Retail Positive Quotes

despite the decline in consumer spending brought on by the greatest economic downturn since World War II, the difference between jobs in manufacturing and in retail had reached nearly three million workers, a depressing reality of a failing economy where most new opportunities were low-paid, part-time positions to sell Chinese apparel and electronics bought on credit.

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.

We shall then have a situation in which the cost of living has risen by an average of 25 percent. The farm hands, though they have had no reduction in their money wages, will be considerably worse off in terms of what they can buy. The retail store workers, even though they have got an increase in money wages of 10 percent, will be worse off than before the race began. Even the workers in the clothing trades, with a money-wage increase of 20 percent, will be at a disadvantage compared with their previous position. The coal miners, with a money-wage increase of 30 percent, will have made in purchasing power only a slight gain. The building and railroad workers will of course have made a gain, but one much smaller in actuality than in appearance.

When the price of coal falls because production has increased while demand has remained unaltered, then, for example, those retailers are involved who have taken supplies from the wholesale dealers at the old higher price but are now able to dispose of them only at the new and lower price. But this alone will not account for all the social changes brought about by the increase of production of coal. The increase in the supply of coal will have improved the economic position of the community.

Target’s donation was clearly aimed at electing a governor with free-market priorities that would benefit consumers, workers, and retailers. But left-wing activists didn’t care about this truth; they wanted to make Target an example. They combed through Emmer’s record, looking for a politically sensitive issue, and landed on the candidate’s opposition to gay marriage. At the time, Emmer wasn’t out of the mainstream in that position. In 2008, the majority of Americans still opposed gay marriage, as did, for the record, Barack Obama.

What we're now starting to see, as online retailers begin to capitalize on their extraordinary economic efficiences, is the shape of a massive mountain of choice emerging where before there was just a peak.... By necessity, the conomics of traditional, hit-driven retail limit choice. When you dramatically lower the costs of connecting supply and demand, it changes not just the numbers, but the entire nature of the market. This is not just a quantiative change, but a qualitative one, too. Bringing niches within reach reveals latent demand for noncommercial content. Then, as demand shifts toward the niches, the economics of provided them improve further, and so on, creating a positive feedback loop that will transform entire industries - and the culture - for decades to come.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

products.” The Global Positioning System (GPS) uses spread spectrum. So does the U.S. military’s $41 billion MILSATCOM satellite communications network. Wireless local area networks (wLANs) use spread spectrum, as do wireless cash registers, bar-code readers, restaurant menu pads, and home control systems. So does Qualcomm’s Omni-TRACS mobile information system for commercial trucking fleets. So do unmanned aerial vehicles (UAVs), electronic automotive subsystems, aerial and maritime mobile broadband, wireless access points, digital watermarking, and much more. A study done for Microsoft in 2009 estimated the minimum economic value of spread-spectrum Wi-Fi in homes and hospitals and RFID tags in clothing retail outlets in the U.S. as $16–$37 billion per year. These uses, the study notes, “only account for 15% of the total projected market for unlicensed [spectrum] chipsets in 2014, and therefore significantly underestimates the total value being generated in unlicensed usage over this time period.” A market of which 15 percent is $25 billion would be a $166 billion market.

Because so many people were betting against GameStop —and brick-and-mortar retail in general — the overall short position was enormous, almost comically so. At certain points over the past six months, it had bounced between 50 and even 100 percent of the overall float, meaning nearly all the shares of GameStop in existence had been borrowed and sold by short sellers, all of whom had an obligation to rebuy those shares at some point in the future. So, what if Keith was right, and the stock went up instead of down? It would be like watching investors trying to get out of a burning building, through a single, narrow door. The stock would rocket. As a financial educator, Keith knew that short selling could be one of the riskiest plays on the market. You really needed to be certain a stock was going down, because your upside was limited, but your losses could, theoretically, be infinite. The fact that so many competent investors were short selling GameStop could mean the stock really was a dog; but it also meant the stock was loaded with rocket fuel, and it wouldn't take much to ignite and sent it right to the moon.

