorm rooms, profited because they could now trade stocks with the same tools as their Wall Street counterparts.

Scrupling to do writings relative to keeping slaves has been a means of sundry small trials to me, in which I have so evidently felt my own will set aside that I think it good to mention a few of them. Tradesmen and retailers of goods, who depend on their business for a living, are naturally inclined to keep the good-will of their customers; nor is it a pleasant thing for young men to be under any necessity to question the judgment or honesty of elderly men, and more especially of such as have a fair reputation. Deep-rooted customs, though wrong, are not easily altered; but it is the duty of all to be firm in that which they certainly know is right for them. A charitable, benevolent man, well acquainted with a negro, may, I believe, under some circumstances, keep him in his family as a servant, on no other motives than the negro's good; but man, as man, knows not what shall be after him, nor hath he any assurance that his children will attain to that perfection in wisdom and goodness necessary rightly to exercise such power; hence it is clear to me, that I ought not to be the scribe where wills are drawn in which some children are made ales masters over others during life. About this time an ancient man of good esteem in the neighborhood came to my house to get his will written. He had young negroes, and I asked him privately how he purposed to dispose of them. He told me; I then said, "I cannot write thy will without breaking my own peace," and respectfully gave him my reasons for it. He signified that he had a choice that I should have written it, but as I could not, consistently with my conscience, he did not desire it, and so he got it written by some other person. A few years after, there being great alterations in his family, he came again to get me to write his will. His negroes were yet young, and his son, to whom he intended to give them, was, since he first spoke to me, from a libertine become a sober young man, and he supposed that I would have been free on that account to write it. We had much friendly talk on the subject, and then deferred it. A few days after he came again and directed their freedom, and I then wrote his will.

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.

How to Open and Use Buy Verified Chime Bank Account Safely Buy Verified Chime Accounts 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215‪ ✅➤Email: usukseller6@gmail.com In today’s digital world, managing your finances online is more important than ever. Chime, a popular online-only bank, has gained a lot of attention for offering easy-to-use, fee-free banking services. If you’re considering opening a Chime bank account, this article will guide you through the process of getting a verified account and using it safely. Whether you’re new to online banking or looking to switch from a traditional bank, understanding how Chime works can help you make the most of your money. What is Chime? Chime is a financial technology company that partners with banks to provide mobile banking services. Unlike traditional banks with physical branches, Chime operates entirely online through its mobile app and website. Chime accounts include features like: No monthly fees or minimum balance requirements Early direct deposit (get paid up to two days early) Automatic savings options Fee-free ATM access at thousands of locations Real-time transaction alerts Chime offers two main account types: the Spending Account (similar to a checking account) and the Savings Account. Both accounts come with FDIC insurance through Chime’s banking partners, giving you peace of mind that your money is protected. Why Verification is Important When you open a Chime account, you need to verify your identity. This verification process is crucial for several reasons: Security: It helps protect your account from unauthorized access. Compliance: Banks must comply with federal regulations like the Know Your Customer (KYC) rules to prevent fraud and money laundering. Access to Features: Verification unlocks important features like direct deposit, mobile check deposit, and higher transaction limits. Without proper verification, you may face limitations on your account or even risk having it closed. How to Open a Verified Chime Bank Account Opening a verified Chime account is quick and straightforward. Follow these steps: Step 1: Download the Chime App Start by downloading the official Chime app from the Apple App Store or Google Play Store. Avoid downloading apps from third-party sources to protect your personal information. Step 2: Start the Application Open the app and tap “Sign Up.” You’ll be asked to enter your personal information, including your full name, date of birth, Social Security Number (SSN), and address. Providing accurate details helps speed up verification. Step 3: Verify Your Identity Chime will ask you to verify your identity by uploading a valid government-issued ID such as a driver’s license or passport. The app uses secure technology to confirm your identity quickly. Step 4: Review and Accept Terms After verification, review Chime’s terms and conditions. Once you agree, your account will be created and verified, typically within a few minutes to a couple of hours. Step 5: Fund Your Account To start using your account, you can add money via direct deposit, transfer from another bank, or deposit cash at participating retailers. Tips for Using Your Chime Account Safely Now that your account is verified, it’s important to use it safely to protect your money and personal information. 1. Use Strong Passwords and Two-Factor Authentication Create a strong password for your Chime account, combining uppercase and lowercase letters, numbers, and symbols. Enable two-factor authentication (2FA) if available for added security. 2. Monitor Your Account Regularly Check your transactions frequently through the Chime app to spot any unauthorized activity quickly. Set up transaction alerts to get notified of any charges or deposits.” ― How to Open and Use Buy Verified Chime Bank Account Safely

