Sponsor Best Quotes

INTEGRITY—Did I do my best? EXPECTATION—Did I please my sponsor? RELEVANCE—Did I understand and relate to the audience? VALUE—Did I add value to the people? APPLICATION—Did I give people a game plan? CHANGE—Did I make a difference?

The best sponsors begin every relationship by being as interested about you as you are about them.

Those who understood our cultural moment saw that selling out—corporate positions, partnerships, sponsors—would become our generation’s premier aspiration, the best way to get paid.

I never thought that I would be saying these words. I would rather have died than utter these words a few months ago. But my whole mindset had undergone a drastic change since then. The Amir’s speech was the straw that broke the back of my jihadi resolve. In fact, I now secretly resolved that my personal jihad would be against the evil Pakistan-sponsored jihadi movement that focused on slaughtering innocent civilians.

1. Looks are only a reflection of how you want other people to see you. It’s better to be fucked up on the outside, than fucked up on the inside. Mascara and lip gloss can’t cure a broken heart, and they damn sure don’t do shit for depression. 2. Fuck sponsors. Make friends. Friends are the rare people in your life who’ll tell you when you’re fucking up. Even when you don’t want to hear it and think they’re just being mean or trying to put you down—they’re usually just trying to help and they have your best interests at heart. 3. The smartest person in the room will always be more valuable than the prettiest person in the room. (But you can always be both :-) LOL )

And if you were to say that meeting sponsors and fans isn’t the best preparation for a Grand Prix, then I’d probably agree with you. But it’s part of what we do. Without sponsors and fans you don’t race, simple as that. Either you suck it up, do your job and enjoy it, or you’re Kimi Räikkönen.

Effie takes both of us by the hand and, with actual tears in her eyes, wishes us well. Thanks us for being the best tributes it has ever been her privilege to sponsor. And then, because it’s Effie and she’s apparently required by law to say something awful, she adds “I wouldn’t be at all surprised if I finally get promoted to a decent district next year!

I have been giving the best of my advice to this project since 1975. At first I was extremely hopeful. The original objectives of the language included reliability, readability of programs, formality of language definition, and even simplicity. Gradually these objectives have been sacrificed in favor of power, supposedly achieved by a plethora of features and notational conventions, many of them unnecessary and some of them, like exception handling, even dangerous. ... It is not too late! I believe that by careful pruning of the ADA language, it is still possible to select a very powerful subset that would be reliable and efficient in implementation and safe and economic in use. The sponsors of the language have declared unequivocally, however, that there shall be no subsets. This is the strangest paradox of the whole strange project. If you want a language with no subsets, you must make it small.

One of the best-kept secrets in all of health care — understood by few doctors — is that the peer reviewers, medical journal editors, and guideline writers, who are assumed to be performing due diligence to ensure the accuracy and completeness of the data reported from company-sponsored studies, do not have access to the real data from these trials. The published reports that doctors accept as fully vetted scientific evidence can be more accurately described as unverified data summaries prepared largely by or for the sponsoring drug companies.

But surely the most important of all the relationships sponsored by this work is the one between those of us who elect to do it and the people it gives us the opportunity to feed and nourish and, when all goes well, delight. Cooking is all about connection, I’ve learned, between us and other species, other times, other cultures (human and microbial both), but, most important, other people. Cooking is one of the more beautiful forms that human generosity takes; that much I sort of knew. But the very best cooking, I discovered, is also a form of intimacy. One

The Life of Riley in its best-known version evolved from a prospective Groucho Marx vehicle called The Flotsam Family. The Marx series failed at audition when the would-be sponsor wouldn’t accept Groucho in what was, for him, a straight role—as head of a family. Then producer Irving Brecher saw a film, The McGuerins of Brooklyn, with a rugged-looking and typically American blue-collar man, William Bendix, in one of the leading roles. There, on the screen, was his character. A new audition was recorded, with Bendix as star and the character renamed Chester A. Riley. It became a solid midlevel hit.

