Rival Competition Quotes

If you want to find the real competition, just look in the mirror. After awhile you'll see your rivals scrambling for second place.

Anyone who imagines they can work alone winds up surrounded by nothing but rivals, without companions. The fact is, no one ascends alone.

Together, we form a necessary paradox; not a senseless contradiction.

Fearing a competition is okay, but what is not okay is not making yourself strong enough to face that fear.

When I look upon the tombs of the great, every emotion of envy dies in me; when I read the epitaphs of the beautiful, every inordinate desire goes out; when I meet with the grief of parents upon a tombstone, my heart melts with compassion; when I see the tombs of the parents themselves, I consider the vanity of grieving for those whom we must quickly follow; when I see kings lying by those who deposed them, when I consider rival wits placed side by side, or the men that divided the world with their contests and disputes, I reflect with sorrow and astonishment on the little competitions, factions, and debates of mankind. When I read the several dates of the tombs, of some that died yesterday, and some six hundred years ago, I consider that great Day when we shall all of us be contemporaries, and make our appearance together

Good becomes better by playing against better, but better doesn't become the best by playing against good.

Since this craving (for material possessions) is in the nature of competition, it only brings happiness when we outdistance a rival, to whom it brings correlative pain.

In proportion as the machine is improved and performs man's work with an ever increasing rapidity and exactness, the labourer, instead of prolonging his former rest times, redoubles his ardour, as if he wished to rival the machine. O, absurd and murderous competition!

Being a man, I may fall passionately in love with a woman someday, but I positively assert that if I had to get involved in a rivalry as intense as the love itself in order to win the object of love, I would sooner give her up by standing aloof with my hands in my pockets, no matter what pain or sacrifice I might have to endure. Others may criticize me as unmanly, cowardly, weak-willed, or whatever. But if the woman is one so wavering between her suitors that she can only be won through that kind of painful competition, I can't regard her as worth the bitter rivalry. It's far more satisfying to my conscience to have the manliness to allow my rival free play in the field of love and for me to gaze in loneliness at the scars of love than to have the pleasure of embracing by force a woman who would not willingly give me her heart.

When I see an arrogant man, I see one less competitor.

Traditional competition forces us to take on an attitude of winning. A worthy rival inspires us to take an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process.

Complements from your companion will do you no good, but if you get complements from your competitors it means you are really doing good.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

A strategy is an internally consistent configuration of activities that distinguishes a firm from its rivals.

But for most trees, height is all about getting more sun. A forest is an intensely competitive place, and sunlight is a scarce but critical resource. And even when you’re a redwood, the tallest of all tree species, you still have to worry about getting enough sun because you’re in a forest of other redwoods. Often a species’ most important competitor is itself. Thus the redwood is locked in an evolutionary arms race—or in this case, a “height race”—with itself. It grows tall because other redwoods are tall, and if it doesn’t throw most of its effort into growing upward as fast as possible, it will literally wither and die in the shadows of its rivals.

In business, multiple winners can thrive and coexist. Competition focuses more on meeting customers needs than on demolishing rivals. Just look around. Because there are so many needs to serve, there are many ways to win.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience. An excessive focus on beating our competition not only gets exhausting over time, it can actually stifle innovation.

If low price is the only basis of competition with rival products, similarly produced, there ensues a cut-throat competition which can end only by taking all the profit and incentive out of the industry. The logical way out of this dilemma is for the manufacturer to develop some sales appeal other than mere cheapness, to give the product, in the public mind, some other attraction, some idea that will modify the product slightly, some element of originality that will distinguish it from products in the same line. Thus,

If the reason of your sleeplessness is competition, then you will make a successful businessman.

You are a worthy competitor, the best rival I ever encountered, it is an honour to be your opponent, you are better than me at many things, but you cannot beat me at politeness.

Compete, but not out of envy. Contest, but not out of hostility. Treat your rivals with respect; treat your allies with honor.

Such was the formidable rival with whom Ichabod Crane had to contend, and, considering all things, a stouter man than he would have shrunk from the competition, and a wiser man would have despaired. He had, however, a happy mixture of pliability and perseverance in his nature; he was in form and spirit like a supple-jack—yielding, but tough; though he bent, he never broke; and though he bowed beneath the slightest pressure, yet, the moment it was away—jerk!—he was as erect, and carried his head as high as ever.

Natural selection consists of competition among genes to be represented in the next generation, and the organisms we see today are descendants of those that edged out their rivals in contests for mates, food, and dominance.

you have to accept that no matter where you work, you are not an employee—you are in a business with one employee: yourself. You are in competition with millions of similar businesses. There are millions of others all over the world, picking up the pace, capable of doing the same work that you can do and perhaps more eager to do it. Now, you may be tempted to look around your workplace and point to your fellow workers as rivals, but they are not. They are outnumbered—a thousand to one, one hundred thousand to one, a million to one—by people who work for organizations that compete with your firm. So if you want to work and continue to work, you must continually dedicate yourself to retaining your individual competitive advantage.

Human vs AI competition is delusion. It is like a farmer rivalling a combine-harvester. The question is: who drives, and what we reap.

Success in business means doing things better than rivals, not just doing things well.

Division and separation means no harm to the society. It makes everyone unique.

Capitalism and patriarchy combine to encourage female competition. Women are trained to be rivals.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Bezos believed that high margins justified rivals’ investments in research and development and attracted more competition, while low margins attracted customers and were more defensible.

Reasoning systematically, Marx was one of the few socialists to understand that economic competition, motivated by "greed," was what drove prices down under capitalism, as capitalists ceaselessly searched for more profits by seeking cheaper ways of producing than those possessed by their fellow capitalist rivals. Mutual competition ensured that capitalists were in no position simply to tack higher profits onto production costs. Therefore, as production costs were driven down throughout an industry, prices tended to be driven down as well, to the benefit of the consuming public.

war. The ultimate betrayal of tribe isn’t acting competitively—that should be encouraged—but predicating your power on the excommunication of others from the group. That is exactly what politicians of both parties try to do when they spew venomous rhetoric about their rivals. That is exactly what media figures do when they go beyond criticism of their fellow citizens and openly revile them. Reviling people you share a combat outpost with is an incredibly stupid thing to do, and public figures who imagine their nation isn’t, potentially, one huge combat outpost are deluding themselves. In

Kids at less prestigious schools are apt to be more interesting, more curious, more open, more appreciative of what they are getting, and far less entitled and competitive. They tend to act like peers instead of rivals.

As important as the dimensions of rivalry is whether rivals compete on the same dimensions. When all or many competitors aim to meet the same needs or compete on the same attributes, the result is zero-sum competition. P. 33

An external threat that is not a rival endogroup does not produce an endogroup power structure to combat it. A naturally occurring environmental threat creates widespread exosocial collaboration, as is seen in every disaster.

For here was the hole in Alma’s theory: she could not, for the life of her, understand the evolutionary advantages of altruism and self-sacrifice. If the natural world was indeed the sphere of amoral and constant struggle for survival that it appeared to be, and if outcompeting one’s rivals was the key to dominance, adaptation, and endurance—then what was one supposed to make, for instance, of someone like her sister Prudence? Whenever Alma mentioned her sister’s name, with respect to her theory of competitive alteration, her uncle groaned.

Men prize physical attractiveness more than women when looking for a mate, which is why this is one of the critical issues in competition among women, and also why one of the tactics women most frequently use to derogate their sexual rivals is public putdowns regarding a rival’s appearance.

North Carolina offers a window into what politics without guardrails looks like - and a possible glimpse into America's future. When partisan rivals become enemies, political competition descends into warfare, and our institutions turn into weapons. The result is a system hovering constantly on the brink of crisis.

When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

I love this place in which I have been placed—it’s language, its history, its energy. But I don’t love “the American way,” its culture and values. I don’t love the rampant consumerism that treats God as a product to be marketed. I don’t love the dehumanizing ways that turn men, women, and children into impersonal roles and causes and statistics. I don’t love the competitive spirit that treats others as rivals and even as enemies. The cultural conditions in which I am immersed require, at least for me, a kind of fierce vigilance to guard my vocation from these cultural pollutants so dangerously toxic to persons who want to follow Jesus in the way that he is Jesus. I wanted my life, both my personal and working life, to be shaped by God and the scriptures and prayer.

Since the aim of masturbation is to give the male an edge over others in sperm warfare, he gains most if he masturbates but can dissuade those around him from doing so. That way, he gains competitive benefits that his rivals do not. The world-wide tendency to criticise, even victimise, other people for masturbating while continuing to masturbate oneself is thus as strategic as masturbation itself.

The Allied victory in 1945 produced a tremendous shift of wealth and power, with the US emerging as the world’s dominant empire just as the British had after the Napoleonic Wars. The British were left with large debts, a huge empire that was more expensive to maintain than it was profitable, numerous rivals that were more competitive, and a population that had big wealth gaps that led to big political gaps.

The Mongols loved competitions of all sorts, and they organized debates among rival religions the same way they organized wrestling matches. It began on a specific date with a panel of judges to oversee it. In this case Mongke Khan ordered them to debate before three judges: a Christian, a Muslim, and a Buddhist. A large audience assembled to watch the affair, which began with great seriousness and formality. An official lay down the strict rules by which Mongke wanted the debate to proceed: on pain of death “no one shall dare to speak words of contention.” Rubruck and the other Christians joined together in one team with the Muslims in an effort to refute the Buddhist doctrines. As these men gathered together in all their robes and regalia in the tents on the dusty plains of Mongolia, they were doing something that no other set of scholars or theologians had ever done in history. It is doubtful that representatives of so many types of Christianity had come to a single meeting, and certainly they had not debated, as equals, with representatives of the various Muslim and Buddhist faiths. The religious scholars had to compete on the basis of their beliefs and ideas, using no weapons or the authority of any ruler or army behind them. They could use only words and logic to test the ability of their ideas to persuade. In the initial round, Rubruck faced a Buddhist from North China who began by asking how the world was made and what happened to the soul after death. Rubruck countered that the Buddhist monk was asking the wrong questions; the first issue should be about God from whom all things flow. The umpires awarded the first points to Rubruck. Their debate ranged back and forth over the topics of evil versus good, God’s nature, what happens to the souls of animals, the existence of reincarnation, and whether God had created evil. As they debated, the clerics formed shifting coalitions among the various religions according to the topic. Between each round of wrestling, Mongol athletes would drink fermented mare’s milk; in keeping with that tradition, after each round of the debate, the learned men paused to drink deeply in preparation for the next match. No side seemed to convince the other of anything. Finally, as the effects of the alcohol became stronger, the Christians gave up trying to persuade anyone with logical arguments, and resorted to singing. The Muslims, who did not sing, responded by loudly reciting the Koran in an effort to drown out the Christians, and the Buddhists retreated into silent meditation. At the end of the debate, unable to convert or kill one another, they concluded the way most Mongol celebrations concluded, with everyone simply too drunk to continue.

Although well played by Billy Zane, Cal in the screenplay is one of the weakest part of the design, and would have been a more effective rival if he were more seductive, a better match for Rose, real competition for Jack, and not such an obvious monster. Then it would have been a real contest, and not a one-sided match between the most attractive young man in the universe and a leering, abusive cad with a bag of money in one hand and a pistol in the other.

The best entrepreneurs create environments of stressful urgency. Entrepreneurs know that start-ups rarely get anything done in a relaxed, take-your-time environment. For example, Steve Jobs, the cofounder of Apple, was notorious for pushing his team beyond its limits by setting seemingly unrealistic timelines. As a result, his company created products quicker than they had ever imagined was possible and thus gained a huge competitive advantage over rival companies like IBM.

Feminist theory sometimes portrays men as being united with all other men in their common purpose of oppressing women. But the evolution of human mating suggests that this scenario cannot be true, because men and women compete primarily against members of their own gender. Men strive to control resources mainly at the expense of other men. Men deprive other men of their resources, exclude other men from positions of status and power, and derogate other men in order to make them less desirable to women. Indeed, the fact that nearly 70 percent of all homicides are inflicted by men on other men reveals the tip of the iceberg of the cost of competition to men. The fact that men on average die years earlier than women in every culture is further testimony to the penalties men pay for this struggle with other men. Women do not escape damage inflicted by members of their own sex. Women compete with each other for access to high-status men, have sex with other women’s husbands, and lure men away from their wives. Mate poaching is a ubiquitous sexual strategy of our species. Women slander and denigrate their rivals and are especially harsh toward women who pursue short-term sexual strategies. Women and men are both victims of the sexual strategies of their own gender and so can hardly be said to be united with their own gender for some common goal. Moreover, both men and women benefit from the strategies of the opposite sex. Men lavish resources and protection on certain women, including their wives, their sisters, their daughters, and their mistresses. A woman’s father, brothers, and sons all benefit from her selection of a mate who is flush with abundance. Contrary to the view that men or women are united with all members of their own sex for the purpose of oppressing the other sex, each individual shares key interests with particular members of each sex and is in conflict with other members of each sex. Simple-minded views of a same-sex conspiracy have no foundation in reality.

Yet another hypothesis is that the religiosity of America stems paradoxically from the secularism of its constitution. Precisely because America is legally secular, religion has become free enterprise. Rival churches compete for congregations—not least for the fat tithes that they bring—and the competition is waged with all the aggressive hard-sell techniques of the marketplace. What works for soap flakes works for God, and the result is something approaching religious mania among today's less educated classes.

