Samples Of Business Quotes

October Fullness” Little by little, and also in great leaps, life happened to me, and how insignificant this business is. These veins carried my blood, which I scarcely ever saw, I breathed the air of so many places without keeping a sample of any. In the end, everyone is aware of this: nobody keeps any of what he has, and life is only a borrowing of bones. The best thing was learning not to have too much either of sorrow or of joy, to hope for the chance of a last drop, to ask more from honey and from twilight. Perhaps it was my punishment. Perhaps I was condemned to be happy. Let it be known that nobody crossed my path without sharing my being. I plunged up to the neck into adversities that were not mine, into all the sufferings of others. It wasn’t a question of applause or profit. Much less. It was not being able to live or breathe in this shadow, the shadow of others like towers, like bitter trees that bury you, like cobblestones on the knees. Our own wounds heal with weeping, our own wounds heal with singing, but in our own doorway lie bleeding widows, Indians, poor men, fishermen. The miner’s child doesn’t know his father amidst all that suffering. So be it, but my business was the fullness of the spirit: a cry of pleasure choking you, a sigh from an uprooted plant, the sum of all action. It pleased me to grow with the morning, to bathe in the sun, in the great joy of sun, salt, sea-light and wave, and in that unwinding of the foam my heart began to move, growing in that essential spasm, and dying away as it seeped into the sand.

Try not to have a very small sample size. Because if your sample size is very small, you will end up excluding a lot of people from your studies who should form a part of it.

The more segmentation you do, the more groups will be formed and your sample size will increase in response to that.

Your current marketing plan, strategy, and research objective are also going to play an important role in defining your sample size.

Systematic sampling is like random sampling, except the members are not chosen totally randomly. You can choose members at regular intervals here.

The sample size is also going to depend on how well you can divide your target market into various groups. Make sure you take everything into consideration while forming your groups.

The sample includes who are you planning to study and how many participants will be there for this study as you can’t study everyone. You will be required to further divide them into various groups.

A sampling plan is all about how you’re planning to gather data for your market research. It is going to include a sample of all those people who can represent your target audience and can also be easily studied.

Professor Lyall looked modestly proud. "I am considered a bit of an expert on the procreative practices of Ovis orientalis aries." "Sheep?" "Sheep." "Sheep!" Madame Lefoux's voice came over suddenly high, as though she were suppressing an inclination to giggle. "Yes, as in baaaa." Professor Lyall frowned. Sheep were a serious business, and he failed to see the source of Madame Lefoux's amusement. "Let me understand this correctly. You are a werewolf with a keen interest in sheep breeding?" A little bit of French accent trickled into Madame Lefoux's speech in her glee. Professor Lyall continued bravely on, ignoring her flippancy. "I preserve the nonviable embryo in formaldehyde for future study. Lord Maccon has been drinking my samples. When confronted, he admitted to enjoying both the refreshing beverage and the 'crunchy picked snack' as well. I was not pleased.

As it’s not feasible to research everyone in your target audience, you focus on a group of people that can represent most of the others in your market. For this, you wisely identify and obtain a sample and make sure that no group from your target market is left unrepresented.

Sampling is directly dependent on your goal. If your goal is to increase your product quality, then you want to research those customers who have been using your products for quite some time. If you want to improve your first impression as a brand, then you can focus on those customers who are new to your brand.

Rule of Five There is a 93.75% chance that the median of a population is between the smallest and largest values in any random sample of five from that population.

A bad system will beat a good person every time

So I got my stuff and the girl at the register puts these other things in my bag, too. Little free samples: gum and a comb and a marker pen. So I says to her, 'Look, girlie, I got false teeth and I wear a wig.' So she fishes back in my bag and takes out the comb and the gum. Left the pen in there. Anyways, I went back to the van, even though I knew it was locked. Figured I'd just wait and have a smoke. You can't smoke in the van, see? So while I'm waiting there, minding my own business, this car pulls into the handicapped space right next to us--brand-new car, white and clean, and it's got this bumper sticker on it that says, 'Life Is a Shit Sandwich.' Isn't that stupid? So this guy gets out--good-lookin' fella, in his twenties. I say to him, 'Hey, handsome, tell me something.' He takes a look at my walker and gets all panicky. 'I'm just running in for two seconds,' he says. See, he thinks I'm going to yell at him for parking in a handicapped space, but I ain't. I don't give a rat's ass about that, you see. I'd rather walk the extra ten feet than be called handicapped. Where was I?' She amazed me. 'Life's a shit sandwich,' I said. 'Oh, yeah. Right. So that guy goes runnin' into the store and here's what I did. I fished that free pen out of the bag and marched right over there to that bumper of his. Got myself right down on the ground--and I wrote--just after the 'Life's a shit sandwich' part--I wrote, 'But only if you're a shithead.' 'Course, then I couldn't get myself back up again--had to yell over to a couple of kids at the phone booth to come pick me back up.

At one point I was climbing off the bus and I bumped into a woman in a crisp black blazer and pointy, witchy shoes. She had a bulky cell phone pressed against her ear and a black bag with gold Prada lettering hooked around her wrist. I was a long ways off from worshiping at the Céline, Chloé, or Goyard thrones, but I certainly recognized Prada. “Sorry,” I said, and took a step away from her. She nodded at me briskly but never stopped speaking into her phone, “The samples need to be there by Friday.” As her heels snapped away on the pavement, I thought, There is no way that woman can ever get hurt. She had more important things to worry about than whether or not she would have to eat lunch alone. The samples had to arrive by Friday. And as I thought about all the other things that must make up her busy, important life, the cocktail parties and the sessions with the personal trainer and the shopping for crisp, Egyptian cotton sheets, there it started, my concrete and skyscraper wanderlust. I saw how there was a protection in success, and success was defined by threatening the minion on the other end of a cell phone, expensive pumps terrorizing the city, people stepping out of your way simply because you looked like you had more important places to be than they did. Somewhere along the way, a man got tangled up in this definition too. I just had to get to that, I decided, and no one could hurt me again.

Little by little, and also in great leaps, life happened to me, and how insignificant this business is. These veins carried my blood, which I scarcely ever saw, I breathed the air of so many places without keeping a sample of any. In the end, everyone is aware of this: nobody keeps any of what he has, and life is only a borrowing of bones.

As you know, Bob, what with DNA analysis, this whole business is getting highly sophisticated these days. Why, they can break down a sample into so many signatures that a person’s blood is almost as unique as his fingerprints.

Further, the size of the sample you take and the length of time over which you measure are essential elements of making a prediction. And of course, you have to be using valid data. So it's important to balance the statistics and the context.

Your giving does not have to reflect mine. Be your own kind of ripple. If you have some extra time, give it to a shelter. If you have a special trade, mentor or give advice. If you have a business, give free samples. If you have arms, give hugs. Just give in your own capacity, where you are and watch what a difference that one gesture can make. 

When you leave a job, one of the hardest decisions you have to make on cleaning out your desk is what to do with the coffinlike cardboard tray holding 958 fresh-smelling business cards. You can’t throw them out— they and the nameplate and a few sample payroll stubs are proof to yourself that you once showed up at that building every day and solved complicated, utterly absorbing problems there; unfortunately, the problems themselves, though they once obsessed you, and kept you working late night after night, and made you talk in your sleep, turn out to have been hollow: two weeks after your last day that already have contracted into inert pellets one-fiftieth of their former size; you find yourself unable to create the sense of what was really at stake, for it seems to have been the Hungarian 5/2 rhythm of the lived workweek alone that kept each fascinating crisis inflated to its full interdepartmental complexity. But coterminously, while the problems you were paid to solve collapse, the nod of the security guard, his sign-in book, the escalator ride, the things on your desk, the site of colleagues’ offices, their faces seen from characteristic angles, the features of the corporate bathroom, all miraculously expand: and in this way what was central and what was incidental end up exactly reversed.

Carmen measured her days in books. She kept a paperback under the desk for quiet periods, when she had remade as many window displays as one could usefully do in one day, and dusted, polished, straightened and checked the samples. When she had first started working at Dounston’s, they had always been so busy, and she’d kept her reading for the bus and lunchtime. Now, she could get through a novel every three days, and it kept getting faster. It was very, very worrying.

This whole business of statistical sampling and the determining of the properties of people by this manner is a very serious business altogether. It’s coming into its own, but it’s used very often, and we have to be very, very careful with it. It’s used for choice of personnel—by giving examinations to people—marriage counseling, and things of this kind. It’s used to determine whether people get into college, in a way that I am not in favor of, but I will leave my arguments on this. I will address them to the people who decide who gets into Caltech. And after I have had my arguments, I will come back and tell you something about it. But this has one serious feature, among others, aside from the difficulties of sampling.