Daisy and I need an aristocratic sponsor,” Lillian said with a sigh. “Not to mention some etiquette lessons. And unfortunately, Annabelle, since you’ve married a commoner, you’ve got no real social influence, and we’re no farther along than when we started.” Hastily she added, “No offense meant, dear.” “None taken,” Annabelle replied mildly. “However, Simon does have some friends in the peerage— Lord Westcliff in particular.” “Oh, no,” Lillian said firmly. “I want nothing to do with him.” “Why not?” Lillian raised her brows as if surprised by the need to explain. “Because he’s the most insufferable man I’ve ever encountered?” “But Westcliff is very highly placed,” Annabelle wheedled. “And he is Simon’s best friend. I have no great liking for him myself, but he could be a useful ally. They say that Westcliff’s title is the oldest one in England. Blood doesn’t get any bluer than his.” “And well he knows it,” Lillian said sourly. “Despite all his populist talk, one can see that he’s inwardly thrilled to be a peer with lots of minions he can order about.” “I wonder why Westcliff hasn’t married yet,” Daisy mused. “Despite his flaws, one has to admit that he is a whale-sized catch.” “I’ll be thrilled when someone harpoons him,” Lillian muttered, making the other two laugh.

Demanding yet denying the human condition makes for an explosive contradiction. And explode it does, as you and I know. And we live in an age of conflagration: it only needs the rising birth rate to worsen the food shortage, it only needs the newly born to fear living a little more than dying, and for the torrent of violence to sweep away all the barriers. In Algeria and Angola, Europeans are massacred on sight. This is the age of the boomerang, the third stage of violence: it flies right back at us, it strikes us and, once again, we have no idea what hit us. The "liberals" remain stunned: they admit we had not been polite enough to the "natives," that it would have been wiser and fairer to grant them certain rights, wherever possible; they would have been only too happy to admit them in batches without a sponsor to that exclusive club -- the human species; and now this barbaric explosion of madness is putting them in the same boat as the wretched colonists. The metropolitan Left is in a quandary: it is well aware of the true fate of the "natives," the pitiless oppression they are subjected to, and does not condemn their revolt, knowing that we did everything to provoke it. But even so, it thinks, there are limits: these guerrillas should make every effort to show some chivalry; this would be the best way of proving they are men. Sometimes the Left berates them: "You're going too far; we cannot support you any longer." They don't care a shit for its support; it can shove it up its ass for what it's worth. As soon as the war began, they realized the harsh truth: we are all equally as good as each other. We have all taken advantage of them, they have nothing to prove, they won't give anyone preferential treatment. A single duty, a single objective: drive out colonialism by every means. And the most liberal among us would be prepared to accept this, at a pinch, but they cannot help seeing in this trial of strength a perfectly inhuman method used by subhumans to claim for themselves a charter for humanity: let them acquire it as quickly as possible, but in order to merit it, let them use nonviolent methods. Our noble souls are racist.

He looked directly at Grant: “I will tell them that I think you are guilty of the murder of three people and that you were the sponsor of the child-pornography smear, and that I think a person of your brand of social pathology—I believe you are a psychopath, and I will tell them that—has no place in the Senate. And I will continue to argue that here in Minnesota for the full six years of your term, and do everything I can to wreck any possible political career that you might otherwise have had.” Grant smiled at him and said, “Fuck you.” The governor said, “Okay, okay, Porter. Now, Taryn, do you have anything for us?” “No, not really. I’ll be the best senator I can be, I reject any notion that I was involved in this craziness.” She looked at Smalls: “As for you, bring it on. If you want to spend six years fighting over this, by the time we’re done, you’ll be unemployable and broke. I would have no problem setting aside, say, a hundred million dollars for a media campaign to defend myself.” “Fuck you,” Smalls said. And, “By the way, I’d like to thank Agent Davenport for his work on this. I thought he did a brilliant job, even if I wound up losing.” Grant jumped in: “And I’d like to say that I think Davenport created the conditions that unnecessarily led to the deaths in this case, that if he’d been a little more circumspect, we might still have Helen Roman and Carver and Dannon alive, and might be able to actually prove what happened, so that I’d be definitively cleared.” Smalls made a noise that sounded like a fart, and Henderson said, “Thank you for that comment, Porter.