in 2012, the three hundred largest cooperatives worldwide, covering agriculture, retail, insurance and healthcare, generated $2.2 trillion in revenue—equivalent to the world’s seventh largest economy.66 In the UK, the John Lewis Partnership, a leading retailer for almost a century, has over 90,000 permanent staff named as Partners in the business. In 2011, the company raised £50 million in capital by inviting employees and customers to purchase five-year bonds in return for an annual 4.5 percent dividend plus 2 percent in shop vouchers.

For a well-defined, standard, and stable process involving hand-offs between people and systems, it is preferable to use a smart workflow platform. Such platforms offer pre-developed modules. These are ready-to-use automation programs customized by industry and by business function (e.g., onboarding of clients in retail banking). In addition, they are modular. For example, a module might include a form for client data collection, and another module might support an approval workflow. In addition, these modules can be linked to external systems and databases using connectors, such as application programming interfaces (APIs), which enable resilient data connectivity. Hence, with smart workflows, there is no need to develop bespoke internal and external data bridges. This integration creates a system with high resiliency and integrity. In addition, the standardization by industry and function of these platforms, combined with the low-code functionality, helps to accelerate the implementation.

First, the Internet has driven the cost of discovery for products and services lower than ever. Unlike in the past, when companies needed to offer goods in retail stores or broadcast advertising in order to be visible to customers, today buyers can find whatever they’re looking for on Amazon or other online marketplaces like Alibaba, in app stores, or, when all else fails, by Googling. Because products and services that are already popular will almost always come up first in search results, companies with a competitive advantage can quickly grow to the point where the increasing returns of network effects produce a winner-take-most or winner-take-all market.

Talk about the bigger picture; store owners seek business continuity. With the adoption of eCommerce software, it is easy to maintain the less friction your customers' experience would be when they receive their orders. It implies that consumers like to keep doing business with you. As the traditional approach to brick-and-mortar retail continues to decline in efficiency, brick-and-mortar retail overall is now moving to the digital world. The competition is high but needs a strategic way to survive in it. Be Online!

Men are shown ads for high-income jobs much more frequently than are women, and tutoring for what is known in the United States as the Scholastic Aptitude Test (SAT) is priced more highly for customers in neighborhoods with a higher density of Asian residents: “From retail to real estate, from employment to criminal justice, the use of data mining, scoring and predictive software … is proliferating … [And] when software makes decisions based on data, like a person’s zip code, it can reflect, or even amplify, the results of historical or institutional discrimination.

Paymonk offers the best Micro ATM solution which is fast, secure, and efficient. We provide Micro ATM services with various features, customized reporting, and an attractive commission margin on each transaction. Paymonk’s Micro ATM services are designed as a solution to bridge the banking gap, especially for rural and remote areas. We empower local retailers, shopkeepers with these devices by enabling financial payments. For more information please visit: paymonk DOT com

Let’s face it: your best customer probably doesn’t need what you are selling. And you are not likely to be the only company from which they can buy it. For this reason, it is often far better, as leadership guru Simon Sinek suggests, to start with why.

In a country of thirty-two million households, A&P served five million customers a day. In 1929, it became, as John had predicted, the first retailer anywhere to sell $1 billion of merchandise in a single year.28

They share a distinctive organizational culture that cares deeply about and acts with conviction on a small number of principles. I’m talking about customer obsession rather than competitor obsession, eagerness to invent and pioneer, willingness to fail, the patience to think long-term, and the taking of professional pride in operational excellence. Through that lens, AWS and Amazon retail are very similar indeed. A

Retaining (of customers and employees) wins retailing

He explained to Steve that there was an important difference in the digital media value chain as well. In physical retail, Amazon operated at the middle of the value chain. We added value by sourcing and aggregating a vast selection of goods, tens of millions of them, on a single website and delivering them quickly and cheaply to customers. To win in digital, because those physical retail value adds were not advantages, we needed to identify other parts of the value chain where we could differentiate and serve customers well. Jeff told Steve that this meant moving out of the middle and venturing to either end of the value chain. On one end was content, where the value creators were book authors, filmmakers, TV producers, publishers, musicians, record companies, and movie studios. On the other end was distribution and consumption of content. In digital, that meant focusing on applications and devices consumers used to read, watch, or listen to content, as Apple had already done with iTunes and the iPod. We all took note of what Apple had achieved in digital music in a short period of time and sought to apply those learnings to our long-term product vision.

