Retail Stores In Quotes

The change from shopping in-stores to shopping online didn’t happen overnight. It was a big cultural change which took many years.

You swallow hard when you discover that the old coffee shop is now a chain pharmacy, that the place where you first kissed so-and-so is now a discount electronics retailer, that where you bought this very jacket is now rubble behind a blue plywood fence and a future office building. Damage has been done to your city. You say, ''It happened overnight.'' But of course it didn't. Your pizza parlor, his shoeshine stand, her hat store: when they were here, we neglected them. For all you know, the place closed down moments after the last time you walked out the door. (Ten months ago? Six years? Fifteen? You can't remember, can you?) And there have been five stores in that spot before the travel agency. Five different neighborhoods coming and going between then and now, other people's other cities. Or 15, 25, 100 neighborhoods. Thousands of people pass that storefront every day, each one haunting the streets of his or her own New York, not one of them seeing the same thing.

Of course Jules was alive, they had never faced a challenge whose ass they couldn't kick, and they had the stores of righteous rage that all retail employees collected.

Scientific studies and government records suggest that virtually all (upwards of 95 percent of) chickens become infected with E. coli (an indicator of fecal contamination) and between 39 and 75 percent of chickens in retail stores are still infected. Around 8 percent of birds become infected with salmonella (down from several years ago, when at least one in four birds was infected, which still occurs on some farms). Seventy to 90 percent are infected with another potentially deadly pathogen, campylobacter. Chlorine baths are commonly used to remove slime, odor, and bacteria. Of course, consumers might notice that their chickens don't taste quite right - how good could a drug-stuffed, disease-ridden, shit-contaminated animal possibly taste? - but the birds will be injected (or otherwise pumped up) with "broths" and salty solutions to give them what we have come to think of as the chicken look, smell, and taste. (A recent study by Consumer Reports found that chicken and turkey products, many labeled as natural, "ballooned with 10 to 30 percent of their weight as broth, flavoring, or water.

Jonathan had become increasingly disillusioned with living in New York. Something along the lines of: the city, New York fucking City, tedious and boring, its charms as illusory as its facade of authenticity. Its lines were too long. Everything was a status symbol and everything cost too much. There were so many on-trend consumers, standing in lines for blocks to experience a fad dessert, gimmicky art exhibits, a new retail concept store. We were all making such uninspired lifestyle choices. We, including me.

The smell of new office supplies is so satisfying while being kicked out of Staples for inappropriate behavior with a file folder is so embarrassing.

She knew what bothered her at the store...It was that the store intensified things that had always bothered her, as long as she could remember. It was the pointless actions, the meaningless chores that seemed to keep her from doing what she wanted to do, might have done-and here it was the complicated procedures with moneybags, coat checkings, and time clocks that kept people from even serving the store as efficiently as they might-the sense that everyone was incommunicado with everyone else and living on an entirely wrong plane, so that the meaning, the message, the love, or whatever it was that each life contained, never could find its expression.

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.

So cotton growers, siphoning from the Ogallala, get three billion dollars a year in taxpayer money for fiber that is shipped to China, where it is used to make cheap clothing sold back to American chain retail stores like Wal-Mart.

If you are going to open a retail store you would want to consider Christmas. Most retailers make the majority of their entire year’s income between

Over a decade of citywide rezonings, land speculations, and corporate bidding wars for available commercial space has produced a Darwinian habitat where corporate retail proliferates, and where mom-and-pops have become an endangered species.

It was a small of her back and her face that got so tired. Their (her retail employer's) mono was supposed to be, 'Keep on your toes and smile.' Once she was out of the store she had to frown a long time to get her face natural again. Even her ears were tired.

Apple Stores produce more sales per square foot than any other retailer in the United States, including luxury stores like Tiffany.