And he was right. Because Carlos De Vil’s brain, by way of comparison, was almost as big as Cruella De Vil’s fur-coat closet. That’s what Carlos tried to tell himself, anyway, especially when people were making him run the tombs. His first class today was Weird Science, one he always looked forward to. It was where he’d originally gotten the idea to put his machine together, from the lesson on radio waves. Carlos was not the only top student in the class—he was tied, in fact, with the closest thing he had to a rival in the whole school: the scrawny, bespectacled Reza. Reza was the son of the former Royal Astronomer of Agrabah, who had consulted with Jafar to make sure the stars aligned on more than one nefarious occasion, which was how his family had found their way to the Isle of the Lost with everyone else. Weird Science was the class where Carlos always worked the hardest. The presence of Reza, who was every bit as competitive in science lab as he was, only made Carlos work that much harder. And as annoying as everyone found Reza to be—he always had to use the very biggest words for everything, whether they were used correctly and whether he was inserting a few extra syllables where they might or might not belong—he was still smart. Very smart. Which meant Carlos enjoyed besting him. Just the other week they had been working on a special elixir, and Reza had been annoyed that Carlos had figured out the secret ingredient first. Yeah, Reza was almost as smart as he was irritating. Even now he was raising his hand, waving it wildly back and forth. Their professor, the powerful sorcerer Yen Sid,

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

I have to let go of all comparison, all rivalry and competition, and surrender to the Father’s love. This requires a leap of faith because I have little experience of non-comparing love. I can only remain in the resentful complaint that results from my comparisons. In the light of God I can finally see my neighbor as my brother, as the one who belongs as much to God as I do. But outside of God’s house, brothers and sisters, husbands and wives, lovers and friends become rivals and even enemies; each perpetually plagued by jealousies, suspicions, and resentments.

To extend the digital metaphor, both rivals must also reconsider the fitness of their apps for the twenty-first century. In his book Civilization, Niall Ferguson identifies six 'killer apps' - ideas and institutions that drove the extraordinary divergence in prosperity between the West and the rest of the world after 1500. These are competition, the scientific revolution, property rights, modern medicine, consumer society, and work ethic. While noting China's great reconvergence with the West since 1970, Niall wonders if China can sustain its progress without killer app number three: secure private property rights. I worry that the American work ethic has lapsed into mediocrity, while its consumer society has become decadent.

Among Norway rats, males ejaculate more sperm when copulating in the presence of male rivals, seemingly because the competition to reproduce persists all the way up the fallopian tube to the surface of the egg. For the same reason, an ape’s testicles are proportionate to the size of the male breeding pool. The male chimpanzee, surrounded by ruthless competition, has reproductive equipment that is truly prodigious, while the gorilla, living with a harem as the only male, has nothing to brag about. The evolutionary reason: A male without rivals needs no special adaptations to increase his odds of becoming a father. Once again, the social and the physiological cannot be separated any more than we can separate the length from the width of a rectangle.

World-class runners, of course, want to outdo their closest rivals, but for your average, everyday runner, individual rivalry isn't a major issue. I'm sure there are garden-variety runners whose desire to beat a particular rival spurs them on to train harder. But what happens if their rival, for whatever reason, drops out of the competition? Their motivation for running would disappear or at least diminish, and it'd be hard for them to remain runners for long. Most ordinary runners are motivated by an individual goal, more than anything: namely, a time they want to beat. As long as he can beat that time, a runner will feel he's accomplished what he set out to do, and if he can't then he'll feel he hasn't. Even if he doesn't break the time he'd hoped for, as long as he has the sense of satisfaction at having done his very best-- and, possibly, having made some significant discovery about himself in the process-- then that in itself is an accomplishment, a positive feeling he can carry over to the next race.

Geopolitics is ultimately the study of the balance between options and lim­itations. A country's geography determines in large part what vulnerabilities it faces and what tools it holds. "Countries with flat tracks of land -- think Poland or Russia -- find building infrastructure easier and so become rich faster, but also find them­selves on the receiving end of invasions. This necessitates substantial stand­ing armies, but the very act of attempting to gain a bit of security automat­ically triggers angst and paranoia in the neighbors. "Countries with navigable rivers -- France and Argentina being premier examples -- start the game with some 'infrastructure' already baked in. Such ease of internal transport not only makes these countries socially uni­fied, wealthy, and cosmopolitan, but also more than a touch self-important. They show a distressing habit of becoming overimpressed with themselves -- and so tend to overreach. "Island nations enjoy security -- think the United Kingdom and Japan -- in part because of the physical separation from rivals, but also because they have no choice but to develop navies that help them keep others away from their shores. Armed with such tools, they find themselves actively meddling in the affairs of countries not just within arm's reach, but half a world away. "In contrast, mountain countries -- Kyrgyzstan and Bolivia, to pick a pair -- are so capital-poor they find even securing the basics difficult, mak­ing them largely subject to the whims of their less-mountainous neighbors. "It's the balance of these restrictions and empowerments that determine both possibilities and constraints, which from my point of view makes it straightforward to predict what most countries will do: · The Philippines' archipelagic nature gives it the physical stand-off of is­lands without the navy, so in the face of a threat from a superior country it will prostrate itself before any naval power that might come to its aid. · Chile's population center is in a single valley surrounded by mountains. Breaching those mountains is so difficult that the Chileans often find it easier to turn their back on the South American continent and interact economically with nations much further afield. · The Netherlands benefits from a huge portion of European trade because it controls the mouth of the Rhine, so it will seek to unite the Continent economically to maximize its economic gain while bringing in an exter­nal security guarantor to minimize threats to its independence. · Uzbekistan sits in the middle of a flat, arid pancake and so will try to expand like syrup until it reaches a barrier it cannot pass. The lack of local competition combined with regional water shortages adds a sharp, brutal aspect to its foreign policy. · New Zealand is a temperate zone country with a huge maritime frontage beyond the edge of the world, making it both wealthy and secure -- how could the Kiwis not be in a good mood every day? "But then there is the United States. It has the fiat lands of Australia with the climate and land quality of France, the riverine characteristics of Germany with the strategic exposure of New Zealand, and the island fea­tures of Japan but with oceanic moats -- and all on a scale that is quite lit­erally continental. Such landscapes not only make it rich and secure beyond peer, but also enable its navy to be so powerful that America dominates the global oceans.

Women select short-term sexual relationships when men cannot improve their children’s survival, when there are too few men, or when their upbringing has signaled that men are unreliable investors in their progeny. Short-term relationships for women often amount to serial monogamy in response to a population of males, none of whom can or will provide sustained economic and emotional commitment. And if she can maintain her attractiveness in the face of her increasing age, decreasing looks, and the handicap (from a prospective partner’s viewpoint) of already born children, she can also gain the advantage of genetic diversity and perhaps better genetic quality in her children. But the most secure and stable route is to attract a male who will commit, providing the long-term assistance and resources that she needs to raise multiple offspring simultaneously. Unfortunately that idea has occurred to other women also and she is in a competitive market-place. The currency of the marketplace is what men want in a female partner. To trade successfully, she must advertise her assets by showing that she has more desirable qualities than her female rivals.

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

Even though deaths were lower among the rich who lived more spaciously and moved residence more easily, the plague reduced their control, creating a shortage of manpower that raised the status of ordinary people. The wool-processing workshops of Italy and Flanders, England and France were short of workers. The rise in wages and the fall in inequality led to higher spending power which doubled per capita investment, leading in turn to higher production in textiles and other consumer goods. Fewer mouths to feed meant better diets. Female wages – once half those of men – were now the same. Workers formed guilds. The new confidence felt by ordinary people empowered them to launch a spate of peasant revolts. The shortage of labour necessitated new sources of power – hydraulics were harnessed to drive watermills and smelting furnaces – and new unpaid workers were obtained from a new source altogether: African slavery. Demand for silk, sugar, spices and slaves inspired European men, bound by a new esprit de corps, to voyage abroad, to destroy their rivals, in the east and in Europe itself, so that they could supply these appetites. The competition intensified improvements in firearms, cannon, gunpowder and galleons. The paradox of the Great Mortality was not only that it elevated the respect for humanity, it also degraded it; it not only decimated Europe, it became a factor in Europe’s rise.

One of the incidental benefits of price sharing and competition is that people don't tend to see themselves as rivals, nor do they develop the kind of hostility that rivalry can bring. For example, much of the labor force and building materials needed to build a Protestant church can be used to build a Catholic church. But if a Protestant congregation is collecting money to build their church, the concern will be how much money they can raise and how much they will need to build the kind of church they want. Construction prices may force them to forego some of their more elaborate plans in order to stay within the limits of what they can afford. But they are unlikely to blame Catholics, even though the competition with them for the same building materials drives prices higher. If, on the contrary, the government built churches and distributed them among the different religious groups, Protestants and Catholics, they would be rivals and neither of them would have any financial incentive to cut their construction plans for the benefit of the other. Instead, each would have an incentive to justify, in the strongest possible way and in favor of their needs, the mobilization of their followers in the political arena, to insist on receiving what they want and to oppose any intention to reduce their plans. . The scarcity of materials and labor would still limit what can be built, but that limit would be imposed politically and seen by both groups as a result of their rivalry.

It wasn't only my friends who suffered from female rivalry. I remember when I was just sixteen years old, during spring vacation, being whisked off to an early lunch by my best friend's brother, only to discover, to my astonishment and hurt, that she was expecting some college boys to drop by and didn't want me there to compete with her. When I started college at Sarah Lawrence, I soon noticed that while some of my classmates were indeed true friends, others seemed to resent that I had a boyfriend. It didn't help that Sarah Lawrence, a former girls' school, included very few straight men among its student body--an early lesson in how competing for items in short supply often brings out the worst in women. In graduate school, the stakes got higher, and the competition got stiffer, a trend that continued when I went on to vie for a limited number of academic jobs. I always had friends and colleagues with whom I could have trusted my life--but I also found women who seemed to view not only me but all other female academics as their rivals. This sense of rivalry became more painful when I divorced my first husband. Many of my friends I depended on for comfort and support suddenly began to view me as a threat. Some took me out to lunch to get the dirt, then dropped me soon after. I think they found it disturbing that I left my unhappy marriage while they were still committed to theirs. For other women, the threat seemed more immediate--twice I was told in no uncertain terms that I had better stay away from someone's husband, despite my protests that I would no more go after a friend's husband than I would stay friends with a woman who went after mine. Thankfully, I also had some true friends who remained loyal and supportive during one of the most difficult times of my life. To this day I trust them implicitly, with the kind of faith you reserve for people who have proved themselves under fire. But I've also never forgotten the shock and disappointment of discovering how quickly those other friendships turned to rivalries.

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

The most alarming rhetoric comes out of the dispute between liberals and conservatives, and it’s a dangerous waste of time because they’re both right. The perennial conservative concern about high taxes supporting a nonworking “underclass” has entirely legitimate roots in our evolutionary past and shouldn’t be dismissed out of hand. Early hominids lived a precarious existence where freeloaders were a direct threat to survival, and so they developed an exceedingly acute sense of whether they were being taken advantage of by members of their own group. But by the same token, one of the hallmarks of early human society was the emergence of a culture of compassion that cared for the ill, the elderly, the wounded, and the unlucky. In today’s terms, that is a common liberal concern that also has to be taken into account. Those two driving forces have coexisted for hundreds of thousands of years in human society and have been duly codified in this country as a two-party political system. The eternal argument over so-called entitlement programs—and, more broadly, over liberal and conservative thought—will never be resolved because each side represents an ancient and absolutely essential component of our evolutionary past. So how do you unify a secure, wealthy country that has sunk into a zero-sum political game with itself? How do you make veterans feel that they are returning to a cohesive society that was worth fighting for in the first place? I put that question to Rachel Yehuda of Mount Sinai Hospital in New York City. Yehuda has seen, up close, the effect of such antisocial divisions on traumatized vets. “If you want to make a society work, then you don’t keep underscoring the places where you’re different—you underscore your shared humanity,” she told me. “I’m appalled by how much people focus on differences. Why are you focusing on how different you are from one another, and not on the things that unite us?” The United States is so powerful that the only country capable of destroying her might be the United States herself, which means that the ultimate terrorist strategy would be to just leave the country alone. That way, America’s ugliest partisan tendencies could emerge unimpeded by the unifying effects of war. The ultimate betrayal of tribe isn’t acting competitively—that should be encouraged—but predicating your power on the excommunication of others from the group. That is exactly what politicians of both parties try to do when they spew venomous rhetoric about their rivals. That is exactly what media figures do when they go beyond criticism of their fellow citizens and openly revile them. Reviling people you share a combat outpost with is an incredibly stupid thing to do, and public figures who imagine their nation isn’t, potentially, one huge combat outpost are deluding themselves.