This preternatural love of rules almost for their own sake punctuates German finance as it does German life. As it happens, a story had just broken that a German reinsurance company called Munich Re, back in June 2007, or just before the crash, had sponsored a party for its best producers that offered not just chicken dinners and nearest-to-the-pin golf competitions but a blowout with prostitutes in a public bath. In finance, high or low, this sort of thing is of course not unusual. What was striking was how organized the German event was. The company tied white and yellow and red ribbons to the prostitutes to indicate which ones were available to which men. After each sexual encounter the prostitute received a stamp on her arm to indicate how often she had been used. The Germans didn’t just want hookers: they wanted hookers with rules.

Although formulas have greatly improved over the years, no formula can fully replicate the immunological benefits of mother’s milk. In the summer of 2018, the administration of President Donald Trump provoked dismay among many health authorities by opposing an international resolution to encourage breast-feeding and reportedly threatened Ecuador, the sponsor of the initiative, with trade sanctions if it didn’t change its position. Cynics pointed out that the infant formula industry, which is worth $70 billion a year, might have had a hand in determining the U.S. position. A Department of Health and Human Services spokesperson denied that that was the case and said that America was merely “fighting to protect women’s abilities to make the best choices for the nutrition of their babies” and to make sure that they were not denied access to formula—something the resolution wouldn’t have done anyway.

Most important of all, ARPA staffers recognized the agency’s biggest mistake yet: It had not been tapping the universities where much of the best scientific work was being done. The scientific community, predictably, rallied to the call for a reinvention of ARPA as a “high-risk, high-gain” research sponsor—the kind of R&D shop they had dreamed of all along. Their dream was realized; ARPA was given its new mission. As ARPA’s features took shape, one readily apparent characteristic of the agency was that its relatively small size allowed the personality of its director to permeate the organization. In time, the “ARPA style”—freewheeling, open to high risk, agile—would be vaunted. Other Washington bureaucrats came to envy ARPA’s modus operandi. Eventually the agency attracted an elite corps of hard-charging R&D advocates from the finest universities and research laboratories, who set about building a community of the best technical and scientific minds in American research. The

A large brand will typically spend between 10 and 20 percent of their media buy on creative,” DeJulio explains. “So if they have a $500 million media budget, there’s somewhere between $50 to $100 million going toward creating content. For that money they’ll get seven to ten pieces of content, but not right away. If you’re going to spend $1 million on one piece of content, it’s going to take a long time—six months, nine months, a year—to fully develop. With this budget and timeline, brands have no margin to take chances creatively.” By contrast, the Tongal process: If a brand wants to crowdsource a commercial, the first step is to put up a purse—anywhere from $50,000 to $200,000. Then, Tongal breaks the project into three phases: ideation, production, and distribution, allowing creatives with different specialties (writing, directing, animating, acting, social media promotion, and so on) to focus on what they do best. In the first competition—the ideation phase—a client creates a brief describing its objective. Tongal members read the brief and submit their best ideas in 500 characters (about three tweets). Customers then pick a small number of ideas they like and pay a small portion of the purse to these winners. Next up is production, where directors select one of the winning concepts and submit their take. Another round of winners are selected and these folks are given the time and money to crank out their vision. But this phase is not just limited to these few winning directors. Tongal also allows anyone to submit a wild card video. Finally, sponsors select their favorite video (or videos), the winning directors get paid, and the winning videos get released to the world. Compared to the seven to ten pieces of content the traditional process produces, Tongal competitions generate an average of 422 concepts in the idea phase, followed by an average of 20 to 100 finished video pieces in the video production phase. That is a huge return for the invested dollars and time.