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.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

Customers want to make educated purchasing decisions. In one study, 54% of consumers said they wanted knowledgeable store associates more than any other service offering.Yet, more than half (59%) of those surveyed believed themselves to be more knowledgeable than the person paid to be there. 10 The significant distrust in the level of expertise for brand or retail employees, as this survey indicates, is a serious issue and one that retailers must combat. Retailers who position themselves as thought leaders or offer educated and informative information to consumers will have a greater opportunity to gain the trust of consumers

DISTRIBUTION. Where is it sold to the ultimate consumer? What middlemen are involved? SALES. Who is selling it for you and how are will they be compensated? PRICING. What do wholesalers and retailers and consumers pay? PRODUCTION. How do you make it? RAW MATERIALS. Where do you get what you sell? POSITIONING. How do the ultimate users position the product in their minds? MARKETING. How do consumers find out about it? BARRIER TO ENTRY. How will you survive when competitors arrive? SCALABILITY. How do you make it bigger?

The retail behemoth recently announced that it will boost starting hourly wages to $9 beginning in April. That’s a real and significant increase for the estimated 500,000 Walmart workers now working at or close to the federal minimum wage of $7.25. Even better, Walmart is planning for another increase to $10 in February 2016. And it’s throwing in other goodies. It’ll let workers take sick time beginning the first day they need it. It plans to give employees more control over their schedules. And it’s committing itself to a variety of measures to advance hourly workers through the ranks, leading to ever greater positions of responsibility. What’s next? Profit sharing?

Senator Warren questions SEC chair on broker reforms 525 words By Sarah N. Lynch WASHINGTON (Reuters) - Senator Elizabeth Warren said Friday that the Labor Department should press ahead with brokerage industry reforms, and not be deterred by the Securities and Exchange Commission's plans to adopt its own separate rules.    President Barack Obama, with frequent Wall Street critic Warren at his side, last month called on the Labor Department to quickly move forward to tighten brokerage standards on retirement advice, lending new momentum to a long-running effort to implement reforms aimed at reducing conflicts of interest and "hidden fees." But that effort could be complicated by a parallel track of reforms by the SEC, whose Chair Mary Jo White on Tuesday said she supported moving ahead with a similar effort to hold retail brokers to a higher "fiduciary" standard. "I want to see the Department of Labor go forward now," Warren told Reuters in an interview Friday. "There is no reason to wait for the SEC. There is no question that the Department of Labor has the authority to act to ensure that retirement advisers are serving the best interest of their clients." Warren said that while she has no concerns with the SEC moving forward to write its own rules, she fears its involvement may give Wall Street a hook to try to delay or water down a separate ongoing Labor Department effort to craft tough new rules governing how brokers dole out retirement advice. She also raised questions about White's decision to unveil her position at a conference hosted by the Securities Industry and Financial Markets Association (SIFMA), a trade group representing the interests of securities brokerage firms. Not only is the SEC the lead regulator for brokers, but unlike the Labor Department, it is also bound by law to preserve brokers' commission-based compensation in any new fiduciary rule.     "I was surprised that (Chair) White announced the rule at a conference hosted by an industry trade group that spent several years and millions of dollars lobbying members of Congress to block real action to fix the problem," Warren said. Warren, a Massachusetts Democrat who frequently challenges market regulators as too cozy with industry, stopped short of directly criticizing White. The SEC and SIFMA both declined to comment on Warren's comments. SIFMA has strongly opposed the Labor Department's efforts, fearing its rule will contain draconian measures that would cut broker profits, and in turn, force brokers to pull back from offering accounts and advice to American retirees. It has long advocated for the SEC to take the lead on a rule that would create a new uniform standard of care for brokers and advisers. The SEC has said it has been coordinating with the Labor Department on the rule-writing effort, but on Tuesday White also acknowledged that the two can still act independently of one another because they operate under different laws. The industry and reform advocates have been waiting now for years to see whether the SEC would move to tighten standards.     Warren expressed some skepticism on Friday about whether the SEC will ever in fact actually adopt a rule, saying that for years the agency has talked about taking action, but has not delivered. (Reporting by Sarah N. Lynch; Editing by Christian Plumb)

In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.