One recent case highlighted by Dan Simons relates again to the work of Yale psychologist John Bargh. In 2012, Bargh and colleague Idit Shalev published a study claiming that lonelier people prefer warmer baths and showers, thereby compensating for a lack of “social warmth” through physical warmth.44 In 2014, psychologist Brent Donnellan and colleagues reported a failure to replicate this finding—and not just in a single experiment but across nine experiments and more than 3,000 participants, over 30 times the sample size of the original study.45 Despite this failure to replicate, as well as the presence of unexplained anomalies in the original data, Bargh and Shalev refused to retract their original paper. In many other sciences, a false discovery of this magnitude would automatically trigger excision of the original work from the scientific record. In psychology, unreliability is business as usual.

Recall that someone with only casual knowledge about the problems of randomness would believe that an animal is at the maximum fitness for the conditions of its time. This is not what evolution means; on average, animals will be fit, but not every single one of them, and not at all times. Just as an animal could have survived because its sample path was lucky, the “best” operators in a given business can come from a subset of operators who survived because of overfitness to a sample path—a sample path that was free of the evolutionary rare event. One vicious attribute is that the longer these animals can go without encountering the rare event, the more vulnerable they will be to it. We said that should one extend time to infinity, then, by ergodicity, that event will happen with certainty—the species will be wiped out! For evolution means fitness to one and only one time series, not the average of all the possible environments.

In the kitchen, she made passionflower tea, turning the jar of loose leaves in her hand while a teaspoon's worth steeped in her mug. The tea was local, made from an herb that rarely grew in New England but did on Quinnipeague. A natural sedative, passionflower was another of Cecily Cole's gems. The tea was still steeping when she decided she was hungry. On impulse, she took a jar of strawberry jam from the cupboard. It, too, was local, put up the fall before by one of the island women. Unscrewing the lid, she pried a layer of wax from the top and, taking a spoon, sampled it straight from the jar. She closed her eyes, isolating the sense of taste for the greatest enjoyment. Strawberries... and vanilla? Eyes popping open, she peered into the glass until she spotted the bean among the berries. A single bean. No surprise there. Vanilla beans came from a variety of orchid that had no business growing up on Quinnipeague, but did. Not only was the flower a more vivid yellow than elsewhere, but the bean was potent.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

Very innovative companies, such a Twitter, know how important this type of cross-pollination is to creativity in their businesses, and they make an effort to hire people with unusual skills, knowing that diversity of thinking will certainly influence the development of their products. According to Elizabeth Weil, the head of organizational culture at Twitter, a random sampling of people at the company would reveal former rock stars, a Rubik’s cube champion, a world-class cyclist, and a professional juggler. She said that the hiring practices at Twitter guarantee that all employees are bright and skilled at their jobs, but are also interested in other unrelated pursuits. Knowing this results in random conversations between employees in the elevator, at lunch, and in the hallways. Shared interests surface, and the web of people becomes even more intertwined. These unplanned conversations often lead to fascinating new ideas. Elizabeth is a great example herself; she is a top ultramarathon runner, professional designer, and former venture capitalist. Although these skills aren’t required in her day-to-day work at Twitter, they naturally influence the ideas she generates. Her artistic talents have deeply influenced the ways Elizabeth builds the culture at Twitter. For instance, whenever a new employee starts, she designs and prints a beautiful handmade welcome card on her 1923 antique letterpress.

Make your business e-mail address sound professional — do not make the mistake of choosing a cute name like SweetMelissa@gmail.com or HotBob@gmail.com.   Instead, use something like YourNameFreelanceSEO@gmail.com or YourNameProSEO@gmail.com. You’ll be using this e-mail address to reply to client inquiries, and/or to pitch your services to new potential clients. Day 6 Proofread your sample articles.

WordPress Site If done right, a self-hosted WordPress site can act as your online business card for your freelance SEO writing services.  You can refer potential clients to it for a listing of your services and rates, plus to see your writing samples and client testimonials.   Details on how to set up a self-hosted Wordpress site are beyond the scope of this book, but it’s easy to do.  In a nutshell, all you do is purchase a domain name, purchase web hosting, install Wordpress on your site, and customize it the way you want it. If you are interested in setting up your own website for your business, sign up for the Money Machine Inner Circle (it’s FREE!) and you’ll get instant access to a free report listing exactly which services I recommend for setting up your site.  Especially if you’re new to the world of setting up a website, this will save you a ton of time since you won’t have to waste time researching which services are the best or easiest to use for a non-techie. A basic website should have the following pages: Home Page This is where you describe your freelance SEO writing services, and even include a testimonial or two once you’ve worked with clients for a while. Samples Page Use this page to show off the sample articles that you’ve written. About Page This is where you explain who you are, your experience (if any), and why someone should hire you. Contact Page This is where you set up a simple contact form that visitors to your website can use to get in touch with you. Action Steps 1. On days 1 and 2, make sure you have a reliable computer, access to high-speed internet, and a PayPal account set up.  If you don’t have

19 Writing in the World of Work 521 Composing Business Letters 522 Business Letter Format 523 • Practicing What You’ve Learned 526 • Assignment 526 Sample Business Letter 527 Creating Memos 528 Sending Professional E-Mail 529 Problems to Avoid 530 Designing Cover Letters and Résumés 531 Critique Your Page Appeal 534 Problems to Avoid 534 Sample Résumés 535 • Practicing What You’ve Learned 538 • Assignment 538 Preparing Interview Notes and Post-Interview Letters

Failures as people: millions of Americans felt that this description fit them to a T. Seeking a solution, any solution, they eagerly forked over their cash to any huckster who promised release, the quicker and more effortlessly the better: therapies like “bioenergetics” (“The Revolutionary Therapy That Uses the Language of the Body to Heal the Problems of the Mind”); Primal Scream (which held that when patients shrieked in a therapist’s office, childhood trauma could be reexperienced, then released; John Lennon and James Earl Jones were fans); or Transcendental Meditation, which promised that deliverance could come if you merely closed your eyes and chanted a mantra (the “TM” organization sold personal mantras, each supposedly “unique,” to hundreds of thousands of devotees). Or “religions” like the Church Universal and Triumphant, or the Reverend Sun Myung Moon’s Unification Church, or “Scientology”—this last one invented by a science fiction writer, reportedly on a bet. Devotees paid cash to be “audited” by practitioners who claimed the power—if, naturally, you paid for enough sessions—to remove “trauma patterns” accreted over the 75 million years that had passed since Xenu, tyrant of the Galactic Confederacy, deposited billions of people on earth next to volcanoes and detonated hydrogen bombs inside those volcanos, thus scattering harming “body thetans” to attach to the souls of the living, which once unlatched allowed practitioners to cross the “bridge to total freedom” and “unlimited creativity.” Another religion, the story had it, promised “perfect knowledge”—though its adherents’ public meeting was held up several hours because none of them knew how to run the movie projector. Gallup reported that six million Americans had tried TM, five million had twisted themselves into yoga poses, and two million had sampled some sort of Oriental religion. And hundreds of thousands of Americans in eleven cities had plunked down $250 for the privilege being screamed at as “assholes.” “est”—Erhard Seminars Training, named after the only-in-America hustler who invented it, Werner Erhard, originally Jack Rosenberg, a former used-car and encyclopedia salesman who had tried and failed to join the Marines (this was not incidental) at the age of seventeen, and experienced a spiritual rebirth one morning while driving across the Golden Gate Bridge (“I realized that I knew nothing. . . . In the next instant—after I realized that I knew nothing—I realized that I knew everything”)—promised “to transform one’s ability to experience living so that the situations one had been trying to change or had been putting up with, clear up just in the process of life itself,” all that in just sixty hours, courtesy of a for-profit corporation whose president had been general manager of the Coca-Cola Bottling Company of California and a former member of the Harvard Business School faculty. A