One early challenge was that the book distributors required retailers to order ten books at a time. Amazon didn’t yet have that kind of sales volume, and Bezos later enjoyed telling the story of how he got around it. “We found a loophole,” he said. “Their systems were programmed in such a way that you didn’t have to receive ten books, you only had to order ten books. So we found an obscure book about lichens that they had in their system but was out of stock. We began ordering the one book we wanted and nine copies of the lichen book. They would ship out the book we needed and a note that said, ‘Sorry, but we’re out of the lichen book.’ ”4

A Maven is a person who has information on a lot of different products or prices or places. This person likes to initiate discussions with consumers and respond to requests," Price says. "They like to be helpers in the marketplace. They distribute coupons. They take you shopping. They go shopping for you....They distribute about four times as many coupons as other people. This is the person who connects people to the marketplace and has the inside scoop on the marketplace. They know where the bathroom is in retail stores. That's the kind of knowledge they have." They are more than experts. An expert, says Price, will "talk about, say, cars because they love cars. But they don't talk about cars because they love you, and want to help you with your decision. The Market Maven will. They are more socially motivated.

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.

For example, local retailers seeking to rev up sales activity can send out promotional messages to consumers within the vicinity or even to people in a competitor’s store.

The unique layout of LitenVärld encourages wormholes to form between universes. These wormholes connect our stores to LitenVärlds in parallel worlds.

they had the stores of righteous rage that all retail employees collected.

Retail store surveillance systems register our presence, even if we are doing nothing but browsing and even if we pay for everything in cash.

The opiate scourge might never have spread as quickly had these rural areas where it all started possessed a diversity of small retailers, whose owners had invested their lives in their stores, knew the addicts personally, and stood ready to defend against them. Walmart allowed junkie shoplifters to play Santa to the pill economy, filling dealers’ orders for toys and presents in exchange for dope.

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.

What if a slumber retailer merged with a hamburger substitute to form a new store called Bed, Bath, and Beyond Meat? It would be the opposite of what ducks make, which is real sleep products (feather pillows) and real food (eggs).

Bradley Headstone, in his decent black coat and waistcoat, and decent white shirt, and decent formal black tie, and decent pantaloons of pepper and salt, with his decent silver watch in his pocket and its decent hair-guard round his neck, looked a thoroughly decent young man of six-and-twenty. He was never seen in any other dress, and yet there was a certain stiffness in his manner of wearing this, as if there were a want of adaptation between him and it, recalling some mechanics in their holiday clothes. He had acquired mechanically a great store of teacher's knowledge. He could do mental arithmetic mechanically, sing at sight mechanically, blow various wind instruments mechanically, even play the great church organ mechanically. From his early childhood up, his mind had been a place of mechanical stowage. The arrangement of his wholesale warehouse, so that it might be always ready to meet the demands of retail dealers history here, geography there, astronomy to the right, political economy to the left—natural history, the physical sciences, figures, music, the lower mathematics, and what not, all in their several places—this care had imparted to his countenance a look of care; while the habit of questioning and being questioned had given him a suspicious manner, or a manner that would be better described as one of lying in wait. There was a kind of settled trouble in the face. It was the face belonging to a naturally slow or inattentive intellect that had toiled hard to get what it had won, and that had to hold it now that it was gotten. He always seemed to be uneasy lest anything should be missing from his mental warehouse, and taking stock to assure himself.

businesses lost after the recession, after Sandy, their retail corpses replaced by hotels and big box stores. The creep of wealth and whiteness that had slowly, steadily been frog boiling her hometown, pushing out and scattering families like her own.

In the copy he brought to Kathryn Dalzell, he had underlined one particular passage in which Walton described borrowing the best ideas of his competitors. Bezos’s point was that every company in retail stands on the shoulders of the giants that came before it.

In the past year, Jonathan had become increasingly disillusioned with living in New York. Something along the lines of: the city, New York fucking City, tedious and boring, its charms as illusory as its facade of authenticity. Its lines were too long. Everything was a status symbol and everything cost too much. There were so many on-trend consumers, standing in lines for blocks to experience a fad dessert, gimmicky art exhibits, a new retail concept store. We were all making such inspired lifestyle choices. We, including me.

in 1890, Robert Gair of Brooklyn begins to manufacture precut, easy-to-fold boxes. The effect on the grocery store cannot be overstated: regular shipments of products suddenly make economic sense. Producer and retailer become connected in a far more consistent manner.