Pointsman is the only one here maintaining his calm. He appears unruffled and strong. His lab coats have even begun lately to take on a Savile Row serenity, suppressed waist, flaring vents, finer material, rather rakishly notched lapels. In this parched and fallow time, he gushes affluence. After the baying has quieted down at last, he speaks, soothing: “There’s no danger.” “No danger?” screams Aaron Throwster, and the lot of them are off again muttering and growling. “Slothrop’s knocked out Dodson-Truck and the girl in one day!” “The whole thing’s falling apart, Pointsman!” “Since Sir Stephen came back, Fitzmaurice House has dropped out of our scheme, and there’ve been embarrassing inquires down from Duncan Sandys—“ “That’s the P.M.’s son-in-law, Pointsman, not good, not good!” “We’ve already begun to run into a deficit—“ “Funding,” IF you can keep your head, “is available, and will be coming in before long… certainly before we run into any serious trouble. Sir Stephen, far from being ‘knocked out,’ is quite happily at work at Fitzmaurice House, and is At Home there should any of you wish to confirm. Miss Borgesius is still active in the program, and Mr. Duncan Sandys is having all his questions answered. But best of all, we are budgeted well into fiscal ’46 before anything like a deficit begins to rear its head.” “Your Interested Parties again?” sez Rollo Groast. “Ah, I noticed Clive Mossmoon from Imperial Chemicals closeted with you day before yesterday,” Edwin Treacle mentions now. “Clive Mossmoon and I took an organic chemistry course or two together back at Manchester. Is ICI one of our, ah, sponsors, Pointsman?” “No,” smoothly, “Mossmoon, actually, is working out of Malet Street these days. I’m afraid we were up to nothing more sinister than a bit of routine coordination over the Schwarzkommando business.” “The hell you were. I happen to know Clive’s at ICI, managing some sort of polymer research.” They stare at each other. One is lying, or bluffing, or both are, or all of the above. But whatever it is Pointsman has a slight advantage. By facing squarely the extinction of his program, he has gained a great of bit of Wisdom: that if there is a life force operating in Nature, still there is nothing so analogous in a bureaucracy. Nothing so mystical. It all comes down, as it must, to the desires of men. Oh, and women too of course, bless their empty little heads. But survival depends on having strong enough desires—on knowing the System better than the other chap, and how to use it. It’s work, that’s all it is, and there’s no room for any extrahuman anxieties—they only weaken, effeminize the will: a man either indulges them, or fights to win, und so weiter. “I do wish ICI would finance part of this,” Pointsman smiles. “Lame, lame,” mutters the younger Dr. Groast. “What’s it matter?” cries Aaron Throwster. “If the old man gets moody at the wrong time this whole show can prang.” “Brigadier Pudding will not go back on any of his commitments,” Pointsman very steady, calm, “we have made arrangements with him. The details aren’t important.” They never are, in these meetings of his.

Unnecessary Creation gives you the freedom to explore new possibilities and follow impractical curiosities. Some of the most frustrated creative pros I’ve encountered are those who expect their day job to allow them to fully express their creativity and satisfy their curiosity. They push against the boundaries set by their manager or client and fret continuously that their best work never finds its way into the end product because of restrictions and compromises. A 2012 survey sponsored by Adobe revealed that nearly 75 percent of workers in the United States, United Kingdom, Germany, France, and Japan felt they weren’t living up to their creative potential. (In the United States, the number was closer to 82 percent!) Obviously, there’s a gap between what many creatives actually do each day and what they feel they are capable of doing given more resources or less bureaucracy. But those limitations aren’t likely to change in the context of an organization, where there is little tolerance for risk and resources are scarcer than ever. If day-to-day project work is the only work that you are engaging in, it follows that you’re going to get frustrated. To break the cycle, keep a running list of projects you’d like to attempt in your spare time, and set aside a specific time each week (or each day) to make progress on that list. Sometimes this feels very inefficient in the moment, especially when there are so many other urgent priorities screaming for your attention, but it can be a key part of keeping your creative energy flowing for your day-to-day work. You’ll also want to get a notebook to record questions that you’d like to pursue, ideas that you have, or experiments that you’d like to try. Then you can use your pre-defined Unnecessary Creation time to play with these ideas. As Steven Johnson explains in his book Where Good Ideas Come From, “A good idea is a network. A specific constellation of neurons—thousands of them—fire in sync with each other for the first time in your brain, and an idea pops into your consciousness. A new idea is a network of cells exploring the adjacent possible of connections that they can make in your mind.”18