My bout with the Marquis was much like the others. Even more than usual I was hopelessly outclassed, but I stuck grimly to my place, refusing to back up, and took hit after hit, though my parrying was steadily improving. Of course I lost, but at least it wasn’t so easy a loss as I’d had when I first began to attend practice--and he didn’t insult me with obvious handicaps, such as never allowing his point to hit me. Bran and Savona finished a moment later, and Bran was just suggesting we exchange partners when the bells for third-gold rang, causing a general outcry. Some would stay, but most, I realized, were retreating to their various domiciles to bathe and dress for open Court. I turned away--and found Shevraeth beside me. “You’ve never sampled the delights of Petitioners’ Court,” he said. I thought of the Throne Room again, this time with Galdran there on the goldenwood throne, and the long lines of witnesses. I repressed a shiver. Some of my sudden tension must have exhibited itself in my countenance because he said, “It is no longer an opportunity for a single individual to practice summary justice such as you experienced on your single visit.” “I’m certain you don’t just sit around happily and play cards,” I muttered, looking down at the toes of my boots as we walked. “Sometimes we do, when there are no petitioners. Or we listen to music. But when there is business, we listen to the petitioners, accept whatever they offer in the way of proof, and promise a decision at a later date. That’s for the first two greens. The last is spent in discussing impressions of the evidence at hand; sometimes agreement is reached, and sometimes we decide that further investigation is required before a decision can be made.” This surprised me so much I looked up at him. There was no amusement, no mockery, no threat in the gray eyes. Just a slight question. I said, “You listen to the opinions of whoever comes to Court?” “Of course,” he said. “It means they want to be a part of government, even if their part is to be merely ornamental.” I remembered that dinner when Nee first brought up Elenet’s name, and how Shevraeth had lamented how most of those who wished to give him advice had the least amount worth hearing. “Why should I be there?” I asked. “I remember what you said about worthless advisers.” “Do you think any opinion you would have to offer would be worthless?” he countered. “It doesn’t matter what I think of my opinion,” I retorted, and then caught myself. “I mean to say, it is not me making the decisions.” “So what you seem to be implying is that I think your opinion worthless.” “Well, don’t you?” He sighed. “When have I said so?” “At the inn in Lumm, last year. And before that. About our letter to Galdran, and my opinion of courtiers.” “It wasn’t your opinion I pointed up, it was your ignorance,” he said. “You seem to have made truly admirable efforts to overcome that handicap. Why not share what you’ve learned?” I shrugged, then said, “Why don’t you have Elenet there?”--and hated myself for about as stupid a bit of pettiness as I’d ever uttered. But he took the words at face value. “An excellent suggestion, and one I acted on immediately after she arrived at Athanarel. She’s contributed some very fine insights. She’s another, by the way, who took her own education in hand. Three years ago about all she knew was how to paint fans.” I had talked myself into a corner, I realized--all through my own efforts. So I said, “All right, then. I’ll go get Mora to dig out that Court dress I ordered and be there to blister you all with my brilliance.” He bowed, lifted his gray-gloved hand in a casual salute, and walked off toward the Royal Wing. I retreated in quick order to get ready for the ordeal ahead.

HOW TO SELL WITHOUT SELLING Business problems are like mice. They go unnoticed until they start nibbling your cheese. Just building a better mousetrap will not make the world beat a path to your door. People who don’t have mice won’t be interested—until the mice show up; then they need to know you have the mousetrap. This might sound like the musings of a Zen monk (or perhaps a management consultant from California). But sometimes the right way to sell your product or service is not to barge into your customer’s home with a bunch of free samples. Just be there, at the right time, and make sure the right people know who you are.

The first 100 samples reduce uncertainty much more than the second 100. In fact, even the first 10 samples tell you a lot more than the next 10. The initial state of uncertainty tells you a lot about how to measure it.

To determine a company’s mindset, we asked a diverse sample of employees at each organization how much they agreed with statements like these: When it comes to being successful, this company seems to believe that people have a certain amount of talent, and they can’t really do much to change it (fixed mindset). This company values natural intelligence and business talent more than any other characteristics (also fixed mindset). This company genuinely values the personal development and growth of its employees (growth mindset).

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.

true Sharpe ratio is equal to or greater than 0, you need a backtest Sharpe ratio of 1 and a sample size of 681 data points (e.g., 2.71 years of daily data).

out-of-sample testing

Here's the main point: if you have an activity where the results are nearly all skill, you don't need a large sample to draw reasonable conclusions.

Great-grandma Elisa Ramires was a promising cook at an inn. The job was her only opportunity to raise Grandma on her own, so she made herself famous with a buttery, delicately savory fubá cake recipe. Dona Elizabete Molina had been at the inn longer than Great-grandma, and she was also famous for her own recipe. Milk pudding. It was said to be so smooth it slid on your tongue. The two were often at odds. They each wanted to prove to the neighborhood who was the best cook in town, and the opportunity came about with a cooking contest. The night before the contest, Great-grandma and Dona Elizabete were busy preparing their entry dishes and tending to the many guests at the inn. It was a busy night, with many tourists in town for Carnival. Nerves frazzled, shoulder to shoulder, and vying for space in the small kitchen, the story goes that the cooks accidentally tripped each other and sent their cake and pudding flying off the trays. Miraculously, the layers stacked up. Dona Elizabete's milk pudding landed atop Great-grandma's fubá cake. Maybe Dona Elizabete held the tray at the right angle until the last second and the pudding had enough surface tension to just slide off the right way without breaking. Maybe Great-grandma's cake was firm enough to hold the delicate layer of pudding atop. Whatever the case, they tried this new, accidental two-layered cake and realized that their recipes complemented each other beautifully. When they passed samples around to the guests, their reaction was proof that they'd produced perfection. No one remembers if they still entered the contest. Because from that moment on, the only thing everyone could talk about was their new recipe, the one they called "Salt and Sugar". One layer fubá cake, one layer pudding.

Venture capitalists and investors have bought into the media-driven narrative that younger people are more likely to build great companies. Vinod Khosla, a cofounder of Sun Microsystems and venture capitalist, said, “People under 35 are the people who make change happen . . . people over 45 basically die in terms of new ideas.” Paul Graham, the founder of Y Combinator, the famous start-up accelerator, said that, when a founder is over the age of thirty-two, investors “start to be a little skeptical.” Zuckerberg himself famously said, with his characteristic absence of tact, “Young people are just smarter.” But, it turns out, when it comes to age, the entrepreneurs we learn about in the media are not representative. In a pathbreaking study, a team of economists—Pierre Azoulay, Benjamin F. Jones, J. Daniel Kim, and Javier Miranda (henceforth referred to as AJKM)—analyzed the age of the founder of every business created in the United States between the years 2007 and 2014. Their study included some 2.7 million entrepreneurs, a far broader and more representative sample than the dozens featured in business magazines. The researchers found that the average age of a business founder in the United States is 41.9 years old—in other words, more than a decade older than the average age of founders featured in the media. And older people don’t just start businesses more than many of us realize; they also succeed at creating highly profitable businesses more often than their younger peers do. AJKM used various metrics of success for a business, including staying in business for longer and ranking among the top firms in revenue and employees. They discovered that older founders consistently had higher probabilities of success, at least until the age of sixty.

Hugh just dropped off the cheese selection for the week. I thought you'd like to sample?" I perked up immediately. Sampling cheese sounded fun. I was starving. The Hobnobs hadn't been particularly filling. The light, airy dining room was a beehive of activity. Four servers buzzed around, readying tables, wrapping silverware. Outside someone was watering the ornamental cabbages. I sat at a table with Chandice and tasted a half dozen local cheeses. A sharp English cheddar with a bite that lingered just at the hint of your jaw, a creamy goat cheese lavished with a sweet onion chutney. Stuffing the last of a very toothsome local blue cheese into my mouth, I looked around at the happy bustle with satisfaction. This is what I had always dreamed of, this bright hive of positive energy.

Test the market with samples first, if you can, to know what is really going to sell. • If possible, don’t build inventory in large quantities and eat up cash unless the business has the orders in its hands. • Try to find strategic partners that have quick turnarounds for building inventory. • Unless you have real-time data on customer demand and have an extremely tight connection to your suppliers, you’ll never get inventory forecasting exactly right. • Err on the side of less rather than more inventory as a rule of thumb. • If you have to make a trade-off between paying more per unit in COGS to reduce the cycle time to build inventory, choose the higher COGS and reduced production time. You’ll be placing smaller orders with greater frequency, turning inventory faster and cash faster. Read this point again—it’s not very complicated (place smaller orders, more frequently), but it’s really, really important for managing your inventory.