Now, who and what is this minstrel in reality? Where does he come from? In what respects does he differ from his predecessors? He has been described as a cross between the early medieval court-singer and the ancient mime of classical times. The mime had never ceased to flourish since the days of classical antiquity; when even the last traces of classical culture disappeared, the descendants of the old mimes still continued to travel about the Empire, entertaining the masses with their unpretentious, unsophisticated and unliterary art. The Germanic countries were flooded out with mimes in the early Middle Ages; but until the ninth century the poets and singers at the courts kept themselves strictly apart from them. Not until they lost their cultured audience, as a result of the Carolingian Renaissance and the clericalism of the following generation, and came up against the competition of the mimes in the lower classes, did they have, to a certain extent, to become mimes themselves in order to be able to compete with their rivals. Thus both singers and comedians now move in the same circles, intermingle and influence each other so much that they soon become indistinguishable from one another. The mime and the scop both become the minstrel. The most striking characteristic of the minstrel is his versatility. The place of the cultured, highly specialized heroic ballad poet is now taken by the Jack of all trades, who is no longer merely a poet and singer, but also a musician and dancer, dramatist and actor, clown and acrobat, juggler and bear-leader, in a word, the universal jester and maître de plaisir of the age. Specialization, distinction and solemn dignity are now finished with; the court poet has become everybody’s fool and his social degradation has such a revolutionary and shattering effect on himself that he never entirely recovers from the shock. From now on he is one of the déclassés, in the same class as tramps and prostitutes, runaway clerics and sent-down students, charlatans and beggars. He has been called the ‘journalist of the age’, but he really goes in for entertainment of every kind: the dancing song as well as the satirical song, the fairy story as well as the mime, the legend of saints as well as the heroic epic. In this context, however, the epic takes on quite new features: it acquires in places a more pointed character with a new straining after effect, which was absolutely foreign to the spirit of the old heroic ballad. The minstrel no longer strikes the gloomy, solemn, tragi-heroic note of the ‘Hildebrandslied’, for he wants to make even the epic sound entertaining; he tries to provide sensations, effective climaxes and lively epigrams. Compared with the monuments of the older heroic poetry, the ‘Chanson de Roland’ never fails to reveal this popular minstrel taste for the piquant.

with this line of reasoning. If it makes you feel better, you are free to go on calling Communism an ideology rather than a religion. It makes no difference. We can divide creeds into god-centred religions and godless ideologies that claim to be based on natural laws. But then, to be consistent, we would need to catalogue at least some Buddhist, Daoist and Stoic sects as ideologies rather than religions. Conversely, we should note that belief in gods persists within many modern ideologies, and that some of them, most notably liberalism, make little sense without this belief. It would be impossible to survey here the history of all the new modern creeds, especially because there are no clear boundaries between them. They are no less syncretic than monotheism and popular Buddhism. Just as a Buddhist could worship Hindu deities, and just as a monotheist could believe in the existence of Satan, so the typical American nowadays is simultaneously a nationalist (she believes in the existence of an American nation with a special role to play in history), a free-market capitalist (she believes that open competition and the pursuit of self-interest are the best ways to create a prosperous society), and a liberal humanist (she believes that humans have been endowed by their creator with certain inalienable rights). Nationalism will be discussed in Chapter 18. Capitalism – the most successful of the modern religions – gets a whole chapter, Chapter 16, which expounds its principal beliefs and rituals. In the remaining pages of this chapter I will address the humanist religions. Theist religions focus on the worship of gods. Humanist religions worship humanity, or more correctly, Homo sapiens. Humanism is a belief that Homo sapiens has a unique and sacred nature, which is fundamentally different from the nature of all other animals and of all other phenomena. Humanists believe that the unique nature of Homo sapiens is the most important thing in the world, and it determines the meaning of everything that happens in the universe. The supreme good is the good of Homo sapiens. The rest of the world and all other beings exist solely for the benefit of this species. All humanists worship humanity, but they do not agree on its definition. Humanism has split into three rival sects that fight over the exact definition of ‘humanity’, just as rival Christian sects fought over the exact definition of God. Today, the most important humanist sect is liberal humanism, which believes that ‘humanity’ is a quality of individual humans, and that the liberty of individuals is therefore sacrosanct. According to liberals, the sacred nature of humanity resides within each and every individual Homo sapiens. The inner core of individual humans gives meaning to the world, and is the source for all ethical and political authority. If we encounter an ethical or political dilemma, we should look inside and listen to our inner voice – the voice of humanity. The chief commandments of liberal humanism are meant to protect the liberty of this inner voice against intrusion or harm. These commandments are collectively known as ‘human rights’. This, for example, is why liberals object to torture and the death penalty. In early modern Europe, murderers were thought to violate and destabilise the cosmic order. To bring the cosmos back to balance, it was necessary to torture and publicly execute the criminal, so that everyone could see the order re-established. Attending gruesome executions was a favourite pastime for Londoners and Parisians in the era of Shakespeare and Molière. In today’s Europe, murder is seen as a violation of the sacred nature of humanity. In order to restore order, present-day Europeans do not torture and execute criminals. Instead, they punish a murderer in what they see as the most ‘humane

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

competition in a world dominated by platform monopolies looks very different from competition in the past. In the twentieth century, competition happened primarily between rival companies within one industry. Today, it happens across industries. The fiercest competition will be between incompatible, rival platform ecosystems and the networks of businesses they support.

KNOWING WHAT WE desire in a mate provides no guarantee that we will succeed in getting what we want. Success hinges on providing signals that we will deliver what the partner we desire is seeking. Because ancestral women valued high status in men, for example, men have evolved motivation for acquiring and displaying status. Because ancestral men desired youth and health in potential mates, women have evolved motivations to appear young and healthful. Competition to attract a mate therefore involves besting one’s rivals in developing and displaying the characteristics most keenly sought by one’s desired partners.

Deloitte survey also shows that the benefits of adopting IA are significant. Participants reported that payback was less than 12 months, with an average of 20% of full-time equivalent (FTE) capacity provided by IA programs. Automation met and even exceeded expectations in many areas, including improved compliance (92%), quality and accuracy (90%), productivity (86%), and reduced costs (59%).35 According to a study by Statista, 84% of business organizations adopt AI because it gives them a competitive advantage over their rivals.36

We didn’t need every member of the Task Force to know everyone else; we just needed everyone to know someone on every team, so that when they thought about, or had to work with, the unit that bunked next door or their intelligence counterparts in D.C., they envisioned a friendly face rather than a competitive rival.

The impact of this subtle mind shift can be profound in how we make decisions and prioritize resources. Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience.

WAYS TO MONETIZE (3): CHARGING FOR ENHANCED ACCESS Sometimes a platform that facilitates a monetary transaction may be unable to own, and hence to monetize, the transaction. Such platforms may instead charge producers for enhanced access to consumers. This refers to the provision of tools that enable a producer to stand out above the crowd and be noticed on a two-sided platform, despite an abundance of rival producers and the resulting intense competition to attract consumer attention. Platforms that charge producers fees for better targeted messages, more attractive presentations, or interactions with particularly valuable users are using enhanced access as a monetization technique. The system of monetizing enhanced access generally doesn’t harm network effects, since all producers and consumers are permitted to participate in the platform on an open, non-enhanced basis. But those for whom the additional value of enhanced access is particularly great can pay for that extra value—allowing a portion of that value to be captured by the platform business.

While boys are often taught that competition can push them to new heights, cultural stereotypes of competition among girls can be a lot more venomous—cat fights, “queen bees and wannabes,” as the author Rosalind Wiseman so vividly captured in her book by the same title. For this reason, girls especially need help internalizing the message that competition and friendship don’t have to be at odds with one another, said Lisa Damour, and instead can be felt “one right after the other.” Damour suggested that parents model healthy competitive behavior themselves. When playing games with your children, instead of letting them win, which sends the signal that beating them is unkind, teach the benefits of being a worthy rival, playing to win while also encouraging and celebrating their efforts whenever they make a smart move.

He held his head in the manner of one who takes his beauty for granted, but knows that others do not. He was Peter Keating, star student of Stanton, president of the student body, captain of the track team, member of the most important fraternity, voted the most popular man on the campus. The crowd was there, thought Peter Keating, to see him graduate, and he tried to estimate the capacity of the hall. They knew of his scholastic record and no one would beat his record today. Oh, well, there was Shlinker. Shlinker had given him stiff competition, but he had beaten Shlinker this last year. He had worked like a dog, because he had wanted to beat Shlinker. He had no rivals today.... Then he felt suddenly as if something had fallen down, inside his throat, to his stomach, something cold and empty, a blank hole rolling down and leaving that feeling on its way: not a thought, just the hint of a question asking him whether he was really as great as this day would proclaim him to be. He looked for Shlinker in the crowd; he saw his yellow face and gold-rimmed glasses. He stared at Shlinker warmly, in relief, in reassurance, in gratitude. It was obvious that Shlinker could never hope to equal his own appearance or ability; he had nothing to doubt; he would always beat Shlinker and all the Shlinkers of the world; he would let no one achieve what he could not achieve. Let them all watch him. He would give them good reason to stare. He felt the hot breaths about him and the expectation, like a tonic. It was wonderful, thought Peter Keating, to be alive.

Ever since, he has routed his rivals in the competition for readers. Emerson, once regarded as a dangerous infidel, remarked in his journal that “I hate goodies,” but he strikes many readers as something of a goody himself. That other New England worthy, Emerson’s neighbor and friend Henry D. Thoreau, tells us in Walden that he is seized by the desire “to devour” a woodchuck raw, but it seems a good bet that Thoreau cooked his meat thoroughly. These writers are kept alive mainly as classroom assignments; but Melville is different: he is a living presence in the larger culture. Among his contemporaries, he is today by far the largest, having combined Whitman’s New York bluster with Hawthorne’s New England gravity into a sensibility that created, in Moby-Dick, the one nineteenth-century American classic (possibly along with Huckleberry Finn) that remains morally powerful without having come to seem moralistic.

The crowd was there, thought Peter Keating, to see him graduate, and he tried to estimate the capacity of the hall. They knew of his scholastic record and no one would beat his record today. Oh, well, there was Shlinker. Shlinker had given him stiff competition, but he had beaten Shlinker this last year. He had worked like a dog, because he had wanted to beat Shlinker. He had no rivals today.... Then he felt suddenly as if something had fallen down, inside his throat, to his stomach, something cold and empty, a blank hole rolling down and leaving that feeling on its way: not a thought, just the hint of a question asking him whether he was really as great as this day would proclaim him to be. He looked for Shlinker in the crowd; he saw his yellow face and gold-rimmed glasses. He stared at Shlinker warmly, in relief, in reassurance, in gratitude. It was obvious that Shlinker could never hope to equal his own appearance or ability; he had nothing to doubt; he would always beat Shlinker and all the Shlinkers of the world; he would let no one achieve what he could not achieve. Let them all watch him. He would give them good reason to stare. He felt the hot breaths about him and the expectation, like a tonic. It was wonderful, thought Peter Keating, to be alive.

For a split second, Az thought Madi might tell him to move so he could slide in behind him, but after a moment's hesitation, he stepped into the oval-shaped tub and sat, moving until he was flush against Az, leaning back tentatively, shoulders up around his ears. Az chuckled. “At ease, motek. I simply want your company. I’m not waiting here with a weapon under the bubbles.” Madi relaxed visibly, resting his head against Az’s shoulder. “That’s better.” Az let his hands roam along Madi’s chest and torso. It seemed the best way to appreciate Madi’s form: slick, soapy fingers playing at his nipples, slipping along the ridges of his abdomen, threading through the hair just beneath his navel, stopping just short of his cock before slowly traveling upward again. Madi gave a sigh that sounded almost content. Az nuzzled behind his ear and along the curve of his throat, enjoying the salty tang of Madi’s skin on his lips. The longer Az caressed him, the more tranquil Madi seemed to grow, his chest rising and falling beneath Az’s hands. “Why didn’t you let me answer the question?” he finally asked. “What?” Madi asked, voice husky. “Earlier. Why didn’t you let me answer the question the therapist asked? What I admired about you? Did you think I’d have nothing to say?” Madi hesitated. “I don’t know. Maybe. Maybe I don’t want to know. Maybe once it’s out there, there’s no taking it back.” Az threaded wet fingers through Madi’s hair, murmuring, “And if I don’t want to take it back?” Madi took a deep breath, shaking his head. “What is there for men like us? Just this. Fighting. Fucking. Killing. Mistrust. Misunderstandings.” “Is that all this is to you?” Az asked, knowing in his heart that wasn’t how Madi truly saw them, even if it would make things easier for the both of them if he did. Madi was quiet, but his hand caught Az’s wrist, sliding to tangle their fingers together. This gesture spoke the words it seemed Madi could not, causing a warmth to spread through Az that rivaled the bath water. Az spoke before he could stop himself. “The first thing I admired about you was your beauty. You were a sight for sore eyes that night in the bar, and I was shocked you wanted me.” This time, it was Madi who turned his head, nosing under Az’s chin in a barely-there touch. “When I realized why you were there after a bit of shameless snooping, I dismantled your weapon, not because you were the competition, but because I realized after the night we spent together, the only way I’d ever see you again was if I did something to make you angry enough to want to get even.” Madi didn’t answer but squeezed Az’s hand. Az could feel the uptick in his breaths, which told him Madi was listening. “I admire your skill with a weapon, motek, your precision. The way you kill is art. Truly. But you fucked like you killed…from a safe distance, where nobody can harm you. I needed you closer to me. At the core of every stupid decision I’ve made, every backwards plan, it was always just that. I wanted you—the real you—as close as I could get you.” “Why?” Madi asked, voice raw. “Because I knew, even then I think, that I could love you, but I wasn’t sure I could ever break down your walls enough to get you to love me.” “Yet here I am.” Az raised their intertwined fingers to kiss Madi’s palm. “Yes, here you are.