The company even drew unlikely customers. From rural Arkansas, operating just five comically cheap-looking stores—a rounding error compared with the largest retailers—Sam Walton made his way to an IBM conference for retailers. While he shied away from investing anything in any emotional aspect of retailing, delivering the lowest prices meant mastering logistics and information. To one speaker at the conference, Abe Marks, modern retailing meant knowing exactly “how much merchandise is in the store? What’s selling and what’s not? What is to be ordered, marked down or replaced? . . . The more you turn your inventory, the less capital is required.” Altering his first impression, Marks found that Walton’s simpleton comportment masked his genius as a retailer, eventually calling him the “best utilizer of information that there’s ever been.” A little over two decades later, Sam Walton would become the richest man in America; he would attribute his competitive advantage to his investment in computing systems in his early days. The small-town merchant who expected that knowing his customers’ names or sponsoring the local Little League team would give him some enduring advantage simply didn’t understand the sport. American consumers, technocrats at heart, rewarded efficiency as reflected by the prices on the shelves, not the quaint sentiments of a friendly proprietor. To gain this efficiency, information systems were seen as vital.

The advance of computerization and automation technologies has meant that many medium-skilled jobs—clerks, travel agents, bookkeepers, and factory workers—have been replaced with new technologies. New jobs have arisen in their place, but those jobs are often one of two types: either they are high-skilled jobs, such as engineers, programmers, managers, and designers, or they are lower-skilled jobs such as retail workers, cleaners, or customer service agents. Exacerbating the trends caused by computers and robots are globalization and regionalization. As medium-skilled technical work is outsourced to workers in developing nations, many of those jobs are disappearing at home. Lower-skilled jobs, which often require face-to-face contact or social knowledge in the form of cultural or language abilities, are likely to remain. Higher-skilled work is also more resistant to shipping overseas because of the benefits of coordination with management and the market. Think of Apple’s tagline on all of its iPhones: “Designed in California. Made in China.” Design and management stay; manufacturing goes.

Breaking down the barriers between industries gave companies a way of serving customers as they had always wanted to be served: with everything all together, all at once. Customers had always been attracted to the idea of getting as many things as possible from the same place—but only when it truly made sense. Just look at the rise of supermarkets, or later the rise of huge, big-box, one-stop shopping centers like Walmart, or even later the rise of all-in-one online retailers like Amazon. Again, the different sectors into which the economy had been organized for so long simply didn't make intuitive sense to most consumers.

If McDonald’s was a fine dining establishment, the chain would have failed years ago because customer surveys routinely return less than fifty percent satisfaction with both the food and service. Ubiquity and familiarity are the chain’s secret sauces. McDonalds survives by operating in thousands of convenient locations. This was once the strategy for the clothing retailer, The Gap and remains important to Starbucks. McDonalds is a real estate company first and a food business second.

I happened to pick a banking example to demonstrate Build vs. Die in action. It’s hard to imagine an industry more immune to disruption, given the high stakes (people’s money!) and the byzantine regulations involved. Yet even banking is becoming a software industry. I’m not even talking about the potential impacts of Bitcoin and other cryptocurrency; I’m just talking about the basics of how to run a retail bank, acquire customers, and keep them happy.

Companies that adapt to the new digital landscape will serve customers better, and will survive. Those that don’t will die. It may not be overnight, but it’s inevitable. It’s as simple as that. It doesn’t matter what business you’re in. Banks. Airlines. Automakers. Insurance companies. Real estate. Retailers. Health care.

Network effects are a positive feedback loop: as more retailers attract a larger number of customers, additional retailers are drawn in. Network effects can cause markets to reach a tipping point: to spring from very low adoption to universal acceptance in no time at all. And the reverse is true as well. As fewer people use cash, the number of establishments that can make change drops and fewer stores are willing to accept cash. This situation gives customers an incentive to move to mobile payments.

