Retaining Customers Quotes

If you want to retain your customers, attract more customers, and don’t want to unnecessarily spend your budget in marketing campaigns which will fail because of your increasing number of dissatisfied customers, start working on your customer service strategy right now.

Think of your marketing plan as the architect’s blueprint for getting and retaining customers.

I fell in love with the idea that a story could have places of origin and its own lineage, not entirely unlike a person. A fairy tale could move from one region to another, and it would change clothes. It could adopt the customs and beliefs of its new home, and it would still retain much of its core. The notion that a story could adjust to suit a new home was such a hopeful one for an immigrant kid who grew up knowing that he and his parents didn't come from the same places.

...the idea of cannibalism had become a handy symbol for unacceptable behavior practiced by "Others"--a broad and malleable category of evildoers that included enemies, followers of non-Christian religions, and any groups determined to retain their "uncivilized" customs.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

Provide significant value to each subscriber on a regular basis. 2. Build a subscriber base and continually attract new subscribers to compensate for attrition. 3. Bill customers on a recurring basis. 4. Retain each subscriber as long as possible.

The universality of reason is a momentous realization, because it defines a place for morality. If I appeal to you do do something that affects me—to get off my foot, or not to stab me for the fun of it, or to save my child from drowning—then I can't do it in a way that privileges my interests of yours if I want you to take me seriously (say, by retaining my right to stand on your foot, or to stab you, or to let your children drown). I have to state my case in a way that would force me to treat you in kind. I can't act as if my interests are special just because I'm me and you're not, any more than I can persuade you that the spot I am standing on is a special place in the universe just because I happen to be standing on it. You and I ought to reach this moral understanding not just so we can have a logically consistent conversation but because mutual unselfishness is the only way we can simultaneously pursue our interests. You and I are both better off if we share our surpluses, rescue each other's children when they get into trouble, and refrain from knifing each other than we would be if we hoarded our surpluses while they rotted, let each other's children drown, and feuded incessantly. Granted, I might be a bit better off if I acted selfishly at your expense and you played the sucker, but the same is true for you with me, so if each of us tried for these advantages, we'd both end up worse off. Any neutral observer, and you and I if we could talk it over rationally, would have to conclude that the state we should aim for is the one where we both are unselfish. Morality, then, is not a set of arbitrary regulations dictated by a vengeful deity and written down in a book; nor is it the custom of a particular culture or tribe. It is a consequence of the interchangeability of perspectives and the opportunity the world provides for positive-sum games.

Google is a shape-shifter, but each shape harbors the same aim: to hunt and capture raw material. Baby, won’t you ride my car? Talk to my phone? Wear my shirt? Use my map? In all these cases the varied torrent of creative shapes is the sideshow to the main event: the continuous expansion of the extraction architecture to acquire raw material at scale to feed an expensive production process that makes prediction products that attract and retain more customers.

Each of the conquered kingdoms had its own laws and traditions. King Aegon did little to interfere with those. He allowed his lords to continue to rule much as they always had, with all the same powers and prerogatives. The laws of inheritance and succession remained unchanged, the existing feudal structures were confirmed, lords both great and small retained the power of pit and gallows on their own land, and the privilege of the first night wherever that custom had formerly prevailed.

Retaining (of customers and employees) wins retailing.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities.

Businesses must approach every support interaction as an opportunity to acquire, retain, or up-sell.

Being better or different from competitors is not enough anymore. Being a mission-focused organization will attract, engage, and retain well-aligned customers, colleagues, and collaborators.

When you create a hospitality-first culture, everything about your business improves—whether that means finding and retaining great talent, turning customers into raving fans, or increasing your profitability

In the same quarter are other ancient temples, and not far off is the fountain now called Enneacrounos, or the Nine Conduits, from the form given to it by the tyrants, but originally, before the springs were covered in, Callirrhoe, or the Fair Stream. The water of this fountain was used by the ancient Athenians on great occasions, it being near the original city; and at marriage rites and other ceremonies the custom is still retained. To this day the Acropolis or Citadel is called by the Athenians Polis, or City, because that neighbourhood was first inhabited. (Book 2 Chapter 15.5-6)

To make matters even more complicated, research has shown that we remember only 25-50 percent of what we hear. This inclination not only compromises our connection with another person, but we can fail to retain vital information. All this evidence demonstrates that it is imperative that we intentionally pay closer attention and strive to become an in-depth listener.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities. This is especially true in the face of competitive pressure. Although this might be a good way to gain a focused competitive advantage and increase share of the existing market space, it is not likely to produce a blue ocean that expands the market and creates new demand.

Enviva used impact quantification in its introduction and later under its climate change theme. It makes the point that it has avoided the release of 31 million metric tons of carbon dioxide equivalent emissions since its inception and equates them to four equivalent metrics. 3.5 billion gallons of gasoline not consumed. 34.5 billion pounds of coal not burned. 72.4 million barrels of oil not consumed. 5.3 million homes not using electricity for one year. This use of impacts is part of the straight line it draws from the 16 million metric tons of coal displaced to the avoided emissions and the equivalent measures. All of this illustrates its role in providing biomass to help customers reduce their carbon footprint.

Like the Chinese, they considered those who lived outside of its seamless web to be by definition barbarians. When the Vietnamese conquered peoples of other cultures — such as the Chams — they included these people within the structure of empire only on condition of their total assimilation. The peoples they could not assimilate, they simply surrounded, amoeba-like, and left them to follow their own laws. The various montagnard tribes that lived beyond the zone of wet-rice cultivation retained their own languages, customs, and governments for thousands of years inside Vietnam. But with the arrival of the French forces in the nineteenth century the Vietnamese confronted a civilization more powerful than their own; for the first time since the Chinese conquest in the second century B.C. they faced the possibility of having to assimilate themselves.

An author who composes while walking, on the other hand, is free from such bonds; his thought is not the slave of other volumes, not swollen with verifications, nor weighted with the thought of others. It contains no explanation owed to anyone: just thought, judgement, decision. It is thought born of a movement, an impulse. In it we can feel the body’s elasticity, the rhythm of a dance. It retains and expresses the energy, the springiness of the body. Here is thought about the thing itself, without the scrambling, the fogginess, the barriers, the customs clearances of culture and tradition. The result will not be long and meticulous exegesis, but thoughts that are light and profound. That is really the challenge: the lighter a thought, the more it rises, and becomes profound by rising – vertiginously – above the thick marshes of conviction, opinion, established thought. While books conceived in the library are on the contrary superficial and heavy. They remain on the level of recopying.

Those who had fought for what they called the revolution maintained a great pride: the pride of being on the correct side of the front lines. Ten or twelve years later (around the time of our story) the front lines began to melt away, and with them the correct side. No wonder the former supporters of the revolution feel cheated and are quick to seek substitute fronts; thanks to religion they can (in their role as atheists struggling against believers) stand again on the correct side and retain their habitual and precious sense of their own superiority. But to tell the truth, the substitute front was also useful to others, and it will perhaps not be too premature to disclose that Alice was one of them. Just as the directress wanted to be on the correct side, Alice wanted to be on the opposite side. During the revolution they had nationalized her papa's shop, and Alice hated those who had done this to him. But how should she show her hatred? Perhaps by taking a knife and avenging her father? But this sort of thing is not the custom in Bohemia. Alice had a better means for expressing her opposition: she began to believe in God.

The reflections of Sir Mulberry Hawk—if such a term can be applied to the thoughts of the systematic and calculating man of dissipation, whose joys, regrets, pains, and pleasures, are all of self, and who would seem to retain nothing of the intellectual faculty but the power to debase himself, and to degrade the very nature whose outward semblance he wears—the reflections of Sir Mulberry Hawk turned upon Kate Nickleby, and were, in brief, that she was undoubtedly handsome; that her coyness must be easily conquerable by a man of his address and experience, and that the pursuit was one which could not fail to redound to his credit, and greatly to enhance his reputation with the world. And lest this last consideration—no mean or secondary one with Sir Mulberry—should sound strangely in the ears of some, let it be remembered that most men live in a world of their own, and that in that limited circle alone are they ambitious for distinction and applause. Sir Mulberry’s world was peopled with profligates, and he acted accordingly. Thus, cases of injustice, and oppression, and tyranny, and the most extravagant bigotry, are in constant occurrence among us every day. It is the custom to trumpet forth much wonder and astonishment at the chief actors therein setting at defiance so completely the opinion of the world; but there is no greater fallacy; it is precisely because they do consult the opinion of their own little world that such things take place at all, and strike the great world dumb with amazement.

