Selling Item Quotes

You sound pretty righteous for a stockbroker. It’s highly hypocritical to speak about how money should be moving around from person to person when your kind on Wall Street get filthy rich by moving money around for the sole purpose of tricking other people out of their hard earned dollars. And at the end of the day, after all this money has been moved around and all the shouted ‘buys’ and ‘sells,’ your kind creates nothing useful in the world, no tangible items or valued services benefiting the world.” Then she brought up a hand and tapped a finger a few times on the text written on her shirt—KARMA PATROL. “Watch out,” she cautioned while doing the tapping.

Diana gave her a measured look and ducked down behind the counter. She came up a moment later with a sword about the length of Clary's forearm. "What do you think of this?" Clary stared at the weapon. It was undoubtedly beautiful. The cross-guard, grip and pommel were gold chased with obsidian, the blade a silver so dark it was nearly black. "It's a shortsword. You might want to look at the other side," said Diana, and she flipped the sword over. On the opposite side of the blade, down the center ridge, ran a pattern of black stars. "Oh." Clary's heart thumped painfully; she took a step away and nearly bumped into Jace, who had come up behind her, frowning. "That's a Morgenstern sword." "Yes, it is." The sword-seller's eyes were shrewd. "Long ago the Morgensterns commissioned two blades from Wayland the Smith-a matched set. You have doubtless seen the the larger sword already, for Valentine Morgenstern carried it, and now his son carries it after him." "You know who we are," Jace said. It wasn't a question. "Who Clary is." "The Shadowhunter world is small," said Diana, and she looked from one of them to the other. "I'm on the Council. I've seen you give testimony, Valentine's daughter." Clary looked doubtfully at the blade. "I've seen two men bear the larger version of that sword, and I hated them both. There are no Morgensterns in this world now who are dedicated to anything but evil." Jace said, "There's you." "I'll give it to you," said Diana. "You're right that people hate the Morgensterns; it's not the sort of item I could sell elsewhere. Or would necessarily want to. It should go to good hands." "I don't want it," Clary said. "If you flinch from it, you give it power over you," said Diana. "Take it, and cut your brother's throat with it, and reclaim the honor of your blood.

Practice calling people by their names. Every year shrewd manufacturers sell more briefcases, pencils, Bibles, and hundreds of other items just by putting the buyer’s name on the product. People like to be called by name. It gives everyone a boost to be addressed by name.

Wait long enough, and what was once mainstream will fall into obscurity. When that happens, it will become valuable again to those looking for authenticity or irony or cleverness. The value, then, is not intrinsic. The thing itself doesn’t have as much value as the perception of how it was obtained or why it is possessed. Once enough people join in, like with oversized glasses frames or slap bracelets, the status gained from owning the item or being a fan of the band is lost, and the search begins again. You would compete like this no matter how society was constructed. Competition for status is built into the human experience at the biological level. Poor people compete with resources. The middle class competes with selection. The wealthy compete with possessions. You sold out long ago in one way or another. The specifics of who you sell to and how much you make—those are only details.

The decision-making part of the brain of an individual who has been using crystal meth is very interesting. When Carly and Andy were in their apartment, they ran out of drugs. They sold every single thing they had except two things: a couch and a blow torch. They had to make a decision because something had to be sold to buy more drugs. A normal person would automatically think, Sell the blow torch. But Andy and Carly sat on the couch, looking at the couch and looking at the blow torch, and the choice brought intense confusion. The couch? The blow torch? I mean, we may not need the blow torch today, but what about tomorrow? If we sell the couch, we can still sit wherever we want. But the blow torch? A blow torch is a very specific item. If you’re doing a project and you need a blow torch, you can’t substitute something else for it. You would have to have a blow torch, right? In the end, they sold the couch.

while I love each and every item, I’m happy to sell them, because I made them especially for you. Feel free to examine them, but please be careful. The best of them have teeth.

If you wouldn’t want your mother to buy the item or the service then don’t sell it.

You start admiring someone who's famous for actually doing something---imagine that---and I swear to you I will buy you every item in her entire wardrobe. But over my own dead body will I spend my own time and money turning you into a clone of some brain-dead waste of skin who thinks the pinnacle of achievement is selling her wedding shots to a magazine.

During COVID-19, home gym equipment became a top selling item.

Why pay someone else ten dollars for one item that does two things, when for five dollars apiece I can sell you two items that each does one thing? It’s the same price, and the same things, but it’s not the same thing.

No amount of women’s labor in a factory, a sweatshop, or a laundry, selling items on the street or doing piecework from home, would ever bring in an amount adequate to cover a family’s needs and keep it from the workhouse.

For the Obamas, no money-making scheme is too petty; Michelle rakes in the bucks by charging even nonprofit groups $225,000 to speak and sells 25 different items of merchandise—mugs, shirts and candles—on the speaking circuit.

The realms of dating, marriage, and sex are all marketplaces, and we are the products. Some may bristle at the idea of people as products on a marketplace, but this is an incredibly prevalent dynamic. Consider the labor marketplace, where people are also the product. Just as in the labor marketplace, one party makes an offer to another, and based on the terms of this offer, the other person can choose to accept it or walk. What makes the dating market so interesting is that the products we are marketing, selling, buying, and exchanging are essentially our identities and lives. As with all marketplaces, every item in stock has a value, and that value is determined by its desirability. However, the desirability of a product isn’t a fixed thing—the desirability of umbrellas increases in areas where it is currently raining while the desirability of a specific drug may increase to a specific individual if it can cure an illness their child has, even if its wider desirability on the market has not changed. In the world of dating, the two types of desirability we care about most are: - Aggregate Desirability: What the average demand within an open marketplace would be for a relationship with a particular person. - Individual Desirability: What the desirability of a relationship with an individual is from the perspective of a specific other individual. Imagine you are at a fish market and deciding whether or not to buy a specific fish: - Aggregate desirability = The fish’s market price that day - Individual desirability = What you are willing to pay for the fish Aggregate desirability is something our society enthusiastically emphasizes, with concepts like “leagues.” Whether these are revealed through crude statements like, “that guy's an 8,” or more politically correct comments such as, “I believe she may be out of your league,” there is a tacit acknowledgment by society that every individual has an aggregate value on the public dating market, and that value can be judged at a glance. When what we have to trade on the dating market is often ourselves, that means that on average, we are going to end up in relationships with people with an aggregate value roughly equal to our own (i.e., individuals “within our league”). Statistically speaking, leagues are a real phenomenon that affects dating patterns. Using data from dating websites, the University of Michigan found that when you sort online daters by desirability, they seem to know “their place.” People on online dating sites almost never send a message to someone less desirable than them, and on average they reach out to prospects only 25% more desirable than themselves. The great thing about these markets is how often the average desirability of a person to others is wildly different than their desirability to you. This gives you the opportunity to play arbitrage with traits that other people don’t like, but you either like or don’t mind. For example, while society may prefer women who are not overweight, a specific individual within the marketplace may prefer obese women, or even more interestingly may have no preference. If a guy doesn’t care whether his partner is slim or obese, then he should specifically target obese women, as obesity lowers desirability on the open marketplace, but not from his perspective, giving him access to women who are of higher value to him than those he could secure within an open market.

One way to do that is to sell something. You could sell lots of little stuff at a garage sale, sell a seldom-used item on the Internet, or sell a precious item through the classifieds. Get gazelle-intense and sell so much stuff that the kids are afraid they are next. Sell things that make your broke friends question your sanity. If your budget is stopped-up and your Debt Snowball won’t roll on its own, you are going to have to get radical.

We need a viable business model. We are in a noble profession. We are not selling luxury items or anything fancy. We actually come to your rescue when things go wrong. If you buy health insurance, it is less than the cost of a dinner at this hotel.

Like bees with flowers, we are drawn to reliable signals of honest intent, and we choose to do business where those signals are found. This explains why we generally buy televisions from shops rather than from strangers on the street – the shop has invested in stock, it has a stable location and it is vulnerable to reputational damage. We do this instinctively; what we are prepared to pay for something is affected not only by the item itself but by the trustworthiness and reputation of the person selling it.

There is no room for sentiment. Everything must go to enable you to combat this manipulative technique. Photographs. Burn all of the photographs that I appear in. Remove them from all social media, mobile phones, PCs, laptops and tablets. Yes, you may look fantastic in that picture with me (I am sure you can alter it so you are preserved and I am not). As you remove the pictures say “I delete you (say my name)” and this process of exorcising me from a visual part of your life will feel uplifting. All gifts, mementos, cards, letters and those little trinkets that we so often send one another must be removed. Burn them, shred them and dispose of them. Where possible, sell certain items and you will gain increased satisfaction from having made some money out of it too. Do

Well, of course there is such a thing as good taste! Some things actually are better than other things, and some people are capable of making the distinction. But... Bad taste will always ultimately triumph over good taste, because bad taste has more financial backing. There is far more profit to be made from selling cheap and nasty products, at a big mark-up, than selling quality items at a small mark-up. And you can always produce far more cheap and nasty items far more quickly than you can produce quality items. Far more.