We are an independent online accessories retailer and we offer you the best prices on the highest quality products. Built to provide you with the most trendy and popular accessories and gadgets on the internet, we offer a diverse range focusing on providing convenience to our customers.

ABOUT MATIYAS We are an enthusiastic and energetic establishment dedicated to bringing automation and transforming business processes digitally. We understand the value of technological advancements for increasing productivity and enhancing quality, and our in-house teams of dedicated professionals offer various services to achieve this objective effectively. Matiyas digital solutions help to streamline manufacturing business functions, increase profitability, automating efforts and increase the quality of production. Our Customized manufacturing digital solutions can assist you to address all the hurdles that occur during the manufacturing process. You can have complete control over the manufacturing process by handling inventory management and supply chain management effectively. At Matiyas, we are committed to bringing digital transformation in manufacturing through advanced solutions and excellent services Matiyas is providing industry 4.0 digital solutions to: • Oil & Gas • Cement Manufacturing • Electronics Manufacturing • Industrial Machinery and Equipment • Steel Manufacturing • Plastic Manufacturing • Packaging Manufacturing • Power Plants • Pharmaceutical • Fast Moving Consumer Goods (FMCG) • Medical Devices Industry • EPC Our digital solutions empower the manufacturers to closely supervise each and every stage of the manufacturing process and gives the absolute control over it, as a result you observe an ample reduction in wastage and material exchange possibilities which not only improves production quality but quantity too. We understand the major problems manufacturing businesses come across and we tailor best manufacturing digital solutions accordingly. HOW OUR MANUFACTURING DIGITAL SOLUTIONS CAN BENEFIT YOUR ORGANIZATION? Increased ROI Reduced Operational Costs & Optimize Operations Enhanced Resource Utilization & Reduced Overheads Deeper insights about your supply chains & production Improved Agility, Higher productivity Easier Collaboration Accountability and transparency And Many More .... Matiyas Digital Solutions: Inventory Management, Procurement Management, Selling Management, Production Management, Retail POS Management, Manufacturing Management, Project Management, Customer Relationship Management, Accounting & Finance Management, Human Capital Management, Assets Management, Quality Management, Ecommerce, Website, Hospital Management Information System HMIS, Education Management and many more… Matiyas Offices: India, Oman, Kuwait, Canada, UAE, Armenia, Africa, Egypt Interested to Automate and Collaborate Effectively Through Our Custom Digital Solutions?

The only hero of your story is the customer, and you are the guide for a hero that is on the way to achieve fulfillment.

When you are writing content, remove everything that doesn't benefit customer.

The only hero of your story is a customer, and you are a guide for a hero that is on way to achieve fulfillment

Corstorphine Security Systems can provide you with top quality security equipment to keep your home, business or other premises safe from unwanted visitors. We take great pride in offering you a comprehensive range of services which includes installations, servicing, maintenance and repairs. This outstanding after care service is what keeps our customers returning to us year after year. Whether you require a burglar alarm for your home, CCTV for your retail unit or an access control system for your nursery or day care centre, we can help.

The New Way To Shop For Diamonds- We help people find the best priced diamonds from all the leading diamond companies. Search and Compare over 1 million ethical & conflict free natural and lab grown diamonds using augmented reality. Our augmented reality tool helps you try on diamond rings on your hand from anywhere in the world. How It Works Search: Search over 1 million ethical confict-free certified diamonds. You can refine your search for color, clarity, carat and cut. Compare: Browse and compare diamonds according to your search criteria from the best companies in the world. Purchase: Buy directly from the retailer’s site. About Us: Diamond Hedge simplifies the way people shop for diamonds. We are an independent firm that helps to narrow down the selection for any occasion. We work with only the best diamond companies in the world that source only ethical and conflict-free diamonds. We understand how stressful it can be to shop for a diamond, and we aim to simplify the process by providing a place to compare diamonds by carat, color, cut, clarity, price and other diamond specifications. Once the customer finds the perfect diamond, they can buy the diamond directly from the vendor of their choice. Contact Us: Please reach out to us at contact@diamondhedge.com

I often counsel people to really understand if and how their business model creates customer need. You need to know if you’re going to be able to fulfill good economics per products sold, and if the overall business model is successful. A lot of the business plans that don’t work get created around settings where people are dissatisfied with status quo. They really don’t like having to pay fifteen percent to a distributor in order to get the product from the manufacturer to the retail outlet. But they don’t understand that just being unhappy with the status quo doesn’t mean you can rip the distributor out of the model and make it work. You have to make sure the model that you create has viability, so that every time you sell a product, you know how much money you are bringing in, and what the cost and scale is. It’s more about ‘How do I make money out of this?’ rather than ‘I wish the world in this area were different.

