Selling Merchandise Quotes

The junk merchant doesn't sell his product to the consumer, he sells the consumer to his product. He does not improve and simplify his merchandise. He degrades and simplifies the client.

Let them not cold-call our attention, besiege our feelings, and disturb our dreams, those dealers in phony compassion selling wishful thinking through merchandising sentimental poppycock. ("Like a frozen image")

My dad is adorably optimistic, positive, pie-in-the-sky. He thinks every new song I write is my best. He sells T-shirts at my merchandise stands and hands out guitar picks to fans.

Skill in any performance whether it be in sports in playing the piano in conversation or in selling merchandise consists not in painfully and consciously thinking out each action as it is performed but in relaxing and letting the job do itself through you. Creative performance is spontaneous and ‘natural’ as opposed to self-conscious and studied.

We’ll get fired for tardiness, or for stealing merchandise and selling it on eBay, or for having a customer complain about the smell of alcohol on our breath, or for taking five thirty-minute restroom breaks per shift. We talk about the value of hard work but tell ourselves that the reason we’re not working is some perceived unfairness: Obama shut down the coal mines, or all the jobs went to the Chinese. These are the lies we tell ourselves to solve the cognitive dissonance—the broken connection between the world we see and the values we preach. We

I developed a theory of salesmanship based on the principle that one must not on any account identify oneself with the merchandise one is selling. Selling is a game where you score when you make a sale. If you allow your ego to be involved, the customer can brush you off and you lose; but if you do not identify yourself with your work you will be able to redouble your efforts when you are rejected, and if you make a sale you come out the winner.

Hate always sells well, but for repeat trade and the long pull happiness is sounder merchandise.

Junk is the “ideal product” because the “junk merchant does not sell his product to the consumer, he sells the consumer to his product. He does not improve and simplify his merchandise. He degrades and simplifies the client.

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.

Sell them their dreams,' a woman radio announcer urged a convention of display men in 1923. 'Sell them what they longed for and hoped for and almost despaired of having. Sell them hats by splashing sunlight across them. Sell them dreams – dreams of country clubs and proms and visions of what might happen if only. After all, people don’t buy things to have things. They buy things to work for them. They buy hope – hope of what your merchandise will do for them. Sell them this hope and you won’t have to worry about selling them goods.

In the end, MLMs aren’t in the business of selling start-up ventures to entrepreneurs. Like most destructive “cults,” they’re in the business of selling the transcendent promise of something that doesn’t actually exist. And their commodity isn’t merchandise, it’s rhetoric.

We choose not to work when we should be looking for jobs. Sometimes we’ll get a job, but it won’t last. We’ll get fired for tardiness, or for stealing merchandise and selling it on eBay, or for having a customer complain about the smell of alcohol on our breath, or for taking five thirty-minute restroom breaks per shift. We talk about the value of hard work but tell ourselves that the reason we’re not working is some perceived unfairness: Obama shut down the coal mines, or all the jobs went to the Chinese. These are the lies we tell ourselves to solve the cognitive dissonance—the broken connection between the world we see and the values we preach. We

Only a prostitute will trade her valuables for money, so you shouldn't sell your God given ideas and talents for money, because you don't own it in any way but should be by a divine authority.

I sell yawns. Buy one and someone else gets one FREE. Be careful—they’re contagious. They should only be used in the confines of political discourse. I tested all the merchandise out on my morning ducklings before packaging.

Munger contends that by selling quality merchandise very close to cost, the stores built such a loyal customer base that it qualifies as a franchise. "If you get hooked on going to Costco with your family, you'll go for the rest of your life," he said.22

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.

From then on he would make two or three trips a week to similar premises – bookstores, crystal shops, candle parlours, short-let niche operations selling a mix of pop-cultural memorabilia and truther merchandise from two or three generations ago – which had flourished along the abandoned high streets of the post-2007 austerity, run by a network of shabby voters hoping to take advantage of tumbling rents. Their real obsession lay in the idea of commerce as a kind of politics, expression of a fundamental theology. They had bought the rhetoric without having the talent or the backing. The internet was killing them. The speed of things was killing them. They were like old-fashioned commercial travellers, fading away in bars and single rooms, exchanging order books on windy corners as if it was still 1981 – denizens of futures that failed to take, whole worlds that never got past the economic turbulence and out into clear air, men and women in cheap business clothes washed up on rail platforms, weak-eyed with the brief energy of the defeated, exchanging obsolete tradecraft like Thatcherite spies.

Having described the basic methods of Hindu-Arabic arithmetic in the first seven chapters, Leonardo devoted most of the remainder of the book to practical problems. Chapters 8 and 9 provide dozens of worked examples on buying, selling, and pricing merchandise, using what we would today call reasoning by proportions—the math we use to check the best deal in the supermarket.