Whether it honors them well or not, an essay’s fundamental obligations are supposed to be to the reader. The reader, on however unconscious a level, understands this, and thus tends to approach an essay with a relatively high level of openness and credulity. But a commercial is a very different animal. Advertisements have certain formal, legal obligations to truthfulness, but these are broad enough to allow for a great deal of rhetorical maneuvering in the fulfillment of an advertisement’s primary obligation, which is to serve the financial interests of its sponsor. Whatever attempts an advertisement makes to interest and appeal to its readers are not, finally, for the reader’s benefit. And the reader of an ad knows all this, too—that an ad’s appeal is by its very nature calculated—and this is part of why our state of receptivity is different, more guarded, when we get ready to read an ad. 38 In the case of Frank Conroy’s “essay,” Celebrity Cruises 39 is trying to position an ad in such a way that we come to it with the lowered guard and leading chin we properly reserve for coming to an essay, for something that is art (or that is at least trying to be art). An ad that pretends to be art is—at absolute best—like somebody who smiles warmly at you only because he wants something from you. This is dishonest, but what’s sinister is the cumulative effect that such dishonesty has on us: since it offers a perfect facsimile or simulacrum of goodwill without goodwill’s real spirit, it messes with our heads and eventually starts upping our defenses even in cases of genuine smiles and real art and true goodwill. It makes us feel confused and lonely and impotent and angry and scared. It causes despair.

Evan was attracted to technology early on, building his first computer in sixth grade and experimenting with Photoshop in the Crossroads computer lab. He would later describe the computer teacher, Dan, as his best friend. Evan dove into journalism as well, writing for the school newspaper, Crossfire. One journalism class required students to sell a certain amount of advertising for Crossfire as part of their grade. Evan walked around the neighborhood asking local businesses to buy ads; once he had exceeded his sales goals, he helped coach his peers on how to pitch businesses and ask adults for money. By high school, the group of 20 students Evan had started with in kindergarten had grown to around 120. Charming, charismatic, and smart, Evan threw parties at his dad’s house that were “notorious” in his words. Evan’s outsized personality could rub people the wrong way at times, but his energy, organizing skills, and enthusiasm made him an exceptional party thrower. He possessed a bravado that could be frustrating and off-putting but was great for convincing everyone that the night’s party was going to be the greatest of all time. Obsessed with the energy drink Red Bull and the lifestyle the brand cultivated, Evan talked his way into an internship at the company as a senior in high school. The job involved throwing parties and other events sponsored by Red Bull. Clarence Carter, the head of the company’s security team, would give Evan advice that would stand him well in the years to come: pay attention to who helps you clean up after the party. Later recalling the story, Evan said, “When everyone is tired and the night is over, who stays and helps out? Because those are your true friends. Those are the hard workers, the people that believe that working hard is the right thing to do.