Wildly Popular House Buying Strategy In A Competitive Environment It is important for the success of any real estate consulting company to have customers who are happy with their services. Customers who are unhappy with your real estate services business will stop buying your goods and will supply your business with a bad name. To guarantee that your business receives positive reviews, be certain to give your customers the best quality service. We've great ideas about how to create potential customers and keeping current ones satisfied. Each new employee you bring into your real estate services business could have long-lasting repercussions, so choose them carefully. Prior to inviting someone to join you, be certain that he or she's going to be capable of performing the duties the job will require, and that he or she's certified in any way needed. Whenever a new employee joins your business, you should see that they receive thorough training and could complete the tasks assigned to them. Successful companies have happy staff members that need to help you succeed; they tend to be the product of ongoing training. A real estate services business that hopes to be competitive in today's business world should have a professionally designed website. As a responsible business owner, you have to hire a professional website designer to build your site if you don't have the necessary skills to do it yourself. The appearance of your website is vital to its success, so be sure to use visually appealing templates and images that support your content. Never discount the importance of virtual retailing to your real estate consulting company's success; today's business climate requires that all companies establish and maintain a strong and authoritative web presence. Don't give in to complacency, even though your real estate consulting company is doing well. House buying experts universally believe that the very best time to expand your company is when you are gaining momentum. When you have dedication to the project, you could build a successful company. If your company could learn to embrace changes in the marketplace and always strive for something better, you will get through a lot of tough times.

Fee choose professional law Valley Telephone Dui Almost all sectors, but the price of leads under the influence or DUI a felony. Some still do not take this type of crime violates the basic visitors who need to worry. But the fact is that people can be charged for the impact of DUI and significant fines. In some cases, fines and imprisonment are calculated back to the segregation of men and women in difficult circumstances right offer. Here Valley phone, struggling with the prices of retail DUI, professionals Valley Telephone listen DUI law focuses on the specific legal requirements for safe production and try to ignore the consequences of too low or the purchase price. People can not be collected annually at first to be too much in the direction of development for the time when the potential consequences, probably because it is much less important for beginners. But what it should be done or DUI third period, in the courtyard, of course, to calculate the prison specialist crank excellent work (TM) t too smooth inner surface, increasing the use of the suspension period, Three Valley Telephone employs lawyers DWI, you are sure to offer a great opportunity to start a small or no impact on prices to their care in place on the car. It should adequately satisfy the conditions for DUI just before the tool for understanding, in the sense that navigate to different drawbacks are likely to find advice affordable DUI situation. It important that all the keys, select DUI lawyer, not specifically for use with the complicated application conditions not experienced DUI. While many of their perspective DUI lawyers in Tel Valley, this (TM) s you feel you need celebration Telephone Valley DUI toward the handle easily. Usually, the visual impact of a DUI lawyer in their abilities and found some cases very similar direction. You need a car, but it needs guarantees judge lawyer, now home to almost all situations can simple solutions for the production situation DUI. Accounts used in the correct format to be represented in the form of petitions against the sun opinions, the position in advance will be charged for DUI. They may be able to serve the ideal result cars DUI lawyer DUI include changes are announced. If the account (TM) all references to get home and family, you can go in groups and keep track of how to integrate consumer advocates have been charged with impaired driving keep compromised. This gives the principle that legal assistance alone. But if (TM) in lawyers get car service it should be changed in advance and then see DUI lawyers on the Internet. You can lose weight in the current books of view, experiences and meetings in your best interest. The account must be able to consider a number of DUI lawyers to find out otherwise.