Value is determined by individual buyers and sellers. There is no item or service which has a fixed or definite value. Because circumstances, scenarios, and objectives vary indefinitely; value also varies indefinitely. Peacoats are very valuable to people in Michigan, but have much less value to the residents of Texas. The reason why is simply because it gets much colder more often in Michigan than it does in Texas, and coats of any kind are rarely required in the warm climate of Texas. If a regulator were to say that sellers in Michigan can not sell peacoats for a higher price than they are sold in Texas, they would be perverting the market. Without price fixing, the price for peacoats would likely be higher in Michigan simply because the demand for that product is higher there. Value is subjective in the same way that needs are subjective

Bosch had left Nigeria with his infamous Butcher Boys—assorted sizes, shapes and colors, but all killers for a price—when his scheme to take over a native village backfired. He had figured on cleaning up by selling the village girls in the Congo but found himself dodging spears, knives and related items of cutlery instead.

be please with him) then said to ‘Abdur-Rahmaan (May Allah be please with him), “I take a strong oath from you that you will sell these items and then distribute the proceeds of that sale before nightfall.” Sunan Al-Baihaqi: 6/357. Muslims Compete for Calling Athaan Towards the end of the battle, a strange incident occurred

Sunday night is my personal weekly Halloween. I walk along slowly and drag my fingertips along the bars of chocolate. Goddamn, you sexy little squares. Dark, milk, white, I do not discriminate. I eat it all. Those fluorescent sour candies that only obnoxious little boys like. I suck candy apples clean. If an envelope seal is sweet, I’ll lick it twice. Growing up, I was that kid who would easily get lured into a van with the promise of a lollipop. Sometimes, I let the retail seduction last for twenty minutes, ignoring Marco and feeling up the merchandise, but I’m so tired of male voices. “Five bags of marshmallows,” Marco says in a resigned tone. “Wine. And a can of cat food.” “Cat food is low carb.” He makes no move to scan anything, so I scan each item myself and unroll a few notes from my tips. “Your job involves selling things. Sell them. Change, please.” “I just don’t know why you do this to yourself.” Marco looks at the register with a moral dilemma in his eyes. “Every week you come and do this.” He hesitates and looks over his shoulder where his sugar book sits under a layer of dust. He knows not to try to slip it into my bag with my purchases. “I don’t know why you care, dude. Just serve me. I don’t need your help.” He’s not entirely wrong about my being an addict. I would lick a line of icing sugar off this counter right now if no one were around. I would walk into a cane plantation and bite right in... “Give me my change or I swear to God …” I squeeze my eyes shut and try to tamp down my temper. “Just treat me like any other customer.” He gives me a few coins’ change and bags my sweet, spongy drugs.

As you wish. But I felt several personal items here while I was a guest at the house party, so if you don’t mind, I’ll fetch those before I leave.” That would give him an excuse to find her room and make her listen. “Very well.” As Jackson headed for the door, Stoneville called out, “Your room is in the west wing, isn’t it?” Jackson halted to eye him warily. “Yes. Why?” “You may not know that there’s a shortcut through the south wing.” The marguess stared steadily at him. The family resided in the south wing. “Indeed, I would love your opinion on a piece of art. I’m thinking of selling it, and you might know of a buyer. It’s a fine military painting by Goya hanging right next to Celia’s door, if you’d care to take a look on your way past.” He couldn’t believe it-Stoneville was telling him how to find Celia’s room. “Just remember,” Stoneville added, “if you should happen to run into anyone, explain that I wanted your opinion about some art.” “I appreciate your faith in my judgment, my lord,” he said. “I will certainly take a look at that painting.” Stoneville’s gaze hardened as he stood. “I trust that you’ll behave like a gentleman while you’re passing that way.” He bit back a hot retort-his lordship was one to talk. But the fact that the man was helping him with Celia was a small miracle, and he wasn’t about to ignore that. “Yes. A perfect gentleman.” “Good. I’ll hold you to that.

Women are the only “oppressed” group to share the same parents as the “oppressor”; to be born into the middle class and upper class as frequently as the “oppressor”; to own more of the culture’s luxury items than the “oppressor”; the only “oppressed” group whose “unpaid labor” enables them to buy most of the fifty billion dollars’ worth of cosmetics sold each year; the only “oppressed” group that spends more on high fashion, brand-name clothing than their “oppressors”; the only “oppressed” group that watches more TV during every time category than their “oppressors.”33 Feminists often compare marriage to slavery—with the female as slave. It seems like an insult to women’s intelligence to suggest that marriage is female slavery when we know it is 25 million American females34 who read an average of twenty romance novels per month,35 often with the fantasy of marriage. Are feminists suggesting that 25 million American women have “enslavement” fantasies because they fantasize marriage? Is this the reason Danielle Steele is the best-selling author in the world?

I do recommend that most people sell the car with the most debt on it. A good rule of thumb on items (except the house) is this: if you can’t be debt-free on it (not counting the home) in eighteen to twenty months, sell it. If you have a car or a boat that you can’t pay off in eighteen to twenty months, sell it. It is just a car; dynamite the logjam! I used to love my car, too, but I found keeping that huge debt while trying to get out of debt was like running a race wearing ankle weights. Get a Total Money Makeover, so later you can drive anything you want and pay cash for it. When it comes to that debt-ridden item, you may have to make the decision to live like no one else; but remember, later you will be living, or driving, like no one else.

One way to do that is to sell something. You could sell lots of little stuff at a garage sale, sell a seldom-used item on the Internet, or sell a precious item through the classifieds. Get gazelle-intense and sell so much stuff that the kids are afraid they are next. Sell things that make your broke friends question your sanity. If your budget is stopped-up and your Debt Snowball won’t

In 1994 very, very few people had heard of the internet. It was used at that time mostly by scientists and physicists. We used it a little bit at D. E. Shaw for some things but not much, and I came across the fact that the web—the World Wide Web—was growing at something like 2,300 percent a year. Anything growing that fast, even if it’s baseline usage today is tiny, is going to be big. I concluded that I should come up with a business idea based on the internet and then let the internet grow around it and keep working to improve it. So I made a list of products I might sell online. I started ranking them, and I picked books because books are super unusual in one respect: there are more items in the book category than in any other category. There are three million different books in print around the world at any given time. The biggest bookstores had only 150,000 titles. So the founding idea of Amazon was to build a universal selection of books in print. That’s what I did: I hired a small team, and we built the software. I moved to Seattle because the largest book warehouse in the world at that time was nearby in a town called Roseberg, Oregon, and also because of the recruiting pool available from Microsoft.

Finding a situation that catches the key competitor or competitors with conflicting goals is at the heart of many company success stories. The slow Swiss reaction to the Timex watch provides an example. Timex sold its watches through drugstores, rather than through the traditional jewelry store outlets for watches, and emphasized very low cost, the need for no repair, and the fact that a watch was not a status item but a functional part of the wardrobe. The strong sales of the Timex watch eventually threatened the financial and growth goals of the Swiss, but it also raised an important dilemma for them were they to retaliate against it directly. The Swiss had a big stake in the jewelry store as a channel and a large investment in the Swiss image of the watch as a piece of fine precision jewelry. Aggressive retaliation against Timex would have helped legitimize the Timex concept, threatened the needed cooperation of jewelers in selling Swiss watches, and blurred the Swiss product image. Thus the Swiss retaliation to Timex never really came. There are many other examples of this principle at work. Volkswagen’s and American Motor’s early strategies of producing a stripped-down basic transportation vehicle with few style changes created a similar dilemma for the Big Three auto producers. They had a strategy built on trade-up and frequent model changes. Bic’s recent introduction of the disposable razor has put Gillette in a difficult position: if it reacts it may cut into the sales of another product in its broad line of razors, a dilemma Bic does not face.4 Finally, IBM has been reluctant to jump into minicomputers because the move will jeopardize its sales of larger mainframe computers.

To see what happens in the real world when an information cascade takes over, and the bidders have almost nothing but one another’s behavior to estimate an item’s value, look no further than Peter A. Lawrence’s developmental biology text The Making of a Fly, which in April 2011 was selling for $23,698,655.93 (plus $3.99 shipping) on Amazon’s third-party marketplace. How and why had this—admittedly respected—book reached a sale price of more than $23 million? It turns out that two of the sellers were setting their prices algorithmically as constant fractions of each other: one was always setting it to 0.99830 times the competitor’s price, while the competitor was automatically setting their own price to 1.27059 times the other’s. Neither seller apparently thought to set any limit on the resulting numbers, and eventually the process spiraled totally out of control.

The hitch, Ponzi understood, would be getting cash for the stamps he bought with the coupons. One possibility would be to sell the stamps at a slight discount to businesses that used large amounts of postage, giving them a bargain on a necessary item while still maintaining huge profits for Ponzi. Another hurdle would be figuring out how to buy and transport the enormous numbers of coupons necessary to turn a significant profit. But those crucial details would wait for another day.