For a split second, Az thought Madi might tell him to move so he could slide in behind him, but after a moment's hesitation, he stepped into the oval-shaped tub and sat, moving until he was flush against Az, leaning back tentatively, shoulders up around his ears. Az chuckled. “At ease, motek. I simply want your company. I’m not waiting here with a weapon under the bubbles.” Madi relaxed visibly, resting his head against Az’s shoulder. “That’s better.” Az let his hands roam along Madi’s chest and torso. It seemed the best way to appreciate Madi’s form: slick, soapy fingers playing at his nipples, slipping along the ridges of his abdomen, threading through the hair just beneath his navel, stopping just short of his cock before slowly traveling upward again. Madi gave a sigh that sounded almost content. Az nuzzled behind his ear and along the curve of his throat, enjoying the salty tang of Madi’s skin on his lips. The longer Az caressed him, the more tranquil Madi seemed to grow, his chest rising and falling beneath Az’s hands. “Why didn’t you let me answer the question?” he finally asked. “What?” Madi asked, voice husky. “Earlier. Why didn’t you let me answer the question the therapist asked? What I admired about you? Did you think I’d have nothing to say?” Madi hesitated. “I don’t know. Maybe. Maybe I don’t want to know. Maybe once it’s out there, there’s no taking it back.” Az threaded wet fingers through Madi’s hair, murmuring, “And if I don’t want to take it back?” Madi took a deep breath, shaking his head. “What is there for men like us? Just this. Fighting. Fucking. Killing. Mistrust. Misunderstandings.” “Is that all this is to you?” Az asked, knowing in his heart that wasn’t how Madi truly saw them, even if it would make things easier for the both of them if he did. Madi was quiet, but his hand caught Az’s wrist, sliding to tangle their fingers together. This gesture spoke the words it seemed Madi could not, causing a warmth to spread through Az that rivaled the bath water. Az spoke before he could stop himself. “The first thing I admired about you was your beauty. You were a sight for sore eyes that night in the bar, and I was shocked you wanted me.” This time, it was Madi who turned his head, nosing under Az’s chin in a barely-there touch. “When I realized why you were there after a bit of shameless snooping, I dismantled your weapon, not because you were the competition, but because I realized after the night we spent together, the only way I’d ever see you again was if I did something to make you angry enough to want to get even.” Madi didn’t answer but squeezed Az’s hand. Az could feel the uptick in his breaths, which told him Madi was listening. “I admire your skill with a weapon, motek, your precision. The way you kill is art. Truly. But you fucked like you killed…from a safe distance, where nobody can harm you. I needed you closer to me. At the core of every stupid decision I’ve made, every backwards plan, it was always just that. I wanted you—the real you—as close as I could get you.” “Why?” Madi asked, voice raw. “Because I knew, even then I think, that I could love you, but I wasn’t sure I could ever break down your walls enough to get you to love me.” “Yet here I am.” Az raised their intertwined fingers to kiss Madi’s palm. “Yes, here you are.

I believe that all successful organizations share two qualities: they are smart, and they are healthy. An organization demonstrates that it is smart by developing intelligent strategies, marketing plans, product features, and financial models that lead to competitive advantage over its rivals. It demonstrates that it is healthy by eliminating politics and confusion, which leads to higher morale, lower turnover, and higher productivity.

What followed was even worse. The drive to return the papacy to Rome led to a complicated, often sordid, intensely competitive period in which two, and sometimes even three, rival popes clamored for political and religious recognition.

The United States is so powerful that the only country capable of destroying her might be the United States herself, which means that the ultimate terrorist strategy would be to just leave the country alone. That way, America’s ugliest partisan tendencies could emerge unimpeded by the unifying effects of war. The ultimate betrayal of tribe isn’t acting competitively—that should be encouraged—but predicating your power on the excommunication of others from the group. That is exactly what politicians of both parties try to do when they spew venomous rhetoric about their rivals. That is exactly what media figures do when they go beyond criticism of their fellow citizens and openly revile them. Reviling people you share a combat outpost with is an incredibly stupid thing to do, and public figures who imagine their nation isn’t, potentially, one huge combat outpost are deluding themselves.

The West Australian Football Commission (WAFC) got a second team but was not prepared to invest in that team because any investment would drain funds from other parts of the WA football system. The AFL also firmly wanted a second club in Perth to continue its growth as a truly national competition, but after seeing the Eagles play in three and win two of the five Grand Finals between 1990 and 1994, rival clubs were loathe to allow recruiting concessions that might create a second western juggernaut. Hence, the Dockers were not well resourced and light on for talent, left to fend for themselves and somehow expected to make money from day one. By the time the AFL established new clubs on the Gold Coast and in western Sydney nearly 20 years later, they had learned from previous mistakes and invested in those clubs to give them the best chance of success. The support and concessions those clubs received were phenomenal compared to Fremantle’s.

Among Amex’s rivals in the luxury space is Quintessentially Group, a members-only concierge network with offices in fifty countries. Quintessentially promises incredible access for its global clientele, which includes, its founders have claimed, hundreds of billionaires and thousands of hundred-millionaires. (Virgin Atlantic’s Richard Branson, rapper P. Diddy, Madonna, and author J. K. Rowling have reportedly been among its clients.) Want a last-minute table at Noma in Copenhagen on a Saturday night? No problem. A private performance by Elton John? Done that. A safe driver to pick up your kids from boarding school in a clutch and deliver them to your vacation home on Martha’s Vineyard? Say the word. Polo lessons from an actual pro? Ask Catherine Mills, head of equestrian services, whose duties have ranged from sourcing a top-notch steed for an international competition to showing up at a children’s garden party in central London with a bunch of ponies “and walking them through the front door.

A nationalist is one who thinks solely, or mainly, in terms of competitive prestige. He may be a positive or a negative nationalist – that is, he may use his mental energy either in boosting or in denigrating – but at any rate his thoughts always turn on victories, defeats, triumphs and humiliations. He sees history, especially contemporary history, as the endless rise and decline of great power units, and every event that happens seems to him a demonstration that his own side is on the up-grade and some hated rival is on the down-grade. But finally, it is important not to confuse nationalism with mere worship of success. The nationalist does not go on the principle of simply ganging up with the strongest side. On the contrary, having picked his side, he persuades himself that it is the strongest, and is able to stick to his belief even when the facts are overwhelmingly against him. Nationalism is power hunger tempered by self- deception. Every nationalist is capable of the most flagrant dishonesty, but he is also – since he is conscious of serving something bigger than himself – unshakably certain of being in the right.

Finding the Competitive Levers When there’s a battle between two networks, there are competitive levers that shift users from one into the other—what are they? The best place to focus in the rideshare market was the hard side of the network: drivers. More drivers meant that prices would be lower, attracting valuable high-frequency riders that often comparison shop for fares. Attract more riders, and it more efficiently fills the time of drivers, and vice versa. There was a double benefit to moving drivers from a competitor’s network to yours—it would push their network into surging prices while yours would lower in price. Uber’s competitive levers would combine financial incentives—paying up for more sign-ups, more hours—with product improvements to improve Acquisition, Engagement, and Economic forces. Drawing in more drivers through product improvements is straightforward—the better the experience of picking up riders and routing the car to their destination, the more the app would be used. Building a better product is one of the classic levers in the tech industry, but Uber focused much of its effort on targeted bonuses for drivers. Why bonuses? Because for drivers, that was their primary motivation for using the app, and improving their earnings would make them sticky. But these bonuses weren’t just any bonuses—they were targeted at quickly flipping over the most valuable drivers in the networks of Uber’s rivals, targeting so-called dual apping drivers that were active on multiple networks. They were given large, special bonuses that compelled them to stick to Uber, and every hour they drove was an hour that the other networks couldn’t utilize. There was a sophisticated effort to tag drivers as dual appers. Some of these efforts were just manual—Uber employees who took trips would just ask if the drivers drove for other services, and they could mark them manually in a special UI within the app. There were also behavioral signals when drivers were running two apps—they would often pause their Uber session for a few minutes while they drove for another company, then unpause it. On Android, there were direct APIs that could tell if someone was running Uber and Lyft at the same time. Eventually a large number of these signals were fed into a machine learning model where each driver would receive a score based on how likely they were to be a dual apper. It didn’t have to be perfect, just good enough to aid the targeting.

The fates that may befall those at the top are an inevitable part of the power drive. Apart from the risk of injury or death, being in a position of power is stressful. This can be demonstrated by measuring cortisol, a stress hormone in the blood. It is no easy task to do so in wild animals, but Robert Sapolsky has been darting male baboons on the African plains for years. Among these highly competitive primates, cortisol levels depend on how good an individual is at managing social tensions. As in humans, this turns out to be matter of personality. Some dominant males have high stress levels simply because they cannot tell the difference between a serious challenge by another male and neutral behavior that they shouldn’t worry about. They are jumpy and paranoid. After all, if a rival walks by, it could be just because he needs to go from A to B, not because he wants to be a nuisance. When the hierarchy is in flux, misunderstandings accumulate, wrecking the nerves of males near the top. Since stress compromises the immune system, it’s not unusual for high-ranking primates to develop the ulcers and heart attacks also common in corporate CEOs.

Josh and I are not friends. In fact, we’re direct rivals. The eldest of the firm partners is about to retire. When Victor Weiss leaves, either Josh or I will be the most likely choice to replace him. And we both know it. Even if we weren’t in competition for the partnership position, I’d still detest him. I’ve never liked the kind of person who pretends to be friendly while scavenging for information they can use to hurt you.

The American way of life is based on competition - competing with rivals, competing with anyone around and competing with oneself. Life today must be better than yesterday, and tomorrow must be better than today. It is a life which always looks ahead, sometimes without destination or aim.

She'd convinced herself that Subhash was her rival, and that she was in competition for him for Bela, a competition that felt insulting, unjust. But of course it had not been a competition, it had been her own squandering. Her own withdrawal, covert, ineluctable. With her own hand she'd painted herself into a corner, and then out of the picture altogether

EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.

But Sir, he works with NT? Why would he tell us where to go? Aren’t we the competition?’ Satya asked. Nagesh shook his head gravely. ‘Actually the competition starts at the headquarters and is between the people who come on TV, and want to make sure their face is noticed by the rival channel, so that they get picked up for a higher salary. Between us camerapersons, there is no rivalry. We don’t do piece to cameras, we don’t come on TV. We do all the jostling to get you the best visuals to show on the channel. We just want to get the news to the viewers, no matter which logo is pasted on it.

In a world where technology is allowing sharks to fall prey to minnows, business leaders have to become fluent in information technology. As companies seek to negotiate the new landscape, as they eye potential rivals and partners, they have to elevate technology to the core of strategic thinking in every business unit. In addition to employing a chief information officer, who generally tends to the nuts and bolts of the technology a company uses, there is a strong argument for having a chief digital officer, who oversees technology as a strategic issue. Technology is becoming the lever through which companies can disrupt their own business models and adapt to the changing basis of competition. Burberry,

Kennedy’s influence was cut short by the assassination, but he weighed in with a memo to LBJ. The problem, Kennedy explained on January 16, was that “most federal programs are directed at only a single aspect of the problem. They are sometimes competitive and frequently aimed at only a temporary solution or provide for only a minimum level of subsistence. These programs are always planned for the poor—not with the poor.” Kennedy’s solution was a new cabinet-level committee to coordinate comprehensive, local programs that “[involve] the cooperation of the poor” Kennedy listed six cities where local “coordinating mechanisms” were strong enough that pilot programs might be operational by fall. “In my judgment,” he added prophetically, “the anti-poverty program could actually retard the solution of these problems, unless we use the basic approach outlined above.” If there was such a thing as a “classical” vision of community action, Kennedy’s memo was its epitaph. On February 1, while Kennedy was in East Asia, Johnson appointed Sargent Shriver to head the war on poverty. It was an important signal that the president would be running the program his way, not Bobby’s. It was also a canny personal slap at RFK—who, according to Ted Sorensen, had “seriously consider[ed] heading” the antipoverty effort. Viewed in this light, Johnson’s choice of Shriver was particularly shrewd. Not only was Shriver hardworking and dynamic—a great salesman—but he was a Kennedy in-law, married to Bobby’s sister Eunice. In Kennedy family photos Shriver stood barrel-chested and beaming, a member of the inner circle, every bit as vigorous, handsome, Catholic, and aristocratic as the rest. By placing Shriver at the helm of the war on poverty, Johnson demonstrated his fealty to the dead president. But LBJ and Bobby both understood that Shriver was very much his own man. After the assassination Shriver signaled his independence from the Kennedys by slipping the new president a note card delineating “What Bobby Thinks.” In 1964, Shriver’s status as a quasi-Kennedy made him Bobby’s rival for the vice presidency, but even before then their relationship was hardly fraternal. Within the Kennedy family Shriver was gently mocked. His liberalism on civil rights earned him the monikers “Boy Scout,” “house Communist,” and “too-liberal in-law.” Bobby’s unease was returned in kind. “Believe me,” RFK’s Senate aide Adam Walinsky observed, “Sarge was no close pal brother-in-law and he wasn’t giving Robert Kennedy any extra breaks.” If Shriver’s loyalty was divided, it was split between Johnson and himself, not Johnson and Kennedy.

Though his rivals at the competition were well trained, there was something different about Van’s art. For many in the audience it represented the face of freedom. Performing under the auspices of a repressive regime and before an intimidating jury of some of the world’s greatest musicians, he seemed to answer to no authority other than the shifting tides of his own soul. The mere act of hearing him became liberating. When

It is quite possible for abstruse theoretical formulations to be concocted in near-total isolation from the broad movements in the social structure, and in such cases competition between rival experts may occur in a sort of societal vacuum. For instance, two coteries of eremitical dervishes may go on disputing about the ultimate nature of the universe in the midst of the desert, with nobody on the outside being in the least interested in the dispute. As soon, however, as one or the other of these viewpoints gets a hearing in the surrounding society, it will be largely extratheoretical interests that will decide the outcome of the rivalry. Different social groups will have different affinities with the competing theories and will, subsequently, become “carriers” of the latter.95 Thus dervish theory A may appeal to the upper stratum and dervish theory B to the middle stratum of the society in question, for reasons far removed from the passions that animated the original inventors of these theories. The competing coteries of experts will then come to attach themselves to the “carrier” groups, and their subsequent fate will depend on the outcome of whatever conflict led these groups to adopt the respective theories. Rival definitions of reality are thus decided upon in the sphere of rival social interests whose rivalry is in turn “translated” into theoretical terms. Whether the rival experts and their respective supporters are “sincere” in their subjective relationship to the theories in question is of only secondary interest for a sociological understanding of these processes. When

Dijkstra almost laughs: The droid sounds offended—or eager to be offended. So he just says, “Well, I guess we’re all rivals in the end, aren’t we? Competition makes the world go ’round.