3M didn’t sell raw materials, so there was no business to transact. But McKnight—curiosity piqued and on the prowl for interesting new ideas that might move the company forward—asked a simple question: “Why does Mr. Okie want these samples?”35

I was in charge of decisions and marketing, and Sean was in charge of research and operations. When we were trying to identify our target customer, he spent a ton of time putting together spreadsheets comparing all the different markets we should consider. When he showed them to me and asked me what I thought, I replied, “Yoga.” Huh? “We could easily do multiple products serving people who do yoga,” I told him. “It’s an emerging trend. And I know a ton of those people; I can ask them what they want. Let’s start a yoga business.” Sean’s initial response was, “That’s not a quantitative analysis, Ryan!” I’ve never been one to overthink things—most people spend way too much time in the research period. I make decisions fast and adjust later. With our target customer identified, we made a list of possible products and chose our gateway product—a yoga mat. With that, we began the process of product development. We looked up the top-selling yoga mats on Amazon and read through the reviews; we asked questions on Facebook groups, subreddits, and Instagram influencer accounts. It didn’t take long before we had an idea of the main pain points we needed to address with our first product. I remembered Don’s advice and began looking for people to make the product. With a quick scroll and a click, we could choose between a wholesaler in China, a private label supplier out of India, or a contract manufacturer in Vietnam. For about fifty bucks, we were able to order a set of yoga mat samples that had the exact features we were looking for. It was that easy. Samples in hand, we needed to refine our product idea to make sure we were really hitting the pain points we’d identified. At that time, I’d done yoga maybe two or three times in my life, and I wasn’t nearly the right demographic for our mats anyway. That forced me to ask questions. We were targeting yoga-loving millennials, so I went where they often congregate: Starbucks. There, I did the kind of tough field work that really makes an entrepreneur sweat: asking young women questions over coffee. “Which yoga mat do you prefer? Why?” “What makes the difference between a bad yoga mat and a good one?” “What’s wrong with your current yoga mat?” “What do you think of this one? And what about this one?” Next, I headed over to local yoga studios to see how our samples stacked up against the strenuous demands of a yoga class. A few classes later, Sean and I had everything we needed to narrow down our product development. Armed with all our data, we went back to the manufacturers. From a couple yoga-clueless guys, we’d become knowledgeable enough to know not just what a good yoga mat looked like, but how it had to feel and perform. We knew what we needed our yoga mat to do. Now we just had to find the manufacturer to supply it.

Find Your Supplier I’ve come to trust and rely on suppliers from Alibaba.com, but I know it has its detractors. When it comes to user experience, the site is, frankly, a bit of a mess. There’s also a certain distance between you and the supplier that the more firm-handshake-loving, look-them-in-the-eye-while-you’re-negotiating types don’t like. These days, though, Alibaba has a lot of competition, so there are plenty of options out there if you want a different path to your product. You can search for wholesalers, manufacturing companies, or contract manufacturers for your chosen product and find any number of smaller companies you can contact personally to get that more direct experience. Or, if you’re feeling particularly old-fashioned, you can attend a trade show in the market you’re going into. Find out where the next event is, hop on a plane, and go speak to a room full of potential manufacturers in a new city. Some people even go so far as to fly to China to meet directly with manufacturers. I’ve never done that—and I never plan to do that—but plenty of my friends swear by it. Of these options, though, I’d still recommend starting on Alibaba or a similar site and ordering ready-made product samples. Something magical happens when you hold a product in your hand: You realize it’s real. While it may seem at the outset like the best way to make your perfect product is to go meet a contract manufacturer in person and get them to build your design from scratch, that option comes with a lot more risk: the risk of lost time. We’re talking about at least three months before you see your first prototype—more likely six, or even twelve. All of that and you won’t even know right away if the resulting prototype will be the one that will make your brand. That’s why I recommend you come up with the idea, get samples, and improve over time. Perfectionists hate the approach, but you can’t expect to make it to a million dollars in twelve months if it takes twelve months just to get a look at what you’re creating.

When we cut our price, we sold really well (because when you follow the method in this book, it works), but we ran out of stock. It was a predictable outcome. Being out of stock is the worst thing that can possibly happen to your new business because you’re essentially out of business when you can’t take orders. We had to wait out the four-week lag for another shipment to cross an ocean and get to the Amazon warehouse. When we finally got new stock back in, we were essentially starting over. Yes, we had customer reviews, but our momentum was dead. We had to run another discount to get moving again. We did recover, but that one mistake set us back months. I can’t say whether an extra month of planning would have kept us from making that awful choice; probably not, honestly. You can’t control for everything. Your goal is just to take your product from an idea to a physical item in a customer’s hand. It’s simpler than most people think it is. Find the right supplier, get samples, refine with research, put in a small order, and get the product online. That’s all you need to worry about right now. Don’t overthink it. Just fix the mistakes as they come.

Machine learning modeling and testing on sample data and going through the business user acceptance test can surprise you! And it will definitely make you to rethink on your feature selection and data sampling methods.

Unfortunately, the Bull that gilded Renaissance New York did little for most Americans. Eighties Wall Street was about institutional money released by deregulation, mergers and acquisitions, and, most of all, the debt that made it all possible. As John Kenneth Galbraith points out, financial euphoria always starts with new ways to borrow money; this time it was triggered by the Savings & Loan crisis. Volcker’s rocketing interest rates had forced S&Ls to offer double digits to new depositors while only getting back single digits on the old thirty-year mortgages on their books. S&Ls were going under, and getting a mortgage was nearly impossible, so in March 1980, with the banking system and the housing market on the brink, Carter had signed a law to allow them to issue credit cards, invest in commercial real estate, and offer checking accounts in order to stay in business. Reagan then took it a step further with a change that encouraged S&Ls to sell their mortgages in search of higher returns, freeing up a $1 trillion that needed to be invested in something. Which takes us back to Salomon Brothers, where in 1978 one Lew Ranieri had repackaged an old investment product the government had clamped down on during the Depression: A group of home mortgages all backed by government insurance would be bundled together, then sliced into bonds, thus converting the debt some people owed on their homes into an asset for others. Ranieri had been a bit ahead of the curve then—the same high interest rates that killed the S&Ls also made his bonds unattractive—but now deregulation let Salomon buy up the S&Ls’ mortgages at a deep discount, bundle them into bonds, and sell them back to the S&Ls who believed they’d diversified into the bond market when in fact they’d just bought ground meat made out of their own steaks. In June 1983, Salomon Brothers and Freddie Mac together issued the first collateralized mortgage obligation bonds (CMOs), which bundled up debt and cut it into tranches based on the amount of risk: you could choose between ground chuck and ground sirloin. It would be years before technology would allow doing this on a huge scale, but the immediate impact was that all kinds of debt, not just mortgages, were bundled, cut into bonds, and sold: credit card debt, car loans, you name it. Between 1983 and 1988, some $60 billion of CMOs were sold; GM’s financing arm became more profitable than its cars. America began to make debt instead of things. The

In the antifragile case (of positive asymmetries, positive Black Swan businesses), such as trial and error, the sample track record will tend to underestimate the long-term average;

Phase 1: Discovery 1. Define the problem statement What is the challenge that will be solved? The problem statement is defined at this step and becomes the foundation of the project. Here is a sample problem statement: The company has more than one hundred thousand email addresses and has sent more than one million emails in the last twelve months, but open rates remain low at 8 percent, and sales attributed to email have remained flat since 2018. Based on current averages, a 2 percentage-point lift in email open rates could produce a $50,000 increase in sales over the next twelve months. It’s important to note that a strong and valid problem statement should include the value of solving the problem. This helps ensure that the project is worth the investment of resources and keeps everyone focused on the goal. 2. Build and prioritize the issues list What are the primary issues causing the problem? The issues are categorized into three to five primary groups and built into an issues tree. Sample issues could be: •​Low open rates •​Low click rates •​Low sales conversion rates 3. Identify and prioritize the key drivers. What factors are driving the issues and problem? Sample key drivers could include: •​List fatigue •​Email creatives •​Highly manual, human-driven processes •​Underutilized or missing marketing technology solutions •​Lack of list segmentation •​Lack of reporting and performance management •​Lack of personalization 4. Develop an initial hypothesis What is the preliminary road map to solving the problem? Here is a sample initial hypothesis: AI-powered technologies can be integrated to intelligently automate priority use cases that will drive email efficiency and performance. 5. Conduct discovery research What information can we gain about the problem, and potential solutions, from primary and secondary research? •​How are talent, technology, and strategy gaps impacting performance? •​What can be learned from interviews with stakeholders and secondary research related to the problem? Ask questions such as the following: •​What is the current understanding of AI within the organization? •​Does the executive team understand and support the goal of AI pilot projects?

When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.