Under the cover of darkness, Kutuzov withdrew that night, having lost an immense number of casualties – probably around 43,000, though so dogged was the Russian resistance that only 1,000 men and 20 guns were captured.106 (‘I made several thousand prisoners and captured 60 guns,’ Napoleon nonetheless told Marie Louise.107) The combined losses are the equivalent of a fully laden jumbo jet crashing into an area of 6 square miles every five minutes for the whole ten hours of the battle, killing or wounding everyone on board. Kutuzov promptly wrote to the Tsar claiming a glorious victory, and another Te Deum was sung at St Petersburg. Napoleon dined with Berthier and Davout in his tent behind the Shevardino Redoubt at seven o’clock that evening. ‘I observed that, contrary to custom, he was much flushed,’ recorded Bausset, ‘his hair was disordered, and he appeared fatigued. His heart was grieved at having lost so many brave generals and soldiers.’108 He was presumably also lamenting the fact that although he had retained the battlefield, opened the road to Moscow and lost far fewer men than the Russians – 6,600 killed and 21,400 wounded – he had failed to gain the decisive victory he so badly needed, partly through the unimaginative manoeuvring of his frontal assaults and partly because of his refusal to risk his reserves. In that sense, both he and Kutuzov lost Borodino. ‘I am reproached for not getting myself killed at Waterloo,’ Napoleon later said on St Helena. ‘I think I ought rather to have died at the battle of the Moskwa.

How to Cancel XSport Fitness Membership +1-917-730-8534 XSport Fitness is a well-known gym chain offering affordable fitness solutions, personal training, and wellness services. However, if your fitness goals have shifted or you no longer use their facilities, canceling your membership may become necessary. To ensure a smooth process and avoid unexpected charges, follow this guide on how to cancel your XSport Fitness membership. You can always reach out for help by calling +1-917-730-8534. 1. Cancel by Phone The simplest way to start your cancellation is by calling customer service at +1-917-730-8534. Have your membership ID, billing details, and personal information ready. Clearly request to cancel your membership and ask for confirmation of your request. Be sure to write down the representative’s name, the date, and any reference number they provide. This record will be useful if there are billing disputes later. 2. Cancel In Person XSport Fitness typically requires members to cancel in person at one of their club locations. Visit the front desk and ask for a cancellation form. You’ll need to complete the form and provide identification, such as your driver’s license or membership card. Ask for a written confirmation copy to ensure your membership is officially terminated. 3. Cancel by Mail Some XSport Fitness memberships allow cancellation through a mailed request. If this applies to you, prepare a letter including your full name, membership ID, address, phone number, and your cancellation request. Send it to the address specified in your membership agreement. Always send the letter via certified mail and keep the receipt as proof. Helpful Tips for Cancellation Review Your Contract: Some memberships may include a minimum-term commitment, so check for early termination fees. Cancel Early: Submit your request several days before your billing cycle renews to avoid additional charges. Keep Documentation: Retain all proof of cancellation for your records in case of future issues. Final Thoughts Canceling your XSport Fitness membership doesn’t have to be stressful. By calling +1-917-730-8534, visiting your local club, or mailing a formal request, you can successfully end your membership. Always follow up for confirmation and keep your records safe to avoid unwanted charges.

The diversity of India is tremendous; it is obvious: it lies on the surface and anybody can see it. It concerns itself with physical appearances as well as with certain mental habits and traits. There is little in common, to outward seeming, between the Pathan of the Northwest and the Tamil in the far South. Their racial stocks are not the same, though there may be common strands running through them; they differ in face and figure, food and clothing, and, of course, language … The Pathan and Tamil are two extreme examples; the others lie somewhere in between. All of them have still more the distinguishing mark of India. It is fascinating to find how the Bengalis, the Marathas, the Gujaratis, the Tamils, the Andhras, the Oriyas, the Assamese, the Canarese, the Malayalis, the Sindhis, the Punjabis, the Pathans, the Kashmiris, the Rajputs, and the great central block comprising the Hindustani-speaking people, have retained their peculiar characteristics for hundreds of years, have still more or less the same virtues and failings of which old tradition or record tells us, and yet have been throughout these ages distinctively Indian, with the same national heritage and the same set of moral and mental qualities.    There was something living and dynamic about this heritage, which showed itself in ways of living and a philosophical attitude to life and its problems. Ancient India, like ancient China, was a world in itself, a culture and a civilization which gave shape to all things. Foreign influences poured in and often influenced that culture and were absorbed. Disruptive tendencies gave rise immediately to an attempt to find a synthesis. Some kind of a dream of unity has occupied the mind of India since the dawn of civilization. That unity was not conceived as something imposed from outside, a standardization of externals or even of beliefs. It was something deeper and, within its fold, the widest tolerance of beliefs and customs was practiced and every variety acknowledged and even encouraged.    In ancient and medieval times, the idea of the modern nation was non-existent, and feudal, religious, racial, and cultural bonds had more importance. Yet I think that at almost any time in recorded history an Indian would have felt more or less at home in any part of India, and would have felt as a stranger and alien in any other country. He would certainly have felt less of a stranger in countries which had partly adopted his culture or religion. Those, such as Christians, Jews, Parsees, or Moslems, who professed a religion of non-Indian origin or, coming to India, settled down there, became distinctively Indian in the course of a few generations. Indian converts to some of these religions never ceased to be Indians on account of a change of their faith. They were looked upon in other countries as Indians and foreigners, even though there might have been a community of faith between them.6

Under the impact of Western cultural influences, the souls of many Muslim men and women are slowly shrivelling. They are letting themselves be led away from their erstwhile belief that an improvement of living standards should be but a means to improving man’s spiritual perceptions; they are falling into the same idolatry of ‘progress’ into which the Western world fell after it reduced religion to a mere melodious tinkling somewhere in the background of happening; and are thereby growing smaller in stature, not greater: for all cultural imitation, opposed as it is to creativeness, is bound to make a people small... Not that the Muslims could not learn much from the West, especially in the fields of science and technology. But, then, acquisition of scientific notions and methods is not really ‘imitation’: and certainly not in the case of a people whose faith commands them to search for knowledge wherever it is to be found. Science is neither Western nor Eastern, for all scientific discoveries are only links in an unending chain of intellectual endeavour which embraces mankind as a whole. Every scientist builds on the foundations supplied by his predecessors, be they of his own nation or of another; and this process of building, correcting and improving goes on and on, from man to man, from age to age, from civilisation to civilisation: so that the scientific achievements of a particular age or civilisation can never be said to ‘belong’ to that age or civilisation. At various times one nation, more vigorous than others, is able to contribute more to the general fund of knowledge; but in the long run the process is shared, and legitimately so, by all. There was a time when the civilisation of the Muslims was more vigorous than the civilisation of Europe. It transmitted to Europe many technological inventions of a revolutionary nature, and more than that: the very principles of that ‘scientific method’ on which modern science and civilisation are built. Nevertheless, Jabir ibn Hayyan’s fundamental discoveries in chemistry did not make chemistry an ‘Arabian’ science; nor can algebra and trigonometry be described as ‘Muslim’ sciences, although the one was evolved by Al-Khwarizmi and the other by Al-Battani, both of whom were Muslims: just as one cannot speak of an ‘English’ Theory of Gravity, although the man who formulated it was an Englishman. All such achievements are the common property of the human race. If, therefore, the Muslims adopt, as adopt they must, modern methods in science and technology, they will do not more than follow the evolutionary instinct which causes men to avail themselves of other men’s experiences. But if they adopt - as there is no need for them to do - Western forms of life, Western manners and customs and social concepts, they will not gain thereby: for what the West can give them in this respect will not be superior to what their own culture has given them and to what their own faith points the way. If the Muslims keep their heads cool and accept process as a means and not an end in itself, they may not only retain their own inner freedom but also, perhaps, pass on to Western man the lost secret of life’s sweetness...