Welcome to Crocker Sales - serving New England customers since 1919. Crocker Sales, with showrooms in Woburn, Massachusetts, and Merrimack, New Hampshire, is the leading retailer of some of the biggest names in home recreation and leisure. Master Spas, Artesian Spas, Swim Spas, Michael Phelps Swim Spas, Atlantic Pools, ProVia Doors and Windows and many more. We are proud to be one of the largest spa dealers in Massachusetts and New Hampshire, serving all of New England.

Patty was a Netflix senior executive for the company’s first fourteen years and helped drive its remarkable growth through 2012. Patty believes the company’s long stretch of success was fueled by this “very deliberate” strategy of “making it easy to leave and come back.” Patty notes that, while “pissing off consumers” may have short-term benefits, “a subscription model creates the most profit over the long term—over years, generations.” Eric, who went on to serve as chief algorithm officer at online fashion retailer Stitch Fix, added that companies that make it easy to quit get better data about how to keep customers satisfied and loyal. That’s because the “time to feedback” is faster for the company and the evidence is less noisy because most customers are keeping the service because they want it, not because they are trapped in a roach motel.

Home Foods Store is a leading grocery retailer that has recently launched its e-commerce platform, RudcaFood, to cater to the growing demand for online grocery shopping. The website offers a wide range of fresh produce, pantry staples, and specialty items, all sourced from trusted suppliers and farmers. With RudcaFood, customers can enjoy the convenience of shopping from home while still receiving high-quality, locally sourced food. The website features an intuitive interface, easy navigation, and secure payment options, making it simple for customers to find and purchase the products they need. Additionally, Home Foods Store is committed to sustainability and reducing its carbon footprint, so customers can feel good about their purchases and their impact on the environment. Overall, RudcaFood is a valuable resource for anyone looking to save time and support local farmers while still enjoying the convenience of online shopping.

Almost overnight discounters reversed the venerable retailing practice of offering customers precisely what they wanted. Rather, discounters offered customers what was available at the lowest possible price and positioned these goods in such a way—both physically and psychologically—as to convince customers they were getting the very best deal. The focus switched from the object to the deal: If the deal was good, the object under consideration became less critical to the transaction. Nearly half a century earlier, Frank W. Woolworth had set the stage for this parlor trick when he scoured the globe for almost anything cheap: hair ribbons, buttons, and poorly made wood-backed thermometers. Fifty years later the country had changed dramatically.

The reason that Omega was reluctant to embrace the electronic watch is as understandable as it was wrong. Mechanical engineering was the core capability of the Swiss watchmaking industry. Swiss watchmakers successfully sold high-end timepieces to a largely upmarket customer, usually through jewelry stores. Margins were high and volumes comparatively low. Brand was important. In contrast, electronic watches were a high-volume, low-margin product sold through a variety of retail outlets, including drugstores, often under little-known brand names. The core capabilities for the new product were about electronics and manufacturing, not precision engineering. Faced with a low-end product, senior managers balked and missed the opportunity that ultimately destroyed them. Could they have embraced both exploring and exploiting? Of course! This is what ultimately happened. But to do this would have required them to be ambidextrous and to run an organization with different alignments. In terms of the congruence model, it would have meant a different strategy, different key success factors, different people and skills, and a different organizational structure and culture—a radical shift that was seen as too much effort for what was expected to be a low-margin product. To