Japanese lilies and her beautiful face In a crowded market place, People walked, moved; and quite a few preferred to amble, While I searched for my known space, Where she sells beauty’s earthly samples without too much too gamble, I walked past the busy spaces and the bustling market views, People haggling, a few arguing, It was like life was tasked to seek reviews, In ways pleasing and many a time annoying, Finally I reached there where I wanted to be, And there she was this beautiful maiden, And as she prospected every face, her eyes finally rested on me, For a while nothing existed, as if time its pace had forgotten, Only to be revived back to life, When the maiden at the flower shop said, “Hello, and welcome to the shop of beautiful life,” My eyes moved, my lips shivered and in response I only shook my head, I looked at flowers with different colours, And her eyes followed mine to every spot where they rested, I could be there, with the flowers and the maiden, for many hours, Because at this flower shop, all the flowers only of her beauty attested, She knew it too because the sparkle in her eyes was brewing with confidence, She knew she was like the most beautiful summer rose that ever existed, And I only visited the shop to feel surrounded by this beauty’s appeal so dense, Her beauty was not just a visual act but an experience, where a new appeared as soon as the old exited, She was pure beauty, and maybe my only and my wilful addiction, While I was soaking in this experience of charm and beauty, She tenderly felt my hand trembling with love’s affliction, “Here, look at these new samples of eternal beauty,” She said this with a professional tone and demand, They were small clusters of white charm, Beautiful as anything beautiful can be resting peacefully in beauty’s eternal wand, Peaceful to look at that always kindled feelings warm, It was such a delight to witness and see, Then she silently quoth this, “They are called the Japanese lilies that sparkle like the pearls from the deepest sea, They look like joys suspended on the branches of bliss, These beautiful Japanese lilies bearing the sparkle of the pearl from the deepest sea.” I again nodded my head with a smile, As I looked at them closely, They indeed were clusters of white joy hanging there with a beautiful smile, And I said hurriedly, “certainly!” Then I realised something strange, They were bending downwards, as if gravity pulled them harder, It was nothing like flowers at other shops, so it indeed was very strange, I looked at all the flowers and then I looked at her, And there it was, in her eyes, her beautiful face her overall grace, That the flowers in her shop felt so inferior, Because all Japanese lilies and every Summer flower was but a reflection of her face, And it was difficult to tell whether they were her lovers or she was there lover, But to me, they all shone as the brilliance in her eyes, The rose had offered her its blush, The lies had granted her the twinkling miracle of the night skies, And all other flowers had rendered her eternally beautiful and lush, And whenever they looked at her, The flowers drooped a bit, And maybe that is why I buy all my flowers from her, Because like these helpless flowers I too love her every bit, and thus my love affair with her and her flowers has matured bit by bit! And now neither the flowers nor I can quit, So it is an affair that shall last till eternity and this is how I prefer it, She loving the flowers, I loving her, and as soon as my memory amidst her beautiful memories is lit, Then I am sure, like these flowers, and like me; now she too cannot quit, not even a bit!

as I studied some of today's most accomplished entrepreneurs and the extent to which they apply these mindsets, I found something surprising. In a sample of 138 accomplished entrepreneurs running fast‐growing, successful businesses, the mean number of the six mindsets that they reported as characterizing the way they work was 3.4.12 Few in that sample exhibited all six!

as Daschle’s bill was still being drafted, a meat industry lobbyist named Sara Lilygren sent out an e-mail. Lilygren worked for the American Meat Institute, the biggest and oldest lobbying firm for meatpackers. But her e-mail wasn’t sent only to those in the meat business. The address list for this message was a broad cross-section of the industrial food system. It included lobbyists and employees of major food companies like ConAgra, Cargill, and Monsanto, along with lobbyists for industry groups like the National Chicken Council and The Turkey Federation. Lilygren included several of her coworkers at the American Meat Institute on the address list.4 The e-mail’s goal was simple. All the corporate food lobbyists had to work together to stop Daschle’s effort, which would rein in the market power of IBP, Tyson, and Smithfield. The e-mail included a sample letter that was to be sent to U.S. senators, helpfully pre-addressed to “Senator xxxxxxx.” This sample letter urged senators not to cosponsor Daschle’s bill. In other words, it was urging lawmakers to back off from the measure before it was even proposed, winnowing away the number of lawmakers who might help bring it to the Senate for debate. The letter acknowledged that the bill wasn’t even finished yet but still declared that it was an assault on the rural economy itself.

Blessing in disguise he didn't believe me, Andy. Truth gets out, they hunt you down. Set a trap. Bait it with a thick, juicy ribeye. Medium rare. Big baked potato on the side. Maybe a salad. You know - for roughage? Keeps you regular. They capture you. Open you up and study your organs. While you're still alive. Vivisection. Nasty business. When they're done they stop your heart and put your brain in a jar. Drain off your blood. Sell samples for scientific study. Skin you and tan your hide. They boil the meat off your skeleton. Stuff you full of sawdust. Pop marbles in your sockets. Pose you inside a diorama like some magnificent beast behind glass in a museum. They do that to all the great apes. But not to you. I'll never let them do it. No way in hell. Not to my boy. Nope. Not to my child.

Saving Saboteurs from Themselves John Henry, a senior management consultant with one of the world’s largest firms, advises a diverse portfolio of senior executive clients and boards. Though he’s found that the social dynamics impeding productive work are often the same wherever he goes, it can be difficult to broach the topic without raising his clients’ hackles. That’s why he keeps a copy of the CIA’s Simple Sabotage Field Manual, a set of guidelines devised by U.S. government officials to sabotage terrorist organizations from the inside, in his briefcase. Originally developed by the OSS during World War II, the Simple Sabotage Field Manual is a guide for, as the CIA puts it, “teaching people how to do their jobs badly.” Here’s a sample of some of the tactics our nation’s best intelligence officers recommend you use to undermine the operations and efficiency of a terrorist cell—or a typical American board meeting: When possible, refer all matters to committees for “further study and consideration.” Attempt to make the committees as large as possible—no fewer than five people. Make speeches. Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences. Haggle over the precise wording of communications, minutes, resolutions. Bring up irrelevant issues as frequently as possible. Refer back to matters decided upon at the last meeting and attempt to reopen the question of the advisability of that decision.

Imagine what would happen if people cheered you on for a little stumble rather than humiliated you. Imagine how you’d approach things if you treated them as experiments, where failure would be just as valuable as success. Might you now see the game of life slightly differently? Suddenly, the stakes are lower. And suddenly, you can afford to play around a little. If your goal is to find a fulfilling career and your hypothesis is that a corporate role might be fulfilling, then your data collection process might be to sample careers through internships and job placements. With an experimental mindset, an internship that you end up hating wouldn’t be a ‘failure’ or a ‘waste of time’; it’d just be another data point to help you realise that that’s not what you want. If your goal is to build a successful business, then your data collection process might involve testing different business ideas, products or services. With an experimental mindset, a product launch that doesn’t meet expectations wouldn’t be a failure or a disaster; it’d just be another data point to help you refine your strategy and better understand your target market.

featured a sample of women’s magazine article headlines from the 1950s: “Have Babies While You’re Young,” “Are You Training Your Daughter to Be a Wife?” “Don’t Be Afraid to Marry Young,” and “The Business of Running a Home”—a collection unsurprising to post-Boomer generations accustomed to hearing about the domesticity of the past.

Consulting Sample Business Plans If you need a first-class Business Plan, Pitch Deck, or Financial Forecast, let us help. Talk to an expert startup business plan consultant today! Our business plan consultants will create a business strategy that will impress your investors. We provide unique and affordable Business Plan Writing Solutions delivered through a high level of quality service ensuring total client satisfaction. Business Solutions Consulting (BSC) is a start-up consulting firm focused on serving the comprehensive needs of businesses in the full range of the business cycle. Consultants need business plans too! Check out these sample business plans for consultants and consulting related businesses. An outline of some of the key pieces that should be in your plan, including an executive summary, business overview, risks, financial plan, and other key sections for your consulting company business plan.

Business Plan Samples This sample business plan is intended to provide you with a template that can be used as a reference for when you’re hard at work on your plan. It's always easier to write something if you can read an example first, so here's an executive summary example that you can use as a model for your own business plan's executive summary. The Executive Summary is where you explain the general idea behind your company; it’s where you give the reader (most likely an investor, or someone else you need on board) a clear indication of why you’ve sent this Business Plan to them. In the Business Plan section, you will want to get the reader’s attention by letting them know what you do. It’s vitality important to set up a strong foundation and a thorough business plan in the beginning. Nonprofit business plans have several different features and quirks that you’ll need to include to receive funding and having a strong passion to help your community is only a fragment of what it takes to run a not-for-profit organization.