A Step-by-Step Guide to Buying Instagram Accounts With over 2 billion monthly active users, Instagram remains a powerhouse for marketing, making account purchasing an increasingly popular strategy. If You want to more information just contact now 24 Hours Reply/ Contact : – ⇅ Telegram: @accsells1 ⇅ WhatsApp: ‪‪+1 (814) 403–6336‬‬ ⇅ E-mail: infoaccsells0@gmail.com However, the process isn't as simple as handing over money and logging in. There are risks, challenges, and best practices to consider. In this article, we'll explore why people buy Instagram account, potential pitfalls, safe purchasing methods, and how NodeMaven can help you manage your acquired account effectively. Why People Buy Instagram Account Let's be honest - growing an Instagram account from scratch isn't easy. It takes serious time, patience, and strategy. That's why more people than ever, from marketers to solo creators, are choosing to buy aged Instagram accounts instead. Here's why this strategy is gaining popularity: Instant audience access: Building a following from scratch can take months, if not years. Buying an account with an established audience provides immediate reach. Boosted credibility: Accounts with higher follower counts appear more reputable, making it easier to attract partnerships and followers organically. Monetization opportunities: Established accounts can generate revenue through sponsored posts, affiliate marketing, and product promotions. Time efficiency: Skip the slow process of organic growth and focus on content and engagement. Niche penetration: Buying niche-specific accounts allows brands to directly tap into targeted audiences. Risks and Challenges of Buying Instagram Accounts Of course, it's not all upside. Buying an Instagram account comes with serious risks, and you need to know what you're walking into before making a deal. 1. Account Recovery by Original Owner One major risk is the original owner reclaiming the account after the sale. Instagram accounts are tied to emails and phone numbers - if the seller keeps these, they can reset the password later. Mitigation Tips: Change the associated email and phone number immediately. Use a trusted escrow service to verify full ownership transfer. 2. Engagement Rate Discrepancies Not all followers are valuable. Many sellers inflate their accounts using bots or inactive followers, creating a fake engagement rate. What to Check: Analyze engagement rate: likes and comments per follower. Use third-party tools to verify audience authenticity. Check demographics for alignment with your goals, especially when you buy aged Instagram accounts. 3. Violation of Instagram's Terms of Service Instagram's guidelines prohibit buying and selling accounts, which puts buyers at risk of account suspension or banning. If Instagram detects suspicious activity, it could shut down the purchased account. To avoid detection: How to Safely Buy an Instagram Account While risks exist, there are ways to make the buying process safer and more reliable. Steps for a Secure Purchase: Research the seller: Check reviews, past sales, and community feedback. Verify account metrics: Use tools like SocialBlade or HypeAuditor to validate follower authenticity and engagement. Request screenshots: Make sure the seller provides account insights showing organic growth and demographic data. Use an escrow service: Platforms like EpicNPC and FameSwap offer secure transactions that protect both buyer and seller. Secure ownership transfer: Change all credentials, including linked emails, phone numbers, and two-factor authentication settings. Best Platforms to Buy Instagram Account Where you buy your account matters just as much as what you buy. Here are your safest options: 1. AccSells Platforms like Accsells, sellsusa, and Social Tradia specialize in buying and selling social media accounts. These marketplaces often offer: Verified sellers with customer

. Recommendation: One avenue for ensuring that all civilian CCTV equipment is SCORPION STARE compatible by 2006 is to exploit an initiative of the US National Security Agency for our own ends. In a bill ostensibly sponsored by Hollywood and music industry associations (MPAA and RIAA: see also CDBTPA), the NSA is ostensibly attempting to legislate support for Digital Rights Management in all electronic equipment sold to the public. The implementation details are not currently accessible to us, but we believe this is a stalking-horse for requiring chip manufacturers to incorporate on-die FPGAs in the one million gate range, re-configurable in software, initially laid out as DRM circuitry but reprogrammable in support of their nascent War on Un-Americanism. If such integrated FPGAs are mandated, commercial pressures will force Far Eastern vendors to comply with regulation and we will be able to mandate incorporation of SCORPION STARE Level Two into all digital consumer electronic cameras and commercial CCTV equipment under cover of complying with our copyright protection obligations in accordance with the WIPO treaty. A suitable pretext for the rapid phased obsolescence of all Level Zero and Level One cameras can then be engineered by, for example, discrediting witness evidence from older installations in an ongoing criminal investigation. If we pursue this plan, by late 2006 any two adjacent public CCTV terminals—or private camcorders equipped with a digital video link—will be reprogrammable by any authenticated MAGINOT BLUE STARS superuser to permit the operator to turn them into a SCORPION STARE basilisk weapon. We remain convinced that this is the best defensive posture to adopt in order to minimize casualties when the Great Old Ones return from beyond the stars to eat our brains.

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.