The Obamas are now worth 30 times more than when they entered the White House in 2008, giving them a net worth in excess of $40 million. Much of this came from lucrative book deals, from speeches delivered by both Obamas at $200,000 a pop and from a sweetheart deal with Netflix that is reportedly worth $50 million. For the Obamas, no money-making scheme is too petty; Michelle rakes in the bucks by charging even nonprofit groups $225,000 to speak and sells 25 different items of merchandise—mugs, shirts and candles—on the speaking circuit.

Think about ethanol again. The benefits of that $7 billion tax subsidy are bestowed on a small group of farmers, making it quite lucrative for each one of them. Meanwhile, the costs are spread over the remaining 98 percent of us, putting ethanol somewhere below good oral hygiene on our list of everyday concerns. The opposite would be true with my plan to have left-handed voters pay subsidies to right-handed voters. There are roughly nine right-handed Americans for every lefty, so if every right-handed voter were to get some government benefit worth $100, then every left-handed voter would have to pay $900 to finance it. The lefties would be hopping mad about their $900 tax bills, probably to the point that it became their preeminent political concern, while the righties would be only modestly excited about their $100 subsidy. An adept politician would probably improve her career prospects by voting with the lefties. Here is a curious finding that makes more sense in light of what we‘ve just discussed. In countries where farmers make up a small fraction of the population, such as America and Europe, the government provides large subsidies for agriculture. But in countries where the farming population is relatively large, such as China and India, the subsidies go the other way. Farmers are forced to sell their crops at below-market prices so that urban dwellers can get basic food items cheaply. In the one case, farmers get political favors; in the other, they must pay for them. What makes these examples logically consistent is that in both cases the large group subsidizes the smaller group. In politics, the tail can wag the dog. This can have profound effects on the economy.

But was the Newton a failure? The timing of Newton’s entry into the handheld market was akin to the timing of the Apple II into the desktop market. It was a market-creating, disruptive product targeted at an undefinable set of users whose needs were unknown to either themselves or Apple. On that basis, Newton’s sales should have been a pleasant surprise to Apple’s executives: It outsold the Apple II in its first two years by a factor of more than three to one. But while selling 43,000 units was viewed as an IPO-qualifying triumph in the smaller Apple of 1979, selling 140,000 Newtons was viewed as a failure in the giant Apple of 1994.

I created a lot selling the collar for fifteen hundred gold, and the wand for eighteen hundred. These numbers were unreasonable, ten times as high as the average market price. ​After waiting for half an hour, I created a lot buying the items for twenty-five hundred gold. Was that dumb? Absolutely. But it worked! What would a reseller see, when they looked at these lots? Two items that could be resold for a thousand gold more. The conclusion was automatic: buy it and sell it on to potential buyers, and earn a thousand gold. What a tempting prospect! ​The main thing was to use different nicknames, or even the greediest of resellers would realize that it was a scam.

I knew how easily it could happen, the past at hand, like the helpless cognitive slip of an optical illusion. The tone of a day linked to some particular item: my mother's chiffon scarf, the humidity of a cut pumpkin. Certain patterns of shade. Even the flash of sunlight on the hood of a white car could cause a momentary ripple in me, allowing a slim space of return. I'd seen old Yardley slickers—the makeup now just a waxy crumble—sell for almost one hundred dollars on the Internet. So grown women could smell it again, that chemical, flowery fug. That's how badly people wanted it—to know that their lives had happened, that the person they once had been still existed inside of them.

What is the most beautiful place you’ve ever seen?” Dragging his gaze from the beauty of the gardens, Ian looked down at the beauty beside him. “Any place,” he said huskily, “were you are.” He saw the becoming flush of embarrassed pleasure that pinkened her cheeks, but when she spoke her voice was rueful. “You don’t have to say such things to me, you know-I’ll keep our bargain.” “I know you will,” he said, trying not to overwhelm her with avowals of love she wouldn’t yet believe. With a grin he added, “Besides, as it turned out after our bargaining session, I’m the one who’s governed by all the conditions, not you.” Her sideways glance was filled with laughter. “You were much too lenient at times, you know. Toward the end I was asking for concessions just to see how far you’d go.” Ian, who had been multiplying his fortune for the last four years by buying shipping and import-export companies, as well as sundry others, was regarded as an extremely tough negotiator. He heard her announcement with a smile of genuine surprise. “You gave me the impression that every single concession was of paramount importance to you, and that if I didn’t agree, you might call the whole thing off.” She nodded with satisfaction. “I rather thought that was how I ought to do it. Why are you laughing?” “Because,” he admitted, chuckling, “obviously I was not in my best form yesterday. In addition to completely misreading your feelings, I managed to buy a house on Promenade Street for which I will undoubtedly pay five times its worth.” “Oh, I don’t think so,” she said, and, as if she was embarrassed and needed a way to avoid meeting his gaze, she reached up and pulled a leaf off an overhanging branch. In a voice of careful nonchalance, she explained, “In matters of bargaining, I believe in being reasonable, but my uncle would assuredly have tried to cheat you. He’s perfectly dreadful about money.” Ian nodded, remembering the fortune Julius Cameron had gouged out of him in order to sign the betrothal agreement. “And so,” she admitted, uneasily studying the azure-blue sky with feigned absorption, “I sent him a note after you left itemizing all the repairs that were needed at the house. I told him it was in poor condition and absolutely in need of complete redecoration.” “And?” “And I told him you would consider paying a fair price for the house, but not one shilling more, because it needed all that.” “And?” Ian prodded. “He has agreed to sell it for that figure.” Ian’s mirth exploded in shouts of laughter. Snatching her into his arms, he waited until he could finally catch his breath, then he tipped her face up to his. “Elizabeth,” he said tenderly, “if you change your mind about marrying me, promise me you’ll never represent the opposition at the bargaining table. I swear to God, I’d be lost.” The temptation to kiss her was almost overwhelming, but the Townsende coach with its ducal crest was in the drive, and he had no idea where their chaperones might be. Elizabeth noticed the coach, too, and started toward the house. "About the gowns," she said, stopping suddenly and looking up at him with an intensely earnest expression on her beautiful face. "I meant to thank you for your generosity as soon as you arrived, but I was so happy to-that is-" She realized she'd been about to blurt out that she was happy to see him, and she was so flustered by having admitted aloud what she hadn't admitted to herself that she completely lost her thought. "Go on," Ian invited in a husky voice. "You were so happy to see me that you-" "I forgot," she admitted lamely.

Chinese companies have been smuggling pill presses illegally into the United States, mislabeling them as machine tools or other items or sending them disassembled to avoid detection.69 The destination is drug dealers and criminal gangs70 for the “mass production” of street drugs.71 Now Chinese companies send large quantities of pill presses to Mexico, too, including the metal cast dies to imprint pills with counterfeit numbers such as “M523” and “10/352,” which are the markings of real oxycodone pills. In other words, these Chinese companies are helping dealers produce counterfeit and illegal street drugs.72 In April 2020, the DOJ sent out an alert to law enforcement agencies with a blunt headline: “Chinese Pill Presses Are Key Components for Illegally Manufactured Fentanyl.” In the document, which was obtained by the author, the DOJ noted the “relatively moderate pricing” of $1,000 per pill press—essentially at cost. Why are Chinese companies not charging a huge markup to sell the pill presses to the drug cartels? The DOJ also noted that the “ambiguous export regulations in China allow traffickers to use vague manifest descriptions to describe pill press machines to avoid scrutiny from U.S. Customs and Border Protection (CBP) personnel.”73 Chinese pill press manufacturers are required by US law to alert the DEA when they ship pill presses to the United States so federal authorities can track those who might be illegally producing drugs.

How about I tell you what I don’t like? I do not like postmodernism, postapocalyptic settings, postmortem narrators, or magic realism. I rarely respond to supposedly clever formal devices, multiple fonts, pictures where they shouldn’t be—basically, gimmicks of any kind. I find literary fiction about the Holocaust or any other major world tragedy to be distasteful—nonfiction only, please. I do not like genre mash-ups à la the literary detective novel or the literary fantasy. Literary should be literary, and genre should be genre, and crossbreeding rarely results in anything satisfying. I do not like children’s books, especially ones with orphans, and I prefer not to clutter my shelves with young adult. I do not like anything over four hundred pages or under one hundred fifty pages. I am repulsed by ghostwritten novels by reality television stars, celebrity picture books, sports memoirs, movie tie-in editions, novelty items, and—I imagine this goes without saying—vampires. I rarely stock debuts, chick lit, poetry, or translations. I would prefer not to stock series, but the demands of my pocketbook require me to. For your part, you needn’t tell me about the ‘next big series’ until it is ensconced on the New York Times Best Sellers list. Above all, Ms. Loman, I find slim literary memoirs about little old men whose little old wives have died from cancer to be absolutely intolerable. No matter how well written the sales rep claims they are. No matter how many copies you promise I’ll sell on Mother’s Day.