Many of our subjects eagerly lust after Portuguese merchandise that your subjects have brought into our domains. To satisfy this inordinate appetite, they seize many of our black free subjects. . . . They sell them . . . after having taken these prisoners [to the coast] secretly or at night. . . . As soon as the captives are in the hands of white men they are branded with a red-hot iron.

Nirvana isn’t merchandise for sale. Any religion can sell a paradise, a pure land, or nirvāṇa. But is nirvāṇa a product that the Buddha and ancestral teachers want to sell us? Is it a promised land or paradise up in the sky, which people try to sell us saying: “If you follow our religion, if you become a member of our congregation, then after you die you will have nirvāṇa or the Kingdom of Heaven”? We can see clearly that it is not.

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.

What is the denunciation with which we are charged? It is endeavoring, in our faltering human speech, to declare the enormity of the sin of making merchandise of men,—of separating husband and wife,—taking the infant from its mother, and selling the daughter to prostitution,—of a professedly Christian nation denying, by statute, the Bible to every sixth man and woman of its population, and making it illegal for ‘two or three’ to meet together, except a white man be present! What is this harsh criticism of motives with which we are charged?

[I]n most states the trader is under the necessity of lading his vessel with some merchandise or other in exchange for his cargo, since the current coin has no circulation beyond the frontier. But at Athens he has a choice: he can either in return for his wares export a variety of goods, such as human beings seek after, or, if he does not desire to take goods in exchange for goods, he has simply to export silver, and he cannot have a more excellent freight to export, since wherever he likes to sell it he may look to realise a large percentage on his capital.

[W]hen you look at who’ll be collecting this tax, the chances of drumming up a conspiracy suddenly look even worse. In America, .03 percent of all of America’s companies—688 companies, to be exact—sell 48.5 percent of all of the merchandise. Those companies aren't going to help you cheat; there’s simply too much at stake. Date also show that 3.6 percent of all of America’s companies—92,334 firms—collectively make 85.7 percent of all sales… When it comes to the services sector, the fact is that 1.2 percent of all businesses make approximately 80 percent of the sales in the services sector. They have too much to lose to risk helping you cheat. Even if the FairTax were paid only by these few companies, we would still have a better collection rate than the IRS currently has with the income tax.

mark-down, which discounts the selling price to customers and, so long as demand is ‘elastic’, results in increased sales of the product line. However, this is an expensive method of selling products, as it reduces the profit achieved on the products. In fact mark-down is the single largest cost to a fashion retail business after the cost of the products themselves. It is worth remembering at this point that the main – and frequently only – source of income for a fashion retailer is the profit from the sales of its products. Less profit per garment means less income to pay its bills. Furthermore, this tactic is less effective when general trading conditions are poor, as the competition is usually doing the same thing. It is vital then that the fashion retailer knows what its customers want and are expecting. Problems in defining and then keeping up with changing customer needs and expectations are arguably the most important factor in successful selling. Large retail businesses like Marks & Spencer

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.

Your written statement of your purpose should be similar to the following: “By the first day of January, 19…, I will have in my possession $ 50,000, which will come to me in various amounts from time to time during the interim. “In return for this money I will give the most efficient service of which I am capable, rendering the fullest possible quantity, and the best possible quality of service in the capacity of salesman of . . . . . . . . (describe the service or merchandise you intend to sell). “I believe that I will have this money in my possession. My faith is so strong that I can now see this money before my eyes. I can touch it with my hands. It is now awaiting transfer to me at the time, and in the proportion that I deliver the service I intend to render in return for it. I am awaiting a plan by which to accumulate this money, and I will follow that plan, when it is received.” Second. Repeat this program night and morning until you can see, (in your imagination) the money you intend to accumulate. Third. Place a written copy for your statement where you can see it night and morning, and read it just before retiring, and upon arising until it has been memorized.

Or again, supposing prizes were offered to the magistrates in charge of the market for equitable and speedy settlements of points in dispute to enable any one so wishing to proceed on his voyage without hindrance, the result would be that far more traders would trade with us and with greater satisfaction. It would indeed be a good and noble institution to pay special marks of honour, such as the privilege of the front seat, to merchants and shipowners, and on occasion to invite to hospitable entertainment those who, through something notable in the quality of ship or merchandise, may claim to have done the state a service. The recipients of these honours will rush into our arms as friends, not only under the incentive of gain, but of distinction also. Now the greater the number of people attracted to Athens either as visitors or as residents, clearly the greater the development of imports and exports. More goods will be sent out of the country, there will be more buying and selling, with a consequent influx of money in the shape of rents to individuals and dues and customs to the state exchequer. And to secure this augmentation of the revenues, mind you, not the outlay of one single penny; nothing needed beyond one or two philanthropic measures and certain details of supervision.

