Sales Operations Quotes

In regards to the price of commodities, the rise of wages operates as simple interest does, the rise of profit operates like compound interest. Our merchants and masters complain much of the bad effects of high wages in raising the price and lessening the sale of goods. They say nothing concerning the bad effects of high profits. They are silent with regard to the pernicious effects of their own gains. They complain only of those of other people.

No business is just a one-man’s job. You need sales, you need operations, you need partnerships, you need even customer and brand loyalty.

Steve's sales pitch on the NeXT operating system was dazzling," according to Amelio. " He praised the virtues and strengths as though he were describing a performance of Oliver as Macbeth.

Capitaine Etienne Relais was known to be incorruptible in an ambience in which vice was the norm, honor for sale, and laws made to be broken, and men operated on the assumption that he who did not abuse power did not deserve to have it.

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

Value can’t be created without understanding what people want (market research). Attracting customers first requires getting their attention, then making them interested (marketing). In order to close a sale, people must first trust your ability to deliver on what’s promised (value delivery and operations). Customer satisfaction depends on reliably exceeding the customer’s expectations (customer service). Profit sufficiency requires bringing in more money than is spent (finance).

A Philippine-brothel-owning member of the House of Lords was staying at the house of a Spanish Chief Inspector of Police. The Lord was being watched by an American CIA operative who was staying at the house of an English convicted sex offender. The CIA operative was sharing accommodation with an IRA terrorist. The IRA terrorist was discussing a Moroccan hashish deal with a Georgian pilot of Colombia's Medellín Cartel. Organising these scenarios was an ex-MI6 agent, currently supervising the sale of thirty tons of Thai weed in Canada and at whose house could be found Pakistan's major supplier of hashish. Attempting to understand the scenarios was a solitary DEA agent. The stage was set for something.

Dreaming of being on Moon cannot get you there. It requires a focused & intelligent effort to achieve what you Dream.

I am the love machine of desire. I’m easy to operate. Just pull on my lever.

They’ll know who the brains of the operation was when they see me smash my clone’s skull on the concrete.

It was the task of industrial society to destroy all of that. All that "community" implies -- self-sufficiency, mutual aid, morality in the marketplace, stubborn tradition, regulation by custom, organic knowledge instead of mechanistic science -- had to be steadily and systematically disrupted and displaced. All of the practices that kept the individual from being a consumer had to be done away with so that the cogs and wheels of an unfettered machine called "the economy" could operate without interference, influenced merely by invisible hands and inevitable balances and all the rest of that benevolent free-market system guided by what Cobbett called, his lip curled toward Hume and James Steuart and Adam Smith, "Scotch Feelosophy.

Imagine if you made it your intention to be both ‘world-class’ and ‘the most trusted and respected supplier’ to your clients. It would force a new level of thinking about how you operate.

I’d never trust a surgeon who didn’t wear gloves when he operated. Even if those gloves he didn’t wear were boxing gloves. He might as well, because I know he’s going to beat me up over the price.

I believe I know best in everything I do, and if I don’t, I get trained until I have complete confidence and competence in whatever I am doing. Whether it’s making a sales call, handling my four-year-old, or operating a firearm, I want control over all my various skill sets so that I can lead in all the different areas of my life. I don’t need to be the smartest person in the room—I don’t even need to be right—but I do need to be willing to control things.

Liquidation Value The liquidation value is what the company’s assets would bring at a forced sale. Normally the liquidation value of a going concern has little relevance since the value of an operating business is much greater than its liquidation value.

In this way the extortion game is similar to the economics of sending spam e-mail. When receiving an e-mail promising a share of a lost Nigerian inheritance or cheap Viagra, nearly everyone clicks delete. But a tiny number takes the bait. Computer scientists at the University of California–Berkeley and UC–San Diego hijacked a working spam network to see how the business operated. They found that the spammers, who were selling fake “herbal aphrodisiacs,” made only one sale for every 12.5 million e-mails they sent: a response rate of 0.00001 percent. Each sale was worth an average of less than $100. It doesn’t look like much of a business. But sending out the e-mails was so cheap and easy—it was done using a network of hijacked PCs, which the fraudsters used free of charge—that the spammers made a healthy profit. Pumping out hundreds of millions of e-mails a day, they had a daily income of about $7,000, or more than $2.5 million a year, the researchers figured.3

Operationally, a business can be improved in only three ways: (1) increase the level of sales; (2) reduce costs as a percent of sales; (3) reduce assets as a percentage of sales. The other factors, (4) increase leverage or (5) lower the tax rate, are the financial drivers of business value. These are the only ways a business can make itself more valuable. Buffett

Pham Nuwen spent years learning to program/explore. Programming went back to the beginning of time. It was a little like the midden out back of his father’s castle. Where the creek had worn that away, ten meters down, there were the crumpled hulks of machines—flying machines, the peasants said—from the great days of Canberra’s original colonial era. But the castle midden was clean and fresh compared to what lay within the Reprise’s local net. There were programs here that had been written five thousand years ago, before Humankind ever left Earth. The wonder of it—the horror of it, Sura said—was that unlike the useless wrecks of Canberra’s past, these programs still worked! And via a million million circuitous threads of inheritance, many of the oldest programs still ran in the bowels of the Qeng Ho system. Take the Traders’ method of timekeeping. The frame corrections were incredibly complex—and down at the very bottom of it was a little program that ran a counter. Second by second, the Qeng Ho counted from the instant that a human had first set foot on Old Earth’s moon. But if you looked at it still more closely. . .the starting instant was actually some hundred million seconds later, the 0-second of one of Humankind’s first computer operating systems. So behind all the top-level interfaces was layer under layer of support. Some of that software had been designed for wildly different situations. Every so often, the inconsistencies caused fatal accidents. Despite the romance of spaceflight, the most common accidents were simply caused by ancient, misused programs finally getting their revenge. “We should rewrite it all,” said Pham. “It’s been done,” said Sura, not looking up. She was preparing to go off-Watch, and had spent the last four days trying to root a problem out of the coldsleep automation. “It’s been tried,” corrected Bret, just back from the freezers. “But even the top levels of fleet system code are enormous. You and a thousand of your friends would have to work for a century or so to reproduce it.” Trinli grinned evilly. “And guess what—even if you did, by the time you finished, you’d have your own set of inconsistencies. And you still wouldn’t be consistent with all the applications that might be needed now and then.” Sura gave up on her debugging for the moment. “The word for all this is ‘mature programming environment.’ Basically, when hardware performance has been pushed to its final limit, and programmers have had several centuries to code, you reach a point where there is far more signicant code than can be rationalized. The best you can do is understand the overall layering, and know how to search for the oddball tool that may come in handy—take the situation I have here.” She waved at the dependency chart she had been working on. “We are low on working fluid for the coffins. Like a million other things, there was none for sale on dear old Canberra. Well, the obvious thing is to move the coffins near the aft hull, and cool by direct radiation. We don’t have the proper equipment to support this—so lately, I’ve been doing my share of archeology. It seems that five hundred years ago, a similar thing happened after an in-system war at Torma. They hacked together a temperature maintenance package that is precisely what we need.” “Almost precisely.