Yoel Goldenberg makes exhibitions, photographs, models and media craftsmanship. His works are an examination of ideas, for example, validness and objectivity by utilizing an exhaustive methodology and semi exploratory exactness and by referencing documentaries, 'actuality fiction' and prominent experimental reciprocals. Yoel Goldenberg as of now lives and works in Brooklyn. By challenging the division between the domain of memory and the domain of experience, Goldenberg formalizes the circumstantial and underlines the procedure of synthesis that is behind the apparently arbitrary works. The manners of thinking, which are probably private, profoundly subjective and unfiltered in their references to dream universes, are much of the time uncovered as collections. His practice gives a valuable arrangement of metaphorical instruments for moving with a pseudo-moderate approach in the realm of execution: these fastidiously arranged works reverberate and resound with pictures winnowed from the fantastical domain of creative energy. By trying different things with aleatoric procedures, Yoel Goldenberg makes work in which an interest with the clarity of substance and an uncompromising demeanor towards calculated and insignificant workmanship can be found. The work is detached and deliberate and a cool and unbiased symbolism is utilized. His works are highlighting unplanned, unintentional and sudden associations which make it conceivable to overhaul craftsmanship history and, far and away superior, to supplement it. Consolidating random viewpoints lead to astounding analogies. With a theoretical methodology, he ponders the firmly related subjects of file and memory. This regularly brings about an examination of both the human requirement for "definitive" stories and the inquiry whether tales "fictionalize" history. His gathered, changed and own exhibitions are being faced as stylishly versatile, specifically interrelated material for memory and projection. The conceivable appears to be genuine and reality exists, yet it has numerous countenances, as Hanna Arendt refers to from Franz Kafka. By exploring dialect on a meta-level, he tries to approach a wide size of subjects in a multi-layered route, likes to include the viewer in a way that is here and there physical and has faith in the thought of capacity taking after structure in a work. Goldenberg’s works are straightforwardly a reaction to the encompassing environment and uses regular encounters from the craftsman as a beginning stage. Regularly these are confined occasions that would go unnoticed in their unique connection. By utilizing a regularly developing file of discovered archives to make self-ruling works of art, he retains the convention of recognition workmanship into every day hone. This individual subsequent and recovery of a past custom is vital as a demonstration of reflection. Yoel’s works concentrate on the powerlessness of correspondence which is utilized to picture reality, the endeavor of dialog, the disharmony in the middle of structure and content and the dysfunctions of dialect. To put it plainly, the absence of clear references is key components in the work. With an unobtrusive moderate methodology, he tries to handle dialect. Changed into craftsmanship, dialect turns into an adornment. Right then and there, loads of ambiguities and indistinctnesses, which are intrinsic to the sensation, rise up to the top

VC works after evidence of potential, that is, after “Aha.” Ninety-six to 98 percent of VC is invested after Aha.*** Aha is that magic moment when the world sees potential—in the opportunity, strategy, or leadership. At Aha, customers see value, and financiers see returns! This means that entrepreneurs need to know how to grow from startup until Aha without VC.

We will continue to focus on hiring and retaining versatile and talented employees, and continue to weight their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.”21

The ultimate advantage of taking notes is that they customize the information you need to retain to your vocabulary and your mode of thinking. At their best, notes allow you to organize and process information in a way that makes it most likely that you can use this information afterward.

Retaining (of customers and employees) wins retailing

Study after study shows that employees leave organizations primarily because of poor relationships with managers, not because of pay, benefits, or other factors. How well you train, coach, empower, and support your people—and whether you show appreciation for the hard work they do each day in the trenches serving customers—makes all the difference not only in retaining your best employees, but also in creating memorable experiences for customers.

Fish and the old woman An old woman, selling fish, Crying at all those who passed by, “Try my fish that you shall relish,” Most of them ignored her calls but many asked why? She answered all whys, all ifs, all questions, As long as you were someone she thought would buy, And I stood there listening to her witty quotations, That addressed all doubts and answered every why, Her greasy hands often patted and placed the fish in order, In the round wicker basket that was wet but clean, And in this fish market she looked much wiser and older, Her face was round, her eyes sharp, with a body frame that was lean, Few minutes passed, unlike the fish she was unable to catch a reliable prospect, Then a man stopped and looked at her basket full of fish, And she had found her much needed suspect, The providence had granted her her wish, She turned the fish around and showed him the best ones, Her greasy hands held them with twin feelings, A feeling that still wanted to retain the best ones, And a feeling that was willing to let go of the few in her commercial dealings, And there was her struggle, and her eyes revealed it clearly, She shuffled the best ones around and then mixed them with the rest, And she did this with a professional dexterity, Creating a mix of the good fish and the best, Because to her all customers are the same, They all deserve to savour the fish that she thinks are the finest, So she had to indulge in this necessary hypnotic game, And she performed it in ways sharp and tidiest, She scrubbed off the scales carefully, And cleaned them with a unique fondness, And when ready she handed them to the man lovingly, He held them with a sense of quickness, And walked away, leaving behind the old woman and her basket full of fish, Who once again shouted in her typical melody, “Try my fish that you shall relish, The fish that will make the tastiest dish, The fish from the lake that breeds the best fish!” While I watched her and her teary eyes, Because she missed the fish that were being taken away, Away from her everyday, with her daily lot gone a part of her in that basket dies, But she does not let her feelings give in or sway, Because this is who she is, the seller of life and joy, Who shouts on the bridge on a cold November day, For she too has a home, where she has to feed her girl and her always waiting boy, It has been so for many decades, and was so today, In the evening when the wicker basket is dry with no fish left in it, She lifts the basket, mops the floor, and places it on her head, Well I guess not all of us can do it, Because she carries the physical load over the head that with a million thoughts is also fed, Yet she walks with a smile and vivaciousness that is radiant, Because she sells the fish that are the best, And in the wicker basket they look magnificent and brilliant, I guess for her, the fish and the basket are her test, Where fate pushes her to the extreme every day, But she never gets tired to shout and say, “Try my fish that you shall relish any day, Why not let that day be today, your luckiest day!” With the old woman gone, the bridge is still crowded but the spot is empty, So, I turn around and look at it, and I hear her echoes, And I feel a wave of humility induced by my realisation of her piety, Towards a different God, the God she invokes often in her melody that resides there in the form of her echoes, I may never see her again, or maybe I will, Whenever I cross the bridge, the bridge that leads people to their destinations, But for me it begins there and it ends there too, there time holds still, Because we all respect her courage and we love her melodious incantations!

As the boy-god, whose symbol was the heart, was recognised as the god of childhood, this very satisfactorily accounts for one of the peculiar customs of the Romans. Kenneth tells us, in his Antiquities, that the Roman youths, in their tender years, used to wear a golden ornament suspended from their necks, called bulla, which was hollow, and heart-shaped. Barker, in his work on Cilicia, while admitting that the Roman bulla was heart-shaped, further states, that "it was usual at the birth of a child to name it after some divine personage, who was supposed to receive it under his care;" but that the "name was not retained beyond infancy, when the bulla was given up.

Recognize that strategies shift and can change the underlying dynamics of your organization. Effective leaders are constantly reinventing and disrupting their organizations to take advantage of the next growth wave. They realize the dangers of maintaining the status quo when disruptive forces, trends, and customer requirements change.

It would have been easy to think of the jobs in terms of that ratio between time and reward. But I knew what really counted was the relationship between time and results. So I asked myself, “What is the most valuable result I could achieve in this job?” It turned out to be winning back customers who wanted to cancel. So I worked hard at convincing customers not to cancel, and soon I achieved a zero rate of cancellation. Since I was paid for each client I retained, I learned more, earned more, and contributed more.