A. There are people who collect elements. These collectors try to gather physical samples of as many of the elements as possible into periodic-table-shaped display cases.1 Of the 118 elements, 30 of them—like helium, carbon, aluminum, and iron—can be bought in pure form in local retail stores. Another few dozen can be scavenged by taking things apart (you can find tiny americium samples in smoke detectors). Others can be ordered over the Internet. All in all, it’s possible to get samples of about 80 of the elements—90, if you’re willing to take some risks with your health, safety, and arrest record. The rest are too radioactive or short-lived to collect more than a few atoms of them at once. But what if you did? The periodic table of the elements has seven rows.2 You could stack the top two rows without much trouble. The third row would burn you with fire. The fourth row would kill you with toxic smoke. The fifth row would do all that stuff PLUS give you a mild dose of radiation. The sixth row would explode violently, destroying the building in a cloud of radioactive, poisonous fire and dust. Do not build the seventh row.

Goods were arranged in glass cabinets as if they were ancient Egyptian artefacts. I was a contaminant, a fly in the gourmet soup, a spanner in the golden machine that sparkled and hummed before my eyes." Reid, A. J. (2012-11-08). A Smaller Hell (Kindle Locations 319-321). . Kindle Edition.

Is it weird that when I see a cool t shirt or pick up a toothbrush or see a new car I don't think about the product itself? I think about the thousands of people and dollars to make it. I think about how the retailer that took the risk to buy and resell it. Then I work backwards to the store costs, the distributer who got it there, the shipping company that brought it over from China, the factory workers that made it, the people that sourced the materials and the people that harvested the raw materials, and on and on.. . The global economy is amazing. Your $20 t-shirt is a freaking miracle.

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.

Louis was altogether convinced that if the ignorant politicians would keep their dirty hands off banking and the stock exchange and hours of labor for salesmen in department stores, then everyone in the country would profit, as beneficiaries of increased business, and all of them (including the retail clerks) be rich as Aga Khan.

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.

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.

There is one other extremely important aspect of synthetic thinking. The systems with which we deal are becoming increasingly complex. Think, for example, of the difference between a neighborhood grocery store and a global chain of retail stores like Wal-Mart or the difference between a tent or shack and a skyscraper. Scientists are searching for a way of dealing effectively with such complexity. Unfortunately, most of them are approaching the subject analytically. The result is identification of such a large number of variables and relationships between them that we are not able to handle them. However, if complexity is approached synthetically, by design, as in the design of a skyscraper or a city, there seems to be no limit to the complexity we can handle effectively.

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?

In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all. These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger. What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability.

Loving someone who does not love you back hurts, alot, i know. It is liking seeing these pair of shoes at the retail store which do not fit you. Chances are, if you buy them knowing they are a small size, you will have blisters and probably hurt your toes. What i mean is, not everyone will love you back, therefore, never shove your love down anyone's throat. Accept it and appreciate the ones that do love you.

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 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

Dana daydreamed of one day being able to set her agenda at B.Altman with the same courage and tenacity as the woman who was now driving the VW while speaking animatedly about her travel plans for the near future. She would be journeying to India in search of exotic merchandise for the store’s Indian extravaganza, a lavish event planned by Ira Neimark and Dawn Mello to compete with Bloomingdale’s Retailing as Theater movement. The movement was the brainchild of Bloomingdale’s Marvin Traub, who staged elaborate presentations such as China: Heralding the Dawn of a New Era. Typical extravaganzas featured fashion, clothing, food, and art from various regions of the world. “I’ll bring back enough items to make Bloomingdale’s blush!” Nina said confidently. “And I’m not just talking sweaters, hats, and walking sticks. I’ll stop first in the Himalayas and prowl the Landour Bazaar.” Lynn Steward ~ A Very Good Life

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

Maybe it’s time Steve Jobs stopped thinking quite so differently,” Business Week wrote in a story headlined “Sorry Steve, Here’s Why Apple Stores Won’t Work.” Apple’s former chief financial officer, Joseph Graziano, was quoted as saying, “Apple’s problem is it still believes the way to grow is serving caviar in a world that seems pretty content with cheese and crackers.” And the retail consultant David Goldstein declared, “I give them two years before they’re turning out the lights on a very painful and expensive mistake.

By letting the participants create their own follow-ups and time schedule, I’m trying to create a sense of ownership in them. This principle is known as the “IKEA Effect,” named for the home furnishings retailer whose products are notoriously difficult to assemble. The IKEA Effect states that by forcing consumers to play an active role in the assembly of their dresser or bookshelf, they will value the product more highly than if it were assembled in store.11 In a similar fashion, by creating their own deadlines, employees will be more motivated to meet them.