Google’s trucks would pull up to libraries and quietly walk away with boxes of books to be quickly scanned and returned. “If you don’t have a reason to talk about it, why talk about it?” Larry Page would argue, when confronted with pleas to publicly announce the existence of its program. The company’s lead lawyer on this described bluntly the roughshod attitude of his colleagues: “Google’s leadership doesn’t care terribly much about precedent or law.” In this case precedent was the centuries-old protections of intellectual property, and the consequences were a potential devastation of the publishing industry and all the writers who depend on it. In other words, Google had plotted an intellectual heist of historic proportions. What motivated Google in its pursuit? On one level, the answer is clear: To maintain dominance, Google’s search engine must be definitive. Here was a massive store of human knowledge waiting to be stockpiled and searched. On the other hand, there are less obvious motives: When the historian of technology George Dyson visited the Googleplex to give a talk, an engineer casually admitted, “We are not scanning all those books to be read by people. We are scanning them to be read by an AI.” If that’s true, then it’s easier to understand Google’s secrecy. The world’s greatest collection of knowledge was mere grist to train machines, a sacrifice for the singularity. Google is a company without clear boundaries, or rather, a company with ever-expanding boundaries. That’s why it’s chilling to hear Larry Page denounce competition as a wasteful concept and to hear him celebrate cooperation as the way forward. “Being negative is not how we make progress and most important things are not zero sum,” he says. “How exciting is it to come to work if the best you can do is trounce some other company that does roughly the same thing?” And it’s even more chilling to hear him contemplate how Google will someday employ more than one million people, a company twenty times larger than it is now. That’s not just a boast about dominating an industry where he faces no true rivals, it’s a boast about dominating something far vaster, a statement of Google’s intent to impose its values and theological convictions on the world.

It was the year of the Joker in Gotham and beyond. The Caped Crusader was nowhere to be seen – it was not an age of heroes – but his arch-rival in the purple frock coat and striped pantaloons was ubiquitous, clearly delighted to have the stage to himself and hogging the limelight with evident delight. He had seen off the Suicide Squad, his feeble competition, but he permitted a few of his inferiors to think of themselves as future members of a Joker administration.

His order cited "credible evidence" that a takeover "threatens to impair the national security of the US".Qualcomm was already trying to fend off Broadcom's bid.The deal would have created the world's third-largest chipmaker behind Intel and Samsung.It would also have been the biggest takeover the technology koo50 sector had ever seen.The presidential order said: "The proposed takeover of Qualcomm by the Purchaser (Broadcom) is prohibited. and any substantially equivalent merger. acquisition. or takeover. whether effected directly or indirectly. is also prohibited."Crown jewelSome analysts said President Trump's decision was more about competitiveness and winning the race for 5G technology. than security concerns.The sector is in a race to develop chips for the latest 5G wireless technology. and Qualcomm was considered by Broadcom a significant asset in its bid to gain market share.Image captionQualcomm has already showcased 1Gbps mobile internet speeds using a 5G chip"Given the current political climate in the US and other regions around the world. everyone is taking a more conservative view on mergers and acquisitions and protecting their own domains." IDC's Mario Morales. vice president of enabling technologies and semiconductors told the BBC."We are all at the start of a race. and you have 5G as a crown jewel that everyone wants to participate in - and every region is racing towards that." he said."We don't want to hinder someone like Qualcomm so that they can't provide the technology to the vendors that are competing within that space."US investigates Broadcom's Qualcomm bidQualcomm rejects Broadcom takeover bidHuawei's US smartphone deal collapsesSingapore-based Broadcom had been pursuing San Diego-based Qualcomm for about four months.Last week however. Broadcom's hostile takeover bid was put under investigation by the Committee on Foreign Investment in the US. a multi-agency led by the US Treasury Department.The US company had rejected approaches from its rival on the grounds that the offer undervalued the business. and also that any takeover would face antitrust hurdles.Earlier this year. Chinese telecoms giant Huawei said it had not been able to strike a deal to sell its new smartphone via a US carrier. widely believed to be AT&T.The US also recently blocked the $1.2bn sale of money transfer firm Moneygram to China's Ant Financial. the digital payments arm of Alibaba.

We can be competitive and aim to destroy our opponent or competition, but we can still respect our rivals and even be friends.

Few records exist to establish a definitive date as to when the first ships were built in the Piscataqua region. Fishing vessels were probably constructed as early as 1623, when the first fishermen settled in the area. Many undoubtedly boasted a skilled shipwright who taught the fishermen how to build “great shallops”as well as lesser craft. In 1631 a man named Edward Godfrie directed the fisheries at Pannaway. His operation included six large shallops, five fishing boats, and thirteen skiffs, the shallops essentially open boats that included several pairs of oars, a mast, and lug sail, and which later sported enclosed decks.5 Records do survive of the very first ship built by English settlers in the New World. In 1607, at the mouth of the Kennebec River in Maine, the Plymouth Company erected a short-lived fishing settlement. A London shipwright named Digby organized some settlers to construct a small vessel with which to return them home to England, as they were homesick and disenchanted with the New England winters. The small craft was named, characteristically, the Virginia. She was evidently a two-master and weighed about thirty tons, and she transported furs, salted cod, and tobacco for twenty years between various ports along the Maine coast, Plymouth, Jamestown, and England. She is believed to have wrecked somewhere along the coast of Ireland.6 By the middle of the seventeenth century, shipbuilding was firmly established as an independent industry in New England. Maine, with its long coastline and abundant forests, eventually overtook even Massachusetts as the shipbuilding capital of North America. Its most western town, Kittery, hovered above the Piscataqua. For many years the towns of Kittery and Portsmouth, and upriver enclaves like Exeter, Newmarket, Durham, Dover, and South Berwick, rivaled Bath and Brunswick, Maine, as shipbuilding centers, with numerous shipyards, blacksmith shops, sawmills, and wharves. Portsmouth's deep harbor, proximity to upriver lumber, scarcity of fog, and seven feet of tide made it an ideal location for building large vessels. During colonial times, the master carpenters of England were so concerned about competition they eventually petitioned Parliament to discourage shipbuilding in Portsmouth.7 One of the early Piscataqua shipwrights was Robert Cutts, who used African American slaves to build fishing smacks at Crooked Lane in Kittery in the 1650s. Another was William Pepperell, who moved from the Isle of Shoals to Kittery in 1680, where he amassed a fortune in the shipbuilding, fishing, and lumber trades. John Bray built ships in front of the Pepperell mansion as early as 1660, and Samuel Winkley owned a yard that lasted for three generations.8 In 1690, the first warship in America was launched from a small island in the Piscataqua River, situated halfway between Kittery and Portsmouth. The island's name was Rising Castle, and it was the launching pad for a 637-ton frigate called the Falkland. The Falkland bore fifty-four guns, and she sailed until 1768 as a regular line-of-battle ship. The selection of Piscataqua as the site of English naval ship construction may have been instigated by the Earl of Bellomont, who wrote that the harbor would grow wealthy if it supplemented its export of ship masts with “the building of great ships for H.M. Navy.”9 The earl's words underscore the fact that, prior to the American Revolution, Piscataqua's largest source of maritime revenue came from the masts and spars it supplied to Her Majesty's ships. The white oak and white pine used for these building blocks grew to heights of two hundred feet and weighed upward of twenty tons. England depended on this lumber during the Dutch Wars of the

IKEA’s adroit coordination of policies is a more integrated design than anyone else’s in the furniture business. Traditional furniture retailers do not carry large inventory, traditional manufacturers do not have their own stores, normal retailers do not specify their own designs or use catalogs rather than salespeople, and so on. Because IKEA’s many policies are different from the norm and because they fit together in a coherent design, IKEA’s system has a chain-link logic. That means that adopting only one of these policies does no good—it adds expense to the competitor’s business without providing any real competition to IKEA. Minor adjustments just won’t do—to compete effectively with IKEA, an existing rival would have to virtually start fresh and, in effect, compete with its own existing business. No one did. Today, more than fifty years after IKEA pioneered its new strategy in the furniture industry, no one has really replicated it.

ship built by English settlers in the New World. In 1607, at the mouth of the Kennebec River in Maine, the Plymouth Company erected a short-lived fishing settlement. A London shipwright named Digby organized some settlers to construct a small vessel with which to return them home to England, as they were homesick and disenchanted with the New England winters. The small craft was named, characteristically, the Virginia. She was evidently a two-master and weighed about thirty tons, and she transported furs, salted cod, and tobacco for twenty years between various ports along the Maine coast, Plymouth, Jamestown, and England. She is believed to have wrecked somewhere along the coast of Ireland.6 By the middle of the seventeenth century, shipbuilding was firmly established as an independent industry in New England. Maine, with its long coastline and abundant forests, eventually overtook even Massachusetts as the shipbuilding capital of North America. Its most western town, Kittery, hovered above the Piscataqua. For many years the towns of Kittery and Portsmouth, and upriver enclaves like Exeter, Newmarket, Durham, Dover, and South Berwick, rivaled Bath and Brunswick, Maine, as shipbuilding centers, with numerous shipyards, blacksmith shops, sawmills, and wharves. Portsmouth's deep harbor, proximity to upriver lumber, scarcity of fog, and seven feet of tide made it an ideal location for building large vessels. During colonial times, the master carpenters of England were so concerned about competition they eventually petitioned Parliament to discourage shipbuilding in Portsmouth.7 One of the early Piscataqua shipwrights was Robert Cutts, who used African American slaves to build fishing smacks at Crooked Lane in Kittery in the 1650s. Another was William Pepperell, who moved from the Isle of Shoals to Kittery in 1680, where he amassed a fortune in the shipbuilding, fishing, and lumber trades. John Bray built ships in front of

when I see kings lying by those who deposed them, when I consider rival wits placed side by side, or the holy men that divided the world with their contests and disputes, I reflect with sorrow and astonishment on the little competitions, factions, and debates of mankind.

Surprise Your Competition With These Carpet Cleaning Business In Oklahoma Ideas A strong carpet cleaning service business plan is a critical part of operating a successful business. You are risking everything you have put into your business by not doing your due diligence on a solid business plan. Your growing carpet cleaning service business will benefit from following our strategies. Regardless of whether you are an employee or the owner of the carpet cleaning service business, you are the face of the carpet cleaning company and need to project a positive image at all times when interacting with the public. You will want all customers who come into your business to feel at home and valued. It is essential that employee training includes skills on how to interact with the public and customer relations. Happy customers who'll spread the word through word of mouth are instrumental when it's about expanding your business. It does not mean you have achieved success just because you have reached certain carpet cleaning service business goals. You need to continue to set new goals if you want your business to continue to grow. You'll find that two great approaches to expand the business are by keeping up with new trends in your industry and by remaining strong-minded. If you continually try best to improve your business and follow market trends, you will certainly see your carpet cleaning service business grow. It requires constant dedication, day, and night, to operate a carpet cleaning service business. You should be ready to put in focus, persistence and a lot of time to make it work. Do not expect to be in a position to multitask in the beginning. Knowing when you are overwhelmed and being in a position to hand over some of your responsibilities to others can assist you in becoming a smart business owner. Each time a customer receives superb customer service, he'll most likely return for subsequent purchases. You must be consistent with your efforts to continually please your customers or they might be tempted to take their carpet cleaning service business elsewhere. It is just by setting and adhering to high standards for customer service that your customers will stay with you. The majority of your customers that are lost to your rivals turn towards them because they have a higher standard of customer service. To protect your carpet cleaning service business from legal issues, make it a point to turn in all appropriate legal forms on time and acquire a full understanding of the laws pertaining to your business. We recommend that you consult a lawyer who specializes in business law, even when you already have a basic understanding of business law. The most prosperous carpet cleaning service business can be impacted, or even closed, by an expensive trial. Establishing a working relationship with a lawyer who specializes in business law might be very helpful if you ever find yourself in a legal quandary.

No society can survive if it allows its members to behave toward one another in the same way in which it encourages them to behave as a group toward other groups; internal cooperation is the first law of external competition. The struggle for existence is not ended by mutual aid, it is incorporated, or transferred to the group. Other things equal, the ability to compete with rival groups will be proportionate to the ability of the individual members and families to combine with one another. Hence every society inculcates a moral code, and builds up in the heart of the individual, as its secret allies and aides, social dispositions that mitigate the natural war of life; it encourages by calling them virtues those qualities or habits in the individual which redound to the advantage of the group, and discourages contrary qualities by calling them vices. In this way the individual is in some outward measure socialized, and the animal becomes a citizen.

Maybe it was just my changed perspective from having lived in China for so long, but it seemed that Chinese companies were more aggressive in engaging the broader world. In the United States, the growing trend was to ignore a rival when a better strategy might have been to take the threat of competition as a welcome challenge. There was something about China's economic rise in any event that was causing American companies to lose confidence.