Elizabeth went from stand to stand as if I wasn't there, exchanging cash for heavy bags of produce: pink-and-white-striped beans, tan-colored pumpkins with long necks, purple potatoes mixed with yellow and red. When she was busy paying for a bag of nectarines, I stole a green grape off an overflowing with my teeth. "Please!" exclaimed a short, bearded man I hadn't noticed. "Sample! They're delicious, perfectly ripe." He tore off a bunch of grapes and placed them in my wrapped hands. "Say thank you," Elizabeth said, but my mouth was full of grapes. Elizabeth bought three pounds of grapes, six nectarines, and a bag of dried apricots. On a bench facing a long, grassy field we sat together, and she held out a yellow plum a few inches from my lips. I leaned forward and ate it out of her hand, the juice dripping down my chin and onto my dress.

• If it’s really that important, it’s something you can define. If it’s something you think exists at all, it’s something you’ve already observed somehow. • If it’s something important and something uncertain, you have a cost of being wrong and a chance of being wrong. • You can quantify your current uncertainty with calibrated estimates. • You can compute the value of additional information by knowing the “threshold” of the measurement where it begins to make a difference compared to your existing uncertainty. • Once you know what it’s worth to measure something, you can put the measurement effort in context and decide on the effort it should take. • Knowing just a few methods for random sampling, controlled experiments, or even merely improving on the judgments of experts can lead to a significant reduction in uncertainty.

Promotion stocks came to the retailer ahead of the rest of the market. Also, they usually got an extra lot even after the end of the promotion Newly launched products came to the retailer first. The customers got more choice, faster, leading to favourable word-of-mouth publicity Local display and consumer sampling budgets were always directed liberally at the retailer Vendors ensured that no slow moving inventory was stuck in the retailer’s stores; they wanted nothing to choke the pipeline The retailer also received the best in-class margin from the distributor If some items were in short supply, the vendor would ensure the retailer was the last one to go out of stock In effect, the consumers found more products, fresher stocks and more promotions in the retailer’s stores compared to the general market. This wasn’t something actively created by either the vendors or the retailer, but was a byproduct of good trading practices. Just one move based on a trading community insight— everyone has less money in the bank than needed — hurled the retailer into a virtuous growth cycle, with all the vendors pushing in one direction, with them. Most people in the business would not give a second look at changing these trading practices. If the payment norm is eight days why modify it? Surely the wholesalers, too, know what they’re letting themselves in for? And the vast volumes offered by organised retail should offset the stress of extending credit. Isn’t that how it works? One retailer managed to peep behind the curtain of wholesaler business practices and understood what a boon more money in the bank was to the trade. And look at the gains they reaped for this seemingly insignificant insight!

We’ve got things under control here.” “‘We’?” Kerry repeated. “Shouldn’t you be out sampling cake or agonizing over invitation fonts? Assuming you don’t have clients to design interiors for.” “I have clients,” Fiona replied easily, honest joy beaming from her every pore. “Very happy ones. Trust me, after running McCrae Interiors, I can juggle Fiona’s Finds and planning a wedding at the same time with my eyes closed.” Kerry gave her sister a hard time--it was what they did--but she was truly happy for Fiona, with both her new business success and her lovely and loving relationship with their longtime family friend, Ben Campbell. Fiona had sold a successful business in Manhattan to return home and start over. She’d just opened a small design studio in a converted cottage near the harbor, focusing on recycling and repurposing antique and vintage items into something fresh and new. Her designs were both eco-friendly and wallet friendly, and the Cove had embraced her return home and her new business with equal enthusiasm. “Remember you said that,” Kerry commented. “When it’s go time on the big aisle walk and you’re still running around like a crazy person trying to pull everything together at the last second, I don’t want to hear about it.” Fiona batted her eyelashes again as she took an extralong sip on the straw in her glass of lemon water. “I’m the epitome of a happy, relaxed bride. McCrae girls don’t do bridezilla. Well, Hannah didn’t, Alex was lovely, and I’m charming of course.” She looked at Kerry over the tip of her straw, smiling sweetly. “We’ll reserve final judgment until it’s your turn.” “Har, har,” Kerry said, but Fiona was high on wedding crack again so she let her run with it. “Besides, after handling weddings for Logan, Hannah, and the Grace-Delia double do out on that island, this will be a cakewalk. Ha!” Fiona went on, then laughed. “Cakewalk.” “You’re a designer? And you do weddings?” Maddy turned on her stool and spun Fiona on hers until they were facing each other. She gripped Fiona’s forearms and grinned. “Hello, my new best and dearest friend.” “Oh, brother.” Kerry surrendered, tossing her towel on the bar.

If you had an Internet connection and lived in North America at the time, you may have seen it. Vasquez is the man behind the “Double Rainbow” video, which at last check had 38 million views. In the clip, Vasquez pans his camera back and forth to show twin rainbows he’d discovered outside his house, first whispering in awe, then escalating in volume and emotion as he’s swept away in the moment. He hoots with delight, monologues about the rainbows’ beauty, sobs, and eventually waxes existential. “What does it mean?” Vasquez crows into the camera toward the end of the clip, voice filled with tears of sheer joy, marveling at rainbows like no man ever has or probably ever will again. It’s hard to watch without cracking up. That same month, the viral blog BuzzFeed boosted a different YouTuber’s visibility. Michelle Phan, a 23-year-old Vietnamese American makeup artist, posted a home video tutorial about how to apply makeup to re-create music star Lady Gaga’s look from the recently popular music video “Bad Romance.” BuzzFeed gushed, its followers shared, and Lady Gaga’s massive fanbase caught wind of the young Asian girl who taught you how to transform into Gaga. Once again, the Internet took the video and ran with it. Phan’s clip eventually clocked in at roughly the same number of views as “Double Rainbow.” These two YouTube sensations shared a spotlight in the same summer. Tens of millions of people watched them, because of a couple of superconnectors. So where are Vasquez and Phan now? Bear Vasquez has posted more than 1,300 videos now, inspired by the runaway success of “Double Rainbow.” But most of them have been completely ignored. After Kimmel and the subsequent media flurry, Vasquez spent the next few years trying to recapture the magic—and inadvertent comedy—of that moment. But his monologues about wild turkeys or clips of himself swimming in lakes just don’t seem to find their way to the chuckling masses like “Double Rainbow” did. He sells “Double Rainbow” T-shirts. And wears them. Today, Michelle Phan is widely considered the cosmetic queen of the Internet, and is the second-most-watched female YouTuber in the world. Her videos have a collective 800 million views. She amassed 5 million YouTube subscribers, and became the official video makeup artist for Lancôme, one of the largest cosmetics brands in the world. Phan has since founded the beauty-sample delivery company Ipsy.com, which has more than 150,000 paying subscribers, and created her own line of Sephora cosmetics. She continues to run her video business—now a full-blown production company—which has brought in millions of dollars from advertising. She’s shot to the top of a hypercompetitive industry at an improbably young age. And she’s still climbing. Bear Vasquez is still cheerful. But he’s not been able to capitalize on his one-time success. Michelle Phan could be the next Estée Lauder. This chapter is about what she did differently.

I had a wonderful book tour of the New England Coast and will write about some of my adventures during the remaining time of this week. The grip of winter refused to let go as I was welcomed to New England, however some of the trees already showed signs of budding. The weather swung between absolutely beautiful crisp sunny days and grim, cloudy skies with low hanging wet fog. Many of the stores and restaurants were still closed, however everyone was looking forward to nicer days ahead. Mainers treated me as the wayward son of Maine that lost his way and wound up in Florida. Since this frequently happens I was usually forgiven and made to feel at home in our countries most northeastern state. I left copies of my books at many libraries and bookstores and although I didn’t intend to sell books I did bring home many orders. Needless to say it didn’t take long before all the samples I had were gone. In my time on the road I distributed over 250 copies of “Salty & Saucy Maine” and 150 copies of “Suppressed I Rise.” I even sold my 2 samples of “The Exciting Story of Cuba” and “Seawater One.” Every one of my business cards went and I freely distributed over 1,000 bookmarks. Lucy flew with Ursula and I to Bradley Airport near Hartford, CT. From there we drove to her son’s home in Duxbury, MA. The next day we visited stores in Hyannis and Plymouth introducing my books. I couldn’t believe how nice the people were since I was now more a salesman than a writer. The following day Ursula and I headed north and Lucy went to Nantucket Island where she has family. For all of us the time was well spent. I drove as far as Bar Harbor meeting people and making new friends. Today I filled a large order and ordered more books. I haven’t figured out if it’s work or fun but it certainly keeps me busy. I hope that I can find the time to finish my next book “Seawater Two.