I also gained a deeper appreciation of what it must have been like for my mother to be in a foreign country unable to speak the language (in her case, unable to read or write any language). As I walked around by myself, however, it was obvious that based on my body language people perceived me as American but at the same time different enough from other Americans that they felt free to come up and ask me all kinds of personal questions about where I came from, what kind of work I did, whether I was married, how many people there were in my family. Back in the 1930s when I asked personal questions like these of a Chinese student at Bryn Mawr, she reprimanded me for being too personal. I’m not sure whether that was because she came from a higher social class or because the revolution has opened things up. I answered their questions as best as I could in my limited Chinese. The ingenuity and energy of the Chinese reminded me of my father, for example, the way that they used bicycles, often transformed into tricycles, for transporting all kinds of things: little children (sometimes in a sidecar), bricks and concrete, beds and furniture. I was amazed at the number of entrepreneurs lining the sidewalks with little sewing machines ready to alter or make a garment, barbers with stools and scissors, knife sharpeners, shoe repairmen, vendors selling food and other kinds of merchandise from carts. Everywhere I went I saw women knitting, as they waited for a bus or walked along the street, as if they couldn’t waste a minute. I had never seen such an industrious people. It was unlike anything that I had witnessed in England, France, the West Indies, Africa, or the United States.

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

Kode’s older sister, Kira, was leaning over a display of jewelry, fisting a jade-green necklace in one hand. Her nose was two inches from the Braetic across the table, the two exchanging intimidating glares. Eena watched for a few seconds as Kira all but crawled over a pile of merchandise, her face scrunched up with resentment, yet enviably stunning as always. “Hey Kode,” the young queen whispered. “Hey, girl.” “What’s going on?” “Kira’s bartering.” Eena watched the fistful of necklace come within a whisker of smacking the merchant’s nose. “She isn’t going to hurt the guy, is she?” Kode snorted on a chuckle. “Not if the dude’s got any sense.” Validly concerned, Eena inched closer to the confrontation, straining to hear their growled dialogue. Kode and Niki crept closer too. Efren, however, stayed where he was, testing the flagpole’s ability to support his body weight. They watched the feisty Mishmorat hold up a small pouch and shake it in front of the Braetic’s eyes. Kira’s fingers curled like claws around the purse. She seemed to smirk for a second when the merchant flinched. In a blink he was back in her face again, shoving aside the purse. “What is she trying to trade?” Eena asked, her voice still hushed as though she might disturb the haggling taking place across the way. “Viidun coins,” Kode said. “Ef gave ‘em to her.” “Are they worth much?’ Kode grinned wryly, “He sure as hell don’t freakin’ think so.” Eena foresaw Niki’s disapproving smack to the back of Kode’s head before he even finished his sentence. He cursed at his girlfriend for the physical abuse, an unwise response that earned him an additional thump on the head. “Freakin’ tyrant,” Kode grumbled. “Vulgar grogfish,” Niki retorted. Still unable to hear well enough to satisfy her curiosity, Eena stole in closer to the scene of heated bartering. She stopped when Kira’s strong voice carried over the murmur of the crowd. Kode and his girlfriend were right on her heels. “This purse is worth ten of those gaudy necklaces. You oughta be payin’ me to take ‘em off your hands, Braetic!” “That alien money is worthless to me, Mishmorat. In all my life I’ve never left Moccobatran soil. And even if I were to take an interstellar trip someday, you’d never catch the likes of me on a barbarian planet like Rapador!” Kira jerked her head, causing her black, cascading hair to ripple over her shoulder. The action made the trader flinch again. His eyes tapered, appearing to fume over what he perceived as intentional bullying. “You ain’t gonna sell this crap to no one else,” the exotic Mishmorat said. “Be smart and take the money. Hell, you could make a dozen pieces of jewelry from these coins. Sell ’em all for ten times the worth of anything you got here.” The Braetic shoved his finger at Kira’s chest, breathing down her throat at the same time. “Why don’t you just take your pretty little backside away from my table and make your own Viidun jewelry. Sell it yourself and then come back with a reasonable offer for my necklace.” His palm opened flat, demanding she hand over the jade stones still in her fist. “You wanna make me?” Kira breathed. “What do you plan to do, steal it?” The merchant challenged her in a gesture, nostrils flaring. “I’m no thief, but I’m not above beating some sense into you ‘til you choose to barter like a respectable Braetic!” Caught up in the intense interaction, Kode supported his sister a little too loudly. “Teach the freakin’ crook a lesson, Sis!” Niki smacked her boyfriend upside the head without missing a beat.