We fundamentally changed the point of view of the business from customer-oriented to buyer-oriented. I put our buyers in charge of the company. From 1958 through 1976, we tried to carry what the customers asked for, given the limits of our small stores and other operational parameters. Each store manager had great latitude in what was carried and from what supplier it was ordered. There was very little central distribution except for Trader Joe’s labeled California wines or imports. Each store probably had access to ten thousand stock keeping units (SKUs), of which about three thousand were actually stocked in any given week. By the time I left in 1989, we were down to a band of 1,100 to 1,500 SKUs, all of which were delivered through a central distribution system. The managers no longer had any buying discretion and there were no “DSDs,” or direct store deliveries. And along the way not only did we drop a lot of products that our customers would have liked us to sell, even at not-outstanding prices, but we stopped cashing checks in excess of the amount of purchase, we stopped all full-case discounts, and we persistently shortened the hours. We violated every received-wisdom of retailing except one: we delivered great value, which is where most retailers fail.

What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower’s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization’s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn’t want credit in the program, as we knew the word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe’s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That’s what it was, and it was advertising of the most productive sort. Giving Space on Shopping Bags One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe’s. We even localized the bags, customizing them for the San Diego, Los Angeles, and San Francisco market areas. Several years after I left, Trader Joe’s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small retailers in local areas, and I strongly recommended it to them. In 1994, while running the troubled Petrini’s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums.

In many organizations, your ability to grow in your career will hit a ceiling unless you start managing people. All C-level executives lead teams. If your ambitions are to be a CEO or VP someday, you’re going to need to move on to the management track. There are also jobs where, beyond a certain skill level, the only path for growth is learning how to manage and coordinate the work of more and more people—for example, in customer support or retail sales

the secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience. You love it when you visit a store that somehow exceeds your expectations, and you hate it when a store inconveniences you, or gives you a hard time, or just pretends you’re invisible.

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

Of course! This is Sweden, the welfare state that takes care of everyone, especially the retail customer.

Six key themes The real reset has gone much deeper and encompasses six key themes, all of which are linked: 1) The shift from a push system, based on producer dominance, oligopolistic competition, limited supply and restricted access, to a pull system driven by consumer dominance, near-perfect competition, perfect knowledge and ubiquitous access to goods. 2) The change from mass marketing, based on a few research and segmentation studies, to personalized marketing, based on individual customer data. 3) The realization that the e-commerce revolution and the communications revolution (social media, user reviews, influencers, etc.) has broken the traditional supply chain, with its multiple players – manufacturers, branded wholesalers and retailers – all supping from the margin cup and adding their mark-ups to prices, and replaced it with a shorter and more direct route to market. 5) The realization that the stores channel was not the only, or even best, way of moving goods from factories to consumers. Indeed, that it was inferior to the e-commerce channel in many respects as a pure goods-transmission mechanism. 6) That putting the consumer at the heart of the business model required seeing the different channels as the consumer saw them – not competing, but complementary to each other. 7) That based on this, the traditional model of the store, as a ‘warehouse’ piled high with stock and with just a narrow fringe of branding and customer service on top, was obsolete and that only a ruthless attention to the remaining added value of physical stores could ensure their continued relevance and survival.

Visulon Inc.'s merchandising planning software offers a comprehensive suite of features, enabling retailers to effectively manage their inventory, allocate shelf space, and monitor sales performance. By leveraging powerful analytics and intuitive design tools, retailers can make data-driven decisions and customize their displays to drive sales and enhance the overall shopping experience.

RBS is investing tens of millions of pounds in Bó, which is positioned firmly in the personal banking space and aims to compete head-on with the likes of Monzo, a three-year-old digital bank which already has over a million customers. Named after the Danish word for ‘to stay’, Bó aims to help customers manage their finances better, for example by alerting them to better deals from utility companies. RBS reportedly intends to shift around 1 million of its roughly 17 million UK retail customers onto the Bó platform after the launch, believing such cannibalisation is preferable to losing customers to rival fintech brands.

(Bookseller puts book that the customer has bought into a paper bag) CUSTOMER: Don’t you have a plastic bag? I’m sick of all this recycling nonsense. It’s not doing any of us any good.

No need for paternity leave, as I've opted to raise children like a gecko and abandon my babies at birth.

What in the emotional labor is this?