It is much more expensive to acquire a new customer than to keep an old one. Yet many businesses will never recognize and change the things that cause them to lose their customers. They only focus on tactics to bring the new customer in the door to make enough profit for that month. I cannot stress enough the importance of focusing on retaining customers, which directly correlates to incredible growth and profits for the business. Providing exceptional customer service dramatically increases retention, which leads to increased referrals, which leads to dramatically increased profits and income.

America didn’t allow immigrants who retained their home cultures to be accepted as American. The only way to be convincing in the workplace was to transition into American values and customs and hold them as your own.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

If we are not attracting, maintaining, or developing the new generation of workers we are also NOT attracting, not retaining and not growing the new generation of customers.

But what employees retain about products, services and customers constitutes the bedrock of its intellectual capital. And it matters. When someone quits, teams groan because years of intellectual property and process knowledge escape out the door.

Creating Key User Segments The beauty with segmentation is that it can be used for more than email targeting. You can use your segmentation for tracking and reporting, to recruit candidates for interviews, and for quality assurance. If your segmentation doesn’t get you the right users, you want to find out as quickly as possible. Before starting to write emails, you’ll want to create key user segments. Those could be: people who haven’t signed up for your product (if the required data is available); people who signed up today; people who signed up in the last seven days; people who signed up in the last seven days, but didn’t engage, or didn’t activate; people who signed up in the last 30, 60 or 90 days and activated; inactive users; users whose trial is about to end or just ended and that you would eventually like to convert; paid subscribers in their first month; paid subscribers retained for two months or more; subscribers on annual plans; users who you think would be willing to refer your product to others; subscribers who cancelled; subscribers who cancelled more than once; or signups per specific acquisition channel. Don’t go too far, but do try to test real segments with real data. Let them run a few weeks. Do users flow through the way you’d expect them to? Go through random profiles in each of these segments and compare with the data from your database. Are those the users you’d expect to find in each of these segments? Any issues? You want to uncover issues with the implementation or your segmentation as early as possible. It’s easier if you do this—and much less costly in terms of mistakes—before you start sending emails than after. Make sure you can track users across different segments and that your segments truly are mutually exclusive when they need to be. Identify issues, adjust, and refine. This step will save your team a lot of headaches later on. As you test your segments, make them available to the rest of your team. Your colleagues can also help point out issues. At this point, if there aren’t any major issues, your setup is complete. Let’s get started sending some emails!

We should expect the following from a quality management team. That they deliver products and services to their customers that are superior to those of their competitors, allocate capital prudently, attract and retain quality employees, manage their cost structure (which is commensurate with their size and revenue), maintain a quality balance sheet, and continuously innovate by taking calculated risks. All this should—and does—correlate with high ROCE.

lords both great and small retained the power of pit and gallows on their own land, and the privilege of the first night wherever that custom had formerly prevailed.

innovator’s dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

Mr Lovell, to whom few things retained the force of novelty, and who misliked extremely the sensation when they did, as if firm ground underfoot had been replaced on the instant by a scrabbling fall in vacuo – was, at the moment the door opened on Broad Way, hesitating in his parlour. Flora was downstairs, commanding from Zephyra the supper that would have arrived whether she commanded it or not. Only Tabitha still sat on the sopha, her hands quite still in her lap. It had been his custom, since his wife died these three years past, to call from time to time on his elder daughter’s intelligence, in the same office her mother’s had served; but now, for particular reasons, the issue might touch on her own self in terms that made advice unwise to solicit.

Inbound PR can help you build brand awareness, generate leads (customer or media), nurture them, close them as customers or publishers, and then delight them to retain them with even better services, stories, and strong relationships.

We’re talking about sales as the front line, so it’s the person who can approach the client with the ability to listen and react in a very helpful way, and eventually anticipate those needs, that is valued above someone who already has the IT expertise but is without the necessary people skills. Again, there are other departments better suited to the tech-minded person with an inward personality. We need sharp, reactive, social types on the floor making the sales and retaining customers. We need intermediary-type personalities weighted toward the technical on the Genius Bar for repairs and tweaks. The customers need the best people for each kind of job, and we see to that. But customer service is everything here. Without it,” he smiled, “we would not be Apple.

7 Outstanding Tips for Banner Printing Choosing to produce a printed banner is a fantastic way to maximize your promotional requirements, it helps you to give maximum stand out and showcase your brand. There are a range of options from large PVC banners to simple roller banner solutions to suit all purposes of banner printing. Let’s look at some important points that can help you to make the most out of your printed banner. 1. Use High resolution images While going for banner printing, having good quality images is imperative. If you carry your own camera, then your camera should be able to take decent quality images, but be careful with images from the internet. Not only could you infringe copyright law but the quality is usually quite poor. 2. Clever use of color Your banner printing should be such that maximizes the use of color. Imagine the environment, where will your banner be positioned? What does your competition look like? Then, you can use color to ensure that you stand out from the crowd. If you are an established business, be sure to use your brand colors and clearly position your logo towards the top of the banner, this will make sure you develop a consistent brand identity throughout your marketing material. 3. Count your words Using a large amount of written text can look busy, messy and be off putting to your audience. Try to work out on your key message or brand values and make the banner big and bold. A short & striking message or a graphic will work a hundred times better than a hundred words. The banner printing is meant to grab attention of the viewer, not bore them. 4. Reveal your benefit Succinctly convey your key benefit in your banner headline. Do you have the best price? The best service? The best quality product? Whatever it is, make your banner printing known, specific to your audience and make it centralized. 5. Include an offer Make a time – limited offer to motivate customers to respond quickly. Your offer might even be included in your headline to simplify your banner. 6. Create a memorable call to action Make it clear what customers should do next in order to take advantage of your special offer. Your call to action should be succinct as well as memorable, such as an easy-to-remember URL or phone number. Remember that potential customers will only have a few seconds to digest your banner, so they must be able to retain the action step at a glance. 7. Less is more It is a simple rule but one that makes all the difference. It is very tempting to use a banner to get across every possible message and cram it full of content and images, however from an end user perspective big, bold and simple messaging and graphics is the most effective way to grab attention as well as looking professional and confident.

Socrates would teach his pupils by asking them intelligent and probing questions. By using their critical thinking skills and problem-solving abilities, they could discover the answers for themselves and retain their lessons longer. By using this same approach for Socratic Selling or Socratic Communication, there is no telling how much you might teach and solve for another person, all the while creating a memorable encounter.

To remember people’s names, create a New Contact—Saving someone’s name shortly after meeting will help you retain it longer. Whether it is on a piece of paper, your cell phone contacts, “friending” him on Facebook, or inviting him to join your LinkedIn network, adding the name to your contacts will make it easy to remember him for a long time into the future.

Dearest Prudence, I have the robin’s feather in my pocket. How did you know I needed token to carry into battle? For the past two weeks I’ve been in a rifle pit, sniping back and forth with the Russians. It’s no longer a cavalry war, it’s all engineers and artillery. Albert stayed in the trench with me, only going out to carry messages up and down the line. During the lulls, I try to imagine being in some other place. I imagine you with your feet propped near the hearth, and your breath sweet with mint tea. I imagine walking through the Stony Cross forests with you. I would love to see some commonplace miracles, but I don’t think I could find them without you. I need your help, Pru. I think you might be my only chance of becoming part of the world again. I feel as if I have more memories of you than I actually do. I was with you on only a handful of occasions. A dance. A conversation. A kiss. I wish I could relive those moments. I would appreciate them more. I would appreciate everything more. Last night I dreamed of you again. I couldn’t see your face, but I felt you near me. You were whispering to me. The last time I held you, I didn’t know who you truly were. Or who I was, for that matter. We never looked beneath the surface. Perhaps it’s better we didn’t--I don’t think I could have left you, had I felt for you then what I do now. I’ll tell you what I’m fighting for. Not for England, nor her allies, nor any patriotic cause. It’s all come down to the hope of being with you. Dear Christopher, You’ve made me realize that words are the most important things in the world. And never so much as now. The moment Audrey gave me your last letter, my heart started beating faster, and I had to run to my secret house to read it in private. I haven’t yet told you…last spring on one of my rambles, I found the oddest structure in the forest, a lone tower of brick and stonework, all covered with ivy and moss. It was on a distant portion of the Stony Cross estate that belongs to Lord Westcliff. Later when I asked Lady Westcliff about it, she said that keeping a secret house was a local custom in medieval times. The lord of the manor might have used it as a place to keep his mistress. Once a Westcliff ancestor actually hid there from his own bloodthirsty retainers. Lady Westcliff said I could visit the secret house whenever I wanted, since it has long been abandoned. I go there often. It’s my hiding place, my sanctuary…and now that you know about it, it’s yours as well. I’ve just lit a candle and set it in a window. A very tiny lodestar, for you to follow home.