Japan's largest Pokémon centre sells every piece of the series' merchandise. You can also pose with several large statues around the store, including the one that is the store's mascot: Pikachu riding on the back of a Mega Charizard Y.

Then came a rather surreal exchange about Joy Division T-shirts, with us proudly proclaiming we did not sell merchandise because we didn’t believe in self-promotion of any kind, preferring to let the music speak for itself. ‘Rubbish,’ boomed Scotty. ‘How come wherever I go I see Joy Division and New Order T-shirts, worn and for sale, eh?’ Now, we had no idea where he was going to see these things, but we were all speechless anyway. He continued, ‘I don’t believe you, and will be fining you accordingly.’ So we would get fined £10,000 for not doing our own T-shirts.

The cover-up is the work of progressives in education and the media. The progressives are part of the Democratic team; they are, in fact, the ideologues of the party. They have been given a very specific assignment: to bury the truth and spin a lie to sell their team’s political merchandise. This they have assiduously and effectively carried out. Progressives can be counted on to respond with outrage to this book, not because what I say is false, but rather because it is true.

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.

The retailer features them in advertising to generate store traffic, but once the shopper is in the store the retailer has every incentive via prominent merchandising to sell that person a competitive brand, one

My Club Gear specialize in custom made apparel and merchandise. Perfect for any sporting club, business or school, we will create unique products for you! We make only the highest quality products that we are proud to sell.

People buy personalities and ideas much more quickly than they buy merchandise.

In return for this money I will give the most efficient service of which I am capable, rendering the fullest possible quantity, and the best possible quality of service in the capacity of salesman of ……………. (describe the service or merchandise you intend to sell).

The company even drew unlikely customers. From rural Arkansas, operating just five comically cheap-looking stores—a rounding error compared with the largest retailers—Sam Walton made his way to an IBM conference for retailers. While he shied away from investing anything in any emotional aspect of retailing, delivering the lowest prices meant mastering logistics and information. To one speaker at the conference, Abe Marks, modern retailing meant knowing exactly “how much merchandise is in the store? What’s selling and what’s not? What is to be ordered, marked down or replaced? . . . The more you turn your inventory, the less capital is required.” Altering his first impression, Marks found that Walton’s simpleton comportment masked his genius as a retailer, eventually calling him the “best utilizer of information that there’s ever been.” A little over two decades later, Sam Walton would become the richest man in America; he would attribute his competitive advantage to his investment in computing systems in his early days. The small-town merchant who expected that knowing his customers’ names or sponsoring the local Little League team would give him some enduring advantage simply didn’t understand the sport. American consumers, technocrats at heart, rewarded efficiency as reflected by the prices on the shelves, not the quaint sentiments of a friendly proprietor. To gain this efficiency, information systems were seen as vital.

That was the start of a lot of the practices and philosophies that still prevail at Wal-Mart today. I was always looking for offbeat suppliers or sources. I started driving over to Tennessee to some fellows I found who would give me special buys at prices way below what Ben Franklin was charging me. One I remember was Wright Merchandising Co. in Union City, which would sell to small businesses like mine at good wholesale prices. I’d work in the store all day, then take off around closing and drive that windy road over to the Mississippi River ferry at Cottonwood Point, Missouri, and then into Tennessee with an old homemade trailer hitched to my car. I’d stuff that car and trailer with whatever I could get good deals on—usually on softlines: ladies’ panties and nylons, men’s shirts—and I’d bring them back, price them low, and just blow that stuff out the store.

Most’s eclectic background also provided the spark behind the invention of what would become known as the ETF. During his travels around the Pacific, he had appreciated the efficiency of how traders would buy and sell warehouse receipts of commodities, rather than the more cumbersome physical vats of coconut oil, barrels of crude, or ingots of gold. This opened up a panoply of opportunities for creative financial engineers. “You store a commodity and you get a warehouse receipt and you can finance on that warehouse receipt. You can sell it, do a lot of things with it. Because you don’t want to be moving the merchandise back and forth all the time, so you keep it in place and you simply transfer the warehouse receipt,” he later recalled.19 Most’s ingenious idea was to, after a fashion, mimic this basic structure. The Amex could create a kind of legal warehouse where it could place the S&P 500 stocks, and then create and list shares in the warehouse itself for people to trade. The new warehouse-cum-fund would take advantage of the growth and electronic evolution in portfolio trading—the simultaneous buying and selling of big baskets of stocks first pioneered by Wells Fargo two decades earlier—and a little-known aspect of mutual funds: They can do “in kind” transactions, exchanging shares in a fund for a proportional amount of the stocks it contains, rather than cash. Or an investor can gather the correct proportion of the underlying stocks and exchange them for shares in the fund. Stock exchange “specialists”—the trading firms on the floor of the exchange that match buyers and sellers—would be authorized to be able to create or redeem these shares according to demand. They could take advantage of any differences that might open up between the price of the “warehouse” and the stock it contained, an arbitrage opportunity that should help keep it trading in line with its assets. This elegant creation/redemption process would also get around the logistical challenges of money coming in and out continuously throughout the day—one of Bogle’s main practical concerns. In basic terms, investors can either trade shares of the warehouse between themselves, or go to the warehouse and exchange their shares in it for a slice of the stocks it holds. Or they can turn up at the warehouse with a suitable bundle of stocks and exchange them for shares in the warehouse. Moreover, because no money changes hands when shares in the warehouse are created or redeemed, capital gains tax can be delayed until the investor actually sells their shares—a side effect that has proven vital to the growth of ETFs in the United States. Only when an ETF is actually sold will investors have to pay any capital gains taxes due.