Bizarre and Surprising Insights—Consumer Behavior Insight Organization Suggested Explanation7 Guys literally drool over sports cars. Male college student subjects produce measurably more saliva when presented with images of sports cars or money. Northwestern University Kellogg School of Management Consumer impulses are physiological cousins of hunger. If you buy diapers, you are more likely to also buy beer. A pharmacy chain found this across 90 days of evening shopping across dozens of outlets (urban myth to some, but based on reported results). Osco Drug Daddy needs a beer. Dolls and candy bars. Sixty percent of customers who buy a Barbie doll buy one of three types of candy bars. Walmart Kids come along for errands. Pop-Tarts before a hurricane. Prehurricane, Strawberry Pop-Tart sales increased about sevenfold. Walmart In preparation before an act of nature, people stock up on comfort or nonperishable foods. Staplers reveal hires. The purchase of a stapler often accompanies the purchase of paper, waste baskets, scissors, paper clips, folders, and so on. A large retailer Stapler purchases are often a part of a complete office kit for a new employee. Higher crime, more Uber rides. In San Francisco, the areas with the most prostitution, alcohol, theft, and burglary are most positively correlated with Uber trips. Uber “We hypothesized that crime should be a proxy for nonresidential population.…Uber riders are not causing more crime. Right, guys?” Mac users book more expensive hotels. Orbitz users on an Apple Mac spend up to 30 percent more than Windows users when booking a hotel reservation. Orbitz applies this insight, altering displayed options according to your operating system. Orbitz Macs are often more expensive than Windows computers, so Mac users may on average have greater financial resources. Your inclination to buy varies by time of day. For retail websites, the peak is 8:00 PM; for dating, late at night; for finance, around 1:00 PM; for travel, just after 10:00 AM. This is not the amount of website traffic, but the propensity to buy of those who are already on the website. Survey of websites The impetus to complete certain kinds of transactions is higher during certain times of day. Your e-mail address reveals your level of commitment. Customers who register for a free account with an Earthlink.com e-mail address are almost five times more likely to convert to a paid, premium-level membership than those with a Hotmail.com e-mail address. An online dating website Disclosing permanent or primary e-mail accounts reveals a longer-term intention. Banner ads affect you more than you think. Although you may feel you've learned to ignore them, people who see a merchant's banner ad are 61 percent more likely to subsequently perform a related search, and this drives a 249 percent increase in clicks on the merchant's paid textual ads in the search results. Yahoo! Advertising exerts a subconscious effect. Companies win by not prompting customers to think. Contacting actively engaged customers can backfire—direct mailing financial service customers who have already opened several accounts decreases the chances they will open more accounts (more details in Chapter 7).

But simple consumer reluctance to switch providers is a major obstacle to competition in retail financial services. It is a well-known joke in the industry that customers change their spouses more often than their banks. They all seem the same: why transfer your loyalty from Tweedledee to Tweedledum? This inertia on the part of retail buyers is common across all financial products. Credit cards have consistently been one of the most profitable retail banking products. Bank of America, ‘first mover’ in this industry, continues to hold a strong position, despite aggressive attempts by entrants to solicit new business. Many people just do not like buying financial services, and minimise the time and effort they devote to their purchase as a result. The days when retail customers of financial services were rewarded for their loyalty are long gone. The replacement of a relationship-based culture by a transaction-based one means that the best deal is almost always obtained by shopping around aggressively rather than by building trust. Customer perceptions have lagged behind this harsh reality. But

In a subsequent study, this time in New York City, Pager and her colleagues fielded teams of White, Black, and Latinx testers to apply for real entry-level jobs. The testers were articulate, clean-cut, college-educated young men between the ages of twenty-two and twenty-six, similar in height, physical attractiveness, verbal skill, and interactional style and demeanor. The Latinx testers were US citizens of Puerto Rican descent and spoke without a Spanish accent. The testers were trained to present themselves in similar ways to potential employers as high school graduates with steady work experience in entry-level jobs. They applied for jobs in restaurants and retail sales, as warehouse workers, couriers, telemarketers, stockers, movers, customer service representatives, and other similar jobs available to someone with a high school degree and little previous experience. In applications to 171 employers, the White testers received a positive response (interview or job offer) 31 percent of the time, the Latinx testers received a positive response 25.2 percent of the time, and the Black testers, 15.2 percent of the time. Stated differently, the Black applicant had to search twice as long as the equally qualified White applicant before receiving a callback or a job offer.22

What difference will a couple of days make? The election is weeks away. Rutherford can find the server on his own and figure out a way to get a copy to you. He’s a smart guy.” “It’s not that simple. For a start, the election. Yes, it’s a while away. But for thirty days leading up to it there’s what’s called a systems freeze. Nothing computer-related can be changed in any way. It’s the same kind of thing the credit card companies and online retailers do heading into Black Friday and Christmas. It makes sure no one loads new software that turns out not to work properly and screws everything up at their most critical time. So, if we can’t positively confirm that The Sentinel hasn’t been compromised before then, we have a real problem. And if—when—we get our hands on Rutherford’s server, we don’t even know what we’re looking for. There could be thousands of documents on there, and I very much doubt one of them will be labeled Identity of Russian Spy. All kinds of cross-referencing will be needed. Lateral thinking. Reading tea leaves and casting chicken bones, probably. So the bottom line, like I said, is we need that thing yesterday.