The gun industry collectively reinforced Glock’s pitch that small handguns were the perfect response to crime-ridden streets. The prolific Massad Ayoob advised in Shooting Industry, a periodical aimed at gun retailers: “Customers come to you every day out of fear. Fear is what they read in the newspaper. Fear of what they watch on the 11 o’clock news. Fear of the terrible acts of violence they see on the street. Your job, in no uncertain terms, is to sell them confidence.… An impulse of fear has sent that customer to your shop, so you want a quality product in stock to satisfy the customer’s needs and complete the impulse purchase.

A man who has drank his drinks cold at the same expense for one week can never be presented with them warm again,” he explained, outlining his plan to create ice addicts out of Havana drinkers by supplying the stuff for free to the city’s bartenders for a limited time—then, once their customers were hooked, charging retail.

BARTON CENTRE, 912, 9th Floor, Mahatma Gandhi Rd, Bengaluru, Karnataka - 560 001 Phone Number +91 8884400919 Searching for an ideal escape Dubai Tour Package From Bangalore? SurfNxt presents a selective Dubai Visit Bundle from Bangalore that guarantees a remarkable mix of current wonders, rich culture, and top notch extravagance. Whether you're an experience searcher, shopaholic, or somebody who loves to investigate engineering ponders, this bundle takes special care of a wide range of explorers. Here is a nitty gritty outline of what you can anticipate from the SurfNxt Dubai Visit Bundle. Why Pick Dubai? Dubai is a city that never disappoints. Well known for its dazzling high rises, similar to the famous Burj Khalifa, perfect sea shores, extravagance shopping centers, and social legacy, Dubai offers something for each explorer. From energizing desert safaris to dynamic souks, the city is a mother lode of encounters. For those going from Bangalore, the charm of Dubai's extravagance, matched with the comfort of very much arranged travel, makes it a famous objective for a speedy global occasion. Features of the SurfNxt Dubai Visit Bundle Dubai Tour Package From Bangalore Partake in a consistent involvement in non-stop departures from Kempegowda Global Air terminal, Bangalore to Dubai Worldwide Air terminal. Contingent upon your inclinations, SurfNxt offers both spending plan and premium aircraft choices. Bother free air terminal exchanges to and from your lodging in Dubai are incorporated. Extravagant Convenience Remain in 4 or 5-star lodgings, situated in prime areas of Dubai, offering extravagance and solace. You can pick between facilities that give perspectives on the famous city horizon or the quiet Bedouin Bay. Day to day breakfast and choices for full-board feasts are accessible relying upon the bundle you pick. Directed City Visits Investigate the core of Dubai with a directed visit that incorporates visits to significant milestones like: Burj Khalifa: The tallest structure on the planet offers amazing perspectives from its perception deck. Palm Jumeirah: A man-made wonder, known for its extravagant lodgings and resorts, including the popular Atlantis. Dubai Marina: Experience the waterfront and partake in a yacht journey or a stroll along the marina promenade. Dubai Shopping center: One of the world's biggest shopping centers, home to incalculable brands, an ice skating arena, an aquarium, and that's just the beginning. Desert Safari Experience The Dubai Desert Safari is a must-do! Experience an elating 4x4 rise slamming ride, camel riding, sandboarding, and witness an entrancing desert dusk. The night closes with a conventional bar-b-que supper, alongside live hip twirl and Tanoura shows at a Bedouin-style camp. Dhow Voyage on Dubai Rivulet or Marina Partake in a serene night on a customary Dhow voyage while coasting through the quiet waters of Dubai River or the cutting edge Dubai Marina. Appreciate installed diversion, a rich supper, and shocking perspectives on the enlightened city horizon. Shopping Party Dubai is a customer's heaven! The bundle incorporates visits to the most famous shopping objections: Gold Souk: A conventional market known for its choice gold and gems assortments. The Dubai Shopping center: Shop from top extravagance brands, enjoy top notch food, and appreciate diversion choices. Shopping center of the Emirates: Well known for Ski Dubai, it offers extravagance retail encounters and that's just the beginning. Discretionary Exercises SurfNxt offers discretionary visits and exercises for voyagers searching for additional remarkable encounters, for example, A roadtrip to Abu Dhabi: Investigate the Sheik Zayed Excellent Mosque, Ferrari World, and Louver Abu Dhabi. Aquaventure Waterpark at Atlantis the Palm. Helicopter Visit: Get an airborne perspective on Dubai's horizon. Visa and Protec