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company’s products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company’s success, but they should not dominate the conversation.

For the existing enterprise, whether business or public-service institution, the controlling word in the term ‘entrepreneurial management’ is ‘entrepreneurial’. For the new venture, it is ‘management’. In the existing business, it is the existing that is the main obstacle to entrepreneurship. In the new venture, it is its absence. The new venture has an idea. It may have a product or a service. It may even have sales, and sometimes quite a substantial volume of them. It surely has costs. And it may have revenues and even profits. What it does not have is a ‘business’, a viable, operating, organized ‘present’ in which people know where they are going, what they are supposed to do, and what the results are or should be. But unless a new venture develops into a new business and makes sure of being ‘managed’, it will not survive no matter how brilliant the entrepreneurial idea, how much money it attracts, how good its products, nor even how great the demand for them.

The customer service agents who accepted the defaults of Internet Explorer and Safari approached their job the same way. They stayed on script in sales calls and followed standard operating procedures for handling customer complaints. They saw their job descriptions as fixed, so when they were unhappy with their work, they started missing days, and eventually just quit. The employees who took the initiative to change their browsers to Firefox or Chrome approached their jobs differently. They looked for novel ways of selling to customers and addressing their concerns. When

Our Difficulty in Believing in Providence The first obstacle is that, as long as we have not experienced concretely the fidelity of Divine Providence to provide for our essential needs, we have difficulty believing in it and we abandon it. We have hard heads, the words of Jesus do not suffice for us, we want to see at least a little in order to believe! Well, we do not see it operating around us in a clear manner. How, then, are we to experience it? It is important to know one thing: We cannot experience this support from God unless we leave Him the necessary space in which He can express Himself. I would like to make a comparison. As long as a person who must jump with a parachute does not jump out into the void, he cannot feel that the cords of the parachute will support him, because the parachute has not yet had the chance to open. One must first jump and it is only later that one feels carried. And so it is in spiritual life: “God gives in the measure that we expect of Him,” says Saint John of the Cross. And Saint Francis de Sales says: “The measure of Divine Providence acting on us is the degree of confidence that we have in it.” This is where the problem lies. Many do not believe in Providence because they’ve never experienced it, but they’ve never experienced it because they’ve never jumped into the void and taken the leap of faith. They never give it the possibility to intervene. They calculate everything, anticipate everything, they seek to resolve everything by counting on themselves, instead of counting on God. The founders of religious orders proceed with the audacity of this spirit of faith. They buy houses without having a penny, they receive the poor although they have nothing with which to feed them. Then, God performs miracles for them. The checks arrive and the granaries are filled. But, too often, generations later, everything is planned, calculated. One doesn’t incur an expense without being sure in advance to have enough to cover it. How can Providence manifest itself? And the same is true in the spiritual life. If a priest drafts all his sermons and his talks, down to the least comma, in order to be sure that he does not find himself wanting before his audience, and never has the audacity to begin preaching with a prayer and confidence in God as his only preparation, how can he have this beautiful experience of the Holy Spirit, Who speaks through his mouth? Does the Gospel not say, …do not worry about how to speak or what you should say; for what you are to say will be given to you when the time comes; because it will not be you who will be speaking, but the Spirit of your Father will be speaking in you (Matthew 10:19)? Let us be very clear. Obviously we do not want to say that it is a bad thing to be able to anticipate things, to develop a budget or prepare one’s homilies. Our natural abilities are also instruments in the hands of Providence! But everything depends on the spirit in which we do things. We must clearly understand that there is an enormous difference in attitude of heart between one, who in fear of finding himself wanting because he does not believe in the intervention of God on behalf of those who lean on Him, programs everything in advance to the smallest detail and does not undertake anything except in the exact measure of its actual possibilities, and one who certainly undertakes legitimate things, but who abandons himself with confidence in God to provide all that is asked of him and who thus surpasses his own possibilities. And that which God demands of us always goes beyond our natural human possibilities!

Theirs was one of the first cases with a real operational connection to the internet. The internet pervades human existence so thoroughly now that it can be hard to remember how recently life was mainly analog. When was the point of no return? Maybe around 2006. In July of that year, a microblogging platform called Twitter debuted for the public. In September, Facebook launched a new feature called “News Feed” and opened membership to all comers, where before you had to be part of a college or school network to join. In 2006, YouTube was barely a year old. The first iPhones didn’t go on sale until 2007.

EFIGIA RATATULUI: Avand oroare de orice fapta, isi repeta siesi: "Miscarea, ce prostie!" Il irita nu atat evenimentele cat ideea de a lua parte la ele; si nu se zbuciuma decat spre a le ocoli. Prin cârteli, a pustiit viața înainte de a-i fi supt ceva. E un Ecleziast de răspântie, care află în universala nimicnicie o scuză pentru infrangerile lui. Hotarat a gasi ca totul e lipsit de importanta, izbuteste usor, evidentele care sa-l slujeasca fiind numeroase. Iese totdeauma victorios din batalia argumentelor, dupa cum iese totdeauna invins din actiune: are "dreptate", refuză totul si totul il refuză. A inteles prea devreme ceea ce nu trebuie sa intelegi ca sa poti trăi - si cum talentul ii era prea stiutor de propriile functii, l-a risipit de teamă să nu-l irosească în nerozia unei opere. Purtând imaginea a ceea ce ar fi putut sa fie ca pe un stigmat si un nimb, roşeşte si e mandru de minunata-i sterilitate, pe veci strain de seducțiile naive, doar el izbăvit printre iloții Timpului. El isi trage libertatea din imensitatea nedesavarsirilor sale; este un zeu infinit si jalnic, pe care nici o creatie nu-l limiteaza, nici o creatura nu-l adora si nimeni nu-l cruță. Ceilalti ii intorc dispretul pe care l-a revarsat asupra lor. Nu are a ispăşi decât faptele pe care nu le-a săvârşit, al caror numar depaseste totusi calculul nemasuratului sau orgoliu. Dar, in cele din urma, drept mangaiere, la capatul unei vieti lipsite de glorie, isi poarta inutilitatea ca pe o coroană.

Because I’ve really got them over a barrel now. There’s an official report that says I was stabbed by a Nazi assassin trying to kill them. They’d certainly look silly trying to court-martial me after that.” “But, Yossarian!” Major Danby exclaimed. “There’s another official report that says you were stabbed by an innocent girl in the course of extensive black-market operations involving acts of sabotage and the sale of military secrets to the enemy.” Yossarian was taken back severely with surprise and disappointment. “Another official report?” “Yossarian, they can prepare as many official reports as they want and choose whichever ones they need on any given occasion. Didn’t you know that?” “Oh, dear,” Yossarian murmured in heavy dejection, the blood draining from his face. “Oh, dear.