Page 33: The magnitude of the Chinese minority’s economic power was astounding. Constituting just 1 percent of Vietnam’s population, the Chinese controlled an estimated 90 percent of non-European private capital in the mid-1950s and dominated Vietnam’s retail trade, its financial, manufacturing, and transportation sectors, and all aspects of the country’s rice economy. Page 43: By 1998, Sino-Indonesians occupied a position of economic dominance wildly disproportionate to their numbers. Just 3 percent of the population, the Chinese controlled approximately 70 percent of the private economy.

Jessie, a fifty-year-old woman with no skills, job opportunities were limited. She may have had a historic family background, but pedigree was of little use when it came to job skills. A few years later, Daisy ghost-wrote an article, “On the Fourteenth Floor,” a first-person account of a woman—a mother of two daughters—who has run out of money and moves to New York City in search of a job. Retail work is available, but she wisely decides that she would not be a good candidate to be a saleswoman. One day, she lunches with a friend at a large hotel in the city and notices that the hotel is bursting with business. Foot traffic in the lobby is thick and without letup. The woman realizes that this is a thriving operation and most likely has job positions available. On a whim, the woman applies for a job, not really knowing what position they would place her in. The manager says she can begin the next day as a chambermaid for thirty-six dollars a month, along with room and board. “On the Fourteenth Floor,” rich in detail as to the woman’s responsibilities and day-to-day activities, is sprinkled with descriptions of her interactions with the clientele. The author also writes of a friendly co-worker named Zayda with whom she becomes close friends. Daisy would give homage to Zayda later in her early career at Street & Smith. Forty years later, Esther would tell stories of the time when the three women lived at a hotel in Manhattan. They lived at the Hotel Astor, Esther said, and socialized with Arturo Toscanini’s wife Carla. Esther remembered Mrs. Toscanini cooking traditional Italian dinners for her and her sister in her suite, much to the consternation of the hotel management. Although there is no documentation proving this, and neither Jessie nor Daisy mention living at the Astor in their journals, Esther’s reminisces about socializing with the wife of the legendary conductor line up chronologically with the time that she lived at the hotel.

Price plays a larger role in the positioning of stores than it does in the positioning of brands. Price rarely provides a differential advantage for product brands: indeed, the more expensive brands are often category leaders, like Tropicana in chilled fruit juice, Pampers in disposable nappies (diapers) and Danone in Greek yogurt. In contrast, the price perception of a large retailing chain is a cornerstone of its image. This

Segmentation: Retailers cannot segment consumers to the degree that manufacturers do and, as a consequence, must favour broader rather than pointed positionings.

Retailers, in general, welcome brand proliferation from manufacturers but are increasingly wary of SKU proliferation within brands. While the number of brands offered has been shown to exert a positive correlation on store choice, the number of SKUs per brand and the number of sizes per brand actually have a slightly inverse effect.

Based on our research, anything less than 1000 SKUs or more than 40 000 in a store can present more negatives than positives for a retailer.

Procter & Gamble, America’s largest FMCG company, announced the acquisition of Gillette. Both companies had decades of success developing technologically advanced products and building enviable mindspace positions, yet these were no longer enough to guarantee their desired shelfspace. They realised the only way to compete with the retailers was to become big enough to matter to them.

Top brands stayed on top because of the continual investment and commitment of the manufacturers during a time when mass media gave them an affordable and highly effective route to the consumers’ minds. They were able to defend their positions because they could afford more R & D, more advertising and a bigger sales force than any interlopers. Manufacturers became used to the idea of owning space in the consumer’s mind and believed it was theirs by right. But brand mindspace is not a permanently acquired asset that continually delivers profits. Rather, it represents a position that must be continually defended, especially today, where competition from retailers comes as a shock to most manufacturers.

There is a lot of research that shows reviews have a significant impact on sales. If you have more positive reviews, or even just a higher volume, you get more sales.