The sign over supermarket express checkout lanes, TEN ITEMS OR LESS, is a grammatical error, they say, and as a result of their carping whole-food and other upscale supermarkets have replaced the signs with TEN ITEMS OR FEWER. The director of the Bicycle Transportation Alliance has apologized for his organization’s popular T-shirt that reads ONE LESS CAR, conceding that it should read ONE FEWER CAR. By this logic, liquor stores should refuse to sell beer to customers who are fewer than twenty-one years old, law-abiding motorists should drive at fewer than seventy miles an hour, and the poverty line should be defined by those who make fewer than eleven thousand five hundred dollars a year. And once you master this distinction, well, that’s one fewer thing for you to worry about.45

Prabhakar was waiting for me at the bus station, smiling happily through the rain. He led me through the people gathered at the bus station, past shops selling cheap household items and eating places where pakoras were being fried in bubbling oil. The brands and consumerism of urban India had disappeared, and although I felt an acute sense of displacement, I was oddly comforted by the rough utilitarianism of the place, which reminded me of the India I had grown up in. There were no cafes where I could hide my loneliness behind a cup of coffee and an open laptop, no shopping aisles where I could wander, picking out items that momentarily created an image of a better life. There was no escape here except through human relationships, and for that I was utterly dependent on Prabhakar speeding through the rain on his motorcycle.

As much as I wanted to make all of our customers happy, our farm inevitably began to sell out of certain items each week... I had been taught that businesses should constantly grow and expand. Owners should demand annual productivity increases, and resources were to be tapped for maximum potential. Like most things in our melting-pot society, the message was a uniquely American blend -- equal parts Manifest Destiny, Yankee ingenuity, and Protestant work ethic. A dash of Horatio Alger seemed to be thrown in for good luck. Be more! Live more! Consume! Produce! ...What if, at the end of the day, just growing what we could grow was good enough? And what if we genuinely wanted other family farms to succeed as well? These were the ideas I valued most, and the questions I wanted to answer. Everything else began to feel like noise.

(BDO) October 22: The Dollar Squeeze A debt is a short cash position—i.e., a commitment to deliver cash that one doesn’t have. Because the dollar is the world’s reserve currency, and because of the dollar surplus recycling that has taken place over the past few years…lots of dollar denominated debt has been built up around the world. So, as dollar liquidity has become tight, there has been a dollar squeeze. This squeeze…is hitting dollar-indebted emerging markets (particularly those of commodity exporters) and is supporting the dollar. When this short squeeze ends, which will happen when either the debtors default or get the liquidity to prevent their default, the US dollar will decline. Until then, we expect to remain long the USD against the euro and emerging market currencies. The actual price of anything is always equal to the amount of spending on the item being exchanged divided by the quantity of the item being sold (i.e., P = $/Q), so a) knowing who is spending and who is selling what quantity (and ideally why) is the ideal way to get at the price at any time, and b) prices don’t always react to changes in fundamentals as they happen in the ways characterized by those who seek to explain price movements in connection with unfolding news. During this period, volatility remained extremely high for reasons that had nothing to do with fundamentals and everything to do with who was getting in and out of positions for various reasons—like being squeezed, no longer being squeezed, rebalancing portfolios, etc. For example, on Tuesday, October 28, the S&P gained more than 10 percent and the next day it fell by 1.1 percent when the Fed cut interest rates by another 50 basis points. Closing the month, the S&P was down 17 percent—the largest single-month drop since October 1987.

Generally the causes of the top-reversal fall into a few categories: The income from selling goods and services to foreigners drops (e.g., the currency has risen to a point where it’s made the country’s exports expensive; commodity-exporting countries may suffer from a fall in commodity prices). The costs of items bought from abroad or the cost of borrowing rises. Declines in capital flows coming into the country (e.g., foreign investors reduce their net lending or net investment into the country). This occurs because: The unsustainable pace naturally slows, Something leads to greater worries about economic or political conditions, or A tightening of monetary policy in the local currency and/or in the currency those debts are denominated in (or in some cases, tightening abroad creates pressure for foreign capital to pull out of the country). A country’s own citizens or companies want to get their money out of their country/currency.

As one might gather from a painting of him scowling in a tall stovepipe hat, Day saw himself as a businessman, not a journalist. ''He needed a newspaper not to reform, not to arouse, but to push the printing business of Benjamin H. Day.'' Day's idea was to try selling a paper for a penny - the going price for many everyday items, like soap or brushes. At that price, he felt sure he could capture a much larger audience than his 6-cent rivals. But what made the prospect risky, potentially even suicidal, was that Day would then be selling his paper at a loss. What day was contemplating was a break with the traditional strategy for making profit: selling at a price higher than the cost of production. He would instead rely on a different but historically significant business model: reselling the attention of his audience, or advertising. What Day understood-more firmly, more clearly than anyone before him-was that while his readers may have thought themselves his customers, they were in fact his product.

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!

Disney now unofficially tolerates hundreds of small online shops run by die-hard fans selling T-shirts, buttons, pins, patches, jewelry, and thousands more items that leverage Disney characters. These stores don’t pay Disney a dime in licensing fees. Why the pivot to tolerating knockoffs? Because Disney learned that fan-made, unlicensed twenty-five-dollar T-shirts drive their wearers to Disney parks, where they buy expensive entrance tickets and pass the day spending even more money. Another reason for Disney’s newfound tolerance: it has discovered the marketing research value from the hundreds of small knockoff shops. These shops turn out to be a vibrant source of ideas for new official Disney merchandise. In 2016 the online vendor Bibbidi Bobbidi Brooke came out with a hugely popular line of rose-gold sequined Mickey ears, something that had not occurred to the Disney licensors. So Disney copied the design, which sold out immediately in its official stores. Bibbidi Bobbidi Brooke was gracious, posting “always excited to see new merch offerings.” Her fans replied, “Yours will always be the original!!!” Everyone wins.

Any program about highlighting benevolence, protecting the innocent, or sacrificing time to help the underdog grew in popularity. Included in our list of reality viewing were shows about police or bounty hunters apprehending evil criminals. These too became some of the most-watched programs. To sum it all up, our entertainment is often centered on the good of humanity. Sales and Marketing 101 teaches us that a product must feel, look, sound, taste, or smell good in order to succeed in the marketplace. It must elevate the consumer’s senses or emotions to a better and happier state. We know that good items will sell. After all, who would want to purchase something bad? And only twisted people would desire to procure evil. We hear comments such as “he’s a good man” or “she’s a good woman,” and we normally accept this evaluation at face value. The vulnerable quickly let down their guard and embrace every statement or action from those proclaimed to be good as safe and trustworthy. But are these assessments always accurate? Could we ever fall into the delusional state of calling what’s right wrong or what’s wrong right? Doesn’t everybody know the difference? And we certainly could never fall into the deceived state of calling good evil or evil good. Correct?

It was the secret no one told you, the thing you had to learn for yourself: viz. that in the antiques trade there was really no such thing as a “correct” price. Objective value—list value—was meaningless. If a customer came in clueless with money in hand (as most of them did) it didn’t matter what the books said, what the experts said, what similar items at Christie’s had recently gone for. An object—any object—was worth whatever you could get somebody to pay for it. In consequence, I’d started going through the store, removing some tags (so the customer would have to come to me for the price) and changing others—not all, but some. The trick, as I discovered through trial and error, was to keep at least a quarter of the prices low and jack up the rest, sometimes by as much as four and five hundred percent. Years of abnormally low prices had built up a base of devoted customers; leaving a quarter of the prices low kept them devoted, and ensured that people hunting for a bargain could still find one, if they looked. Leaving a quarter of the prices low also meant that, by some perverse alchemy, the marked-up prices seemed legitimate in comparison: for whatever reason, some people were more apt to put out fifteen hundred bucks for a Meissen teapot if it was placed next to a plainer but comparable piece selling (correctly, but cheaply) for a few hundred.

Like,” he repeats with distaste. “How about I tell you what I don’t like? I do not like postmodernism, postapocalyptic settings, postmortem narrators, or magic realism. I rarely respond to supposedly clever formal devices, multiple fonts, pictures where they shouldn’t be—basically, gimmicks of any kind. I find literary fiction about the Holocaust or any other major world tragedy to be distasteful—nonfiction only, please. I do not like genre mash-ups à la the literary detective novel or the literary fantasy. Literary should be literary, and genre should be genre, and crossbreeding rarely results in anything satisfying. I do not like children’s books, especially ones with orphans, and I prefer not to clutter my shelves with young adult. I do not like anything over four hundred pages or under one hundred fifty pages. I am repulsed by ghostwritten novels by reality television stars, celebrity picture books, sports memoirs, movie tie-in editions, novelty items, and—I imagine this goes without saying—vampires. I rarely stock debuts, chick lit, poetry, or translations. I would prefer not to stock series, but the demands of my pocketbook require me to. For your part, you needn’t tell me about the ‘next big series’ until it is ensconced on the New York Times Best Sellers list. Above all, Ms. Loman, I find slim literary memoirs about little old men whose little old wives have died from cancer to be absolutely intolerable. No matter how well written the sales rep claims they are. No matter how many copies you promise I’ll sell on Mother’s Day.