If I were looking for a bacterium that could eat oil, I’d be collecting samples of dirt from the middle of busy freeways. I don’t know if I’d find one, but I’m sure I’d discover something interesting.

It just wouldn’t be…it wouldn’t be right.” “Well listen to you, the perfect little gentleman,” Lana said as she pulled the kimono back up and crossed her legs. “You’ve been having sex with Tilly, haven’t you?” “I beg your pardon?” “Don’t play games with me, Allie. I know everything that goes on inside this house and half of what goes on outside. You and Tilly have been seeing each other for six months. Don’t tell me you haven’t sampled the goods.” “My relationship with Tilly is none of your business.” “You’re so cute when you’re angry,” Lana said. “Your cute little lips tighten up in a line, and your pretty little jaw starts to twitch.” “I’d appreciate it if you’d leave now,” Alex said. “But I’m not finished. I haven’t told you what else is in it for you if you do what I ask. I’ll give you a half million in cash if everything goes the way I want it to.” “Then it can’t be legal,” Alex said. “You’re asking me to do something illegal.” Lana held the scarf in front of her face and started waving

What better way to earn a living than by doing something you love? That's the position you could be in by following the steps and tips offered by our expert authors in this eBook! The four books sampled in this ebook (Turn Your Talent into a Business, Cook Wrap Sell, Design Create Sell and Design Grow Sell) have all been produced in partnership with Country Living Magazine after witnessing the success of the Kitchen Table Talent Awards, the most popular competition run by the magazine, as well as sell-out audiences at the Country Living Spring Fair for talks on how to turn a hobby into a business. The team at Country Living know their readers have bags of talent; what was becoming increasingly clear is how many of them are considering turning that talent into turnover!

I strategically selected about thirty key prospects and went to work. Telephone. Mailings. Samples. More telephone. Meetings with engineers, designers, plant managers.

Even if the girl were me, the guy in the story isn’t Hunter. The guy in the story knows all about anatomy.” “Hunter is taking anatomy,” Summer said. My scissors stopped their progress across the magazine page, and the metallic scrapings of Summer’s scissors and Jordis’s filled my ears like alarm bells. I forced myself to start cutting again before they noticed I’d stopped. “No, he isn’t,” I told Summer. “He’s a business major. Why would he take anatomy?” “I don’t know,” she admitted, “but I saw his anatomy book on his bed when I went to Manohar’s room yesterday.” “And why did you go to Manohar’s room yesterday?” Jordis asked with as much innuendo as her Danish accent would allow. “Oh, it was nothing like that,” Summer assured her. “I was pacing in the hall outside his room-“ “Because you just happened to find yourself three flights up on a men’s floor for no apparent reason,” I played along. Laughing, she put her hand over my mouth. “-and he called me inside because he was making mulligatawny and wanted me to sample it.” Jordis and I cracked up, careful to move our sharp scissors aside before we doubled over laughing on the bed. Summer smiled ruefully at us. Finally Jordis managed, “You sampled his mulligatawny! Was it good?” “It was okay,” Summer said. “I would have to get used to it.” That made Jordis and me laugh harder. Coughing through it, I asked Summer, “Are you going to sample his mulligatawny again?” Still smiling, she shook her head. “Sometimes mulligatawny is just mulligatawny.” “Oh,” Jordis and I said together.

After all, there is in more stable, developed countries like the United States and Britain a quantifiably more vicious culture of child abuse. A report released in January 2010 by the U.S. Bureau of Justice Statistics made clear that sexual abuse in juvenile detention is a national crisis. Some 12.1 percent of 26,550 children represented in the survey by a sample of 9,000 who were interviewed said they had been sexually abused at their current facility during the preceding year,

1. Give your toddler some large tubular pasta and a shoelace.  Show her how to thread the shoelace through the pasta. 2. Take an empty long wrapping paper tube and place one end on the edge of the sofa and the other end on the floor.  Give him a small ball such as a Ping Pong ball to roll down the tube.   3. Give her some individually wrapped toilet tissues, some boxes of facial tissue or some small tins of food such as tomato paste.  Then let her have fun stacking them.     4. Wrap a small toy and discuss what might be inside it.  Give it to him to unwrap. Then rewrap as he watches.  Have him unwrap it again.    5. Cut  such fruits as strawberries and bananas into chunks.  Show her how to slide the chunks onto a long plastic straw.  Then show her how you can take off one chunk at a time, dip it into some yogurt and eat it.   6. Place a paper towel over a water-filled glass.  Wrap a rubber band around the top of the glass to hold the towel in place.  Then place a penny on top of the paper towel in the centre of the glass.  Give your child a pencil to poke holes in the towel until the penny sinks to the bottom of the glass.   7. You will need a small sheet of coarse sandpaper and various lengths of chunky wool.  Show him how to place these lengths of wool on the sandpaper and how the strands stick to it.   8. Use a large photo or picture and laminate it or put it between the sheets of clear contact paper.  Cut it into several pieces to create a puzzle.   9. Give her two glasses, one empty and one filled with water.  Then show her how to use a large eyedropper in order to transfer some of the water into the empty glass.   10. Tie the ends/corners of several scarves together.  Stuff the scarf inside an empty baby wipes container and pull a small portion up through the lid and then close the lid.  Let your toddler enjoy pulling the scarf out of the container.   11. Give your child some magnets to put on a cookie sheet.  As your child puts the magnets on the cookie sheet and takes them off, talk about the magnets’ colours, sizes, etc.   12. Use two matching sets of stickers. Put a few in a line on a page and see if he can match the pattern.  Initially, you may need to lift an edge of the sticker off the page since that can be difficult to do.    13. You will need a piece of thin Styrofoam or craft foam and a few cookie cutters.  Cut out shapes in the Styrofoam with the cookie cutters and yet still keep the frame of the styrofoam intact.  See if your child can place the cookie cutters back into their appropriate holes.        14. Give her a collection of pompoms that vary in colour and size and see if she can sort them by colour or size into several small dishes. For younger toddlers, put a sample pompom colour in each dish.   15. Gather a selection of primary colour paint chips or cut squares of card stock or construction paper.  Make sure you have several of the same colour.  Choose primary colours.  See if he can match the colours.  Initially, he may be just content to play with the colored chips stacking them or making patterns with them.

2. No free samples or free or low cost supplies.

5. No gifts or personal samples to health workers or their families.

Handing out a free sample is taking a stand against breastfeeding.

Infant formula samples are placed in ‘discharge bags’ full of promotional products. These are presented as attractive gifts when in fact they are snares to entrap women at their most vulnerable.

How many doctors and paediatricians actually get their free samples laboratory tested and give them thorough ‘scientific assessment’?

We even made it to the holy mecca of Brooklyn food fanaticism: Smorgasburg, a collection of food vendors that battle it out for the most outrageously delicious, ridiculously inventive food. We duly ate our heads off, sampling panko-crusted chicken sandwiches topped with pickled cucumbers and daikon, brown butter cookies doused in flies of sea salt, and the coup d'état- gigantic, billowy doughnuts from a Bed-Stuy bakery called Dough, one sweetly flavored with hibiscus, the other a savory, roasted café au last varietal.

And so, year after year, Mr. Trump appears to have lost more money than nearly any other individual taxpayer, according to the I.R.S. information on high earners—a publicly available database with taxpayers’ identifying details removed. Indeed, in 1990 and 1991, his core businesses lost more than $250 million each year—more than double those of the nearest taxpayers in the sampling for those years.2

1980s. As it turned out, the Garn–St. Germain Act, by allowing S&Ls to expand into new businesses, prompted many of them to gamble on high-risk investments. S&Ls lacked experience in these businesses, as did their regulators, and over 2,000 banks failed between 1985 and 1992, with a peak of 534 in 1989. (By comparison, only seventy-nine banks failed during all of the 1970s.)63 Ultimately, over one thousand people were indicted and thrifts suspected of fraud cost the government over $54 billion.*64

Other psychological tricks we play on ourselves include the recency bias and sample size bias. The recency bias says that we weight recent information more heavily than a body of past evidence. As a result, we tend to overrate players who have done well recently even if they did poorly in the past. Sample size bias is related. The natural tendency is to extract more meaning from small samples than the data warrant. Psychologists who study these biases can teach us a great deal about why we struggle to sort out skill and luck.