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.

And frankly the people who seem to best understand that we are creatures of love and desire, not thoughts, are the current giant tech companies of the world. Think about how Apple exists with a temple-like space (tell me their retail stores don't feel so "set apart" from the ordinary retail design that it doesn't immediately conjure up sacred feelings) where you go to sacrifice (enormously large portions of your money) to obtain that which you are looking for - connection, meaning and depth. People stand in line all night, some even camping out on the sidewalk, for the latest device that offers those implicitly understood benefits. This phone can, and will, be more than a phone. I think it's even fair to say that Apple is a religion with Steve Jobs as a priest (who has become a venerated secular saint after his death), mediating between man and God to give us what we want. Connection. Power. God-like knowledge of good and evil. And we take the phone, and we crouch and bend over. Usually with heads bowed. Laser focused on something. Blocking out all around us. We are silent and solemn. Tending not to speak. And then we perform a certain behaviour over and over and over again. Sound familiar? Swipe.

The mere exposure effect explains many facets of our lives, such as why it’s so hard to find someone who can prepare our childhood favorites like Mom did, and it also holds when we see the latest fashion trends prominently featured in stores, catalogs, and finally on people we know. In addition, when a trend emerges, it sends the message that it’s becoming increasingly accepted. When we see the supplies of multiple independent retailers simultaneously shift in one way, we assume the demand has shifted as well. Of course, the change may actually be driven by the prediction of a future shift in demand, which may or may not materialize, but it still affects people’s choices.

All the recent marketing successes have been PR successes, not advertising successes. To name a few: Starbucks, The Body Shop, Amazon.com, Yahoo!, eBay, Palm, Google, Linus, PlayStation, Harry Potter, Botox, Red Bull, Microsoft, Intel, and BlackBerry. A closer look at the history of most major brands shows this to be true. As a matter of fact, an astonishing number of well-known brands have been built with virtually no advertising at all. Anita Roddick built The Body Shop into a worldwide brand without any advertising. Instead she traveled the world looking for ingredients for her natural cosmetics, a quest that resulted in endless publicity. Until recently Starbucks didn’t spend a hill of beans on advertising either. In its first ten years, the company spent less that $10 million (total) on advertising in the United States, a trivial amount for a brand that delivers annual sales of $1.3 billion today. Wal-Mart became the world’s largest retailer, ringing up sales approaching $200 billion, with little advertising. Sam’s Club, a Wal-Mart sibling, averages $56 million per store with almost no advertising. In the pharmaceutical field, Viagra, Prozac, and Vioxx became worldwide brands with almost no advertising. In the toy field, Beanie Babies, Tickle Me Elmo, and Pokémon became highly successful brands with almost no advertising. In the high-technology field, Oracle, Cisco, and SAP became multibillion-dollar companies (and multibillion-dollar brands) with almost no advertising.

You’ve always called it a store, ever since we were kids. It’s a bookshop. It’s not like some other retail store. It might be the same in a whole lot of ways, but this bookshop is special. Books are special. Books are important. Words are important. Words matter, in fact. They’re not pointless, as you’ve suggested. If they were pointless, then they couldn’t start revolutions and they wouldn’t change history. If they were just words, we wouldn’t write songs or listen to them. We wouldn’t beg to be read to as kids. If they were just words, then stories wouldn’t have been around since before we could write. We wouldn’t have learned to write. If they were just words, people wouldn’t fall in love because of them, feel bad because of them, ache because of them, and stop aching because of them.

into the main part of the store. Off to get Kendal, I mouthed to Celine, and she nodded. I stepped out into the September afternoon. Behind me, Eighty-ninth Street stretched several blocks to Riverside Park, a favorite place of mine and Kendal’s. Just ahead the intersection at Broadway sparkled with a steady stream of cars and our neighboring retailers’ windows. A man walking his dog nodded a wordless hello, and a mom with a baby in a stroller bent to pop a pacifier back into her unhappy child’s mouth. A delivery truck double-parked and the car behind it honked its disproval. The air held only a hint that summer was waning. September used to be my favorite month. I liked the way it sweetly bade the summer pastels away and showered the Yard’s shelves with auburn, mocha, and every shade of red. September brought in the serious quilters, those who loved spending