Unlike its competitors who sell preassembled merchandise, IKEA puts its customers to work. It turns out there’s a hidden benefit to making users invest physical effort in assembling the product—by asking customers to assemble their own furniture, Ariely believes they adopt an irrational love of the furniture they built, just like the test subjects did in the origami experiments.

AS STRATEGY SESSIONS BEGAN IN HAWTHORNE, THE Handlers made a brilliant tactical move. They commissioned a toy study from Ernest Dichter, Ph.D., director of the Institute for Motivational Research in Croton-on-Hudson, New York. The study cost a staggering $12,000 and took six months to complete, but when it was finished the charge seemed low. Dichter had masterminded a cunning campaign to peddle Barbie. Dichter was already a legend when the Handlers approached him. Quoted on nearly every page of Vance Packard's The Hidden Persuaders, a bestseller in 1957, Dichter was hailed as a marketing Einstein—an evil Einstein, but an Einstein nonetheless. He pioneered what he called "motivational research," advertising's newest, hippest, and, in Packard's view, scariest trend—the manipulation of deep-seated psychological cravings to sell merchandise.

However, in contemporary Rangoon, Guangdong Dadao is much shorter, six blocks instead of the original twelve, because commerce in Burma underwent a precipitous decline after 1962. Today the street is lined with businesses selling Chinese and foreign merchandise, but Asian products have replaced British luxury goods.

Rogers had been open about a year, and everything was just piled up on tables, with no rhyme or reason whatsoever. Sam asked me to kind of group the stuff by category or department, and that’s when we began our department system. The thing I remember most, though, was the way we priced goods. Merchandise would come in and we would just lay it down on the floor and get out the invoice. Sam wouldn’t let us hedge on a price at all. Say the list price was $1.98, but we had only paid 50 cents. Initially, I would say, ‘Well, it’s originally $1.98, so why don’t we sell it for $1.25?’ And he’d say, ‘No. We paid 50 cents for it. Mark it up 30 percent, and that’s it. No matter what you pay for it, if we get a great deal, pass it on to the customer.’ And of course that’s what we did.” It

There are in Timbuktu numerous judges, doctors [of letters] and priests [i.e., learned Muslims]. [The ruler] greatly honors scholarship. Here too they sell many handwritten books that arrive from Barbary [i.e., North Africa]. More profit is had from their sale than from any other merchandise. –Leo Africanus (1550)

But it isn’t the fun of DIY invention, urban exploration, physical danger, and civil disorder that the Z-Boys enjoyed in 1976. It is fun within serious limits, and for all of its thrills it is (by contrast) scripted. And rather obedient. The fact that there are public skateparks and high-performance skateboards signals progress: America has embraced this sport, as it did bicycles in the nineteenth century. Towns want to make skating safe and acceptable. The economy has more opportunity to grow. America is better off for all of this. Yet such government and commercial intervention in a sport that was born of radical liberty means that the fun itself has changed; it has become mediated. For the skaters who take pride in their flashy store-bought equipment have already missed the Z-Boys’ joke: Skating is a guerrilla activity. It’s the fun of beating, not supporting, the system. P. T. Barnum said it himself: all of business is humbug. How else could business turn a profit, if it didn’t trick you with advertising? If it didn’t hook you with its product? This particular brand of humbug was perfected in the late 1960s, when merchandise was developed and marketed and sold to make Americans feel like rebels. Now, as then, customers always pay for this privilege, and purveyors keep it safe (and generally clean) to curb their liability. They can’t afford customers taking real risks. Plus it’s bad for business to encourage real rebellion. And yet, marketers know Americans love fun—they have known this for centuries. And they know that Americans, especially kids, crave autonomy and participation, so they simulate the DIY experience at franchises like the Build-A-Bear “workshops,” where kids construct teddy bears from limited options, or “DIY” restaurants, where customers pay to grill their own steaks, fry their own pancakes, make their own Bloody Marys. These pay-to-play stores and restaurants are, in a sense, more active, more “fun,” than their traditional competition: that’s their big selling point. But in both cases (as Barnum knew) the joke is still on you: the personalized bear is a standardized mishmash, the personalized food is often inedible. As Las Vegas knows, the house always wins. In the history of radical American fun, pleasure comes from resistance, risk, and participation—the same virtues celebrated in the “Port Huron Statement” and the Digger Papers, in the flapper’s slang and the Pinkster Ode. In the history of commercial amusement, most pleasures for sale are by necessity passive. They curtail creativity and they limit participation (as they do, say, in a laser-tag arena) to a narrow range of calculated surprises, often amplified by dazzling technology. To this extent, TV and computer screens, from the tiny to the colossal, have become the scourge of American fun. The ubiquity of TV screens in public spaces (even in taxicabs and elevators) shows that such viewing isn’t amusement at all but rather an aggressive, ubiquitous distraction. Although a punky insurgency of heedless satire has stung the airwaves in recent decades—from equal-opportunity offenders like The Simpsons and South Park to Comedy Central’s rabble-rousing pundits, Jon Stewart and Stephen Colbert—the prevailing “fun” of commercial amusement puts minimal demands on citizens, besides their time and money. TV’s inherent ease seems to be its appeal, but it also sends a sobering, Jumbotron-sized message about the health of the public sphere.