Consumers look for geographically convenient rooftops. In urban areas, there typically are three or four supermarkets for every three or four square miles just because there is a demand for that many. You try to put yourself in a “first right of refusal” position to as many conveniently located households as possible. The first right of refusal’s very important in our business, and that means that you drive by us either coming from work, going to work, or coming from home to anywhere you go. You have to drive by us to get to somebody else. We feel like if we have first right of refusal to, say, 60 percent of the geographically convenient trade, then if we get our fair share of that—and our fair share is the lion’s share—then that store has a chance to be successful

Once the leaders are positioned, the remaining categories can be placed based on margins and relevance to the other categories,

In late 2008, one of my business partners, Clayton Christensen offered his opinion that the recession would have an “unmitigated positive impact on innovation” because “when the tension is greatest and resources are most limited, people are actually a lot more open to rethinking the fundamental way they do business.” This theory is supported by the Kaufmann Foundation statistic that “51 percent of the Fortune 500 companies began during a recession or bear market or both.” Whether launching a business or pursuing a dream, there are many high-profile instances in which a lack of resources ultimately proved to be a boon, rather than a bane. If we dig a bit, each of us can uncover examples among friends and family, and ourselves. Would most children have as many opportunities as they do in sports, music, or other extracurricular activities without parents, mothers in particular, who are accomplished at bartering as a way to stretch limited family budgets? Would kids have as many chances to explore their interests if their parents weren’t so adept at arranging for carpooling, chaperoning, and borrowing, thus enabling their kids to participate? Without the constraints of time, money, and health, would the online retailer Shabby Apple exist? (For a reminder of how that business came to be, see chapter 5.) If my parents could have paid for college, would I have caught an early glimpse of corporate life during the Silicon Valley heyday? Would I have ever set foot on Wall Street had I not needed to work to put my husband through school? All of us have had the opportunity to bootstrap if we look hard enough. Men seem to know how to do this in the business world: 88 percent of the founders of Entrepreneur magazine’s Hot 500 were men. But I wonder if women aren’t better at bootstrapping than we think we are. Chronically under resourced (whether due to the gender pay gap or ceding our resources to conform to societal expectations), women continually feel the tension of having too little budget and too little time. Because of this tension, we are expert at rethinking how to get things done. Many of us know how to turn scarcity into opportunity.

While he was in school, we needed to pay our bills. I had to get a job. I'd majored in music (piano). I had no business credentials, connections, or confidence, so I started as a secretary to a retail sales broker at Smith Barney in midtown Manhattan. It was the era of Liar's Poker, Bonfire of the Vanities, and Working Girl. Working on Wall Street was exciting. I started taking business courses at night and I had a boss who believed in me, which allowed me to bridge from secretary to investment banker. This rarely happens. Later I became an equity research analyst and subsequently cofounded the investment firm Rose Park Advisors with Clayton Christensen, a professor at Harvard Business School. When I walked onto Wall Street through the secretarial side door, and then walked off Wall Street to become an entrepreneur, I was a disruptor. "Disruptive innovation" is a term coined by Christensen to describe an innovation at the low end of the market that eventually upends an industry. In my case, I had started at the bottom and climbed to the top—now I wanted to upend my own career. No wonder my friend thought I'd lost my sanity. According to Christensen's theory, disruptors secure their initial foothold at the low end of the market, offering inferior, low-margin products. At first, the disrupter's position is weak. For example, when Toyota entered the U.S. market in the 1950s, it introduced the Corona, a small, cheap, no-frills car that appealed to first-time car buyers on a tight budget.

Herrick then had to prove the third part of his proposition—that a demand for wine from this region could be established in the UK market. Not surprisingly, convincing the key buyers in the specialty chains like Oddbins and Victoria Wines took longer than first thought. The 1993 vintage was small and somewhat experimental; it was really not until the 1994 vintage was available that the buyers became confident of the sustainability and quality of the James Herrick label. The big retailers Tesco and Sainsbury’s also bought the product as it began to establish a position at the then premium price point of £3.99 a bottle. The fundamental pieces of the core proposition were beginning to work.

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.

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.