I am of opinion that if the names of contributors were to be inscribed as benefactors for all time, many foreigners would be induced to contribute, and possibly not a few states, in their desire to obtain the right of inscription; indeed I anticipate that some kings, tyrants, and satraps will display a keen desire to share in such a favour. [...] Were such a capital once furnished, it would be a magnificent plan to build lodging-houses for the benefit of shipmasters in the neighbourhood of the harbours, in addition to those which exist; and again, on the same principle, suitable places of meeting for merchants, for the purposes of buying and selling; and thirdly, public lodging-houses for persons visiting the city. Again, supposing dwelling-houses and stores for vending goods were fitted up for retail dealers in Piraeus and the city, they would at once be an ornament to the state and a fertile source of revenue. Also it seems to me it would be a good thing to try and see if, on the principle on which at present the state possesses public warships, it would not be possible to secure public merchant vessels, to be let out on the security of guarantors just like any other public property. If the plan were found feasible this public merchant navy would be a large source of extra revenue.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

Social networks including Facebook, Twitter and Pinterest took a step closer to offering ecommerce on their own platforms this week, as the battle to win over retailers hots up. Facebook announced on Thursday it is trialling a “buy” button to allow people to purchase a product without ever leaving the social network’s app. The initial test, with a handful of small and medium-sized businesses in the US, could lead to more ecommerce companies buying adverts on the network. It could also allow Facebook to compile payment information and encourage people to make more transactions via the platform as it would save them typing in card numbers on smartphones. But the social network said no credit or debit card details will be shared with other advertisers. Twitter acquired CardSpring, a payments infrastructure company, this week for an undisclosed price as part of plans to feature more ecommerce around live events or, as it puts it, “in-the-moment commerce experiences”. CardSpring connects payment details with loyalty cards and coupons for transactions online and in stores. The home of the 140-character message hired Nathan Hubbard, former chief executive of Ticketmaster, last year to work on creating an ecommerce product. It has since worked with Amazon, to allow people to add things to their online basket by tweeting, and with Starbucks to encourage people to tweet to buy a coffee for a friend.

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.

There are several reasons for this. For one thing, it’s not just that lobsters get boiled alive, it’s that you do it yourself—or at least it’s done specifically for you, on-site. 14 As mentioned, the World’s Largest Lobster Cooker, which is highlighted as an attraction in the festival’s program, is right out there on the MLF’s north grounds for everyone to see. Try to imagine a Nebraska Beef Festival 15 at which part of the festivities is watching trucks pull up and the live cattle get driven down the ramp and slaughtered right there on the World’s Largest Killing Floor or something—there’s no way. The intimacy of the whole thing is maximized at home, which of course is where most lobster gets prepared and eaten (although note already the semiconscious euphemism “prepared,” which in the case of lobsters really means killing them right there in our kitchens). The basic scenario is that we come in from the store and make our little preparations like getting the kettle filled and boiling, and then we lift the lobsters out of the bag or whatever retail container they came home in … whereupon some uncomfortable things start to happen. However stuporous a lobster is from the trip home, for instance, it tends to come alarmingly to life when placed in boiling water. If you’re tilting it from a container into the steaming kettle, the lobster will sometimes try to cling to the container’s sides or even to hook its claws over the kettle’s rim like a person trying to keep from going over the edge of a roof. And worse is when the lobster’s fully immersed. Even if you cover the kettle and turn away, you can usually hear the cover rattling and clanking as the lobster tries to push it off. Or the creature’s claws scraping the sides of the kettle as it thrashes around. The lobster, in other words, behaves very much as you or I would behave if we were plunged into boiling water (with the obvious exception of screaming 16 ). A blunter way to say this is that the lobster acts as if it’s in terrible pain, causing some cooks to leave the kitchen altogether and to take one of those little lightweight plastic oven-timers with them into another room and wait until the whole process is over.

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.

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

There are two kinds of retailers: there are those folks who work to figure how to charge more, and there are companies that work to figure how to charge less, and we are going to be the second, full-stop,

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

They also understand that a store with no documented procedures is very hard to sell when it comes time—and someday it will.