The Bible contains significant teachings that encourage the creation of goods and services. One example is the description of an “excellent wife” in Proverbs 31:10–31: “She makes linen garments and sells them; she delivers sashes to the merchant” (v. 24). She makes valuable products and so increases the GDP of Israel. This woman is productive, for “she seeks wool and flax, and works with willing hands” (v. 13). She produces agricultural products from the earth, because “with the fruit of her hands she plants a vineyard” (v. 16). She sells products in the marketplace, because “she perceives that her merchandise is profitable” (v. 18). (The Holman Christian Standard Bible translates this as, “She sees that her profits are good”; this is also a legitimate translation because the Hebrew term sakar can refer to profit or gain from merchandise.)

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.

And if there is anything else you need. And I mean anything, just let me know. I am, after all, already selling my soul for you.” “You’re not selling your soul. Just your hot body.” Heat creeps up my neck as I realize what I just said, but he barks out a laugh. “I was not informed that you were auctioning me off like a prized stud. I thought this was an innocent, platonic date.” “I take that back. I don’t know what I was thinking. I’m making you a hands off the merchandise sign to take up on stage with you.

By the first day of January, 19.., I will have in my possession $50, 000, which will come to me in various amounts from time to time during the interim. “In return for this money I will give the most efficient service of which I am capable, rendering the fullest possible quantity, and the best possible quality of service in the capacity of salesman of . . . . . . . . . . . (describe the service or merchandise you intend to sell). “I believe that I will have this money in my possession. My faith is so strong that I can now see this money before my eyes. I can touch it with my hands. It is now awaiting transfer to me at the time, and in the proportion that I deliver the service I intend to render in return for it. I am awaiting a plan by which to accumulate this money, and I will follow that plan, when it is received.” Second. Repeat this program night and morning until you can see, (in your imagination) the money you intend to accumulate. Third. Place a written copy of your statement where you can see it night and morning, and read it just before retiring, and upon arising until it has been memorized. Remember, as you carry out these instructions, that you are applying the principle of auto-suggestion, for the purpose of giving orders to your subconscious mind. Remember, also, that your subconscious mind will act ONLY upon instructions which are emotionalized, and handed over to it with “feeling.” FAITH is the strongest, and most productive of the emotions. Follow the instructions given in the chapter on FAITH.

When you go forth to war against your enemies, and Yahweh has delivered them into your hands, and you have taken them captive, 21:10 and you see among the captives a beautiful woman, and have a desire to have her for a wife, 21:11 you shall bring her to your house. She shall shave her head, cut her nails 21:12 and take off the clothes she was captured in. She shall remain in your house and mourn her father and her mother a full month. After that you shall go unto her and be her husband, and she shall be your wife. 21:13 If you have no delight in her, you shall let her go whither she will. You shall not sell her. You shall not make merchandise of her because you have humbled her.

Knowledge of the merchandise.

Belief in the merchandise or service. The master salesperson never tries to sell anything in which he or she does not have confidence. Master salespeople know that regardless of what they may say about their wares, their minds will broadcast their lack of confidence to the mind of the prospective buyer.

Appropriateness of merchandise. The master salesperson analyzes both the prospective buyer and the buyer’s needs, and offers only that which is appropriate to both.