Beware, and be on your guard against every form of greed; for not even when one has an abundance does his life consist of his possessions. -LUKE 12:15 One of our universal problems is the overcrowding of our homes. Whether we have an apartment or a six bedroom home, every closet, cupboard, refrigerator, and garage are all crammed with abundance. Some of us have so much that we go out and rent additional storage spaces for our possessions. Bob and I are no different than you. We buy new clothes and cram them into our wardrobes. A new antique goes in the corner, a new quilt hangs over the bed, a new potted plant gathers sunlight by the window. On and on it goes. Pretty soon we feel as though we are closed in with no room to breathe. We continually struggle to keep a balance in our attitudes regarding possessions. It is simpler to manage if you are single and live alone-it's just you. Life becomes more complicated with a spouse and children. You soon get that "bunched in" feeling. This creates more stress, and you can lose your cool and blow relationships when your calm is broken. We have made a rule in our home about abundance. Simply stated, it says, "One comes in and one goes out." After every purchase we give away or sell a like item. (We have an annual garage sale.) With a new blouse, out goes an older blouse; with a new table, out goes a table; and so on. Naturally if you're a newlywed this rule is not for you because you probably don't have an abundance of possessions. There's another strategy that's very effective. We have informed our loved ones that we don't want any more gifts that take up space or that have to be dusted; we prefer receiving consumable items. Remember-your life is not based on your possessions. Share with others what you aren't using.

For most people moving is a tiring experience. When on the verge of moving out to a new home or into a new office, it's only natural to focus on your new place and forget about the one you’re leaving. Actually, the last thing you would even think about is embarking on a heavy duty move out clean. However, you can be certain that agents, landlords and all the potential renters or buyers of your old home will most definitely notice if it's being cleaned, therefore getting the place cleaned up is something that you need to consider. The process of cleaning will basically depend to things; how dirty your property and the size of the home. If you leave the property in good condition, you'll have a higher the chance of getting back your bond deposit or if you're selling, attracting a potential buyer. Below are the steps you need to consider before moving out. You should start with cleaning. Remove all screws and nails from the walls and the ceilings, fill up all holes and dust all ledges. Large holes should be patched and the entire wall checked the major marks. Remove all the cobwebs from the walls and ceilings, taking care to wash or vacuum the vents. They can get quite dusty. Clean all doors and door knobs, wipe down all the switches, electrical outlets, vacuum/wipe down the drapes, clean the blinds and remove all the light covers from light fixtures and clean them thoroughly as they may contain dead insects. Also, replace all the burnt out light bulbs and empty all cupboards when you clean them. Clean all windows, window sills and tracks. Vacuum all carpets or get them professionally cleaned which quite often is stipulated in the rental agreement. After you've finished the general cleaning, you can now embark on the more specific areas. When cleaning the bathroom, wash off the soap scum and remove mould (if any) from the bathroom tiles. This can be done by pre-spraying the tile grout with bleach and letting it sit for at least half an hour. Clean all the inside drawers and vanity units thoroughly. Clean the toilet/sink, vanity unit and replace anything that you've damaged. Wash all shower curtains and shower doors plus all other enclosures. Polish the mirrors and make sure the exhaust fan is free of dust. You can generally vacuum these quite easily. Finally, clean the bathroom floors by vacuuming and mopping. In the kitchen, clean all the cabinets and liners and wash the cupboards inside out. Clean the counter-tops and shine the facet and sink. If the fridge is staying give it a good clean. You can do this by removing all shelves and wash them individually. Thoroughly degrease the oven inside and out. It's best to use and oven cleaner from your supermarket, just take care to use gloves and a mask as they can be quite toxic. Clean the kitchen floor well by giving it a good vacuum and mop . Sometimes the kitchen floor may need to be degreased. Dust the bedrooms and living room, vacuum throughout then mop. If you have a garage give it a good sweep. Also cut the grass, pull out all weeds and remove all items that may be lying or hanging around. Remember to put your garbage bins out for collection even if collection is a week away as in our experience the bins will be full to the brim from all the rubbish during the moving process. If this all looks too hard then you can always hire a bond cleaner to tackle the job for you or if you're on a tight budget you can download an end of lease cleaning checklist or have one sent to you from your local agent. Just make sure you give yourself at least a day or to take on the job. Its best not to rush through the job, just make sure everything is cleaned thoroughly, so it passes the inspection in order for you to get your bond back in full.

This is why churches that try the most self-consciously to avoid social issues and political questions become, unwittingly, the most political of all. The founders of my church tradition, in concert with others, spoke much of the “spirituality of the church” as a reason for avoiding “political” issues. To some degree, they were right. The church does not bear the sword that’s been given to the state; the church advances by spiritual, not carnal, means. But the “spirituality of the church” was a convenient doctrine. My denomination was founded back in the nineteenth century by those who advocated for human slavery, and who sought to keep their consciences and their ballots and their wallets away from a transcendent word that would speak against the sinful injustice of a regime of kidnapping, rape, and human beings wickedly deigning to buy and sell other human beings created in the image of God. Slavery, they argued (to their shame), was a “political” issue that ought not distract the church from its mission: evangelism and discipleship. What such a move empowered was not just social injustice (which would have been bad enough), but also personal sin. When so-called “simple gospel preaching” churches in 1856 Alabama or 1925 Mississippi calls sinners to repentance for fornicating and gambling but not for slaveholding or lynching, those churches may be many things but they are hardly non-political. By not addressing these issues, they are addressing them, by implicitly stating that they are not worthy of the moral scrutiny of the church, that they will not be items of report at the Judgment Seat of Christ. These churches, thus, bless the status quo, with all the fealty of a court chaplain. The same is true of a church in twenty-first-century America that doesn’t speak to the pressing issues of justice and righteousness around us, such as the horror of abortion and the persisting sins of racial injustice.

Regret can improve decisions. To begin understanding regret’s ameliorative properties, imagine the following scenario. During the pandemic of 2020–21, you hastily purchased a guitar, but you never got around to playing it. Now it’s taking up space in your apartment—and you could use a little cash. So, you decide to sell it. As luck would have it, your neighbor Maria is in the market for a used guitar. She asks how much you want for your instrument. Suppose you bought the guitar for $500. (It’s acoustic.) No way you can charge Maria that much for a used item. It would be great to get $300, but that seems steep. So, you suggest $225 with the plan to settle for $200. When Maria hears your $225 price, she accepts instantly, then hands you your money. Are you feeling regret? Probably. Many people do, even more so in situations with stakes greater than the sale of a used guitar. When others accept our first offer without hesitation or pushback, we often kick ourselves for not asking for more.[2] However, acknowledging one’s regrets in such situations—inviting, rather than repelling, this aversive emotion—can improve our decisions in the future. For example, in 2002, Adam Galinsky, now at Columbia University, and three other social psychologists studied negotiators who’d had their first offer accepted. They asked these negotiators to rate how much better they could have done if only they’d made a higher offer. The more they regretted their decision, the more time they spent preparing for a subsequent negotiation.[3] A related study by Galinsky, University of California, Berkeley’s, Laura Kray, and Ohio University’s Keith Markman found that when people look back at previous negotiations and think about what they regretted not doing—for example, not extending a strong first offer—they made better decisions in later negotiations. What’s more, these regret-enhanced decisions spread the benefits widely. During their subsequent encounters, regretful negotiators expanded the size of the pie and secured themselves a larger slice. The very act of contemplating what they hadn’t done previously widened the possibilities of what they could do next and provided a script for future interactions.[4]