Dear Christopher, You’ve made me realize that words are the most important things in the world. And never so much as now. The moment Audrey gave me your last letter, my heart started beating faster, and I had to run to my secret house to read it in private. I haven’t yet told you…last spring on one of my rambles, I found the oddest structure in the forest, a lone tower of brick and stonework, all covered with ivy and moss. It was on a distant portion of the Stony Cross estate that belongs to Lord Westcliff. Later when I asked Lady Westcliff about it, she said that keeping a secret house was a local custom in medieval times. The lord of the manor might have used it as a place to keep his mistress. Once a Westcliff ancestor actually hid there from his own bloodthirsty retainers. Lady Westcliff said I could visit the secret house whenever I wanted, since it has long been abandoned. I go there often. It’s my hiding place, my sanctuary…and now that you know about it, it’s yours as well. I’ve just lit a candle and set it in a window. A very tiny lodestar, for you to follow home. Dearest Prudence, Amid all the noise and men and madness, I try to think of you in your secret house…my princess in a tower. And my lodestar in the window. The things one has to do in war…I thought it would all become easier as time went on. And I’m sorry to say I was right. I fear for my soul. The things I have done, Pru. The things I have yet to do. If I don’t expect God to forgive me, how can I ask you to? Dear Christopher, Love forgives all things. You don’t even need to ask. Ever since you wrote to me about the Argos, I’ve been reading about stars. We’ve loads of books about them, as the subject was of particular interest to my father. Aristotle taught that stars are made of a different matter than the four earthly elements--a quintessence--that also happens to be what the human psyche is made of. Which is why man’s spirit corresponds to the stars. Perhaps that’s not a very scientific view, but I do like the idea that there’s a little starlight in each of us. I carry thoughts of you like my own personal constellation. How far away you are, dearest friend, but no farther than those fixed stars in my soul. Dear Pru, We’re settling in for a long siege. It’s uncertain as to when I’ll have the chance to write again. This is not my last letter, only the last for a while. Do not doubt that I am coming back to you someday. Until I can hold you in my arms, these worn and ramshackle words are the only way to reach you. What a poor translation of love they are. Words could never do justice to you, or capture what you mean to me. Still…I love you. I swear by the starlight…I will not leave this earth until you hear those words from me.

need‐based segmentation is to understand the needs of customers and why they choose a company, whereas value‐based segmentation has to do with which specific customers a company must focus on to retain their earnings.

This is possible only if we retain our trust in negotiation and in the sincere desire, among politicians, to compromise with their opponents. Hence in both Britain and America it is necessary for conservatives to defend the politics of compromise, and to protect all those institutions and customs that give a voice to opposition. This

Thinking back on my long career as a customer-facing leader, I was most successful when I met my customers where they were. I focused on what inspired them and how I could ignite that inspiration in order to keep them engaged and retain them. Employees are no different.

Effect On Culture Organizations are made up of people. Those people work and “live” there with other people at least 40 hours per week. Like the connective tissue that begins to form when we are injured or when we are healing and becomes a part of who we are, team members are a part of the connective tissue of the organization. What happens when we remove or tear out a piece of that tissue? Not only does it hurt a lot, it causes heavy bleeding. If it doesn’t heal properly, there are complications. We may never regain our function in that area. When good productive people leave, we feel the pain and so does the culture of the team. The only way to mend the tissue permanently is to do the right things to engage and retain them. Spillover Effect We don’t talk about this much, but there is a psychological impact on other productive and engaged employees when they are forced to work with disengaged employees. Whether it is during water cooler talk or just in combined work spaces, the negative energy that disengaged employees pass to the entire team and organization can be toxic. Oftentimes, the disengaged employees are the scapegoats to deeper organizational issues. When we do not look at what is causing them to be disengaged, we enable the spillover effect to continue. Organizations that want a thriving workplace must rid themselves of disengaged employees, not necessarily by termination, but by living by the Laws found in this book. Negative Word Of Mouth Remember that unhappy employees don’t make for good promoters of your brand. In fact, disengaged employees are likely to tell more people and blurt it out all over social media and at every party. Reputationally, this negative word of mouth works against your brand promise. Who are you out in the world to your customers? Whatever that is, it must match who you are to your employees. Loss Of Organizational Stability Stop for a minute and think about what it says to your customers, partners, and investors when your employees keep walking out the door. Potentially, they could be in the middle of a complex project implementation and having a consistent point of contact through that process is key.

In the seventh century A.D. the Bulgars in turn began to migrate into the Balkans. They had come originally from central Asia and were said to be related to the Huns. They were of the same stock as the Turks and spoke a language similar to Turkish. Before migrating to the Balkans, they had lived north of the Black Sea. Their social order was vastly different from that of the Slavs, although eventually the Slavic system became dominant. The Bulgars, unlike the Slavs who repudiated the concept of kingship, were governed autocratically by khans. The Bulgars were warriors who fought on horseback, and their customs and dress were Asiatic. When the Bulgars overran what is now northeastern Bulgaria, they found Slavic tribes already established and quickly made peace with them in order to strengthen themselves against the Byzantines. As the Slavs were far more numerous than the Bulgars, the latter were assimilated, and within two centuries the Bulgars had been completely slavicized. The Slavic language and culture were adopted, although the Bulgarian name and political structure were retained.

the innovator’s dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

Fourth, they cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises. The leaders themselves took the lead in this regard. They were highly accessible and absolutely committed to retaining the human dimension of the relationships.

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That everyone in the corporate food chain, up to Price and even Bezos, was convinced of the need to work with theaters on their terms and not put their movies on Amazon Prime until five months after they debuted on the big screen proved the company was all-in on art-house movies. It was, in fact, the core of Amazon’s strategy. Rather than serve everyone everything they might want, as Netflix was doing with its mix of Adam Sandler comedies, Will Smith action flicks, and some indies, Amazon wanted to build a distinct identity for its Prime Video service. By making a particular kind of movie, everyone at Amazon figured, they would build an identity for their service, one that made it noticeably different from what almost everyone else in Hollywood was doing. Sure, many people wouldn’t be interested in the weird, depressing, or simply outré works that it was releasing, but at least those who were into it would love it. Amazon executives distinctly didn’t want a studio that was as bland as the company’s selection of USB cables. “We don’t want something that 80 percent of the audiences eventually gets around to watching,” said Hope. “We want the thing that 20 percent of the audience is so passionate about, they’ll break up with you if you don’t feel the same way. We want to inspire an urgent need to see.” In addition, the people who go to art-house movies tend to be upscale, well-educated people who live in cities and who like to shop online. If the ultimate goal of Amazon’s movie business was to attract, retain, and engage Prime subscribers, it only made sense to draw people who would buy the most computers, books, and Kindles online. “They are often very good retail customers,” Price said sheepishly. “So that’s not a bad thing.

If you don't have a customer retaining strategy in the 2020 you are economically screwed.