Belief in the merchandise or service. The

Labour-power was not always a commodity (merchandise). Labour was not always wage-labour, i.e., free labour. The slave did not sell his labour-power to the slave-owner, any more than the ox sells his labour to the farmer. The slave, together with his labour-power, was sold to his owner once for all. He is a commodity that can pass from the hand of one owner to that of another. He himself is a commodity, but his labour-power is not his commodity. The serf sells only a portion of his labour-power. It is not he who receives wages from the owner of the land; it is rather the owner of the land who receives a tribute from him. The serf belongs to the soil, and to the lord of the soil he brings its fruit. The free labourer, on the other hand, sells his very self, and that by fractions. He auctions off eight, 10, 12, 15 hours of his life, one day like the next, to the highest bidder, to the owner of raw materials, tools, and the means of life – i.e., to the capitalist. The labourer belongs neither to an owner nor to the soil, but eight, 10, 12, 15 hours of his daily life belong to whomsoever buys them. The worker leaves the capitalist, to whom he has sold himself, as often as he chooses, and the capitalist discharges him as often as he sees fit, as soon as he no longer gets any use, or not the required use, out of him. But the worker, whose only source of income is the sale of his labour-power, cannot leave the whole class of buyers, i.e., the capitalist class, unless he gives up his own existence. He does not belong to this or that capitalist, but to the capitalist class; and it is for him to find his man – i.e., to find a buyer in this capitalist class.

Back then, when a businessman mentioned the word, it meant he was willing to purchase a specific good. But when I said it, it meant I was a buyer of any merchandise that came my way. Like all strong people, I had only one thought in my head, and of that I lived, and that was my fortune. Mr. Olivi was not in Trieste, but there’s no doubt he would not have allowed such risks and would have left them for someone else. Instead, for me it wasn’t a risk. I happily knew how it would turn out full well. In the beginning, I started converting all my wealth into gold, according to age-old customs for times of war. But it was hard to buy and sell gold. Liquid gold, as it is referred to because it’s easier to move, became my business and I stockpiled it. From time to time, I make some sales, but always of a lesser amount than what I buy. Since I started at the right time, my purchases and my sales have been so fruitful that the latter provided the great means I needed for the former. I remember with

By the first day of January, 19.., I will have in my possession $50,000, which will come to me in various amounts from time to time during the interim. In return for this money I will give the most efficient service of which I am capable, rendering the fullest possible quantity, and the best possible quality of service in the capacity of salesman of (describe the service or merchandise you intend to sell). I believe that I will have this money in my possession. My faith is so strong that I can now see this money before my eyes. I can touch it with my hands. It is now awaiting transfer to me at the time, and in the proportion that I deliver the service I intend to render in return for it. I am awaiting a plan by which to accumulate this money, and I will follow that plan, when it is received.

Thousands of salespeople are pounding the pavements today, tired, discouraged, and underpaid. Why? Because they are always thinking only of what they want. They don’t realize that neither you nor I want to buy anything. If we did, we would go out and buy it. But both of us are eternally interested in solving our problems. And if salespeople can show us how their services or merchandise will help us solve our problems, they won’t need to sell us. We will buy. And customers like to feel that they are buying—not being sold.

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.

Everything that Paris still represents in terms of style is founded on a concept of value already evident in all the luxury commerce that flourished under Louis XIV's patronage. Value was not primarily about price and performance but was determined by intangible factors: it was a matter of aesthetics and elegance. It's not enough to offer customers a good product: you have to make them feel special by providing a hefty dose of emotion and drama along with the merchandise. The accessory initially rose to prominence as the most evident way of convincing women to want superfluous things and to change simply for the sake of change. Emma Bovary's precursors, women stuck in the provinces and dreaming of becoming as chic as that creature who became mythic just as soon as couture came into existence, the Parisienne. First, high fashion must advertise. Without advertising, la mode simply cannot exist. Without advertising, who would think to buy a Rolex rather than an ordinary watch? Only advertising can guarantee band recognition on a scale large enough to support an industry. Second, in the case of high fashion, the familiar adage is worth a thousand words is certainly true. And finally, nothing sells fashion more effectively than that heady mixture: sex and celebrity. Ads must create a lifestyle; consumers are looking for a brand that suggests the universe to which they aspire. Any truly innovative concept is only as good as its marketing campaign. In Paris you spend your money with so much more pleasure and contentment than in cities where you live almost in complete solitude, surrounded by your wealth but deprived of all amusement.

We want to sell satisfaction, not just merchandise. We propose to sell the satisfaction which the uninitiated customer thinks she should receive, even though we, as professionals in our field, know she’s expecting too much. This may prove expensive to us, and a few may take advantage of this policy unfairly, but we are convinced that adherence to this idea will cement our customers’ loyalty to Neiman-Marcus.

entirely. When a merchant finds that a certain line of merchandise is not selling, he usually supplants it with another that is in demand. The person whose business is that of marketing personal services must also be an efficient merchant. If his services do not bring adequate returns in one occupation, he must change to another, where broader opportunities are available.