Imagine this for a moment, if you will (you can reject the premise later on, but please just go along with it for now): imagine a baseball game.  The Dodgers are playing the Giants.  If you don’t know much about baseball, you may not know the Dodgers and Giants are bitter rivals.  They both want to win, obviously.  And obviously it’s just a sport, so it’s ok that they both want to win. But suppose the score is 10-1, with the Dodgers leading, and it’s the ninth (last) inning.  Suppose after all those games, and all those years and decades (over a century) of this bitter rivalry, the players, managers, coaches and fans said, “Let’s do something different.  Just for this one game, let’s see if we can play to a tie.  It will be different.  I mean we’ve played hundreds of games the other way.  And that was fun.  But let’s just try something different for now.  I mean, all this sweating and fighting and yelling just to win a game—it’s not the only thing in the world.  It’s good, but why not try something new for a change?  So let’s just play the game differently the rest of the way out, this one game.  And how about the fans of the Dodgers and the fans of the Giants switch caps, or at least try to root for the other guys for a while?  I mean, it’s just this once—it can’t hurt, right?  This old game of baseball, it’s a wonderful game, but come on—do we have to play the same way over and over game after game for the rest of our lives?  Just once can we do things differently?” Well, i know some of you sports fans are laughing right now, if not vomiting.  I mean, this is kind of ridiculous—trying to lose, on purpose?  It’s a bit of a left-wing stereotype i’m living up to right now.  So go ahead, get it all out of your system.  Call me every name in the book.  Say the world will fall apart if one baseball game is played differently.  I mean competition is the basis of everything.  If we didn’t compete over everything in life, what sort of meaning would life have?  Our civilization would fall apart.  The Dodgers letting the Giants win would be the end of western civilization.  It would destroy all our western values.  It might even be un-Christ-like.  A lot of you may not be able to imagine such a ridiculous thing even being considered, much less actually happening. And i find this interesting.  I find it interesting that we are so wrapped up in the idea that there must be winners and losers, and that somehow the outcome of this competition (whether it’s a baseball game or the life of a nation) is fair because that’s simply the natural order of things.  The side that wins is supposed to win; the side that loses is supposed to lose.  To dispute this is to dispute the most basic assumptions of who we are. If winning is this important to us, and—by extension—competition is too, then we need to be completely certain that the rules are fair, that nobody is cheating.  That is, suppose the Dodgers were cheating and that’s how they scored 10 runs?  What would we do then?  They probably should forfeit the game, right?  Well, i say white amerika has been cheating.  We’re not all bad—we have talent, we played hard, we love our mothers, but the fact is we’ve been cheating.  White amerika should forfeit.

Inside the U.S. Antitrust Probe of Google By Brody Mullins, Rolfe Winkler and Brent Kendall | 1277 words WASHINGTON—Officials at the Federal Trade Commission concluded in 2012 that Google Inc. used anticompetitive tactics and abused its monopoly power in ways that harmed Internet users and rivals, a far harsher analysis of Google’s business than was previously known. The staff report from the agency’s bureau of competition recommended the commission bring a lawsuit challenging three Google practices. The move would have triggered one of the highest-profile antitrust cases since the Justice Department sued Microsoft Corp. in the 1990s.

Not every ten-percenter is an excellent sheep, but a sufficient number are for you to think very carefully before deciding to surround yourself with them. Kids at less prestigious schools are apt to be more interesting, more curious, more open, more appreciative of what they’re getting, and far less entitled and competitive. They tend to act like peers instead of rivals.

The obstacle to achieving such vocational diversification and general aptitude does not lie in the human character as such, but rather in the mass of qualifying educational and vocational restrictions imposed by every privileged group in order to maintain its special status, emoluments, and perquisites. Though the reputed object of these regulations is often laudable, as measures to ensure competence and protect members from unqualified rivals, the underlying aim is to prevent fresh activities and organizations from arising in competition with the power system. As a result, the scope of human initiative through direct action becomes limited: today the smallest new measure must run a gauntlet of licensing laws, professional codes, trades union regulations, wage schedules, promotion priorities, bureaucratic restrictions and inspections. Even the exigencies of war were only partly able to break down or bypass these barriers-for where are they more deeply entrenched than in the military machine itself? This explains, perhaps, why there is so little prospect of overcoming the defects of the power system by any attack that employs mass organizations and mass efforts at persuasion; for these mass methods support the very system they attack. The changes that have so far been effective, and that give promise of further success, are those that have been initiated by animated individual minds, small groups, and local communities nibbling at the edges of the power structure by breaking routines and defying regulations. Such an attack seeks, not to capture the citadel of power, but to withdraw from it and quietly paralyze it. Once such initiatives become widespread, as they at last show signs of becoming, it will restore power and confident authority to its proper source: the human personality and the small face-to-face community.

Power comes not from knowledge kept,’ said Gates, ‘but from knowledge shared.’ But don’t sit around waiting for your boss – if your company isn’t doing this already, don’t wait, start it up for them. Sharing your knowledge creates synergy: you’ll get more out than you put in. ‘If you have knowledge, let others light their candles in it.’ Margaret Fuller   Feeling competitive rather than collaborative?  Meet some of history’s great creative rivals here.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

Page 107 -- Trading minorities, it is argued, come into conflict with business rivals of other ethnic groups. Conflict occurs, not merely because of ordinary business rivalries, but because immigrant minorities are able to undercut their rivals by the use of their own credit institutions, their guild techniques of restraining competition among themselves, and their use of cheap, usually family, labor. Their interests also collide with the interests of those with whom they transact business: consumers, tenants, clients. Finally, because trading minorities have the ability to obtain their own cheap labor, they depress the prospects for labor in the host society. The tractable character of labor in middleman minority firms insures that rising wages in competing businesses would not be accompanied by similar increases for workers of minority firms. A competing firm in the host society that granted a wage increase would find itself priced out of the market. Eventually, workers in host society firms come to identify immigrant businesses and the low wages they pay as the source of the low wages paid in the economy generally

There are two kinds of friends: Those who would risk everything to further your dreams. And those who grudgingly show support because they take you for a rival and a threat.

Where does scientific knowledge come from? You know the process. A good scientist pushes to the edge of knowledge and then reaches beyond, forming a conjecture—a hypothesis—about how things work in that unknown territory. If the scientist avoids the edge, working with what is already well known and established, life will be comfortable, but there will be neither fame nor honor. In the same way, a good business strategy deals with the edge between the known and the unknown. Again, it is competition with others that pushes us to edges of knowledge. Only there are found the opportunities to keep ahead of rivals. There is no avoiding it. That uneasy sense of ambiguity you feel is real. It is the scent of opportunity. In science, you first test a new conjecture against known laws and experience. Is the new hypothesis contradicted by basic principles or by the results of past experiments? If the hypothesis survives that test, the scientist has to devise a real-world test—an experiment—to see how well the hypothesis stands up. Similarly, we test a new strategic insight against well-established principles and against our accumulated knowledge about the business. If it passes those hurdles, we are faced with trying it out and seeing what happens. Given that we are working on the edge, asking for a strategy that is guaranteed to work is like asking a scientist for a hypothesis that is guaranteed to be true—it is a dumb request. The problem of coming up with a good strategy has the same logical structure as the problem of coming up with a good scientific hypothesis. The key differences are that most scientific knowledge is broadly shared, whereas you are working with accumulated wisdom about your business and your industry that is unlike anyone else’s. A good strategy is, in the end, a hypothesis about what will work. Not a wild theory, but an educated judgment. And there isn’t anyone more educated about your businesses than the group in this room. This concept breaks the impasse. After some discussion, the group begins to work with the notion that a strategy is a hypothesis—an educated guess—about what will work. After a while, Barry starts to articulate his own judgments, saying “I think in my business we can …” When engineers use a nice clean deductive system to solve a problem, they call it winding the crank. By this they mean that it may be hard work, but that the nature and quality of the output depends on the machine (the chosen system of deduction), not on the skill of the crank winder. Later, looking back, I realize the group had expected strategy to be an exercise in crank winding. They had expected that I would give them a “logical machine” that they could use to deduce business plans—a system for generating forecasts and actions.

First, make the most of the high-level information you do have. What do the numbers say about your business? Which parts of the organization are doing well, and which aren’t? Which products and services are making money, and which aren’t? Competitive intelligence may also be limited, but you should still be able to figure out who’s winning in your market or adjacent ones, who’s losing, and which of your rivals’ business models and best practices might be worth emulating.

Emergent strategy has become the battle cry of many technology firms and start-ups, which do indeed face a rapidly changing marketplace. Unfortunately, such an approach places a company in a reactive mode, making it easy prey for more-strategic rivals. Not only is strategy possible in times of tumultuous change, but it can be a competitive advantage and a source of significant value creation. Is Apple disinclined to think about strategy? Is Google? Is Microsoft?

Classic disruption was industry disruption. Modern disruption is ecosystem disruption. Ecosystem disruption occurs when the introduction of new value propositions impacts competition across industries, erasing boundaries and overturning structure. Traditional rivals pursued the same prize with clear winners and losers; today’s challengers are pursuing different goals and focusing on different metrics as they wage their attacks. Traditional rivals focused on their own execution to gain advantage in cost and quality; today’s challengers assemble new sets of partners to create value in ways no individual firm could hope to deliver.

Kids at less prestigious schools are apt to be more interesting, more curious, more open, more appreciative of what they’re getting, and far less entitled and competitive. They tend to act like peers instead of rivals.

having access to boatloads of capital can be a competitive weapon if a startup has to confront aggressive rivals. But raising a big round can damage a startup, too, if it allows management to spend in profligate ways. Marc Andreessen suggests that a startup that has raised too much money can “become infected with a culture of complacency, laziness, and arrogance.” Resulting dysfunctions can include 1) over-hiring, with a commensurate slowdown in decision-making as too many managers get involved; and 2) schedule slippage, as employees say, “What’s the urgency? We have all this cash.

Farming may have been prompted by social competition, as rival groups competed to host the most lavish feasts; this might explain why, in some parts of the world, luxury foods appear to have been domesticated before staples.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses.

If rivals all pursue the “one best way” to compete, they will find themselves on a collision course.

EVOLUTION, ALTRUISM AND GENETIC SIMILARITY THEORY by J. PHILIPPE RUSHTON The reason people give preferential treatment to genetically similar others is both simple and profound: they thereby replicate their genes more effectively. Altruism is a very interesting phenomenon, even recognized by Darwin as an anomaly for his theory. How could it evolve through his hypothesized "survival of the fittest" individual when such behavior would appear to diminish personal fitness? If the most altruistic members of a group sacrificed themselves for others, they ran the risk of leaving fewer offspring to carry forward their genes for altruistic behavior? Hence altruism would be selected out, and indeed, selfishness would be selected in. Altruistic behaviors, however, occur in many animal species, some to the point of self-sacrifice (Wilson, 1975). For example, honey bees die when they sting in the process of protecting their nests. Darwin proposed the competition of "tribe with tribe" to explain altruism (1871, p. 179). Thus, a tribe of people willing to cooperate and, if necessary, sacrifice themselves for the common good would be victorious over tribes made up of those less willing or able. Subsequently Herbert Spencer (1892/93) extended this, suggesting that the operation of a 'code of amity' towards the members of their own group, and a 'code of enmity' toward those of out-groups prevailed in successful groups. In non-elaborated forms, some version of "group-selection" was held by most evolutionists for several decades. A degree of polarization followed [Wynne-Edwards' advocacy of group selection] As D. S. Wilson put it, "For the next decade, group selection rivaled Lamarkianism as the most thoroughly repudiated idea in evolutionary theory" Essentially, there did not seem to exist a mechanism by which altruistic individuals would leave more genes than individuals who cheated. The solution to this paradox is one of the triumphs that led to the new synthesis of sociobiology. Following Hamilton (1964) the answer proposed was that individuals behave so as to maximize their "inclusive fitness" rather than only their individual fitness by increasing the production of successful offspring by both themselves and their relatives, a process that has become known as kin selection. This formulation provided a conceptual breakthrough, redirecting the unit of analysis from the individual organism to his or her genes, for it is these which survive and are passed on. Some of the same genes will be found in siblings, nephews and nieces, grandchildren, cousins, etc., as well as offspring. If an animal sacrifices its life for its siblings' offspring, it ensures the survival of shared genes for, by common descent, it shares 50% of its genes with each sibling and 25% with each siblings' offspring. …the makeup of a gene pool causally affects the probability of any particular ideology being adopted, which subsequently affects relative gene frequencies. Religious, political, and other ideological battles may become as heated as they do because they have implications for genetic fitness; genotypes will thrive more in some cultures than others. … Obviously causation is complex, and it is not intended to reduce relationships between ethnic groups to a single cause. Fellow ethnics will not always stick together, nor is conflict inevitable between groups any more than it is between genetically distinct individuals. Behavioral outcomes are always mediated by multiple causes.

But to go mute, as my rivals did, when asked to evaluate the field signaled not just intense competitiveness but also lack of confidence. Soon I’d landed an interview with George himself.

The Apple Ad to IBM when the IBM computer launched. Welcome to the most exciting and important marketplace since the computer revolution began 35 years ago. Read the opening sentence of Apple's Ad. Putting real computer power in the hands of the individual is already improving the way people work, think, learn, communicate, and spend their leisure hours. Ove the course of the next decade the growth of the personal computer will continue in algorithmic leaps. We look forward to responsible competition in the massive effort to distribute this American technology to the world. And we appreciate the magnitude of your commitment, because what we are doing is increasing social capital by enhancing individual productivity. Apple signed the letter to their new rival with the words, Welcome to the task. Apple was trying to advance a just cause and IBM was going to help them. IBM accepted the challenge.

Like many post-Soviet countries, during its first years of independence Ukraine underwent a major political crisis caused by economic decline and social dislocation and focused on relations between the presidency and parliament, both institutions having been created in the political turmoil of the last years of the Soviet Union. Russia resolved the conflict in September 1993 when President Yeltsin ordered tanks to fire on the Russian parliament building and the Russian authorities arrested Russia’s vice president and the head of parliament, both accused of instigating a coup against the president. Yeltsin’s advisers rewrote the constitution to limit the power of parliament, turning it into something more of a rubber stamp than an active agent in the Russian political scene. Ukraine resolved the emerging conflict between the president and parliament with a compromise. President Kravchuk agreed to call early presidential elections, which he lost, and in the summer of 1994 he peacefully transferred power to his successor, Leonid Kuchma, the former prime minister and erstwhile rocket designer heading Europe’s largest missile factory. Throughout the tumultuous 1990s, Ukraine not only managed its first transfer of power between two rivals for the presidency but also maintained competitive politics and created legal foundations for a viable democracy. In 1996, President Kuchma rewrote the Soviet-era constitution, but he did so together with parliament, which secured a major role for itself in the Ukrainian political process. One of the main reasons for Ukraine’s success as a democracy was its regional diversity—a legacy of both distant and more recent history that translated into political, economic, and cultural differences articulated in parliament and settled by negotiation in the political arena. The industrialized east became a stronghold of the revived Communist Party.