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

Like,” he repeats with distaste. “How about I tell you what I don’t like? I do not like postmodernism, postapocalyptic settings, postmortem narrators, or magic realism. I rarely respond to supposedly clever formal devices, multiple fonts, pictures where they shouldn’t be—basically, gimmicks of any kind. I find literary fiction about the Holocaust or any other major world tragedy to be distasteful—nonfiction only, please. I do not like genre mash-ups à la the literary detective novel or the literary fantasy. Literary should be literary, and genre should be genre, and crossbreeding rarely results in anything satisfying. I do not like children’s books, especially ones with orphans, and I prefer not to clutter my shelves with young adult. I do not like anything over four hundred pages or under one hundred fifty pages. I am repulsed by ghostwritten novels by reality television stars, celebrity picture books, sports memoirs, movie tie-in editions, novelty items, and—I imagine this goes without saying—vampires. I rarely stock debuts, chick lit, poetry, or translations. I would prefer not to stock series, but the demands of my pocketbook require me to. For your part, you needn’t tell me about the ‘next big series’ until it is ensconced on the New York Times Best Sellers list. Above all, Ms. Loman, I find slim literary memoirs about little old men whose little old wives have died from cancer to be absolutely intolerable. No matter how well written the sales rep claims they are. No matter how many copies you promise I’ll sell on Mother’s Day.” Amelia blushes, though she is angry more than embarrassed. She agrees with some of what A.J. has said, but his manner is unnecessarily insulting. Knightley Press doesn’t even sell half of that stuff anyway. She studies him. He is older than Amelia but not by much, not by more than ten years. He is too young to like so little. “What do you like?” she asks. “Everything else,” he says. “I will also admit to an occasional weakness for short-story collections. Customers never want to buy them though.” There is only one short-story collection on Amelia’s list, a debut. Amelia hasn’t read the whole thing, and time dictates that she probably won’t, but she liked the first story. An American sixth-grade class and an Indian sixth-grade class participate in an international pen pal program. The narrator is an Indian kid in the American class who keeps feeding comical misinformation about Indian culture to the Americans. She clears her throat, which is still terribly dry. “The Year Bombay Became Mumbai. I think it will have special int—” “No,” he says. “I haven’t even told you what it’s about yet.” “Just no.” “But why?” “If you’re honest with yourself, you’ll admit that you’re only telling me about it because I’m partially Indian and you think this will be my special interest. Am I right?” Amelia imagines smashing the ancient computer over his head. “I’m telling you about this because you said you liked short stories! And it’s the only one on my list. And for the record”—here, she lies—“it’s completely wonderful from start to finish. Even if it is a debut. “And do you know what else? I love debuts. I love discovering something new. It’s part of the whole reason I do this job.” Amelia rises. Her head is pounding. Maybe she does drink too much? Her head is pounding and her heart is, too. “Do you want my opinion?” “Not particularly,” he says. “What are you, twenty-five?” “Mr. Fikry, this is a lovely store, but if you continue in this this this”—as a child, she stuttered and it occasionally returns when she is upset; she clears her throat—“this backward way of thinking, there won’t be an Island Books before too long.

Selling everyday items, priced marginally lower than those offered in brick-and-mortar stores, and delivering them through the congested streets of China’s cities directly to customers’ homes or offices on fleets of motorcycles and mopeds has proved a hit.

Lies move fast because they have an expiry date. All items that are about to expire sell fast and for a cheap price. In contrast, the truth remains fixed because it knows its existence is forever. Most importantly, the truth is priceless.

For consumers, most of these problems are invisible. That is by design. You’re not supposed to know that the trending topics on Twitter were sifted through by a few destitute people making pennies. You’re not supposed to realize that Facebook can process the billions of photos, links, and shareable items that pass through its network each day only because it recruits armies of content moderators through digital labor markets. Or that these moderators spend hours numbly scrolling through grisly photos that people around the world are trying to upload to the network. Uber’s selling point is convenience: press a button on your phone and a car will arrive in minutes, maybe seconds, to take you anywhere you want to go. As long as that’s what happens, what do consumers have to complain about? Now joined by a host of start-up delivery services, ride-sharing companies are in the business of taking whomever or whatever from point A to point B with minimal fuss or waiting time. That this self-indulgent convenience ultimately comes at the expense of others is easily brushed off or shrouded in the magical promise that anything you want can be produced immediately.

Collier understood and preached this swim-with-current-rather-than-against strategy. Do not arrive as an interruption or disruption, attempting to divert your reader's attention from the object it is focused on, fighting to interest him in something different from what he is already, at this moment, interested in. Instead, align yourself with the subjects already possessing his attention, the matters already garnering his interest, the self-talk conversation already occurring in his mind, and the conversations he is already having around the water-cooler at work or at the kitchen table at home with peers, friends, and family. About this, Collier wrote: “Study your reader first — your product second…. The reader of your letter wants certain things and the desire for them is, consciously or unconsciously, the dominant idea in his mind all the time. He is also engaged by the news or events or public conversations of the day. Put yourself in his place. If you were deep in discussion with a friend over some matter and a stranger came up and said: ‘Mister, I have a fine coat I want to sell you!’ — what would you do? The same thing happens when you approach a man by mail. He is in discussion with himself. If you just butt in, will you be welcome? How would you do it if approaching him and his friend in person? You'd listen and get the trend of the conversation. Then, when you chimed in, it would be with a remark on a related subject. Then you could gradually bring the talk around logically to the point you wanted to discuss. Study your reader. Know what interests him. Listen to the conversation he is already having with himself. Enter where he already is.” There are some obvious, perennially occurring attention dominators, such as seasons and holidays, and linking to these — regardless of whether your business naturally links or not — can be extremely helpful. You need not be a florist, jeweler, or restaurant to utilize Valentine's Day, for example. Beyond that, and deeper than that, every customer group has some shared item on their minds. Know it. Start your conversation with them with it. And be sure to take advantage of one of the great advantages of today's online media, including e-mail, blogs, and social media sites — being day to day, even hour by hour, timely. You can link a marketing message to world or local, financial, or cultural news of the moment — and you should.

The dividend discount model suggests that in an efficient market, the current price of a stock should equal the present value of all expected future dividends, assuming for the sake of simplicity that the investor has no intention of selling the stock. (The present value is sometimes called the discounted value, since the present value of an item is discounted from its value in the future.)

Possessions deteriorate, become obsolete, or teeter towards irrelevance. We will never remember the features of our third-last smartphone but we will remember how it helped us and what it made us feel. It’s the experience of the item, not the item itself, that we value more.

One great way to do this is to ask the questions about the condition of the property—this can either be done over the phone during an initial conversation or in person after you’ve already had the opportunity to evaluate the property for yourself. Here are a few questions we might ask: “On a scale of 1-10, how would you rate the condition of your house?” “If you were going to renovate the house to sell yourself, about how much would you expect that you’d need to spend?” “If you were given $50,000 to renovate your property, which items would you fix or renovate?

what I enjoy doing as much as anything in the business. I really love to pick an item—maybe the most basic merchandise—and then call attention to it. We used to say you could sell anything if you hung it from the ceiling. So we would buy huge quantities of something and dramatize it. We would blow it out of there when everybody knew we would have only sold a few had we just left it in the normal store position. It is one of the things that has set our company apart from the very beginning and really made us difficult to compete with. And, man, in the early days of Wal-Mart it really got crazy sometimes.

Picture a countryside with one hundred million chickens roaming the land. It is challenging to imagine anything of that magnitude. It happens to be the number of cooked rotisserie chickens Costco sells annually. The Chief Financial Officer shared that the retailer loses upwards of US$40 million a year selling the chicken. This is not altruism. People are lured by the five-dollar item but leave with a cart overflowing with bulk underwear, photocopier paper, and lawn ornaments. This practice of selling rotisserie chicken has spread to most grocery chains in North America.

The idea of proposing marriage with a diamond ring seems like a tradition so old, and so steeped in our culture, you’d think it was one of the Ten Commandments delivered to Moses on Mt. Sinai. But it’s a recent, man-made creation. De Beers brilliantly fostered this shared mythology, taking a relatively abundant, relatively inexpensive item that wasn’t selling, and convincing the public over decades that a diamond engagement ring was an indispensable

The very same spices, powders, and mixing methods that were used in medieval medicine and cosmetics were useful in making pigments, too, so apothecaries also sold ink. This saved scribes and illuminators who could afford it the trouble of making their own inks, and the apothecary’s long practice and skill with mixtures gave them a better chance at having regular colours and consistency, as well. As a complementary skill, apothecaries’ proficiency with wax as a binding and mixing agent led them to create and sell wax products alongside their other wares, such as candles, votives (as seen above), and sealing wax. The combination of ink and sealing wax made it a logical step for apothecaries to sell parchment, and other stationery items, too. Our modern habit of heading to the pharmacy for a headache cure, grooming products, and stationery is part of a long tradition, indeed.

Key Elements of Five Year Plan ’77 What follows did not happen overnight. Among the guidelines set in February 1977 (remember, Fair Trade on alcohol was not finally ended until 1978): Emphasize edibles vs. non-edibles. I figured that the supermarkets would raise their prices on foods to make up for the newly reduced margins on milk and alcohol. This would give us all the more room to underprice them. During the next five years we got rid of film, hosiery, light bulbs and hardware, greeting cards, batteries, magazines, all health and beauty aids except those with a “health food” twist. We began to cut back sharply on soaps and cleaners and paper goods. The only non-edibles we emphasized were “tabletop” items like wineglasses, cork pullers, and candles. It was quite clear that we should put more emphasis on food and less on alcohol and milk. Within edibles, drop all ordinary branded products like Best Foods, Folgers, or Weber’s bread. I felt that a dichotomy was developing between “groceries” and “food.” By “groceries,” I mean the highly advertised, highly packaged, “value added” products being emphasized by supermarkets, the kinds that brought slotting allowances and co-op advertising allowances. By embracing these “plastic” products, I felt the supermarkets were abandoning “food” and the product knowledge required to buy and sell it. But this position wasn’t entirely altruistic. The plan of February 20, 1977, declared, “Most independent supermarkets have been driven out of business, because they stupidly tried to compete with the big chains in plastic goods, in which the big chains excel.” Focus on discontinuity of supplies. Be willing to discontinue any product if we are unable to offer the right deal to the customer. Instead of national brands, focus on either Trader Joe’s label products or “no label” products like nuts and dried fruits. This was intended to enable the Trader Joe’s label to pick up momentum in the stores. And it worked.