The first port of call was the Americans. In 1974, an initial agreement was reached by which the US agreed to sell two reactors, as well as enriched uranium, to Iran. The scope of the arrangement was expanded further in 1975, when a $15 billion trade deal was agreed between the two countries, which included provision for Iran to purchase eight reactors from the United States at a fixed price of $6.4 billion.55 The following year, President Ford approved a deal that allowed Iran to buy and operate a US-built system that included a reprocessing facility that could extract plutonium from nuclear reactor fuel, and therefore enable Teheran to operate a ‘nuclear fuel cycle’. President Ford’s Chief of Staff had no hesitation in approving this sale: in the 1970s, Dick Cheney did not find it difficult to ‘figure out’ what Iran’s motivations were.

Credit must be given where credit is due. European culture’s politicoeconomic system is wholly at fault for the importation of weapons into our communities. We neither own nor operate any of the 922 gun manufacturers who, in this society alone, produce over 1.5 million legal handguns for sale each year. We had nothing to do with the 250 million handguns already legally in circulation. No, they do not force our youth to buy guns. But their cultural imperative of violence has created and socializes them into an atmosphere where fear begets violence and violence begets more fear and more violence, and the methods and tools for quelling those confrontations become an increasingly more destructive interpersonal arms race. Europeans know that the death of a young Afrikan male is not simply his death. It is also the murder of every coming, exponentially growing generation of Afrikans he was placed here to begin the procreation of. There

OPTIONS FOR REDUCING While thrift stores such as Goodwill or the Salvation Army can be a convenient way to initially let go, many other outlets exist and are often more appropriate for usable items. Here are some examples: • Amazon.com • Antiques shops • Auction houses • Churches • Consignment shops (quality items) • Craigslist.org (large items, moving boxes, free items) • Crossroads Trading Co. (trendy clothes) • Diggerslist.com (home improvement) • Dress for Success (workplace attire) • Ebay.com (small items of value) • Flea markets • Food banks (food) • Freecycle.org (free items) • Friends • Garage and yard sales • Habitat for Humanity (building materials, furniture, and/or appliances) • Homeless and women’s shelters • Laundromats (magazines and laundry supplies) • Library (books, CDs and DVDs) • Local SPCA (towels and sheets) • Nurseries and preschools (blankets, toys) • Operation Christmas Child (new items in a shoe box) • Optometrists (eyeglasses) • Regifting • Rummage sales for a cause • Salvage yards (building materials) • Schools (art supplies, magazines, dishes to eliminate class party disposables) • Tool co-ops (tools) • Waiting rooms (magazines) • Your curb with a “Free” sign

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President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

The concept of product/ market fit originates in Marc Andreessen’s seminal blog post “The Only Thing That Matters.” In his essay, Andreessen argues that the most important factor in successful start-ups is the combination of market and product. His definition couldn’t be simpler: “Product/ market fit means being in a good market with a product that can satisfy that market.” Without product/ market fit, it’s impossible to grow a start-up into a successful business. As Andreessen notes, You see a surprising number of really well-run start-ups that have all aspects of operations completely buttoned down, HR policies in place, great sales model, thoroughly thought-through marketing plan, great interview processes, outstanding catered food, 30" monitors for all the programmers, top tier VCs on the board—heading straight off a cliff due to not ever finding product/ market fit. Unfortunately, it’s far easier to define product/ market fit than it is to establish it! When you start a new company, the key product/ market fit question you need to answer is whether you have discovered a nonobvious market opportunity where you have a unique advantage or approach, and one that competing players won’t see until you’ve had a chance to build a healthy lead. It’s usually difficult to find such an opportunity in a “hot” space; if an opportunity is obvious to everyone, the chance that you’ll be the one who succeeds is exceedingly low. Most nonobvious opportunities arise from a change in the market that the incumbents aren’t willing or able to adapt to.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

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Reprimono il desiderio solo quelli che lo hanno tanto debole da poterlo reprimere; l’elemento repressivo o ragione ne usurpa allora il posto e fa da guida a chi non sa volere. Milton era impacciato scrivendo di Dio e degli Angeli, e a suo agio scrivendo dei Demòni e dell’Inferno, poiché egli era un vero Poeta, e dalla parte del Demonio senza saperlo. L’Eternità è innamorata delle opere del tempo. L’ape affaccendata non ha tempo per dolersi. Nessun uccello sale troppo in alto, se sale con le sue ali. Un cadavere non si vendica se l’insulti. Ciò che oggi può dimostrarsi, una volta fu solo immaginato. Un pensiero colma l’immensità. Sii sempre pronto a dire ciò che pensi, e il vile ti scanserà. Qualsiasi cosa che si possa credere, è immagine di verità. L’aquila non sprecò mai tanto il suo tempo come quando si mise alla scuola del corvo. Non puoi mai sapere ciò che basta, a meno che tu non abbia conosciuto prima l’eccesso. Il melo non chiede per crescere consiglio al faggio, né al cavallo il leone per afferrare la preda. Se non ci fossero stati gli sciocchi, dovremmo esserlo noi. Come, per deporvi le uova, il bruco elegge le foglie più belle, il prete depone così sulle nostre migliori gioie la sua maledizione. La creazione d’un piccolo fiore è lavoro di ere. Condannare accresce il vigore. Benedire, lo attenua. Il corvo vorrebbe che ogni cosa fosse nera, il gufo, che tutto fosse bianco. Come per l’uccello, l’aria, per il pesce, il mare, così sia il disprezzo per lo spregevole. Dove manca l’uomo, la natura è sterile. La verità detta in modo comprensibile non sarà mai non creduta. Abbastanza oppure Troppo. "Il matrimonio del Cielo e dell'Inferno