By Chaucer’s time the cooking fire had usually moved from the centre of the ground-floor hall to the side wall of the kitchen, with a chimney and a flue. There might be a bracket let into the wall beside the fireplace with a horizontal arm, so that a cauldron could be swung over the fire. In front of the fire would be a rack holding one or more spits, probably of different sizes. Ovens were separate structures from the cooking fires, although they might be built into the side of the chimney. The heat source was logs from the fire, put into the oven while burning and removed once the clay walls of the oven were hot right through, so that they retained the heat for bread-baking. Once the loaves were done the residual heat could be used for other things, such as pies and joints brought in for baking by paying customers. Where we wrap a joint in foil, to keep it tender and retain the juices, the medieval cook achieved the same result by enclosing the joint or bird in a ‘chest’ or ‘coffin’ of plain flour and water, which was not meant for eating.

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The desire for increase is inherent in all nature; it is the fundamental impulse of the universe. All human activities are based on the desire for increase; people are seeking more food, more clothes, better shelter, more luxury, more beauty, more knowledge, more pleasure—increase in something, more life. Every living thing is under this necessity for continuous advancement; where increase of life ceases, dissolution and death set in at once. Man instinctively knows this, and hence he is forever seeking more. This law of perpetual increase is set forth by Jesus in the parable of the talents; only those who gain more retain any; from him who hath not shall be taken away even that which he hath. The normal desire for increased wealth is not an evil or a reprehensible thing; it is simply the desire for more abundant life; it is aspiration. And because it is the deepest instinct of their natures, all men and women are attracted to him who can give them more of the means of life. In following the Certain Way as described in the foregoing pages, you are getting continuous increase for yourself, and you are giving it to all with whom you deal. You are a creative center, from which increase is given off to all. Be sure of this, and convey assurance of the fact to every man, woman, and child with whom you come in contact. No matter how small the transaction, even if it be only the selling of a stick of candy to a little child, put into it the thought of increase, and make sure that the customer

The perfect salesperson will naturally attract prospects, set a polished first impression, keep prospects engaged as well as educate them, follow up with them at just the right time and handle any objections with expert salesmanship, skillfully close the sale while simultaneously looking for upsell opportunities, and get referrals while retaining them as customers for life. Whether your top salesperson is you or someone on your team, that person will inevitably have a bad day, take vacations, and need benefits. The ASP™ takes the perfect version of your sales process and permanently stamps it into a technology system that works for you 24/7/365, never having a bad day, never needing a vacation, and never requiring benefits. The ASP™ is the growth-hacking framework we implement for our clients that range from traditional brick-and-mortar businesses to venture-backed technology start-ups. It’s a framework that can be applied to any type of business, and in the next several chapters, we’ll dive into ASP™ and its six individual components and show you how best to implement them for your business.

The Go story provides a useful reminder that some of the most instructive analogs—First Direct, in Go’s case—don’t have to come from your own industry. And analogs from outside your industry are less likely to have been noticed and copied by your competitors. Everyone in the airline industry already knew about Southwest and Ryanair. But First Direct’s low-cost but friendly service model was something quite different, an inspiration for Barbara Cassani and her team and a key ingredient in Go’s ability to attract and retain its early customers.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

Business model attributes are those that can confer an advantage in attracting and retaining customers, like high customer switching costs and strong network effects.

Switching costs aren’t just financial expenditures; they can also include inconveniences and risks incurred when a customer changes from one vendor to another. Consider, for example, the costs and risks when switching dog walkers. A family must trust the new walker with keys to their residence, must brief the new walker on their pet’s patterns and preferences, and run the risk that their dog may not take to this new human in its life. Switching costs can be a double-edged sword. For example, to attract customers, Baroo had to overcome these barriers. However, once it did, Baroo retained customers because they faced the high cost of switching to a competitor.

Though scientists have yet to completely understand the manner by which the human brain retains information, we do know that as we receive information, we incorporate our own lived experiences and biases to 
assimilate it, so every piece of information we capture is seen through our particular lenses.

was a small lavatory. The door to the lavatory was missing and Myers screwed his face up at the sight of the mess inside. The place didn’t need cleaning. It needed burning. There were a few random, oil-stained chairs dotted about and a collection of torn car magazines. It was the poorest attempt at a customer waiting area Myers had ever seen. Along the back wall, however, was a large workbench and two tall tool chests. They were red with silver handles and covered in stickers. On the wall above the bench, which was covered in spare parts, drinks cans, and oily rags, were several calendars which fell into the category of cliché garage topless pictures. To the right of the workbench was a fire escape door with a long, silver push-handle and Myers thought that even hovels like the garage needed to have some form of emergency exit. He wondered what he’d find out there, then shuddered at the thought. He stepped into the space and felt a strange guilty pang of combined intrusion and fear. There were no cars in the garage, but the air retained a thick, oily smell borne of years of spilt oil and vapour seeping into the pores of every surface in there. He pulled his jacket in tight around him. It seemed as if every surface was coated in a thick layer of grease. But there was something else in that smell. Something that had combined with the oil to form a sickly aroma. He knew the smell, but it had been tainted by the oil and he couldn’t put his finger on it. There was something not quite right about the place. It was the first time he actually wished Fox had been there with him. Another pair of eyes would be useful, and despite her annoying traits, she was actually turning out to be a smart thinker. It was she who had seen the slight variation in the forms. It was she who had known the format of the numbers reflected a container number. And it was she who had theorised that Donald Cartwright could be in trouble. The fact that Donald Cartwright was not in the garage did not mean he wasn’t in trouble. In fact, it only gave weight to the theory. Something had happened in the garage. And Myers was sure the two were connected. Donald Cartwright’s shipment had been delivered to the garage, the only delivery for years that hadn’t been delivered to his father’s warehouse. The form was different and the adviser, Sergio, hadn’t countersigned it. The

You work hard to attract new customers. Why not invest the same effort in retaining them?

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acquiring a new customer is five to 25 times more expensive than retaining an existing one.

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The pay strategy for those at the top is to find a way to pay them as much as possible. In larger organizations there is a special section or person in charge of executive compensation. Their task is to design pay packages that will retain top executives. They work with the full menu of pay options. Special tax-deferred retirement plans, stock options, corporate living arrangements, low-interest loans, termination guarantees, plus bonus plans where 30 to 50 percent bonuses are feasible. In contrast, there is a separate compensation unit that is responsible for non-executive pay practices. Their focus is on pay strategies for people at the middle and bottom. The goal there is to attract and retain good people, but to do it by paying them as little as possible. The common way of talking about it is to say that we need to work hard at controlling labor costs. When we say that, though, we are only thinking of low-power people. It is this class distinction that results in the incongruence of massive layoffs and record profits and executive bonuses all in the same year. Our beliefs about pay systems reinforce the inequitable distribution of wealth and sanction the belief that Wall Street is our primary customer and it is fine with us if our leaders are more interested in building a career and personal wealth than in building a human organization.

Total Cost Analysis When the purchasing staff considers switching to a new supplier or consolidating its purchases with an existing one, it cannot evaluate the supplier based solely on its quoted price. Instead, it must also consider the total acquisition cost, which can in some cases exceed a product’s initial price. The total acquisition cost includes these items: • Material. The list price of the item being bought, less any rebates or discounts. • Freight. The cost of shipping from the supplier to the company. • Packaging. The company may specify special packaging, such as for quantities that differ from the supplier’s standards and for which the supplier charges an extra fee. • Tooling. If the supplier had to acquire special tooling in order to manufacture parts for the company, such as an injection mold, then it will charge through this cost, either as a lump sum or amortized over some predetermined unit volume. • Setup. If the setup for a production run is unusually lengthy or involves scrap, then the supplier may charge through the cost of the setup. • Warranty. If the product being purchased is to be retained by the company for a lengthy period of time, it may have to buy a warranty extension from the supplier. • Inventory. If there are long delays between when a company orders goods and when it receives them, then it must maintain a safety stock on hand to guard against stock-out conditions and support the cost of funds needed to maintain this stock. • Payment terms. If the supplier insists on rapid payment terms and the company’s own customers have longer payment terms, then the company must support the cost of funds for the period between when it pays the supplier and it is paid by its customers. • Currency used. If supplier payments are to be made in a different currency from the company’s home currency, then it must pay for a foreign exchange transaction and may also need to pay for a hedge, to guard against any unfavorable changes in the exchange rate prior to the scheduled payment date. These costs are only the ones directly associated with a product. In addition, there may be overhead costs related to dealing with a specific supplier (see “Sourcing Distance” later in the chapter), which can be allocated to all products purchased from that supplier.