Good companies like good products have instruction manuals.

Most people don’t buy products because they need them. They buy them because those products make them happy. As a retailer, your job is not to sell products. Your job is to make a difference in your customers’ lives by helping them make the right choices.

Direct mail and online marketing have proven to be the most effective for reaching these demographic groups.

Another common strategy used by convenience stores is to sell a cup of coffee in a store brand cup and offer refills at a considerably reduced price if you bring

Don’t ever design your store with the idea of just beating the competition on price.

As a small store owner, you’ll be living, sleeping, and breathing your business—if you don’t enjoy what you are doing, your chances for success will be very low.

merchandising romance.

One of the things that I think is true of very successful retailers is that their joy is in creating, not maintaining.

Retailers must do a little bit of everything today. They need to wear many different hats—a business strategist, a store designer, a marketer, a merchandiser, a buyer, a financial wiz, a personnel officer, a coach, a trainer, and anything else that comes about when you run your own

Bricks and clicks,” stores with websites, are the most successful retailers today.

These loyal customers cost us less to maintain. They produce high margins and we make more money from them.

According to various studies, only about 30 percent of businesses in the United States survive past their fifth year.

Another demographic change is the gay market, which is “going mainstream” and exploding.

While most consumers say that they would choose a green product over less environmentally friendly options, they would only do it if the price difference is not significant.

One of the best types of groups you can join is a buying group. Retailers organize as a group to buy from manufacturers.

What You Can Imagine, You Can Achieve

The Bear Necessities of Business: Building a Company with Heart by Maxine Clark and Amy Joyner published by Wiley in 2006.

Goodwill has 2,900 stores. The shops collect and sell donated clothing and household goods and use the proceeds for work training, job placement services and other community-based programs. If the breach at Goodwill is confirmed, it will be the sixth major retail chain - after Target, P.F. Chang's, Neiman Marcus, Michaels and Sally Beauty - to acknowledge that its systems were recently compromised. In those cases, criminals installed malware on retailers' systems, which fed customers' payment details back to their computer servers.

unit of Ahold, a Dutch food retailing company that operates Stop & Shop stores and other store chains. Diana Lee and Jung Son

Video marketing services USA Working with labels and artists, HIP Video system specializes in online video marketing/distribution in a wide range of promotion services including, how to get on MTV, national, regional television, internet, and retail (stores, gyms and clubs) with over 950 videos by the most respected names in music.

A store is a portrait of its owner.

AT&T to add 200 Illinois jobs 117 words AT&T said it will create about 200 new retail and technician jobs in Illinois. “In today’s economy, there’s no doubt that broadband creates jobs,” AT&T Illinois President Paul La Schiazza said at a news conference Friday at the company’s Michigan Avenue flagship store. Gov. Pat Quinn was also in attendance. The governor thanked AT&T for contributing to a “broadband employment future.” “This investment of AT&T . . . to create more jobs in Illinois — that’s what we have to do over and over again,” Quinn said. The new jobs will be located in Chicago, Aurora, Elgin, Buffalo Grove, Northbrook, Libertyville, Champaign and Springfield, the company said. AT&T employs more than 14,000 workers in Illinois. —Hannah Lutz

Investment In Real Estate Is A Worthwhile Endeavor Several factors has to be studied by any individual who is planning an investment in real estate. For example, if business properties are desired, the client should are aware of they may be targeting certain conditions that aren't typically seen with residential properties. Nonetheless, for the appropriate particular person, and for those who plan fastidiously and receive good recommendation, this feature investment will be highly profitable. Individuals looking for commercial properties can certainly find that there are numerous kinds of institutions by which to come up with selection. For instance, an individual should purchase a restaurant or lodge, or invest in a retail store. The consumer may also select to buy an investment property comparable to your rent amount advanced and make an income from leaseing every unit. Office constructings can also be a smart selection, as tenants will likely be seen reasonably ardmore three wheelock quickly. It's fundamental, nevertheless, to buy such properties in nearly anything that receives beneficiant traffic. Most commercial institutions fail if they can't appeal to a steady transfer of customers. Buying residential property is something customers may additionally wish to think about that these planning to decide on their investment portfolios. For instance, an individual may decide to obtain a dwelling that have been renovated. Sometimes called "handyman specials, " such properties will be repaired which can offered during profit. Fortuitously, usually they are cheaper than properties that are in good repair. It is also a possibility to build an ad or residential property can be an investment. Builders who've satisfactory money to finance exceptionally challenge made having a tract of land and fill homes for it on the market to the general public. However, as soon as again, it is essential to pick a location carefully, as it may possibly nominal good to supply homes for sale in a part of the country in which nobody wants to live. Purchasing the primary property one finds is rarely a clever program of action. Instead, it is always the most effective interest match investor to comparability store attempting to discover at a couple of home or business earlier than making a final decision. It will make sure that the excellent ill use made. It can be more suitable obtain authorized advice every time one is planning to purchase various types property. This is even if that the buyer must have assurance that the property just isn't encumbered, and he or she can even want knowledgeable to make all the paperwork regarding the transaction is legal. Finally, individuals planning an investment in real estate will find that it plan of action is sensible, supplied they plan with care and hire a reliable broker to supervise their transactions.