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The Iran/Contra cover-up The major elements of the Iran/Contra story were well known long before the 1986 exposures, apart from one fact: that the sale of arms to Iran via Israel and the illegal Contra war run out of Ollie North’s White House office were connected. The shipment of arms to Iran through Israel didn’t begin in 1985, when the congressional inquiry and the special prosecutor pick up the story. It began almost immediately after the fall of the Shah in 1979. By 1982, it was public knowledge that Israel was providing a large part of the arms for Iran—you could read it on the front page of the New York Times. In February 1982, the main Israeli figures whose names later appeared in the Iran/Contra hearings appeared on BBC television [the British Broadcasting Company, Britain’s national broadcasting service] and described how they had helped organize an arms flow to the Khomeini regime. In October 1982, the Israeli ambassador to the US stated publicly that Israel was sending arms to the Khomeini regime, “with the cooperation of the United States…at almost the highest level.” The high Israeli officials involved also gave the reasons: to establish links with elements of the military in Iran who might overthrow the regime, restoring the arrangements that prevailed under the Shah—standard operating procedure. As for the Contra war, the basic facts of the illegal North-CIA operations were known by 1985 (over a year before the story broke, when a US supply plane was shot down and a US agent, Eugene Hasenfus, was captured). The media simply chose to look the other way. So what finally generated the Iran/Contra scandal? A moment came when it was just impossible to suppress it any longer. When Hasenfus was shot down in Nicaragua while flying arms to the Contras for the CIA, and the Lebanese press reported that the US National Security Adviser was handing out Bibles and chocolate cakes in Teheran, the story just couldn’t be kept under wraps. After that, the connection between the two well-known stories emerged. We then move to the next phase: damage control. That’s what the follow-up was about. For more on all of this, see my Fateful Triangle (1983), Turning the Tide (1985), and Culture of Terrorism (1987).

supposed weakness on national security. Ours was a brief exchange, filled with unspoken irony—the elderly Southerner on his way out, the young black Northerner on his way in, the contrast that the press had noted in our respective convention speeches. Senator Miller was very gracious and wished me luck with my new job. Later, I would happen upon an excerpt from his book, A Deficit of Decency, in which he called my speech at the convention one of the best he’d ever heard, before noting—with what I imagined to be a sly smile—that it may not have been the most effective speech in terms of helping to win an election. In other words: My guy had lost. Zell Miller’s guy had won. That was the hard, cold political reality. Everything else was just sentiment. MY WIFE WILL tell you that by nature I’m not somebody who gets real worked up about things. When I see Ann Coulter or Sean Hannity baying across the television screen, I find it hard to take them seriously; I assume that they must be saying what they do primarily to boost book sales or ratings, although I do wonder who would spend their precious evenings with such sourpusses. When Democrats rush up to me at events and insist that we live in the worst of political times, that a creeping fascism is closing its grip around our throats, I may mention the internment of Japanese Americans under FDR, the Alien and Sedition Acts under John Adams, or a hundred years of lynching under several dozen administrations as having been possibly worse, and suggest we all take a deep breath. When people at dinner parties ask me how I can possibly operate in the current political environment, with all the negative campaigning and personal attacks, I may mention Nelson Mandela, Aleksandr Solzhenitsyn, or some guy in a Chinese or Egyptian prison somewhere. In truth, being called names is not such a bad deal. Still, I am not immune to distress. And like most Americans, I find it hard to shake the feeling these days that our democracy has gone seriously awry. It’s not simply that a gap exists between our professed ideals as a nation and the reality we witness every day. In one form or another, that gap has existed since America’s birth. Wars have been fought, laws passed, systems reformed, unions organized, and protests staged to bring promise and practice into closer alignment. No, what’s troubling is the gap between the magnitude of our challenges and the smallness of our politics—the ease with which we are distracted by the petty and trivial, our chronic avoidance of tough decisions, our seeming inability to build a working consensus to tackle any big problem. We know that global competition—not to mention any genuine commitment to the values

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Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

The world can make you think that love can be picked up at a garage sale or enveloped in a Hallmark card. But the kind of love that God created and demonstrated is a costly one because it involves sacrifice and presence. It’s a love that operates more like a sign language than being spoken outright.

If an opportunity isn't effectively qualified, the sales rep will operate under the mistaken impression that the deal is theirs to win.

The word we like to use here is “reframe.” What data, information, or insight can you put in front of your customer that reframes the way they think about their business—how they operate or even how they compete? That’s what your customers are really looking for. Remember what we saw in our customer survey? Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes.

given. When used with an obstinate consistency, self-will creates a private universe walled off impenetrably from the light of spiritual reality; and within these private universes the self-willed go their way, unhelped and unillumined, from accident to random accident, or from calculated evil to calculated evil. It is of such that St. Francis de Sales is speaking when he says, “God did not deprive thee of the operation of his love, but thou didst deprive His love of thy cooperation. God would never have rejected thee, if thou hadst not rejected Him.” To be clearly and constantly aware of the divine, guidance is given only to those who are already far advanced in the life of the spirit. In its earlier stages we have to work, not by the direct perception of God’s successive graces, but by faith in their existence. We have to accept as a working hypothesis that the events of our lives are not merely fortuitous, but deliberate tests of intelligence and character, specially devised occasions (if properly used) for spiritual advance.

Actions Summary The following list of new institutions, policies and actions is my best effort at envisaging what is required for Australia to survive the climate emergency. • A National Target and Plan for 95% or more of electricity to be supplied by renewables by 2030. • State plans to electrify all transport, beginning with the swift retirement of non-electric buses and including a plan for 50% of all new car sales to be EVs by 2030. • Implement planned changes to how we work and live so as to minimise unnecessary travel. • A plan for clean hydrogen to replace bunker fuel in shipping. • A plan for the adoption of e-fuels for aviation, with an aim to have all domestic flights running on e-fuel by 2030. • A National Commission for Climate Adaptation, with a Coastal Defence Fund and a Commission for Primary Production operating under its umbrella. • A National Initiative on Drawdown Innovation to provide leadership in early stage research and fund some on-ground projects. • The Federal Government to help convene a Global Working Group on Geoengineering.

Of late, I have been attempting to increase the number of women employees at Joyalukkas. A few years ago, we hired six young women for our India operations, and I have been deeply impressed by their dynamism and dedication. They have exceptional sales skills and can handle any assignment. I intend to promote women as assistant managers and managers at our stores. I also envisage senior positions for women at our corporate office, particularly in HR and marketing.

The “line” generally refers to gross profit. Above that line on the income statement, typically, are sales and COGS or COS. Below the line are operating expenses, interest, and taxes. What’s the difference? Items listed above the line tend to vary more (in the short term) than many of those below the line, and so tend to get more managerial attention.

Hiring and onboarding approaches, sales and marketing processes, budgeting practices, incentive structures, performance evaluation and management systems, and every other organizational system, structure, and process can be conceived and deployed in inward-mindset or outward-mindset ways. Organizations that are serious about operating with an outward mindset turn these systems and processes outward to invite and reinforce outward-mindset working.

What I found most interesting about Session C was the unique window it provided the CEO into the business. It was "boundaryless" before the word came into favor as a GE company value. It was functionally agnostic and part of a more extensive system managed by the top executive with ties to the board of directors, corporate and operating executives, and various management levels. No one could claim outright ownership for it, but everyone was intimately involved.