Association Rule Mining: Also called Market Basket Analysis when used in retail industry, these techniques look for associations between data values. An analysis of items frequently found together in a market basket can help cross-sell products, and also create product bundles.

Kanye West's influence extends far beyond the confines of music, resonating deeply in the realms of fashion and pop culture. His merchandise, often referred to simply as "Kanye West merch," has become a significant cultural phenomenon, reflecting his unique aesthetic and visionary approach. Kanye's venture into merchandise began with his concert tours, where limited-edition items became coveted symbols of fandom. The 2013 "Yeezus" tour marked a turning point, with merch that blended gothic motifs and bold graphics, creating a distinctive style that would define his future collections. Fans eagerly lined up for hours to grab a piece of Kanye's world, often reselling items at a premium, further cementing the status of his merch as not just apparel, but collector's items. In 2016, the "Life of Pablo" pop-up shops took this to a new level. Located in various global cities, these shops sold minimalist, streetwear-inspired pieces emblazoned with religious and personal iconography. The launch was a testament to Kanye's marketing genius and his ability to create a buzz that transcends traditional retail methods. The immediate sell-out of these items showcased his knack for blending exclusivity with mass appeal.

The next step is to test this list objectively. Do that by asking yourself the following questions about each item on the list: • Is this Result measurable, tangible, and quantifiable? • Is it corporate—that is, can it be shared by more than one Buying Influence? • Is it business related—that is, does it positively affect one or more of this customer’s business processes? If you can’t answer yes to all these questions, what you’re looking at may be a “feature” or “benefit” rather than a true Result.

She returned to her icebreaker, taking a large sip of wine, acutely aware it was her shop window. Her one chance to sell herself, and that she had just 400 words. God, that sounded awful. It made it seem like she was an item for purchase. It was true though. It was technically a meat market, no matter how it was dressed up. Everyone was shopping for flesh.

in the free-to-play video game business, it is standard practice for game developers to delay asking users to pay money until they have played consistently and habitually. Once the compulsion to play is in place and the desire to progress in the game increases, converting users into paying customers is much easier. Selling virtual items, extra lives, and special powers is where the real money lies.

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

Perhaps you could send useful “how to” tips. You could clip news items out of the paper and send them to your customers with a little note that just says, “Hi John, thought this might interest you. Joe Girard.” Some salesmen send expensive personalized calendars. This keeps their name in front of the customer all year long. Another salesman I know keeps postcards in his briefcase and jots off a personal note to his good customers while waiting for an appointment or a plane. Watch the ways in which the giant companies spend millions just to keep their name in front of the public. I have learned from them, and you should too, because we have businesses just like them, only maybe not so big.

In the 1950s, V. Lilaram & Co. was the first company to charter a Pan American airlines cargo flight with a full load of textiles from New York to the Philippines. The top-selling item, Verhomal noticed, was Jockey undergarments, which catered to the American military which was still present in the Philippines in large numbers after the war. The largest American air and naval bases outside the US mainland were in the Philippines—Verhomal’s main market. From these military bases, Jockey’s market expanded to the local population in the Philippines. Forty years later, in the 1990s, Jockey International (USA) gave the exclusive licence to the Genomals to form a company that would launch and expand Jockey’s presence in India. Within two decades, this company—Page Industries—would go on to become the biggest licensee of Jockey in the world.

INEZ THREET, CLERK, WALTON’S FIVE AND DIME, BENTONVILLE: “I guess Mr. Walton just had a personality that drew people in. He would yell at you from a block away, you know. He would just yell at everybody he saw, and that’s the reason so many liked him and did business in the store. It was like he brought in business by his being so friendly. “He was always thinking up new things to try in the store. I remember one time he made a trip to New York, and he came back a few days later and said, ‘Come here, I want to show you something. This is going to be the item of the year.’ I went over and looked at a bin full of—I think they called them zori sandals—they call them thongs now. And I just laughed and said, ‘No way will those things sell. They’ll just blister your toes.’ Well, he took them and tied them together in pairs and dumped them all on a table at the end of an aisle for nineteen cents a pair. And they just sold like you wouldn’t believe. I have never seen an item sell as fast, one after another, just piles of them. Everybody in town had a pair.” Right

We are selling online store of cricket Bats Kits in Australia. All items of Cricket, Adidas bat, SG Nexus Plus, Kookaburra Kahuna Bats in Australia.

Our stores were selling only nine items, and they were buying only thirty-five or forty items with which to make the nine. So although a McDonald’s restaurant’s purchasing power was no greater in total than that of any other restaurant in a given area, it was concentrated. A McDonald’s bought more buns, more catsup, more mustard, and so forth, and this gave it a terrific position in the marketplace for those items. We enhanced that position by figuring out ways a supplier could lower his costs, which meant, of course, that he could afford to sell to a McDonald’s for less. Bulk packaging was one way; another was making it possible for him to deliver more items per stop. A

Over the last generation, journalism has slowly been swallowed. The ascendant media companies of our era don’t think of themselves as heirs to a great ink-stained tradition. Some prefer to call themselves technology firms. This redefinition isn’t just a bit of fashionable branding. Silicon Valley has infiltrated the profession, from both within and without. Over the past decade, journalism has come to depend unhealthily on Facebook and Google. The big tech companies supply journalism with an enormous percentage of its audience—and therefore a big chunk of revenue. This gives Silicon Valley influence over the entire profession, and it has made the most of its power. Dependence generates desperation—a mad, shameless chase to gain clicks through Facebook, a relentless effort to game Google’s algorithms. It leads media to ink terrible deals, which look like self-preserving necessities, but really just allow Facebook and Google to hold them even tighter. Media will grant Facebook the right to sell advertising or give Google permission to publish articles directly on its fast-loading server. What makes these deals so terrible is the capriciousness of the tech companies. They like to shift quickly in a radically different direction, which is great for their bottom line, but terrible for all the media companies dependent on the platforms. Facebook will decide that its users prefer video to words, or that its users prefer ideologically pleasing propaganda to hard news. When Facebook shifts direction like this or when Google tweaks its algorithm, they instantly crash Web traffic flowing to media, with all the rippling revenue ramifications that follow. Media know they should flee the grasp of Facebook, but dependence also breeds cowardice. The prisoner lies on the cot dreaming of escape plans that will never hatch. Dependence on the big tech companies is increasingly the plight of the worker and the entrepreneur. Drivers maintain erratic patterns of sleep because of Uber’s shifting whims. Companies that manufacture tchotchkes sold on Amazon watch their businesses collapse when Amazon’s algorithms detect the profitability of their item, leading the giant to manufacture the goods itself at a lower price. The problem isn’t just financial vulnerability. It’s the way in which the tech companies dictate the patterns of work, the way in which their influence can shift the ethos of an entire profession to suit their needs—lowering standards of quality, eroding ethical protections. I saw this up close during my time at the New Republic. I watched how dependence on the tech companies undermined the very integrity of journalism. At the very beginning of that chapter in my career, I never imagined that we would go down that path.

*What category is best?  1. Keep and find it a permanent home.  2. Keep it and test to see if you use the item in six months.  3. Try to sell it in 10 days.   4. Donate it.  5. Throw it away.  6. Store it.  (only for items not used monthly that you will need again)

A little later on, Phil ran what became one of the most famous item promotions in our history. We sent him down to open store number 52 in Hot Springs, Arkansas—the first store we ever opened in a town that already had a Kmart. Phil got there and decided Kmart had been getting away with some pretty high prices in the absence of any discounting competition. So he worked up a detergent promotion that turned into the world’s largest display ever of Tide, or maybe Cheer—some detergent. He worked out a deal to get about $1.00 off a case if he would buy some absolutely ridiculous amount of detergent, something like 3,500 cases of the giant-sized box. Then he ran it as an ad promotion for, say, $1.99 a box, off from the usual $3.97. Well, when all of us in the Bentonville office saw how much he’d bought, we really thought old Phil had completely gone over the dam. This was an unbelievable amount of soap. It made up a pyramid of detergent boxes that ran twelve to eighteen cases high—all the way to the ceiling, and it was 75 or 100 feet long, which took up the whole aisle across the back of the store, and then it was about 12 feet wide so you could hardly get past it. I think a lot of companies would have fired Phil for that one, but we always felt we had to try some of this crazy stuff. PHIL GREEN: “Mr. Sam usually let me do whatever I wanted on these promotions because he figured I wasn’t going to screw it up, but on this one he came down and said, ‘Why did you buy so much? You can’t sell all of this!’ But the thing was so big it made the news, and everybody came to look at it, and it was all gone in a week. I had another one that scared them up in Bentonville too. This guy from Murray of Ohio called one day and said he had 200 Murray 8 horsepower riding mowers available at the end of the season, and he could let us have them for $175. Did we want any? And I said, ‘Yeah, I’ll take 200.’ And he said, ‘Two hundred!’ We’d been selling them for $447, I think. So when they came in we unpacked every one of them and lined them all up out in front of the store, twenty-five in a row, eight rows deep. Ran a chain through them and put a big sign up that said: ‘8 h.p. Murray Tractors, $199.’ Sold every one of them. I guess I was just always a promoter, and being an early Wal-Mart manager was as good a place to promote as there ever was.