2008, Nokia faced stiff competition from low-cost Asian rivals, which had driven prices down by 35% in a few years. Over the same period, labour costs in Nokia’s plant in Bochum, Germany, had risen by 20%. Nokia decided to close Bochum. The closure may well have grown the pie – without it, Nokia’s long-term viability may have been jeopardised.

When it comes to swimming, the competition part has always unnerved me. I don’t like it all that much, and I still can’t quite make sense of it, so I admit it’s hard to write about. Thinking about racing makes me feel queasy. Even when I was a kid, contemplating a race would send me to the bathroom more than once during a single meet, my intestines in revolt. Fight or flight! I liked winning, and I liked swimming fast, but I couldn’t figure out how to control all the other stuff that went along with getting your body into the revved-up state required to slay your rivals.

Pride is competitive by its very nature: that is why it goes on and on. If I am a proud man, then, as long as there is one man in the whole world more powerful, or richer, or cleverer than I, he is my rival and my enemy.

Amazon doesn't accept PayPal 1-(858)-220-3064 mainly due to competition—PayPal is owned by eBay, a rival marketplace 1-(858)-220-3064. Amazon prefers promoting its own payment system, Amazon Pay, to keep users within its ecosystem 1-(858)-220-3064 and maintain control over transactions.

Eventually, two rival gangs divided up the Island, using Broadway as a line of demarcation. The Beach Gang, so called because it landed most of its goods on West Beach, occupied the south half of the Island. It was led by an oldtime mobster named Ollie J. Quinn, and his partner, Dutch Voight. A rotund, unfailingly pleasant man, Quinn was an Island icon. On Sundays he faithfully attended services at the First Baptist Church, always placing a hundred-dollar bill in the collection plate. In secular circles, however, Quinn was the acknowledged kingpin of Galveston vice. He ran a joint at 21st and Postoffice called the Deluxe Club, and leased slot machines and other gambling equipment through his Modern Vending Company. Quinn and Voight ran a dependable, relaxed, downhome operation, known for its tolerance to competition and its commitment to peace among outlaws.

Amazon’s ability to ship products efficiently and offer precise delivery times to customers gave the company a competitive edge over its rivals, particularly eBay, which avoided this part of the business altogether. Fulfillment was a lever that Bezos had invested in, and he started using it to guide strategy.

More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Destructive inborn traits of social life can be viewed as a parallel of the physical presence of parasitic organisms, and the cultural diminishment of their impact as the lessening of a tolerable dogma load. One obvious example of the latter is blind faith in supernatural creation stories. Of course in most parts of the world today, moderating the dogma load would be difficult, even dangerous. The stories are harnessed to both tribal rule by means of subordination of the faithful and their assumption of religious superiority over believers of rival creation stories. To examine each of the stories in detail objectively and to spell out their known historical origins would be a good start, and one that has begun (albeit slowly and carefully) in many scholarly disciplines. A second step, granted an unrealistic one, would be to ask the leaders of each religion and sect, assisted by theologians, to publicly defend the supernatural details of their faiths in competition with other faiths and aided by natural-cause and historical analysis.

El ciclismo es un deporte de paciencia. “El ciclismo es rebañar el plato de tu rival antes de empezar con el tuyo”.

There the sight of a ship about to depart inspires him to make some remarkable observations on order and disorder in societies. Apollonius sees the crew as a community whose success or failure depends on the nature of the relations between its members: Now if a single member of this community abandoned any one of his particular tasks or went about his naval duties in an inexperienced manner, they would have a bad voyage and would themselves impersonate the storm; but if they vie with one another and are rivals only with the object of one showing himself as good a man as the other, then their ship will make the best of all havens, and all their voyage will be one of fair weather and fair sailing, and the precaution they exercise about themselves will prove to be as valuable as if Poseidon our lord of safety, were watching over them.4 In short, there are good rivalries, and there are bad ones. There is the healthy emulation of those who "rival one another only in efficiency, each one doing his duty." There are the unhealthy rivalries of those who "do not master themselves." Not contributing at all to the smooth operation of societies, these unrestrained rivalries only weaken them. Those given over to them "will impersonate the storm." It's not external enemies that ruin societies; it's the unlimited ambitions, the unbridled competitions, that divide human beings rather than unite them.

Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

Hitler and Mussolini, by contrast, not only felt destined to rule but shared none of the purists’ qualms about competing in bourgeois elections. Both set out—with impressive tactical skill and by rather different routes, which they discovered by trial and error—to make themselves indispensable participants in the competition for political power within their nations. Becoming a successful political player inevitably involved losing followers as well as gaining them. Even the simple step of becoming a party could seem a betrayal to some purists of the first hour. When Mussolini decided to change his movement into a party late in 1921, some of his idealistic early followers saw this as a descent into the soiled arena of bourgeois parliamentarism. Being a party ranked talk above action, deals above principle, and competing interests above a united nation. Idealistic early fascists saw themselves as offering a new form of public life—an “antiparty”—capable of gathering the entire nation, in opposition to both parliamentary liberalism, with its encouragement of faction, and socialism, with its class struggle. José Antonio described the Falange Española as “a movement and not a party—indeed you could almost call it an anti-party . . . neither of the Right nor of the Left." Hitler’s NSDAP, to be sure, had called itself a party from the beginning, but its members, who knew it was not like the other parties, called it “the movement” (die Bewegung). Mostly fascists called their organizations movements or camps or bands or rassemblements or fasci: brotherhoods that did not pit one interest against others, but claimed to unite and energize the nation. Conflicts over what fascist movements should call themselves were relatively trivial. Far graver compromises and transformations were involved in the process of becoming a significant actor in a political arena. For that process involved teaming up with some of the very capitalist speculators and bourgeois party leaders whose rejection had been part of the early movements’ appeal. How the fascists managed to retain some of their antibourgeois rhetoric and a measure of “revolutionary” aura while forming practical political alliances with parts of the establishment constitutes one of the mysteries of their success. Becoming a successful contender in the political arena required more than clarifying priorities and knitting alliances. It meant offering a new political style that would attract voters who had concluded that “politics” had become dirty and futile. Posing as an “antipolitics” was often effective with people whose main political motivation was scorn for politics. In situations where existing parties were confined within class or confessional boundaries, like Marxist, smallholders’, or Christian parties, the fascists could appeal by promising to unite a people rather than divide it. Where existing parties were run by parliamentarians who thought mainly of their own careers, fascist parties could appeal to idealists by being “parties of engagement,” in which committed militants rather than careerist politicians set the tone. In situations where a single political clan had monopolized power for years, fascism could pose as the only nonsocialist path to renewal and fresh leadership. In such ways, fascists pioneered in the 1920s by creating the first European “catch-all” parties of “engagement,”17 readily distinguished from their tired, narrow rivals as much by the breadth of their social base as by the intense activism of their militants. Comparison acquires some bite at this point: only some societies experienced so severe a breakdown of existing systems that citizens began to look to outsiders for salvation. In many cases fascist establishment failed; in others it was never really attempted.

Men have long competed for access to the scarcer sexual resource, women. And the costs of losing the contest are so high (genetic oblivion) that natural selection has inclined them to compete with special ferocity. In all cultures, men wreak more violence, including murder, than women. (Indeed, across the animal kingdom, males are the more belligerent sex, except in those species, such as phalaropes, where male parental investment is so high females can reproduce more often than males.) Even when the violence isn't against a sexual rival, it often boils down to sexual competition. A trivial dustup may escalate until one man kills another to "save face"- to earn the sort of raw respect that, in the ancestral environment, could have raised status and brought sexual rewards.

To deepen alignment across specialties, the Apple organizational structure was very different from that of most other firms. There were no product divisions that were their own profit centers. “We run one P&L for the company,” said operations head Tim Cook (who became CEO after Jobs’s death).8 Thus, divisions did not compete against each other for customers or worry about "cannibalization.” This proved a huge competitive advantage when Apple introduced the iPod and iTunes. Rival Sony, rich in assets that could have given Apple a run for its money, was undermined by their organization structure, which was divided into profit centers that drove focus on product lines but hampered collaboration across these lines. Sony’s music division and their consumer electronics division were never able to successfully join forces to compete against Apple. Conversely, at Apple, all departments could celebrate a sale, whether a consumer chose to download music through their iPod or iPhone, or send emails using an iPad or MacBook.

The world, however, can’t survive exclusively either by cooperation or by competition. If there is no growth without competition, there is no love and peace without cooperation either. Extremes of both are unhealthy. A happy man is one who learns to balance these two extremes. He competes with his rivals and yet does not lose compassion for them.

Every economics textbook will tell you that competition between rival firms leads to innovation in their products and services. But when you look at innovation from the long-zoom perspective, competition turns out to be less central to the history of good ideas than we generally think. Analyzing innovation on the scale of individuals and organizations—as the standard textbooks do—distorts our view. It creates a picture of innovation that overstates the role of proprietary research and “survival of the fittest” competition. The long-zoom approach lets us see that openness and connectivity may, in the end, be more valuable to innovation than purely competitive mechanisms. Those patterns of innovation deserve recognition—in part because it’s intrinsically important to understand why good ideas emerge historically, and in part because by embracing these patterns we can build environments that do a better job of nurturing good ideas, whether those environments are schools, governments, software platforms, poetry seminars, or social movements. We can think more creatively if we open our minds to the many connected environments that make creativity possible.

The aim of Cold War competition in the third world was not to win a contest between rival models of economic development but above all to "fill(...) a spiritual void," for "even Communism has made many more converts through the theological quality of Marxism than through the materialistic aspect on which it prides itself.

March 3 Vexation … Her rival kept provoking her in order to irritate her.—1 Samuel 1:6b We don’t use the word rival much in referring to relationships in the office, neighborhood or family. It’s a word used in game-playing or competitive sports. Yet, there is probably one person who loves to push your buttons, who manipulates the conversation, who drinks the last cup of coffee and never makes another pot—you know who I’m talking about. Why, just thinking about the last little trick they pulled makes your face blush a bit with anger or embarrassment. Their daily digs or sick sarcasm is a constant wear on your attempts to be at peace while you do your job. At times you’ve thought of strangling them, but more often you simply try to avoid them. If you are a Christian, you are going to be targeted by the enemy of peace. Satan will send a few darts your way: a bossy co-worker, a meddling aunt, a gossipy neighbor and your most-of-the-time adoring husband to name a few. Don’t be surprised when it happens, because it will happen. Your peace is too good to be true in the world’s eyes. The world doesn’t understand it, the world can’t have it, and therefore the world doesn’t want you to have it either. Hannah’s story in 1 Samuel is an example of the woman who faces daily vexation from someone who is bent on robbing her of her peace and joy in the Lord. When she could take the ridicule no longer, she turned to the Lord. In bitterness of soul Hannah wept much and prayed to the Lord (1 Samuel 1:10). She called to God for release of the heaviness in her soul. Is your soul heavy because of conflict in relationships? I encourage you to pray for the person who is casting the darts. Forgive their trespasses against you, and ask for strength from the Lord. Ask boldly; He will hear your request. The Lord gives strength to his people; the Lord blesses His people with peace (Psalm 29:11).

But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

The best thinkers always surround themselves with a good team, whether they admit it afterward or not.” Julien Benayoun, another designer, likes how the competitive spark within the group was channeled toward a common goal rather than personal glory or reward. Studies show that creativity nosedives when companies foster too much internal competition because employees stop sharing information and start obsessing about beating the rival in the next cubicle. That never happens at Le Labo. “By the end, you don’t know who had what idea, this one or that one,” says Benayoun. “You can’t say ‘that was me’ because there are so many influences and inputs from others and everyone nourishes everyone else.

The budget “Chinatown buses” that shuttle between New York and Boston and New York and Washington originally started out as routes for Chinese restaurant workers, before college students and the Lonely Planet crowd caught on. The buses exploded in popularity in the late 1990s, and the competition sparked violence between rival bus companies.

Since the Turing test is fundamentally about deception, it has been criticized for testing human gullibility more than true artificial intelligence. In contrast, a rival test called the Winograd Schema Challenge goes straight for the jugular, homing in on that commonsense understanding that current deep-learning systems tend to lack. We humans routinely use real-world knowledge when parsing a sentence, to figure out what a pronoun refers to. For example, a typical Winograd challenge asks what “they” refers to here: 1. “The city councilmen refused the demonstrators a permit because they feared violence.” 2. “The city councilmen refused the demonstrators a permit because they advocated violence.” There’s an annual AI competition to answer such questions, and AIs still perform miserably.