Following is a sample list of some points you will want to include in your business plan. These can all be organized in a very professional manner in a notebook that includes tabs. • Executive summary. Include a one- or two-page summary of your plan. • Mission statement. Include one or two paragraphs that succinctly state your purpose. • Background. Present information about yourself and your experience. • Financial statement. List your assets, liabilities, and net worth. • Site location. Include a list of benefits, maps, and proximity to shopping and schools. • Demographics. Present information about the people living in the area (income, education, etc.). • Competitor analysis. Determine who your competitors are and present average rents and sales comparisons. • Marketing strategy. Define your target market (tenants, buyers, etc.). • Financial analysis. Include historical and pro forma operating statements. • Improvements. Define capital improvements to be made to the property. • Purchase agreement. Include your sales contract with the seller. • Exhibits. Include photographs of the property, tax returns, sample floor plans, and the like.

Growth Engines visualize the process by which new customers are acquired and sold. Fulfillment Engines visualize the process by which those customers receive the promised value after the sale is made, and... Innovation Engines visualize the process by which product and service offerings are created, updated, and improved.

The price of a food-service business is usually 40 to 70 percent of the operation’s 12-month food and beverage sales volume.

We have increased our population to the level of 7 billion and beyond. We are well on our way toward 9 billion before our growth trend is likely to flatten. We live at high densities in many cities. We have penetrated, and we continue to penetrate, the last great forests and other wild ecosystems of the planet, disrupting the physical structures and the ecological communities of such places. We cut our way through the Congo. We cut our way through the Amazon. We cut our way through Borneo. We cut our way through Madagascar. We cut our way through New Guinea and northeastern Australia. We shake the trees, figuratively and literally, and things fall out. We kill and butcher and eat many of the wild animals found there. We settle in those places, creating villages, work camps, towns, extractive industries, new cities. We bring in our domesticated animals, replacing the wild herbivores with livestock. We multiply our livestock as we've multiplied ourselves, operating huge factory-scale operations involving thousands of cattle, pigs, chickens, ducks, sheep, and goats, not to mention hundreds of bamboo rats and palm civets, all confined en masse within pens and corrals, under conditions that allow those domestics and semidomestics to acquire infectious pathogens from external sources (such as bats roosting over the pig pens), to share those infections with one another, and to provide abundant opportunities for the pathogens to evolve new forms, some of which are capable of infecting a human as well as a cow or a duck. We treat many of those stock animals with prophylactic doses of antibiotics and other drugs, intended not to cure them but to foster their weight gain and maintain their health just sufficiently for profitable sale and slaughter, and in doing that we encourage the evolution of resistant bacteria. We export and import livestock across great distances and at high speeds. We export and import other live animals, especially primates, for medical research. We export and import wild animals as exotic pets. We export and import animal skins, contraband bushmeat, and plants, some of which carry secret microbial passengers. We travel, moving between cities and continents even more quickly than our transported livestock. We stay in hotels where strangers sneeze and vomit. We eat in restaurants where the cook may have butchered a porcupine before working on our scallops. We visit monkey temples in Asia, live markets in India, picturesque villages in South America, dusty archeological sites in New Mexico, dairy towns in the Netherlands, bat caves in East Africa, racetracks in Australia – breathing the air, feeding the animals, touching things, shaking hands with the friendly locals – and then we jump on our planes and fly home. We get bitten by mosquitoes and ticks. We alter the global climate with our carbon emissions, which may in turn alter the latitudinal ranges within which those mosquitoes and ticks live. We provide an irresistible opportunity for enterprising microbes by the ubiquity and abundance of our human bodies. Everything I’ve just mentioned is encompassed within this rubric: the ecology and evolutionary biology of zoonotic diseases. Ecological circumstance provides opportunity for spillover. Evolution seizes opportunity, explores possibilities, and helps convert spillovers to pandemics.

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It's also important for tech product managers to have a broad understanding of the types of analytics that are important to your product. Many have too narrow of a view. Here is the core set for most tech products: User behavior analytics (click paths, engagement) Business analytics (active users, conversion rate, lifetime value, retention) Financial analytics (ASP, billings, time to close) Performance (load time, uptime) Operational costs (storage, hosting) Go‐to‐market costs (acquisition costs, cost of sales, programs) Sentiment (NPS, customer satisfaction, surveys)

Arbitrages: The purchase of a security and the simultaneous sale of one or more other securities into which it was to be exchanged under a plan of reorganization, merger, or the like. Liquidations: Purchase of shares which were to receive one or more cash payments in liquidation of the company’s assets. Operations of these two classes were selected on the twin basis of (a) a calculated annual return of 20% or more, and (b) our judgment that the chance of a successful outcome was at least four out of five. Related Hedges: The purchase of convertible bonds or convertible preferred shares, and the simultaneous sale of the common stock into which they were exchangeable. The position was established at close to a parity basis—i.e., at a small maximum loss if the senior issue had actually to be converted and the operation closed out in that way. But a profit would be made if the common stock fell considerably more than the senior issue, and the position closed out in the market. Net-Current-Asset (or “Bargain”) Issues: The idea here was to acquire as many issues as possible at a cost for each of less than their book value in terms of net-current-assets alone—i.e., giving no value to the plant account and other assets. Our purchases were made typically at two-thirds or less of such stripped-down asset value. In most years we carried a wide diversification here—at least 100 different issues.

Internationally benchmark - Quality and Regulatory systems Delwis Healthcare strives to meet the GOALS by specifically focusing on the basic fundamentals of Excellence - Innovation, Quality and Service. We believe that customer satisfaction, in terms of quality, delivery and after sales services, is our first and foremost responsibility. This objective is achieved by following Good Manufacturing Practices and Local & International Rules and Regulations applicable to our operations. Delwis Healthcare is awarded the ISO 9001:2015. With an outstanding track record for maintaining quality, we continue to operate as one of the India's top-notch Quality Control and Analytical Research Laboratories. Quality Control Delwis Healthcare focuses on Quality Control (QC) and Quality assurance (QA) as these are our strengths and the key differentiators. Strict adherence to cGMP norms as well as our efforts towards continuous improvement of our Product, Processes and the Skills of our work force enables us to improve our offerings to our customers and consumers on a regular basis. We have a modern and well-equipped Quality Control (QC) Laboratory, which ensures that our products are Pure, Safe and Effective and are released only after thorough analysis as per stringent specifications, methods and procedures developed according to international guidelines. Our QC department has all the necessary instruments for the Analysis of API, Finished Products, Packaging, and Related Materials used.