When an activity is near the all-skill side of the continuum, you can predict reasonably well. The main issue to consider is the rate at which skill changes. A related point is that a useful statistic is one that is persistent, which means the current outcome is highly correlated with the previous outcome. At the opposite side of the continuum, prediction is very difficult. In cases where there's a drop of skill in a sea of luck, you need a very large sample to detect the influence of skill.

A Sample Explanatory Paragraph At______________[your company name] we know you are the kind of people who want to be______________[aspirational identity. What kind of person do they want to become?]. In order to be that way, you

Data could be misleading sometimes, too. In the early days, Dropbox was growing so fast that it was often hard to do analyses on what types of content people were putting in their folders. One of the simplest analyses was to randomly sample snapshots of folders, and count the file extensions. Perhaps it is not surprising to some that the most popular files were photos—lots and lots of photos, especially on mobile. Combined with the natural virality of this media type, Dropbox embarked on a road map of photos-related features, culminating in the launch of Carousel, a separate app to let consumers manage and view their photos on Dropbox. It did okay, but underperformed relative to expectations and was eventually shut down so that the company could invest in what is now its core focus: businesses.

Raising from Series A/B firms for a seed Bringing a Series A/B firm in for a seed round is risky business. They’ll want to talk to you to get an early look and learn about what you’re up to. But don’t get too excited! In fact, I’d recommend avoiding those conversations entirely. Whatever capital they commit will be trivial relative to their total balance sheet. No Series A/B firm is serious unless they lead your A or B, and, if for some reason they decide not to do so, you’re screwed because that’s a red flag for other investors. This is called “signaling risk.” Basically, by investing in your seed, they intend to block out others from your next round. It’s a win-win for them because they either lead your next round from a privileged position or, they pass and you’re the one who’s screwed as a founder. So, your incentives are completely misaligned! You may have heard success stories, but that’s a sampling bias — you’ll rarely hear about the companies that do not get the follow-on term sheet. Note: A fund investing in your company at the seed stage is completely irrelevant to their willingness to write a check to lead your Series A or B. The only thing that determines their willingness to invest is your traction and momentum. Letting them in makes them no more willing to invest, and anyone who tries to convince you otherwise is deceiving you. There might be relationship benefits, but you can build on the relationship without letting them on your cap table!

I well remember the first great hemp shop that was opened in San Francisco around 1976. It was essentially a long wooden bar with stools for the customers. On the bar itself were a few large crocks containing the basic and cheaper forms of the weed—Panama Red, Acapulco Gold, Indian Ganja, and Domestic Green. But against the wall behind the bar stood a long cabinet furnished with hundreds of small drawers that a local guitar maker had decorated with intricate ivory inlays in the Italian style. Each drawer carried a label indicating the precise field and year of the product, so that one could purchase all the different varieties from Mexico, Lebanon, Morocco, Egypt, India, and Vietnam, as well as the carefully tended plants of devout cannabinologists here at home. Business was conducted with leisure and courtesy, and the salesmen offered small samples for testing at the bar, along with sensitive and expert discussion of their special effects. I might add that the stronger psychedelics, such as LSD, were coming to be used only rarely—for psychotherapy, for retreats in religious institutions, and in our special hospitals for the dying.

This book is a work of fiction. Actually, it is a work of fiction within a fiction, as the main characters, though real persons in a fictional world, are being depicted in a book which other fictional characters in the same world are reading. Any reference to historical events-- rather, historical events non-Marridonian, and also non-Sesternese-- real people—rather, people in our realm, not the persons I was referring to in the previous line-- or real places—places that are not Marridon, Sesterna, and any place on the Two Continents-- are used fictitiously, because this is a work of fiction, and is a fiction within a fiction, as was previously stated. All names, characters, places, and incidents are the product of the author's imagination—referring to the ultimate author, not the fictitious author who has written the book within the book-- and any resemblance to actual events, locales, persons, living, dead, or otherwise, is entirely coincidental, but any resemblance to actual persons or places in the Two Continents is intentional. Absolutely no parts of this book, text or art, may be reproduced or transmitted in any form, by any means, whether electronically or mechanically, including photocopying— “By Myrellenos, are we here in the disclaimer again? This is the third time, I believe. And there are still no cups out. Where is the teapot?” “Here, boss.” “Oh, there is tea in this story? I might be more inclined to stay and hear this one. The others were dreadful slow. I must have some tea, if I am going to be made to sit and listen to a whole book. I am not Bartleby, who can sit at his desk and flump over his tomes until he moulders.” “He’s gonna hear you, boss.” “I should say not, Rannig. He is too busy with doing the edits. He found a mistake in one of the other books about us and demanded he perform the editing this time around. The author was very good to let him do as he likes. He is missing tea, however.” --audio recording, data retrieval, cloud storage, torrent, or streaming service. If you do decide to ignore this disclaimer and print or share this book illegally, I will have Bartleby come to your house with a sample from the Marridonian legal extracts, and he will read them to you until you promise never to do anything illegal again.

After he returned to London, we talked on the phone almost every day, and he got busy tinkering with the software. After I took a look at the finished version, I agreed to take the tracking system off his hands for $30,000. I sat down and wrote a simple agreement in which I outlined the general terms and conditions. I am not a lawyer, of course, but I thought I’d done a pretty good job of writing my first contract. And the way I did it was simplicity itself. I went online and did my homework. I looked at dozens of sample contracts, to try to get a handle on the way these things were written, and found everything I needed on the Web. (It’s even easier today; you can get a variety of contracts from various sites, at no charge.) The agreement stipulated that I would pay him in ninety days, once I had tested the program, but I already knew that it was working fine. The fact is, I needed those ninety days to generate enough income to pay him—though he didn’t need to know that. I also told him that if things worked out, I might want to hire him to run the software for me, on a month-to-month basis, when the company was up and running, and I mentioned the possibility of paying him $10,000 a month. I know that sounds like a huge number, and it was certainly a huge number to me, but I had been looking closely at my competition and at the staggering amounts of money that were being generated, and I knew that all I needed was one little deal to get my business off the ground.

One August evening in 1996, a publisher named Nigel Newton left his office in London’s Soho district and headed home, carrying a stack of papers. Among them were fifty sample pages from a book he needed to review, but Newton didn’t have high hopes for it. The manuscript had already been rejected by eight other publishers. Newton didn’t read the sample pages that evening. Instead, he handed them over to his eight-year-old daughter, Alice. Alice read them. About an hour later, she returned from her room, her face glowing with excitement. “Dad,” she said, “this is so much better than anything else.” She wouldn’t stop talking about the book. She wanted to finish reading it, and she pestered her father – for months – until he tracked down the rest. Eventually, spurred by his daughter’s insistence, Newton signed the author to a modest contract and printed five hundred copies. That book, which barely made it to the public, was Harry Potter and the Philosopher’s Stone.fn1

Lifestyle Networking Look for ways to engage in conversation; give someone a compliment; ask a lot of questions: (e.g. “Great service. Do you love your job?” or  “Cute kids. Where do they go to school?”) Then leave them with a sample and say, “I’ve loved chatting with you today. I would love to leave you with this gift [tell them more about the sample, and what it does]. I promise you’ll love it. If you promise you’ll try it, I promise I’ll follow-up!” Get their name, number, tell them what time you’ll call, and write it on the card you leave with them. When you follow-up say, “How’d you love the product? Before I tell you more about it, I would love to tell you why I’m excited about my business!

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

Murray also agrees to create a questionnaire and mail it to a sample of their Central Demographic Model consumers to find out how they feel they’re treated by other widget companies. At the same time, Murray is to personally call 150 of those consumers. He’ll conduct a Needs Analysis to get a better understanding of how they think and feel about widgets. What do widgets mean to them? How have widgets changed their lives? If they could have any kind of widget at all, what would it look like? How would it feel to use it? What do they want a good widget to do for them? Murray agrees to do the research by a certain date.

know that. “I don’t think that’s any of your business.” His face flushed and he shot me an angry look.

When promoting Grandpa Po’s Originals at Whole Foods Market in West Hollywood, a young man attempted to down the entire sample cup of the crunchy golden nuggets in one gulp and started choking. I leaned in and whispered, “You’re gonna kill my business if you die here. Can you do it over in produce?” He burst out laughing and spit out a hull. I saved his life, and he bought two bags in gratitude.

Your lead generator can be a PDF, a video series, a free sample, a live event, or anything you can give your potential customer that helps them solve a problem.