The success of many women and second-generation immigrants entering positions as clerks, secretaries, and retail workers challenged some labor market inequalities and solidified the link between education and social mobility. Their entry, however, also sparked a reaction among a predominantly male, white, native-born elite. Upper-class Bostonians used professional strategies, relying on advanced educational credentials, to control access to the most remunerative jobs.

Lawrence is wrong and Andy is out. Whole Foods has let him go. They are working on a new, more efficient way of training employees, and his position has been “restructured.” And so the single most enthusiastic person, the truest true believer I met in my time in retail, the guy whose answer to everything was just work harder and trust that things will work out, has found out exactly whom to trust, exactly how hard things can work out.

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Normal business thinking: If we can borrow money at historically low rates, buy back stock, and see the value of management’s options increase, why invest in growth and the jobs that come with it? That’s risky. Amazon business thinking: If we can borrow money at historically low rates, why don’t we invest that money in extraordinarily expensive control delivery systems? That way we secure an impregnable position in retail and asphyxiate our competitors. Then we can get really big, fast.

Keith was sophisticated enough to understand the inherent risk of options; buying options wasn't as dangerous as short selling, because your potential for loss was capped, because you could always let the options expire. You paid a fee for the right to buy a certain number of shares of a stock at a certain price by a certain date. Sold in 100-share blocks, the fee was based on demand, which related to where people thought the stock price was going. Because the fee you paid for those 100-share blocks was a fraction of the pegged price, you could leverage yourself into a very large position with a relatively small amount of money. If the price went up, you could make a lot; if it went down, your options were worthless, but you only lost what you initially paid. A full 80 percent of the options bought by retail traders like him expired worthless; but when you only had a little to work with, there was no better way to shoot for the moon. Fifty-three thousand dollars was a lot, considering he had a two-year-old, a house, a wife. It was as much money as his dad earned in a year when he was younger. But Keith was that sure, even when the stock was hovering around $5 a share, that he had found value that others had missed.

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Category captains are recognised by retailers as having the greatest knowledge of consumer behaviour and mechanics in a category, and usually will have the most comprehensive range. Retailers believe that stocking this manufacturer’s range, backed with their understanding of positioning, merchandising, shelf allocation etc., should optimise sales. This

One retailer told us that, as a rule of thumb, sales of a brand will be reduced by two-thirds if it is moved from an eye-level to a foot-level position. Presence

Of the Top Most Valued Brands in 2011, Coca-Cola and Marlboro were 6th and 8th, with their brands valued at $73.8 billion and $67.5 billion. Although retailers have developed private label cola and cigarettes, they can’t position them like these brands, using anything like the Open Happiness campaign and the Marlboro Man, because the private label imagery is intimately tied to the store’s imagery, which by definition will always have to be very broad and bland in comparison.

The retail name is seen as one brand with extensions in many fields. There may be a linking theme across products, often a ‘good value’ positioning, but essentially the name gives reassurance on quality. When awareness and reassurance are all that is required, umbrella branding will be as effective as individual branding, and is cheaper because it requires no additional investment for individual products. This is the case for most low-tech, low-image product categories, such as basic cooking ingredients: rice, tinned fruit and frozen vegetables.

only manufacturers can pursue a more specific type of branding where they discover new consumer wants, satisfy them with a functionally or emotionally superior product and attach the benefits via advertising to a specific brand name. This is why a retailer has trouble generating the same credibility as a brand like Crest toothpaste, which continually invests in its ‘healthy teeth for children’ positioning, or Axe deodorant, which targets young males with the fantasy of ‘women making the first move.’ Even manufacturer master branding is more targeted than retailers, because it is usually category specific: Lean Cuisine has more specific associations in frozen food than, say, Safeway.

This makes image a problem for retailers, owing to the broad positioning they must adopt. To

Marketing aims/image: A retailer that has positioning aims (e.g. trying to improve its image with respect to healthy food or trying to upstage wholesaler clubs with huge packs) will value products that strengthen those positions.

Shelfspace, number of facings, position, local promotion, advertising, information from scanning data and choice of new products are all key assets for retailers. Selling

F&O is meant for institutional investors and hedge fund. They are the one to get benefited from this option. Big companies or high net worth individuals hedge their position using F&O. Future trading is a great option for hedging. Retail investors, who jump in F&O for extraordinary returns will surely end up with lots of disappointment.

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.

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.