What are you trying to buy? Asset type? Size? Price? To determine the answer to the first question, do the following: Start with your own net worth. Add in friends and family. The total team net worth is your starting point. Choose a market. Consider travel time and expense. You must be able to be in your market to look at deals at least once a month. Determine the viability of your market. Job growth? Population growth? Get deal flow from the market. Real estate agents Find all commercial realty companies in the city. Get on all their mailing lists. Analyze deals online from realtors in the area. Call the realtors about their listings. Direct to owners Get lists of owners. Create a system to reach owners directly. Mail Text Cold calling Analyze deals. Income approach Income – Expenses = Net operating income Net operating income – Debt service = Cash flow Check with lenders for current terms on debt. What is the CoC return? Cap rate? Debt ratio? Comparable data Check the analyzed cap rate against cap rates in the area for similar properties. Check comparable sale prices. Comps should be close in size and age to the subject property. Comps should have similar amenities. Comps should be within a few miles of the subject property. Exit Hold and operate. Refinance. Sell or flip. Consider upcoming market conditions. Debt Check with lenders or a mortgage broker to determine the availability of loans for this type of property. What are the terms and conditions? Is this the information you used to analyze the deal originally? Make the offer. Use an LOI to submit the offer in writing. The LOI will summarize the main deal points. If your offer is less than 15 percent of the asking price, speak with the realtor before you submit the offer. Once the offer is accepted, send the LOI to your attorney and have them draft the purchase agreement. Draft the purchase and sale agreement. Now that you have a fully executed contract, the clock starts. Earnest money goes into escrow. Do your due diligence. Financial inspection Physical inspection Lease audit Begin your loan application. The lender will complete three inspections. Appraisal Environmental inspection Physical engineer inspection of the buildings Do your closing. The lender will wire the loan proceeds to the closing escrow. Wire your down payment funds to the closing escrow. You own a new property! Engage property management for takeover of operations.

As a Marketer (specifically a Digital Marketer) your job is not to prove the operational or fulfillment side of your company wrong by providing so much activity it proves fundamental flaws in the systems, but rather to ensure the activity you are creating is educated, nurtured and that the internal operational systems are in place to support the operational side of your organization so that it can quickly pivot and learn from the data your activity creates. A marketer has to be able to market externally, but also systematically utilize that data to change strategies when and if needed internally. How and what to do with the activity's data is a responsibility that falls with production\fulfillment AND marketing\sales. "I brought you 1,000 inbound leads it's not my fault we couldn't fulfill them" is no longer acceptable.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

Masterpiece Laboratories is an online marketplace for sales of used and vintage lab equipment. Search our used and vintage lab equipment, some of which are operational, some needs repair, and others are just for parts. None of the equipment is refurbished and therefore will be sold as-is with a policy of no return. Our vintage lab products are for testing laboratories, chemists, engineers, academic universities, set designers, and collectors.

The world needs you to have a profitably operational business to continue to deliver your impact, serve your client, and make the product.

The next billion-dollar startup will only have three employees.” The culture of that startup would be “AI first,” and it would use autonomous AI agents to get work done. All marketing and sales would be automated via AI bots, and the three employees would be: The CEO, who would handle vision and purpose and lead public-facing marketing. She would also code and be involved in engineering. The Product Lead, who would interface with customers and team to manage the product roadmap and drive development The Operations Lead, who would be responsible for the outcome of the AI bots and handle finance and legal and smooth operations. We

Step 1: Intro “Is this Nancy Kowalczik? Koh - wal - chik.” “Yes” “Hey, It’s Justin Michael from Acme Corp.” Step 2: Route “Just curious... Who’s in charge of your CX strategy?” “Why, what’s this about?” “I have some CX tech but don’t want to waste your time... just curious who heads up CX, does that roll up to you?” Step 3: Ruin (Peel the Onion) “Yes” “How do you do that now? Do you handle it internally or work with a 3rd party?

Touch it once. Make daily lists of the six most important tasks to accomplish. Plan how long each task will take. Assign time slots for accomplishing each task. Focus on the difficult projects first. Ask yourself, “Will it hurt me to throw this away?” Master these six steps and you won’t believe the difference. Implement them companywide and you will be operating at maximum productivity before you know it.

The Importance of Bookkeeping Services for Businesses Effective bookkeeping is the foundation of any successful business. It involves the systematic recording, organizing, and managing of a company’s financial transactions. Whether you're a small business owner or running a large corporation, bookkeeping services help ensure that your financial records are accurate, up-to-date, and compliant with regulations. By outsourcing bookkeeping tasks to professionals, businesses can focus on growth and core operations without worrying about financial details. What Is Bookkeeping? Bookkeeping is the process of maintaining accurate records of all financial transactions, including sales, purchases, receipts, and payments. It involves organizing these records into categories like income, expenses, assets, and liabilities. The information generated through bookkeeping is essential for creating financial statements, tax filings, and understanding the overall financial health of the business. However, managing these tasks manually can be time-consuming and prone to errors, which is why many businesses opt for professional bookkeeping services. Benefits of Professional Bookkeeping Services One of the key benefits of hiring professional bookkeeping services is the accuracy they bring to financial management. Experienced bookkeepers are well-versed in the latest accounting software and financial regulations, ensuring that all records are kept accurately and consistently. Additionally, outsourcing this task allows business owners to save time and focus on other aspects of their business. As a result, they can make better financial decisions based on reliable data. Improved Financial Reporting Accurate bookkeeping leads to better financial reporting, which is critical for making informed business decisions. By keeping detailed and organized records, bookkeepers provide valuable insights into cash flow, profitability, and expenses. This allows businesses to plan their budgets more effectively, track financial performance, and identify areas for cost-saving or investment. Tax Compliance and Preparation Another important advantage of bookkeeping services is the ability to stay compliant with tax regulations. Bookkeepers ensure that all financial records are properly maintained and ready for tax season. With accurate and up-to-date records, businesses can avoid penalties and reduce the risk of audits, making tax preparation much smoother. In conclusion, professional bookkeeping services offer businesses the support they need to manage their financial records accurately and efficiently. By ensuring proper financial reporting and tax compliance, these services contribute to long-term financial stability and growth.

The essence of business consulting Business consulting is becoming a well-liked hit everywhere in the world. Consultation providers are important to business folks since they help them in making informative choices. That is solely potential after serving to them understand the workforce within the enterprise world. Managers who analyze the functionality of their businesses are bound to make higher earnings than those that don’t consult an expert for surveillance. They should perceive the risks concerned, weaknesses and strengths in order for their businesses to survive competition. It is with enterprise consulting that companies are capable of analyze as well as improve upon their strategic operations. This turns into attainable because of the experience across assorted fields translating into a spectrum of new ideas. Any effective enterprise consulting will allow you to faucet into their varied sources, capabilities as well as services. Your online business will take pleasure in proven approaches, ideas and even methods. Because of this you would not have to reinvent the wheel again. You make use of confirmed strategies and construct upon them. In spite of everything, this can ultimately translate into increased productiveness in addition to more sales for your online business. As a Richmond Business Help way to grow to be more productive in addition to worthwhile, the companies of a enterprise consulting cannot be ignored. Simply just remember to are on the same page as them. It's highly vital for a business to be on the identical wavelength as their enterprise consulting team. The enterprise states its wishes whereas the enterprise consultants rework it into an achievable aim. The business states its desires and the enterprise consultants define whether or not it's practical and the simplest method to turn dreams into reality. Involving a professional guide will information you in making crucial choices. They usually present you with different scenarios that are more likely to happen in the market in the present day. Additionally they explain how your decisions are prone to impression on what you are promoting in the future. In addition they present strategies on find out how to diversify the product line rather than relying on a single product. They are going to guide you to ensure that there's utmost progress and competition is at per. Enterprise consultants enhance the information stage of a business. Their data is effective. They've been involved in varied tasks earlier than and understand all of the facets involved in the planning process. Additionally they have a clear understanding of the dangers concerned in each enterprise growth step. You possibly can due to this fact depend upon them for the event of your enterprise.