THE OLD FAITHFUL area was the largest complex in the park, consisting of hundreds of cabins, the Snow Lodge, retail stores, souvenir shops and snack bars, a rambling Park Service visitor center, and the showpiece structure of the entire park: the hundred-plus-year-old Old Faithful Inn that stood in sharp, gabled, epic relief against the star-washed sky.

In the Acme Widgets problem, suppose your team decided that the key drivers were the sales force, the consumer marketing strategy, and production costs. You then came up with a list of actionable, top-line recommendations as your initial hypothesis: We can increase widget sales by: • Changing the way we sell our widgets to retail outlets. • Improving the way we market our widgets to consumers. • Reducing the unit cost of our widgets. Let’s begin with a closer look at the sales force. It’s organized geographically (Northeast, Mid-Atlantic, Southeast, etc.) and sells primarily to three types of retail outlets: superstores, department stores, and specialty stores. The team believes that the sales force ought to be organized by customer type—that’s one issue.

Most of the winners from a minimum wage increase are large businesses, which can afford to take on extra payroll. The mom-and-pop store down the road might not be able to follow suit. If, as sometimes happens, it is forced to close, customers are driven to the big retailer. Big companies often lobby for increases in the minimum wage.

Manufacturers are not allowed to enforce retail prices for their products. But they can decide which retailers to sell to, and one way they wield that power is by setting price floors with a tool called MAP, or minimum advertised price. MAP requires offline retailers like Walmart to stay above a certain price threshold in their circulars and newspaper ads. Online retailers have a higher burden. Their product pages are considered advertisements, so they have to set their promoted prices at or above MAP or else face the manufacturer’s wrath and risk the firm’s limiting the number of products allocated or withdrawing them altogether.

Today, as we observe the evolutionary (as opposed to revolutionary) transformation of Macy’s and its Bloomingdale’s division, as well as Nordstrom and a few other traditional department-store models in this book, we believe that these retail brands are actually achieving much of what Johnson had envisioned—but in a more methodical, strategically sensible way.

In my little corner of the store, I’m direct and truthful—two words not normally associated with the world of retail. I don’t flatter or make nice-nice.

Facts for Measurements Facts are the measurements that result from a business process event and are almost always numeric. A single fact table row has a one-to-one relationship to a measurementevent as described by the fact table's grain. Thus a fact table corresponds to a physical observable event, and not to the demands of a particular report. Within a fact table, only facts consistent with the declared grain are allowed. For example, in a retail sales transaction, the quantity of a product sold and its extended price are good facts, whereas the store manager's salary is disallowed.

Once you create and dominate a niche market, then you should gradually expand into related and slightly broader markets. Amazon shows how it can be done. Jeff Bezos’s founding vision was to dominate all of online retail, but he very deliberately started with books. There were millions of books to catalog, but they all had roughly the same shape, they were easy to ship, and some of the most rarely sold books—those least profitable for any retail store to keep in stock—also drew the most enthusiastic customers. Amazon became the dominant solution for anyone located far from a bookstore or seeking something unusual. Amazon then had two options: expand the number of people who read books, or expand to adjacent markets. They chose the latter, starting with the most similar markets: CDs, videos, and software. Amazon continued to add categories gradually until it had become the world’s general store. The name itself brilliantly encapsulated the company’s scaling strategy.