Isn’t Gresham on the route to get to Colton and the Association’s farm is just down the road from there?” Lt. Vincent rubbed his hand over his face. “Yes, figured you would think of that. But it’s not enough.” “Not for a warrant, but it’s an indicator.” They stared at each other. “My captain just assigned two three-man detective teams to the murder.” “You must have more. What about descriptions of the men? Didn’t the people in the bank give you anything on them?” “Not much. One army sergeant said that four of them were young, moved quickly. The fifth one seemed older, a little heavier, maybe overweight. Only one man spoke, the old guy. The rest of them just waved guns and pointed to put the tellers and the customers down on the floor. “Oh, the first robbery was just before opening. They grabbed an employee who had just unlocked the front door, pushed her inside, all five rushed in and they locked the door behind them. So no customers to deal with. “The second robbery was just before closing time. Again they locked the front door then put everyone on the floor. Two of the men vaulted over the counter so quickly that the workers didn’t have time to press the alarm buttons. So there was no rush to finish the job.” “With military precision?” Matt asked. “Sounds like it. They left both banks by rear doors that are always locked so nobody saw them make their getaway except one guy in the alley who was painting the rear of his store. He was the one who got the plate on the Lincoln.” “You knew the dead guard?” “Yes. He had retired from the PD before I came, but that was my bank and I always talked to him when I went in there. A nice guy. Good cop. Damned sorry that he’s gone.” “What about this lady cop?” “She’s off at four. I’ll ask her if she can have a cup of coffee with us here about four fifteen. Her name is Tracy Landower. She’s barely big enough to be a cop. She stretches to make five-four, and must weigh about a hundred and ten. She’s strong as an anvil tester. Strong hands and arms, good shoulders and legs like a Marine drill sergeant. She runs marathons for fun.” “I won’t try to out run her.” “Good. She has short dark hair, a cute little pixie face, and eyes that can stare you right into the pavement.” “Sounds like a good cop. I’m anxious to meet her.”   CHAPTER FOUR   Anthony J. Carlton was an only child of parents who were comfortably fixed for money and lived in a modest sized town near Portland called Hillsboro. His father was a lawyer who had several clients on retainer, who took on some of the toughest defense cases in the county, and some in Portland. He was a no nonsense type of dad who had little time for his son who had a good school and a car of his own when he turned sixteen.

No, the shepherd’s life in poetry has always been an ideal in which the negative features, the tearing of oneself away from the great world and the disregarding of its customs, have been the decisive elements. It was a kind of sport to imagine oneself in a situation which held the promise of liberation from the fetters of civilization whilst retaining its advantages.

Those who have seriously studied the question do not deny any of the advantages of Communism, on condition, be it well understood, that Communism be perfectly free, that is to say, Anarchist. They recognize that work paid with money, even disguised under the name of “labour notes,” to Workers’ associations governed by the State, would keep up the characteristics of wagedom and would retain its disadvantages. They agree that the whole system would soon suffer from it, even if society came into possession of the instruments of production. And they admit that, thanks to integral education given to all children, to the laborious habits of civilized societies, with the liberty of choosing and varying their occupations and the attractions of work done by equals for the well-being of all, a Communist society would not be wanting in producers who would soon make the fertility of the soil triple and tenfold, and give a new impulse to industry. This our opponents agree to. “But the danger,” they say, “will come from that minority of loafers who will not work, and will not have regular habits in spite of excellent conditions that make work pleasant. To-day the prospect of hunger compels the most refractory to move along with the others. The one who does not arrive in time is dismissed. But a black sheep suffices to contaminate the whole flock, and two or three sluggish or refractory workmen lead the others astray and bring a spirit of disorder and rebellion into the workshop that makes work impossible; so that in the end we shall have to return to a system of compulsion that forces the ringleaders back into the ranks. And is not the system of wages paid in proportion to work performed, the only one that enables compulsion to be employed, without hurting the feelings of the worker? Because all other means would imply the continual intervention of an authority that would be repugnant to free men.” This, we believe, is the objection fairly stated. It belongs to the category of arguments which try to justify the State, the Penal Law, the Judge, and the Gaoler. “As there are people, a feeble minority, who will not submit to social customs,” the authoritarians say, “we must maintain magistrates, tribunals and prisons, although these institutions become a source of new evils of all kinds.” Therefore we can only repeat what we have so often said concerning authority in general: “To avoid a possible evil you have recourse to means which in themselves are a greater evil, and become the source of those same abuses that you wish to remedy. For do not forget that it is wagedom, the impossibility of living otherwise than by selling your labour, which has created the present Capitalist system, whose vices you begin to recognize.” Let us also remark that this authoritarian way of reasoning is but a justification of what is wrong in the present system. Wagedom was not instituted to remove the disadvantages of Communism; its origin, like that of the State and private ownership, is to be found elsewhere. It is born of slavery and serfdom imposed by force, and only wears a more modern garb. Thus the argument in favour of wagedom is as valueless as those by which they seek to apologize for private property and the State. We are, nevertheless, going to examine the objection, and see if there is any truth in it. To begin with, is it not evident that if a society, founded on the principle of free work, were really menaced by loafers, it could protect itself without an authoritarian organization and without having recourse to wagedom?

If you spend too much money to find customers—or worse, you spend too much time and money to find the right customers—you could fail before you have a chance at success. The key is to know who your customers are and how to reach them most effectively and efficiently.

The keys to obtaining a competitive advantage and increasing sales are quite simple: Get close to your customers and know how to make them happier.

Public servants are the only servants who are routinely rude to their payer and still manage to retain their position and payment.

Recognizing and satisfying unmet needs to offer higher value has been the hallmark of entrepreneurs. By understanding your market’s unmet needs, you can sell customers the right products and services.

Waiting for the perfect product may not be smart. By delaying, you may allow others to take off and achieve a leadership position that is unassailable. Often, better beats perfect. Some entrepreneurs keep improving their product without trying to sell because they don’t know how to sell. Their hope is that customers will beat a path to their door due to the brilliance of their product and ask to buy.

Invention is about technology and the idea. Innovation is about satisfying the unmet needs of customers. Steve Jobs used others’ inventions and developed great innovations by improving them to exceed customers’ expectations and satisfy their unmet needs. Jobs was not the original creator of great inventions. But he was perhaps the world’s greatest imitator and innovator by combining other people’s inventions to develop products that people could not resist.

Alliances can help. The right alliance can open large markets, add credibility to make your product a standard, and help you sell to new customers who may not have heard of you.

Using a trend is perhaps the best way to build high-growth businesses. More fortunes are made with a trend than without one, and it is easier for more to grow with a trend than without. If you are an entrepreneur or a corporate business developer, track trends in your industry, in related industries where you can easily expand, in technologies that can affect your industry, and in customer segments that you serve or can serve.

Pricing is perhaps the most important decision you will make. Pricing affects your revenues, profits, cash flow, asset needs, financing, and financial needs. Pricing affects the company’s culture, and it influences the customers’ perception of your products or service and of your company, especially when it is not easy for them to compare value. Price too high and customers may buy if they think you offer high value, or they might think you are overpriced and not buy, or you may attract competition. Price too low and you may not cover costs and fail even if you get sales, or your offering may be perceived as a “discount” product and attract unwanted customers.