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.

That winter was a particularly tough one for the paper cup business. Everything slowed down except for the hospital and medical clinic sales, and I didn’t have any of those places for customers. I didn’t do very well, because I thought of the customer first. I didn’t try to force an order on a soda fountain operator when I could see that his business had fallen off because of cold weather and he didn’t need the damn cups. My philosophy was one of helping my customer, and if I couldn’t sell him by helping him improve his own sales, I felt I wasn’t doing my job.

But I paid particular attention to the french-fry operation. The brothers had indicated this was one of the key elements in their sales success, and they’d described the process.

Before the war, five-stories was the rule, and commercial life was carried on primarily at ground level—in streets and showrooms, at sales counters, on exchange floors. After the war, office buildings went vertical, climbing to unprecedented heights—six stories, seven, eight. “Our business men are building up to the clouds,” one newsman exclaimed. The elevator made this possible. Lift technology had improved since the vertical screw used at the Fifth Avenue Hotel. Now the “steam and drum” method was available. Steel wire cables were run over a drum at the top of the shaft, which was then revolved to raise or lower the cab. An alternative model hauled the cage up and down the shaft by looping its wire cable over a pulley, then attaching a wrought-iron bucket almost as weighty as the cage. When filled with water from a tank, the bucket descended by gravity, pulling the cage up. At the bottom, an operator emptied the bucket, shifting the weight balance in favor of the cage, which then descended and pulled the bucket back up.

Provisions that set forth what the contract is about, referred to herein as the "operative provisions." For example, the operative provisions of a contract to sell the assets of a business would include a description of the assets, the calculation and method of payment of the purchase price, and the mechanics of transferring the assets. An asset sale contract containing only these operative provisions would be a very short document, legally enforceable, but not addressing many of the other important issues that buyers and sellers care about. What

Life is all about selling. Being able to exchange knowledge and move people to co-operate.

These data rarely exist in one place in the organization so you’ll need to pull in people from multiple functions such as marketing, sales, in-store operations, IT, and beyond. We’ve seen companies create small “SWAT” teams that assemble people from these functions to break through bureaucratic logjams.

The Buffalo Evening News was established in 1880, and for years was operated by a single family, the Butlers. After Kate Robinson Butler died in 1974, the establishment-oriented Republican-leaning newspaper was put up for sale by her estate. It wasn't until the first Saturday after New Year's Day, 1977, that Buffett and Munger arrived in Weston, Connecticut, to talk to Vincent Manno, a newspaper broker who was handling the deal. Buffett first offered $30 million for the paper, but his price was refused. He then raised the bid to $32 million. The offer was high, considering that the Evening News had earned only $1.7 million pretax in 1976. However, the offer again was rejected. Buffett and Munger excused themselves to confer. They returned with a price written on a sheet of yellow legal paper. The amount, $32.5 million, was accepted. It was a daring move, since the acquisition price represented nearly 25 percent of the net worth of Berkshire Hathaway at that time.

From the outset, the drug war could have been waged primarily in overwhelmingly white suburbs or on college campuses. SWAT teams could have rappelled from helicopters in gated suburban communities and raided the homes of high school lacrosse players known for hosting coke and ecstasy parties after their games. The police could have seized televisions, furniture, and cash from fraternity houses based on an anonymous tip that a few joints or a stash of cocaine could be found hidden in someone's dresser drawer. Suburban homemakers could have been placed under surveillance and subjected to undercover operations designed to catch them violating laws regulating the use and sale of prescription 'uppers.' All of this could have happened as a matter of routine in white communities, but it did not.

As a result, the most important recommendation for organizations of all shapes and sizes moving forward is to anticipate worst case scenarios at a minimum. Even in cases where organizations cannot or will not make some of the operational changes recommended below, the exercise of focusing on nonsoftware areas of a given business can help identify under-realized or -appreciated assets within an organization. Particularly ones for whom the sale of software has been low effort, brainstorming about other potential revenue opportunities is unlikely to be time wasted. One vendor in the business intelligence and analytics space has privately acknowledged doing just this; based on current research and projecting current trends forward, it is in the process of building out a 10-year plan over which it assumes that the upfront licensing model will gradually approach zero revenue. In its place, the vendor plans to build out subscription and data-based revenue streams. Even if the plan ultimately proves to be unnecessary, the exercise has been enormously useful internally for the insight gained into its business.

For the purpose of this discussion, it is useful to think about technology acquisitions in three categories: 1. Talent and/or technology, when a company is acquired purely for its technology and/or its people. These kinds of deals typically range between $5 million and $50 million. 2. Product, when a company is acquired for its product, but not its business. The acquirer plans to sell the product roughly as it is, but will do so primarily with its own sales and marketing capability. These kinds of deals typically range between $25 million and $250 million. 3. Business, when a company is acquired for its actual business (revenue and earnings). The acquirer values the entire operation (product, sales, and marketing), not just the people, technology, or products. These deals are typically valued (at least in part) by their financial metrics and can be extremely large (such as Microsoft’s $30 billion–plus offer for Yahoo).

Rather, you’re asking customers to change their behavior—to stop acting in one way and starting acting in another. To make that happen, however, you have to get customers to think differently about how they operate. You need to show them a new way to think about their business. From that perspective, it’s really no surprise that in this more complex world only one profile wins—and it wins by a country mile.