Wal-Mart's business in the United States is stagnating, growing only because the company continues to relentlessly open new stores. But if Wal-Mart takes environmental responsibility seriously, if its stores become models for energy conservation and for doing minimal environmental harm (they are known for the opposite right now), that will be pioneering, and it might also be attractive to some Americans who have avoided Wal-Mart. If those stores are filled with products made by factory workers who are treated in a civilized fashion, products that do not damage the environment in the course of being made, products made in sustainable ways with minimal packaging, that will represent a pivot point, not just for Wal-Mart, or for retailing, but for capitalism. Nothing could do more to jump-start Wal-Mart's business than for Wal-Mart to find its soul. And of course, Wal-Mart's scale means that if it starts to take the design of its buildings and the impact of its products seriously, all its competitors will have no choice but to do the same. The virtuous Wal-Mart effect would ripple widely. It would ripple around the world.

Consider James D. Sinegal, co-founder and CEO of Costco, a warehouse retailer. His salary in 2003 was $350,000, which is just about ten times what is earned by his top hourly employees and roughly double that of a typical Costco store manager. Costco also pays 92.5% of employee health-care costs. Sinegal could take a lot more goodies for himself, but has refused a bonus in profitable years because “we didn’t meet the standards that we had set for ourselves,” and he has sold only a modest percentage of his stock over the years. Even Costco’s compensation committee acknowledges that he is underpaid. Sinegal believes that by taking care of his people and staying close to them, they will provide better customer service, Costco will be more profitable, and everyone (including shareholders like himself) will win. Sinegal takes other steps to reduce the “power distance” between himself and other employees. He visits hundreds of Costco stores a year, constantly mixing with the employees as they work and asking questions about how he can make things better for them and Costco customers. Despite continuing skepticism from analysts about wasting money on labor costs, Costco’s earnings, profits, and stock price continue to rise. Treating employees fairly also helps the bottom line in other ways, as Costco’s “shrinkage rate” (theft by employees and customers) is only two-tenths of 1%; other retail chains suffer ten to fifteen times the amount. Sinegal just sees all this as good business because, when you are a CEO, “everybody is watching you every minute anyway. If they think the message you’re sending is phony, they are going to say, ‘Who does he think he is?

IBM was granted a U.S. patent in 2012 on “Securing premises using surface-based computing technology.” That’s intellectual-property-lawyer-speak for a touch-sensitive floor covering, somewhat like a giant smartphone screen. The potential uses are plentiful. It would be able to identify the objects on it. In basic form, it could know to turn on lights in a room or open doors when a person enters. More important, however, it might identify individuals by their weight or the way they stand and walk. It could tell if someone fell and did not get back up, an important feature for the elderly. Retailers could learn the flow of traffic through their stores. When the floor is datafied, there is no ceiling to its possible uses.

Industry Guarantee Real estate I'll sell your home. Or give you $1,000 cash. Restaurant You'll love our food. Or the next meal is free. Sports therapist We'll stop your pain. Or we'll visit your home and provide a free follow-up session. Dog-walking service We'll be there on time, every time. Or you get a $50 bag of dog food free. Florist Free box of chocolates if our flowers ever disappoint you. Computer repair We'll fix it right. Or repair it free and give you $100 cash. Retail store Double your money back if you find it cheaper elsewhere.

At its zenith Sears accounted for more than 2 percent of all retail sales in the United States. It pioneered several innovations critical to the success of today’s most admired retailers: for example, supply chain management, store brands, catalogue retailing, and credit card sales. The esteem in which Sears’ management was held shows in this 1964 excerpt from Fortune: “How did Sears do it? In a way, the most arresting aspect of its story is that there was no gimmick. Sears opened no big bag of tricks, shot off no skyrockets. Instead, it looked as though everybody in its organization simply did the right thing, easily and naturally. And their cumulative effect was to create an extraordinary powerhouse of a company.

By late-2000 Wal-Mart’s losses were running in excess of £150 million a year in Germany from its 95 stores, and the company was ranked bottom of all retailers in Germany in an annual customer satisfaction survey.

maximizing the Internet’s ability to provide a superior selection of products as compared to those available at traditional retail stores.