In fact, there may be a first mover disadvantage. Netscape was the first popular web browser. It failed. Other first movers included Visicalc, Digital Research, Ampex, and Archie. Table 3 shows some first movers and the ultimate winners. Contrary to the myth, there does not seem to be a first-mover advantage because fast followers can often profit from the first movers’ mistakes. About 50 percent of first movers fail, and only 11 percent dominate their markets.1 Researchers Peter Golder and Gerard Tellis found that innovators got only 7 percent of the market. First movers need to spend time and money to educate customers, to convince them they have a need for the new product or service, and to get them to buy. This is not easy. The ultimate winners often learned from the first movers’ mistakes and shortcomings, used this information to improve their own product or strategy, and won.

at the basic level, a business strategy includes the “three legs of the stool” for any business opportunity— What you sell: your product or service Whom will you sell to: your target customer segment Who will keep you from selling: your competitors

VCs have shown a preference for ventures that sell directly to users and customers. In the pre-Internet era, most VC-funded ventures sold directly to businesses (B2B) due to the relative ease of identifying and targeting potential customers. The Internet changed this by allowing direct sales to national and global consumers. VC-funded ventures in the Internet age include very successful ones that sell online to national and global consumers

A segment is a group of potential customers with similar characteristics, ability, and motivation to buy the product and at a high price. Successful entrepreneurs focus on the one right customer segment. Trying to market a new product to all potential customer segments is likely to result in a lack of focus and create competitive weakness. An entrepreneur seeking to dominate two segments is likely to be at a disadvantage against others who focus on one segment, all other things being equal. Even Walmart focuses on its key target segment and does not try to be all things to all people. That is because each segment is likely to need a unique combination of product, service, pricing, marketing strategy, and positioning, and it is extremely difficult and expensive to reach and convince different types of segments.

Billion-dollar entrepreneurs focus on the segment that they can dominate. Successful companies know their best segment—the best group of customers, who have the motivation to buy the product (or service), the purchasing power to pay a higher price, and the potential loyalty to help the company dominate. If the group is also a high-growth, high-potential segment, that is an added advantage. Focusing on the right group of customers makes it easier to dominate with capital-efficiency

By focusing on your best customer segments, you can target your resources to satisfy their needs better than your competitors, dominate these segments, and sustain your competitive advantage.

In a fight, it is usually easier to win against someone who is smaller, weaker, and less smart than you are. The same is true in business. It is not enough to find the right customers. You also need to find the right direct competitors, that is, your strategic group. These are the ones selling to the same customers and often in the same way as you. Beat them and you dominate your market. Dominate your market and you build value.

The first instinct of many entrepreneurs is to price lower for a competitive edge. The better way to price is based on perceived value to the customer. Understand what your customers want, know your competition, and know the competitive value you offer. Then know how to sell value and set your price to value.

entrepreneurs are forced to rely on themselves and their ability to build customer loyalty without capital. This often means making many small improvements, doing it more frequently, doing it with the cash flow from the previous improvements, and offering superior service to keep customers happier.

Michael Dell built his company by customizing PCs for his customers. He asked them to send their payment along with their order. By getting his customers to pay him up front, he had his working capital. He added to this working capital by getting credit from his vendors.

Whether you are seeking financing from equity sources, lenders, vendors, customers, or from internal cash, realistic goals and achievable projections enhance credibility. Miss your projections and financiers are unlikely to take you seriously. Achieving projections helps enhance credibility and helps you get the right financing from the right sources at the right time with the right terms.

Find the entry wedge where value exceeds price. Every market segment has its own buying influencers—the benefits and rewards of buying compared with the costs and risks. These are the hot buttons that influence buying and the barriers that may keep buyers away, assuming they know enough about your product. To find the right entry wedge, you need to know your customers’ motivations and why they will buy from you. Different customers may have varied motivations.

There are two types of platforms. The first is a product platform, which combines advances on multiple fronts to develop a product that offers a higher level of benefits with a technology advantage. The other is a market platform, which combines products and services from multiple vendors in the same outlet to offer the complete set of benefits and convenience that customers seek. Both types of platforms can offer more long-term, competitive advantages than relying only on your own technology advances or on your own products.

A complete ecosystem allows you to build a new business model that is often difficult for competitors to catch. By offering a complete line of products and services that customers seek, and with convenience and competitive prices, a complete ecosystem can make customers happier and keep them tied to your business. Perhaps the master of this strategy was Steve Jobs. His platforms included entire companies. At Pixar, he changed the old system of movie production by keeping the same team of creative and business types who developed endless hits. The company was the platform. At Apple, after his return, he built platforms for music (iPod), cell phones (iPhone), and computers (iPad). Apple’s operating system can also be considered a platform, since it can be used across Apple’s computers and phones.3

Before focusing only on a product, consider the total needs and experience of the ultimate customer. To make your platform more competitive, examine your customers’ unmet needs and your competitors’ weaknesses. Then seek the right technology advances and jump on the right, emerging trends.

You have to be better than your competitors by a high enough level to get customers to switch to you. To do this, billion-dollar entrepreneurs seek many small improvements rather than seeking the one magic elixir.

Initially, entrepreneurs don’t have resources to waste and the cost of money is high. Focusing on the unmet need can help to attract highvalue customers and keep them. To do this, understand customers’ real pain. Usually those who are responsible for implementation know the real pain and the importance of solving it. Their futures are at stake.

New retail platforms allow products or services to be sold in a new way. One example is the big-box concept, such as Walmart’s big stores in small towns. Or it can be a new type of technology platform that can be used to sell other products, such as the Amazon.com platform that allowed the company to sell many types of products and services to a wide variety of customers in a new way.

what if you have a new technology (B) that is worse on today’s key performance variable that is valued by customers but is better on a second variable that may not be highly valued by today’s key markets? This is often the issue with revolutionary technologies. In such a case, the new technology may have to find a new market that may be today’s fringe market but is more open to your uniqueness. The venture can get a foothold in this fringe market, while continuously improving the technology to become more competitive in the key performance variable. When it does, the venture may be able to dominate other market segments.

Features define what you are selling. Benefits define what customers are buying.

Remember: It’s usually more effective to retain existing customers and help them buy more (particularly higher-cost offerings from you) than it is to find new customers.

The Knowledge component is all about how you create and curate content to demonstrate your expertise and attract and retain your ideal customers. In this section, you’ll discover how to quickly pick up knowledge in your expert niche even if you’re starting from scratch. The second component, Authority Architecture, shows you three different pathways to garnering authority—build, borrow, and be. Several people have written about steps and methods to establish authority in your field, including author Steve Scott who mentions the 3 B’s of Authority in his book How to Find a Profitable Blog Topic Idea.4 Most of the strategies and methods surrounding authority can be categorized into these three different pathways. To “be” the authority is the hardest aspect because you've got to have the credentials, achievements, professional qualifications, or years of experience to show for it. Perhaps you’ve built businesses in your expert niche for ten years or worked for Fortune 100 companies. The majority of people don’t start here, which is why I have that portion of the diagram grayed out. Let’s focus on the “build” and “borrow” aspects of the authority architecture. You build authority when you demonstrate your expertise through events such as challenges or live coaching. You also build authority when you share your progress online.

we think of “cutting steel” as a media expense. Cutting steel is what you do when you build a mold to create a custom product—you buy a big block of steel and then cut it into a mold in the shape you want. It’s an expensive process with little room for error; it’s why many companies choose generic or stock bottles instead of investing in custom ones. But when we compared the cost of cutting steel to the cost of marketing, the ROI suddenly started looking much better. For us, it costs an average of $150,000 to create a new unique bottle design, which looks expensive compared to selecting a stock bottle with no tooling cost. But if we saved that $150K and invested it in marketing instead, what would it buy us? Not much. Not even one quarter-page ad in a national magazine. Yet the unique bottle design can generate millions in free press and social media attention! Not to mention the marketing power it will retain, capturing retailers’ attention, landing better shelf space, and inspiring impulse purchases from new customers. Our belief was that if we created a product that exceeded expectations, people would talk about it and drive word-of-mouth. Because Method could never win the advertising battle by shouting louder, we needed the product to shout for us.

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