Material adverse effect" is a standard that is often employed in the softening of contract provisions. It is often used in more than one provision in a contract, and as a result may be separately defined: "Material adverse effect" means any material adverse effect on the Borrower’s business, assets, liabilities, prospects or condition (financial or otherwise). In order to fall within the ambit of this definition, the matter in question must be both material and adverse to the party. Materiality is a subjective concept; a change that would be reasonably likely to affect the other party’s evaluation of the transaction will generally be viewed as material. The change must also be adverse. Obviously, if it’s a change for the better, it isn’t covered. The definition refers to the areas where the material adverse effect has occurred: the party’s business, assets, liabilities, financial condition and prospects. Let’s look at examples of each of these. The loss of a customer that represented 40% of the borrower’s earnings would have a material adverse effect on its business. An uninsured casualty loss in respect of the borrower’s primary manufacturing plant would have a material adverse effect on its assets. The entering of a judgment against the borrower for damages in an amount equal to its total annual sales would have a material adverse effect on its liabilities. A loss of sales resulting in a diminution in cash flow that impairs the borrower’s ability to pay its operating expenses would have a material adverse effect on its financial condition. Lastly, the development of proprietary technology by a competitor that allows it to produce goods at a more favorable price may have a material adverse effect on the borrower’s prospects, because it may be forced to reduce its profit margins. Inclusion of the word "prospects" as a component of the definition of material adverse effect is almost always a point of contention. The party to whom the material adverse effect standard is applicable will argue that the use of prospects gives the other party too much room to speculate about the future impact of an event. The other party will argue that its counterparty’s future condition and performance is important to it, and the party should not be required to wait until a reasonably foreseeable bad result has occurred before having any remedies. Closely related to material adverse effect is material adverse change, referred to colloquially as "MAC.

Unlike traditional retailers, Amazon boasted what was called a negative operating cycle. Customers paid with their credit cards when their books shipped but Amazon settled its accounts with the book distributors only every few months. With every sale, Amazon put more cash in the bank, giving it a steady stream of capital to fund its operations and expansion.14 The company could also lay claim to a uniquely high return on invested capital. Unlike

In California and Florida, the following lines of business tend to be recruiting for the College Program: ·          Operations ·          Entertainment ·          Lodging ·          Food & Beverage ·          Retail / Sales ·          Recreation

Ramhurst organized deceptively homegrown-looking “smokers’ rights” protests against proposed regulations and taxes on tobacco. In 1994 alone, R. J. Reynolds funneled $2.6 million to Ramhurst to deploy operatives who mobilized what they called “partisans” to stage protests against the Clinton health-care proposal, which would have imposed a stiff tax on cigarette sales. Anti-health-care rallies that year echoed with cries of “Go back to Russia!” If

What they didn’t own was the mindspace and shelfspace Cadbury had painstakingly built up over 180 years, especially in emerging markets like India. Cadbury had operated in India since 1948, and have a formidable presence with a 70% share of the rapidly growing chocolate market and a sales coverage that reached over one million stores. The costs and time for Kraft to attempt to replicate this would be unsustainable. Kraft can now use the Cadbury set-up to launch their own brands, and with their superior financial resources are able to add more juice than Cadbury would have been able to. In April 2011, Cadbury India launched Oreo, the Kraft-owned world’s number-one cookie brand, using Cadbury contract manufacturing expertise to source the product locally, Cadbury mindspace to brand the product under the Cadbury name and Cadbury shelfspace capabilities to achieve widespread distribution and prominent display. Mindspace and shelfspace are the valuable currencies of FMCG industries.

gaining shelfspace has become a more strategic challenge for manufacturers. Shelfspace has to be won by planning product offerings to satisfy not just consumers’ needs but also the retailers’ objectives. Because the retailer is overwhelmed with offerings that claim to have consumer appeal – that is now a given – it is in being seen to best meet the retailers’ needs that has become the battleground. Store management wants to increase category sales, improve average margins, provide a good range to shoppers and perhaps offer exclusive products, all the while looking to increase operational efficiency and reduce inventory costs by minimising the number of lines stocked and the workload involved in getting products on the shelf. Manufacturers now have to win shelfspace by working through these complex and sometimes conflicting needs.

In West's guide, rule-of-thumb guidance comes in two formats that most valuation experts recognize:  Percentage of annual sales: If a business had total sales of $ 100,000 last year and the multiple for that business was 40 percent of annual sales, the price based on that particular rule of thumb would be $ 40,000.  Multiple of earnings: An earnings multiplier makes the most sense to prospective buyers. It directly addresses the buyer's motive to make money: to achieve a return on investment. In many small companies, this multiple is commonly used against what is known as seller's discretionary earnings (SDE), which are earnings before accounting for the following items: • Income taxes • Nonrecurring income and expenses • Nonoperating income and expenses • Depreciating an amortization • Interest expense or income • Owner's total compensation for one owner/ operator after adjusting the total compensation of all owners to market value

Szot changed the all-too-familiar call-to-action line, “Operators are waiting, please call now,” to, “If operators are busy, please call again.” On the face of it, the change appears foolhardy. After all, the message seems to convey that potential customers might have to waste their time dialing and redialing the toll-free number until they finally reach a sales representative. Yet, that surface view underestimates the power of the principle of social proof: When people are uncertain about a course of action, they tend to look outside themselves and to other people around them to guide their decisions and actions. In the Colleen Szot example, consider the kind of mental image likely to be generated when you hear “operators are waiting”: scores of bored phone representatives filing their nails, clipping their coupons, or twiddling their thumbs while they wait by their silent telephones—an image indicative of low demand and poor sales.

Examine how much of your daily workload is crucial to the operations of the company.

that U.S. corporate taxes are now, thanks to a recent rollback in rates in Japan, the highest in the world. He didn’t mention that in 1950 in this country, corporate taxes accounted for about 30% of all federal revenue. But in 2012, corporate taxes will account for less than 7% of all federal revenue. Think maybe we’re doing something wrong … that Obama should be addressing? Fact is, no U.S. company has an incentive to keep operations in this country—particularly in a time when two-thirds of their global sales are in overseas markets. Our government

FIGURE 5.20 The Sales Force’s DNA However, it wasn’t yet a full set of operating instructions. To make the code practically useful, we would need to understand how the framework should be applied to the task of managing any particular sales force. We had the “superset” of things leadership could measure and manage, but we needed clear guidelines to help cull from it the handful of activities and metrics that would enable leadership to focus on its own organizational goals. We needed to know how to apply these insights in a targeted and tactical way. Fortunately, we were on the verge of doing just that.

Shaking his head, he continues, “It’s harder than ever to convince the business to do the right thing. They’re like kids in a candy store. They read in an airline magazine that they can manage their whole supply chain in the cloud for $499 per year, and suddenly that’s the main company initiative. When we tell them it’s not actually that easy, and show them what it takes to do it right, they disappear. Where did they go? They’re talking to their Cousin Vinnie or some outsourcing sales guy who promises they can do it in a tenth of the time and cost.” I laugh. “A couple of years ago, someone in Marketing asked my group to support a database reporting tool that one of their summer interns wrote. It was actually pretty brilliant, given that she only had a couple of months to work on it, and then it started being used in daily operations. How in the hell do you support and secure something that’s written in Microsoft Access? When the auditors found out that we couldn’t secure access to all the data, we spent weeks cobbling together something that satisfied them. “It’s like the free puppy,” I continue. “It’s not the upfront capital that kills you, it’s the operations and maintenance on the back end.