Blast at close range. Ugh! Autumn flipped and turned through the air as she was pushed away by the powerful force. “OH! I think this fight is over, folks! No one can withstand such a powerful attack at close range!” yelled Rex. The gladiator landed in the dirt and rolled for several more blocks before coming to a stop. Rex ran over to Autumn’s body and started counting down. “10… 9… 8…” Jasmine stood far away as she watched her rival’s motionless body. “7… 6… 5…” Finally, Autumn lifted her head. She looked up at Rex, who was counting loudly in her ear. “4… 3…” The gladiator got up to her hands and knees. “2… 1…” She got up to a one knee kneeling position, but it wasn’t enough. “0!” yelled Rex. “That’s it, folks! This fight is over! And what a fight it was!” “I told you it was over…” said the fierce monk. Autumn fell back and sat on the dirt. “Jasmine has won the match! Wowee! That was intense!” announced Rex. The audience cheered and clapped for the both of them. “Whoa… that match was insane,” I said to Bob. “Yeah, I know… but it’s kind of weird to watch them fight so hard just for the glory of it,” Bob said. I nodded. “They’re both really competitive, I guess.” With that said, we both continued watching as Rex ran over to Jasmine and asked, “So, how does it feel to be the winner?” “Great…” she replied simply. “And Autumn, how do you feel?” Rex asked. “Ugh… how do you think I feel?” the gladiator replied. “Okay, then!” Rex continued making announcements about the fight. Meanwhile, Jasmine looked over at Autumn and said, “Hey… good fight.” “Yeah… good fight...” Then Jasmine walked over to the sitting gladiator, and they both bumped fists. Rex returned to Jasmine, grabbed her hand and raised it up in the air. “The winner of today’s last match! Let’s give it up for Jasmine the monk!” “Autumn! Are you okay?!” yelled Arthur as everyone around him cheered and clapped. “Also, please give it up for Autumn for putting up an amazing fight!” yelled Rex. The audience cheered just as loudly as before. Bob and I clapped as we watched medical personnel rush in to take care of the two combatants. “Man, I’m not sure that was worth it,” I said. “For some, it might be,” said Bob. “Yeah, I guess there are people who love glory more than their own wellbeing.” Bob nodded. “Come on, let’s go in and check up on the two of them.” “Are we allowed in there?” “Well, we’re basically in the fighting area already.” “Yeah, we got some front row seats, huh?” I nodded, and then we went in toward the center. “How are you feeling, Autumn?” I asked as I rolled up to the medics working on the gladiator. “I’m alright… but I can’t believe I lost…” Autumn said softly. “It’s okay, it was quite a fight,” I said, trying to comfort her. “I’m sorry that I let you down, Steve…” “Huh? What? You didn’t let me down.” “By losing, I let down gladiators everywhere.” I shook my head. “Nah, don’t be too hard on yourself, Autumn.” She just looked down at the ground. “Plus, I’m sure you’ve won if you had taken that Blood Lust potion earlier, instead of saving it for later.” “You think so?” Autumn said as she looked up. “Yeah, you took quite a beating in the beginning. If you were Blood Lusted from the get-go, you could’ve avoided most of that damage,” I explained. “Ah, yeah, huh?” “Speaking of the potion, how did you get one, anyway?” “I put in a special order at Paul’s Potions Shop. It took like a month to get made.” Bob nodded. “Yeah, they’re super busy over there.” “Ah, so Cindy brewed it for you, huh?” I said. “I guess she’s the only one who would know the recipe. Anyway, you really surprised me with that Blood Lust potion.” “Heh… my secret weapon…” Autumn said. “And I thought that I wouldn’t even need it.” “Who knew monks were such fierce fighters,” Bob said.

She has found the truth of competition, that there is no better challenge to be found than one a person can make with herself, that the personal competition outweighs any other, and by great magnitude. Simply, the rise of a rival challenges each of us to do better and be better, and that is to be celebrated, not feared or prevented.

The competitive concept of the creation of the universe is the mental reflection of the contest and conflict which began at a particular period in human society. This competitive concept could not have developed in a classless society; in fact it arose when society divided into classes. Monarchies were established and conflicts between them became a daily occurrence. Wars were fought, settlements destroyed, the blood of innocents was shed along with soldiers, and the winning rival became famous. Epics would be written in his honour and hymns and songs would be sung; so much so that every kind of goodness was attributed to his person and enemies were made into idols of evil.

In Britain, after the shock of the Brexit vote, many said they felt as though they’d woken up in a new, unrecognizable country. It was in that context that the UK’s Conservative government began floating a range of regressive reforms, including the idea that the only way for Britain to regain its competitiveness is by slashing regulations and taxes on the wealthy so much that it would effectively become a tax haven for all of Europe. It was also in this context that Prime Minister Theresa May called a snap election against her low-polling rival, clearly in the hope of securing another term in office before the public has a chance to rebel against new austerity measures that are the antithesis of how Brexit was originally sold to voters.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience.

When partisan rivals become enemies, political competition descends into warfare, and our institutions turn into weapons.

Well, perhaps not friends,' Redondo allowed, 'but this is a friendly competition. Which means you are not to threatens, endanger, or otherwise end the lives of any of your rivals in this theater.

Well, perhaps not friends," Redondo allowed, "but this is a friendly competition. Which means you are not to threatens, endanger, or otherwise end the lives of any of your rivals in this theater.

An Internet company decides to revolutionize an industry—personal transportation, the taxi and limousine market—that defines old-school business-government cooperation, with all the attendant bureaucracy and incompetence and unsatisfying service. It sells itself to investors with the promise that it can buy its way to market dominance in this sclerotic field and use its cutting-edge tech to slash through red tape and find unglimpsed efficiencies. On the basis of that promise, it raises billions upon billions of dollars across its ten-year rise, during which time it becomes as big as promised in Western markets, a byword for Internet-era success, cited by boosters and competitors alike as the model for how to disrupt an industry, how to “move fast and break things” as the Silicon Valley mantra has it. By the time it goes public in 2019, it has $11 billion in annual revenue—real money, exchanged for real services, nothing fraudulent about it. Yet this amazing success story isn’t actually making any sort of profit, even at such scale; instead, it’s losing billions upon billions of dollars, including $5 billion in one particuarly costly quarter. After ten years of growth, it has smashed the old business model of its industry, weakened legacy competitors, created a great deal of value for consumers—but it has done all this without any discipline from market forces, using the awesome power of free money to build a company that would collapse into bankruptcy if that money were withdrawn. And in that time, it has solved exactly none of the problems that would have prevented a company that needed to make a profit from building such a large user base: it has no obvious competitive advantages besides the huge investor subsidy; the technology it uses is hardly proprietary or complex; its rival in disruption controls 30 percent of the market, even as the legacy players are still very much alive; and

The burden of proof is on the company to show that you are better off if it does not pay a dividend. If the firm has consistently outperformed the competition in good markets and bad, the managers are clearly putting the cash to optimal use. If, however, business is faltering or the stock is underperforming its rivals, then the managers and directors are misusing the cash by refusing to pay a dividend. Companies that repeatedly split their shares—and hype those splits in breathless press releases—treat their investors like dolts. Like Yogi Berra, who wanted his pizza cut into four slices because “I don’t think I can eat eight,” the shareholders who love stock splits miss the point. Two shares of a stock at $50 are not worth more than one share at $100. Managers who use splits to promote their stock are aiding and abetting the worst instincts of the investing public, and the intelligent investor will think twice before turning any money over to such condescending manipulators.10

We should welcome all men of every shade of religious opinion, as among the best means of checking the arrogance and intolerance which are the almost inevitable concomitants of general conformity. Liberty always flourishes best amid the clash and competition of rival religious creeds.

Governments and mainstream parties coped badly with the new problems faced by western Europe after the 1970s. They could not solve unemployment, because the Keynesian job-creation measures that had worked during the postwar boom now triggered dangerous levels of inflation, and because governments felt unable to opt out of the emerging European and global marketplaces with their powerful competitive pressures. The state, the traditional source of support in difficult times, was losing part of its authority, whether to the European Union or to the global marketplace, forces beyond the control of ordinary European citizens. Welfare programs now came under serious strain, for tax revenues were falling just as the need was growing to pay increased benefits to the new unemployed. And should the welfare state also take care of foreigners? An interlocking set of new enemies was emerging: globalization, foreigners, multiculturalism, environmental regulation, high taxes, and the incompetent politicians who could not cope with these challenges. A widening public disaffection for the political Establishment opened the way for an “antipolitics” that the extreme Right could satisfy better than the far Left after 1989. After the Marxist Left lost credibility as a plausible protest vehicle when the Soviet Union collapsed, the radical Right had no serious rivals as the mouthpiece for the angry “losers” of the new postindustrial, globalized, multiethnic Europe.

The comment reflected his distinctive business philosophy. Bezos believed that high margins justified rivals’ investments in research and development and attracted more competition, while low margins attracted customers and were more defensible.

The success of product development and launch strategies for businesses in all industries is greatly influenced by best market research companies in Myanmar. These businesses enable businesses to make informed decisions that drive innovation and market penetration by providing valuable insights into consumer behaviors, market trends, and competitive landscapes. In today's dynamic business environment, it is essential for organizations looking to create competitive products and launch them successfully to comprehend the significance of market research. This article looks at how market research companies play a variety of roles in product development and launch strategies. It emphasizes the importance of working together, making decisions based on data, and taking advantage of market research trends for long-term growth and market leadership. 1. Companies' Introduction to Market Research An Overview of Business Market Research Market research is essential for helping businesses comprehend their market, competition, and customers. To make decisions based on accurate information, it involves gathering and evaluating data. Contribution of best market research companies in Myanmar to Product Development Market research firms are specialized in collecting insights that can be used to inform product development strategies for businesses. They assist in determining the demand for new products, assessing consumer behavior, and identifying market opportunities. 2. Understanding Consumer Needs and Preferences is Critical to Product Development Market research provides businesses with in-depth insights into consumer preferences, needs, and actions. In order to create products that resonate with the intended audience, this understanding is essential. Research can be used to assess market demand and potential, allowing businesses to make decisions about product development based on data. New products' chances of success are boosted while risks are reduced. 3. Utilizing Market Research for Launch Strategies Market Segmentation and Targeting Market research enables businesses to divide their target market into subsets based on behavior, psychographics, and demographics. For a more successful product launch, this segmentation helps tailor marketing strategies to specific consumer groups. Pricing and Positioning Strategies Businesses can figure out the best pricing strategy for their products based on consumer perceptions, competitor pricing, and market trends by conducting market research. Additionally, research aids in effectively positioning products in the market to set them apart from rivals. 4. Collaborating with Market Research Firms Choosing the Right Market Research Partner It is essential to select the right market research partner in order to obtain insights that are both accurate and applicable. Expertise, industry experience, and the capacity to provide insights that are in line with the company's goals should all be taken into account. Creating Effective Research Briefs Businesses should provide their market research partner with concise and in-depth research briefs to maximize the value of the research. A clearly defined brief assists in ensuring that the research is focused, pertinent, and in line with the company's objectives. 5. Studies of Cases: Product Launches That Work: The Importance of Market Research Market research is essential to the success of product launches. We are able to see the direct impact of market research on product development strategies by analyzing real-world examples. Market research companies offer valuable insights that can make or break a product launch, from comprehending consumer preferences to determining market gaps. ### Impact of Market Research on Product Launches Market research has a significant impact on product launches because it ensures that businesses know what their target audience wants and needs. Companies are able to effectively f

There are certain men, Freud tells us in “On the Universal Tendency to Debasement in the Sphere of Love,” who are incapable of falling in love with a woman unless she is already involved with another man. A woman is uninteresting to such men in the absence of this formal, structural, symbolic condition – a condition that obviously harks back to the Oedipal triangle where, right from the outset, boys had a rival for their mothers’ affections in the form of their fathers (and/or siblings). Freud indicates that such men need to feel jealous of and have “gratifying impulses of rivalry and hostility” toward the other man, the man who was already involved with the woman before he came on the scene. Men who love in this way often end up having a whole series of triangular attachments, proving that it is not the particular women they fall for who are important but rather the structural situation itself: a situation including a woman who is already “taken” and the man who “possesses” her. Should the woman in question leave her boyfriend, fiancé, or husband, the triangle collapses and the woman is no longer of any interest to our lover, who can no longer fancy himself an interloper or invader of the other man’s territory. It is only the continued impossibility of the situation – the enduring hopelessness of ever possessing the other man’s woman – that keeps him interested; as soon as the obstacle to possession disappears, so too does his love for her. This is an obsessive configuration insofar as the obsessive’s desire is always for something impossible: to attain an unattainable status (e.g., perfection, omniscience, or immortality), to complete an uncompletable project, or to possess what he cannot possess. In saying that the obsessive is characterized by an impossible desire, Lacan goes so far as to add that his desire is for impossibility itself. A relationship with a woman is not in and of itself appealing or gratifying enough to our obsessive: it must be mediated by a living, breathing, third party who renders his quest unrealizable, allowing him to go on dreaming “the impossible dream” (as the Broadway musical Man of La Mancha put it). This third party may be no older than our lover, even if older men are the most enjoyable targets of his rage and shenanigans. The obsessive is most intrigued when the Other man is clearly designated, in socially recognizable linguistic terms of the historical era and culture, as having an official status as a boyfriend, lover, partner, fiancé, husband, or whatever the other terms of the time and place may be (for example, mignon, favori, “favorite,” or “servant”). Yet even when the third party simply is someone who occasionally hangs around the woman (actually or virtually), having some sort of nebulous, vague, undefined relationship with her, our obsessive can often imagine that he is far more substantial than he appears to be or than she lets on – that is, that he is a genuine father-like rival. Although it may appear outwardly that our lover is captivated by another man’s woman, it is the Other man himself who is of libidinal centrality to him – for it is the obsessive’s competition with this Other man that gets his juices flowing, so to speak, that gets him angry or stirred up, feeling, by turns, inferior or superior to him. Consciously he believes that it is the Other man’s woman who fascinates him; unconsciously it is the battle with the Other man that fascinates him.

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His uncertainty may not be as uncharacteristic as it appears. The creature of a commercial, individualistic, competitive generation, he saw every relationship as a business transaction; he simply didn’t know what to do with this very human entanglement with a man who was less a rival than a blowhard.