best market research companies in Myanmar: With AMT Market Research, you can learn more about Myanmar, a new market with a lot of potential. It is becoming a popular destination for businesses looking to expand in Southeast Asia. However, a thorough comprehension of the local consumer behavior, trends, and regulatory frameworks is necessary for successfully navigating this dynamic and rapidly changing landscape. AMT Market Research, one of the best market research companies in Myanmar, steps in to help businesses thrive by providing actionable insights and data-driven strategies. What Attracts You to AMT Market Research? AMT Market Research is well-known for providing customized, dependable, and comprehensive market research services. With a solid presence in Myanmar, AMT has been at the bleeding edge of assisting both neighborhood and worldwide organizations with figuring out the complexities of this one of a kind market. AMT stands out as one of the best market research companies in Myanmar for the following reasons: Local Knowledge: Myanmar is a nation with distinctive social, cultural, and ec onomic characteristics. AMT Market Research employs seasoned professionals who are well-versed in the dynamics of the local market. They provide in-depth knowledge of consumer behavior, upcoming trends, and potential obstacles unique to Myanmar's market. A Variety of Services: AMT Market Research offers a wide range of services, such as consumer research, competitor analysis, brand positioning, and product testing. Each client receives a service that is tailored to meet their specific requirements, ensuring that insights are accurate and actionable. Insights Driven by Data: To collect data, AMT makes use of cutting-edge research methods like qualitative and quantitative methods. AMT makes sure that the data it collects—from focus groups and surveys to in-depth interviews and field studies—is relevant and aids businesses in making informed decisions. Research on a Specific Sector: AMT Market Research provides industry-specific studies for businesses in the retail, telecom, healthcare, FMCG, and financial sectors. Businesses can more effectively target their audience and optimize their strategies using precise data thanks to this sector-specific approach. Strategic Entry into a Market: AMT provides strategic insights that can assist businesses attempting to navigate the complexities of market entry for the Myanmar market. AMT assists businesses in avoiding costly errors and accelerating growth by comprehending regulatory frameworks and determining the appropriate distribution channels. AMT Market Research's Advantages Accurate Data Collection: Get a clear picture of the market by having access to accurate, real-time data. Recommendations for Taking Action: AMT provides recommendations that assist businesses in taking immediate action in addition to providing data. Cost-effective Options: AMT Market Research is a cost-effective option for businesses of all sizes because they offer competitive pricing for their services. Conclusion: AMT Market Research is your go-to partner if you want your business in Myanmar to succeed long-term and with knowledge. AMT is one of the best market research companies in Myanmar thanks to their data-driven approach, extensive expertise, and wide range of services. Partner with AMT Market Research right away to empower your business with important insights!

20 percent and that's my final offer." Dog folded his arms across his chest in a move that I assumed was meant to intimidate. He had sizable muscle, but the effect was watered down by his My Little Pony tattoos. I could swear I saw Fluttershy wink. "Don't give me that 20 percent bullshit," I said. "I work in retail. I know the margins and I know you didn't buy these goods so everything is profit for you." "You didn't tell me she was a hard-ass." Dog glared at Jack. "I like to keep the good stuff to myself." "Give me the Boxing Day special," I said. "Six A.M. door crasher." His eyes widened. "40 percent?" I shook my head. "First five people in the door." "Sixty?" "Take it or leave it." I pulled out a wad of cash. We'd all chipped in to cover the costs in hopeful anticipation of a bigger return at the end. Dog took the money, but not before registering a complaint with customer service. "You said she was a newb," he said to Jack. "She's a smart and savvy newb." Jack grinned. "Gotta say, it's pretty damn hot.

The US was now, in Sam’s mind, the holy grail. It had an incumbent crypto exchange, Coinbase. But Coinbase’s CEO had already written insulting tweets about the SEC. And Coinbase, compared to FTX, was a boring and bloated casino. It had fifteen times the number of employees FTX did, and only about a fifth of FTX’s volume. Charging retail investors fees between five and fifty times what FTX charged, it was still running big losses. Even so, it was a public company, with a market capitalization of more than $75 billion. If FTX was granted a license to offer crypto futures in the United States and was given full access to US investors, it might steal Coinbase’s customers, along with its market cap. Or so Sam thought—which is why he also thought that the license might double or even triple FTX’s value overnight.