Moteefee, a platform founded in 2015 and that currently has 2,500 micro-retailers and entrepreneurs, recently raised 4.5 million euros that will be used for further business expansion. According to PaySpace Magazine, Moteefe has raised €4.5 million in a Series A round led by Gresham House and Force Over Mass Capital. The platform for on-demand production of merchandise aims to use the money for further expansion worldwide. What is more, it plans to launch new products for large retailers and scale its operations. Moteefe enables influencers and retailers to create custom and personalized merchandise and then sell them around the world. The Dutch company takes care of the printing, the store, the payment, the customer service, and the fulfillment, charging a commission for every sale. In 2019, Moteefe was the UK’s fastest-growing e-commerce company with revenue growth of over 9,000 percent between 2015 and 2018.

Often this subject of the beast is connected in people’s minds with the infamous mark of the beast found in Revelation 13:16–17. This mark of the beast has been the cause of much fear, so I will address it here, even though I am not covering the entire Book of Revelation.11 Regarding the mark of the beast, it is important to note that in the ancient culture of Rome, the public market was the main source of trade and retail. For people to enter the public market, they had to pass through the main gate. It was required of all who entered the main gate to pay homage to the idol of the Emperor. Once homage was paid, ashes were placed on the hand or on the forehead of the individual, and then they were allowed to pass through the gates and buy and sell merchandise.12 This was called “taking the mark.” The parallels between this and the mark of the beast are stunning, and they further confirm the reality that the beast was Nero and the Roman Empire.

In a country of thirty-two million households, A&P served five million customers a day. In 1929, it became, as John had predicted, the first retailer anywhere to sell $1 billion of merchandise in a single year.28

MYTH-1: Handmade items are costly! The items are modest yet the commitment of the craftsmen behind the items we offer is costly The vast majority of the cycles engaged with making the item are finished by the creator – the plan, however, the choice of the materials, the working out of how to cause the materials to go together, gathering the item, capturing the item, advertising the item, planning the bundling, and posting, conveying, or action selling. In spite of this, the items that the fasten organization offers you are truly sensible. Haven't viewed our list? here you go! (click here) Have you ever discovered such wonderful hand-made items at such modest rates?? I GUESS NOT! MYTH-2: HAND-MADE PRODUCTS ARE NOT STYLISH On the off chance that you believe that way, I have an inquiry for you – did your grandmother convey such a shopping pack when went out to get for food supplies or did she have such telephone and individual embellishment sacks? Certainly not. The crafted works are not, at this point unfashionable or old-fashioned. Actually, they are intended for pioneers. Simply being an aspect of the pattern and following it has neither rhyme nor reason. Be the person who sets it MYTH-3: HANDMADE GOODS ARE OF POOR QUALITY I can't envision how individuals have such misguided judgment. The machine-made merchandise is to some degree bargained with quality. In any case, with regards to hand made items, they are taken well consideration of by the craftsmen as referenced above, there is no trade-off with the quality. They are made of cotton and jute which are solid and strong. They are lightweight and simple to deal with. MYTH-4: THEY ARE SAME OLD PATTERNS You can't quit lecturing about the handcrafted items which are extremely extraordinary as it will never be equivalent to some other the explanation being that they are delivered by the hands of a craftsman and not a machine. The sack so made is a result of devotion, love, energy, and the enthusiasm to serve the client. Individuals love block prints due to the strong and straightforward plans that can be made, yet that effortlessness finds a way to accomplish. The strategy is brilliant for pictures with only a couple of tones and fewer subtleties however can be hard to use for pictures with bunches of little content, or extremely fine subtleties that will, in general, sever the square with such a large number of employments. One of the benefits of square printing is that it very well may be done on a surface of practically any size and surface. I print on texture, paper, canvas, wood, and different materials, and you don't need to stress over fitting it through a printer or a press. MYTH-5: HANDMADE PRODUCTS ARE NOT LONG LASTING Recollect the last cowhide sack you had? Which lost its covering not long after getting wet in a downpour or subsequent to utilizing it for 3-4 times. That is not the situation with hand-made cotton packs. They are launderable which makes it look clean with each utilization. No problem with the upkeep.

Unlike its competitors who sell pre-assembled merchandise, IKEA puts its customers to work. It turns out there’s a hidden benefit to making users invest physical effort in assembling the product — by asking customers to assemble their own furniture, Ariely believes they adopt an irrational love of the furniture they built, just like the test subjects did in the origami experiments. Businesses that leverage user effort confer higher value to their products simply because their users have put work into them. The users have invested in the products through their labor.