How Is It Packaged? Packaging refers to what products and services are sold together. For example, years ago McDonald’s noticed that many customers ordered french fries and a soft drink with their hamburgers, so the restaurant shifted from selling hamburgers to selling “meal deals”—bundles of a hamburger or other sandwich, french fries, and a soft drink. The rest of the fast-food industry shifted dramatically in this direction too because other restaurants discovered that selling meal deals instead of separate items increased sales by 30 percent.

Anderson and Girgis insist that it is not, because the baker’s “reason for refusing to bake same-sex wedding cakes is manifestly not to avoid contact with gay people on equal terms” (p. 191). But that’s a strange claim, given that the bakers are refusing to sell gay people the very same items they sell to other customers. They do so precisely because they judge same-sex relationships to be morally inferior.

RETAILERS KNOW THEIR shelfspace is a valuable resource. But this is a recent discovery; in the past, they gave it away, then they thought of selling it. Manufacturers either paid directly, via slotting allowances etc., or paid in materials and labour to make the shelves more attractive and better organised; then they paid both as demand for shelfspace exceeded supply. More recently, for fast turnover items, manufacturers such as Frito-Lay have used a direct delivery and merchandising service where their people will spend pretty much all day in store refilling shelves to their and the store’s mutual benefit.

That summer, Harrison Miller and Bezos butted heads in front of the board of directors over the size of the bet on toys. Bezos wanted Miller to plow $120 million into stocking every possible toy, from Barbie dolls to rare German-made wooden trains to cheap plastic beach pails, so that kids and parents would never be disappointed when they searched for an item on Amazon. But a prescient Miller, sensing disaster ahead, pushed to lower his own buy. “No! No! A hundred and twenty million!” Bezos yelled. “I want it all. If I have to, I will drive it to the landfill myself!” “Jeff, you drive a Honda Accord,” Joy Covey pointed out. “That’s going to be a lot of trips.” Bezos prevailed. And the company would make a sizable contribution to Toys for Tots after the holidays that year. “That first holiday season was the best of times and the worst of times,” Miller says. “The store was great for customers and we made our revenue goals, which were big, but other than that everything that could go wrong did. In the aftermath we were sitting on fifty million dollars of toy inventory. I had guys going down the back stairs with ‘Vinnie’ in New York, selling Digimons off to Mexico at twenty cents on the dollar. You just had to get rid of them, fast.” The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics

Employing a friend Selling a service or an item to a friend Buying a service or item from a friend A close relationship with both partners of a marriage. If you share confidences with both of them, can you trust one to keep what you say from the other? If one shares a confidence that would hurt the other, what do you do?

The problem you face is “We need to sell more widgets.” Your team might come up with a list of the following ways to increase widget sales: • Changing the way we sell our widgets to retail outlets. • Improving the way we market our widgets to consumers. • Reducing the unit cost of our widgets. If this list looks rather generic, that’s fine; we will talk about moving down a level of detail in the next section. What matters is that the list is MECE. Suppose you add another item, say, “Reengineering our widget production process.” How does that fit with the three issues you already have? This is certainly an important issue, but it isn’t a fourth point alongside the others. It falls under “Reducing the unit cost,” along with other subissues such as “Leveraging our distribution system” and “Improving our inventory management.” Why? Because all these are ways to reduce the unit cost of widgets. Putting any (or all) of them with the other three issues on the list would cause an overlap. The items in the list would no longer be mutually exclusive. Overlap represents muddled thinking by the writer and leads to confusion for the reader.

The town of Verona was very much awake. The market was filled with merchants selling items they couldn’t sell during the light of day, to people who wouldn’t be seen in town without the veil of night.

I GOT A PHONE CALL ONE DAY FROM A FRIEND WHO HAD RECENTLY opened an Indian jewelry store in Arizona. She was giddy with a curious piece of news. Something fascinating had just happened, and she thought that, as a psychologist, I might be able to explain it to her. The story involved a certain allotment of turquoise jewelry she had been having trouble selling. It was the peak of the tourist season, the store was unusually full of customers, the turquoise pieces were of good quality for the prices she was asking; yet they had not sold. My friend had attempted a couple of standard sales tricks to get them moving. She tried calling attention to them by shifting their location to a more central display area; no luck. She even told her sales staff to "push" the items hard, again without success. Finally, the night before leaving on an out-of-town buying trip, she scribbled an exasperated note to her head saleswoman, "Everything in this display case, price x %," hoping just to be rid of the offending pieces, even if at a loss. When she returned a few days later, she was not surprised to find that every article had been sold. She was shocked, though, to discover that, because the employee had read the "%" in her scrawled message as a "2," the entire allotment had sold out at twice the original price! That's

use an item for its intended purpose. For example, do not just use a tablecloth for a table, make it a slip cover for your ottoman. It can save you lots of money and time when you purchase

For example, in the free-to-play video game business, it is standard practice for game developers to delay asking users to pay money until they have played consistently and habitually. Once the compulsion to play is in place and the desire to progress in the game increases, converting users into paying customers is much easier. Selling virtual items, extra lives, and special powers is where the real money lies.

Some people save appliance boxes because they think they will get more money for the items if they ever sell them. But if you consider the rent you pay, turning your space into a storage shed for empty boxes, that probably costs you more than you would earn selling an appliance in a box.

Netflix’s algorithm has a deeper (even if still quite limited) understanding of your tastes than Amazon’s, but ironically that doesn’t mean Amazon would be better off using it. Netflix’s business model depends on driving demand into the long tail of obscure movies and TV shows, which cost it little, and away from the blockbusters, which your subscription isn’t enough to pay for. Amazon has no such problem; although it’s well placed to take advantage of the long tail, it’s equally happy to sell you more expensive popular items, which also simplify its logistics. And we, as customers, are more willing to take a chance on an odd item if we have a subscription than if we have to pay for it separately.

We didn’t know in the past that strawberry Pop-Tarts increase in sales, like seven times their normal sales rate, ahead of a hurricane,’ Ms. Dillman said in a recent interview. ‘And the pre-hurricane top-selling item was beer.’”[

Consider the iatrogenics of newspapers. They need to fill their pages every day with a set of news items—particularly those news items also dealt with by other newspapers. But to do things right, they ought to learn to keep silent in the absence of news of significance. Newspapers should be of two-line length on some days, two hundred pages on others—in proportion with the intensity of the signal. But of course they want to make money and need to sell us junk food. And junk food is iatrogenic.

I’m going to include a self-help item here that is completely unrelated to this topic. I want you to eat some vegetables.

strawberry Pop-Tarts increase in sales, like seven times their normal sales rate, ahead of a hurricane,’ Ms. Dillman said in a recent interview. ‘And the pre-hurricane top-selling item was beer.’”[

Take, for example, Vlasic pickles, a well-known everyday brand. Walmart’s ‘innovation’ was to sell these pickles in one gallon (3.8 litre) jars for $2.97. Was this a shrewd retailer’s response to market demand? No it was not. Who would want to buy almost four litres of pickles? Few family fridges had the necessary room for such an item. So what was the selling point? It was the idea of a huge quantity at an ultra-low price. Walmart’s customers, in this sense, were not buying pickles as such. They were buying into the symbolic value of cheapness; into the notion of having appropriated so many pickles for so little money. Indeed, it made them feel as though they were Walmart’s accomplices – in association with an icon of American corporate might, they had forced

List your ten favorite comedians and humorists, and search for jokes, tweets, or quotes by each of these individuals. After you amass twenty jokes, identify the subject or target of the joke, and explain why you think the joke is funny. This exercise will help you become aware of the format of successful jokes and provide you with insight into your own comedic preferences. Collect ten to fifteen cartoons or comics. As you did with the jokes, identify the target of the humor and describe why the cartoon is funny to you. You may find it helpful to continue building a file of jokes and cartoons that appeal to you. In addition to building a joke and cartoon file, you’ll need to find new material to use as the building blocks for your humor writing. Most professional humor writers begin each day by reading a newspaper, watching news on TV, and/or surfing the Internet for incidents and situations that might provide joke material. As you read this book and complete the exercises at the end of each chapter, form a daily habit of recording odd and funny news events. Everyday life is the main source for humor, so you need to keep some type of personal humor journal. To facilitate psychoanalysis, Sigmund Freud had patients complete a dream diary, and he encouraged them to associate freely during therapy. To be a successful writer and to tap into the full potential of your comic persona, you should follow an analogous approach. Record everyday events, ideas, or observations that you find funny, and do your journaling without any form of censorship. The items you list are not intended to be funny, but to serve as starting points for writing humor.

Final Note: Vineyard Vines is one of my all – time favorite brands to resell on eBay when it comes to clothing and clothing