In the 1930s and 1940s, non-Jewish Jews were among the leading pro-Soviet and anti-American agitators. During these two decades Jews constituted half of the membership of the American Communist Party.III Two alienated Jews, Julius and Ethel Rosenberg, were convicted in the early 1950s of helping to smuggle America’s atom bomb technology to Stalin. A study by Professor Joseph Adelson in the early 1960s of the relationship between political orientation and personal background among undergraduates at the University of Michigan revealed that 90 percent of radical students came from Jewish backgrounds.20 A national survey sponsored by the American Council of Education in 1966-67 revealed that the “best single predictor of campus protest was the presence of a substantial number of students from Jewish families.” In 1970, a Harris study showed that 23 percent of Jewish college students termed themselves “far Left” versus 4 percent of Protestants and 2 percent of Catholics.

Excuse me, madam.” He wasn’t used to approaching women by himself, let alone well-dressed white women. He saw apprehension flash across her face. Maybe she thought he was trying to sell magazines or candy bars, but he steeled himself. He explained that he was building a robot for an underwater contest sponsored by NASA, and his robot was leaking. He wanted to soak up the water with tampons but didn’t know which ones to buy. “Could you help me buy the most best tampons?” The woman broke into a big smile and led him to feminine hygiene. She handed him a box of o.b. ultra-absorbency. “These don’t have an applicator, so they’ll be easier to fit inside your robot.” He stared at the ground, mumbled his thanks, and headed quickly for the checkout. “I hope you win,” she called out, laughing.

The audience for Channel 28, the PBS station in Los Angeles, was demographically perfect for Trader Joe’s. In those days, however, PBS did not accept overt commercials. Alice had been quite active as a volunteer at the station. Through her contacts, we made arrangements to sponsor reruns of shows that tied to Trader Joe’s, such as the Julia Child shows, The Galloping Gourmet, and Barbara Wodehouse’s series on training dogs, which proved very effective! These reruns were not expensive compared with sponsoring first-runs and they had very good audiences. All we got was a “billboard” announcing that Trader Joe’s was sponsoring the show, but this was a cost-effective way of building our presence in the community. Another way we promoted ourselves on public TV was to “man the phones” during pledge drives. Our employees, led by Robin Guentert who was running advertising at that time (Robin became one of the most important members of store supervision after 1982, then President of Trader Joe’s in 2002), would show up en masse at the station. They loved being on TV, and we got the publicity. Promoting through Nonprofits Most retailers, when they’re approached by charities for donations, do their best to stiff-arm the would-be donees, or ask that a grueling series of requirements need to be met. In general they hate giving except to big, organized charities like United Way, because that way they escape being solicited by all sorts of uncomfortable pressure groups. At the very beginning of Trader Joe’s, however, we adopted a policy of using non-profit giving as an advertising and promotional tool. We established these policies: Never give cash to anyone. Never buy space in a program. That is money thrown away. Give freely, give generously, but only to nonprofits that are focused on the overeducated and underpaid. Any museum opening, any art gallery opening, any hospital auxiliary benefit, any college alumni gathering, the American Association of University Women, the Assistance League, any chamber orchestra benefit—their requests got a very warm welcome. But nothing for Little League, Pop Warner, et al.; that was not what Trader Joe’s was about.

Before she was cast in Father Knows Best, the sponsor required she narrate anti-Communist documentaries for the Central Intelligence Agency’s Radio Free Europe.

When the U.S. Census Bureau sponsored a contest seeking the best automated counting device for its 1890 census, it was no surprise when Hollerith’s design won.

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I’ve got a big vision. We can reach a lot of people with an extra one hundred million. If you can accomplish your dreams in your own strength, talent, ability, and resources, then your dreams are too small. You don’t need God’s help with small dreams. Believe big. Your destiny is too great, your assignment too important, to have little goals, little dreams, little prayers. Keep big things in front of you. A friend of mine feeds a million children a day. He and his wife support orphanages and feeding programs that touch a million kids every day. That’s what I keep in front of me. “God, You did it for them, You can do it for us. Let our family impact millions of children.” In our kitchen at home, we have pictures of some of the children we sponsor through our partner World Vision. Every time we eat dinner, every time we pass by, we say, “God, let us make a bigger difference.” We’re moving toward it. You may say, “Well, Joel, I can’t even imagine that happening to me. I can’t imagine me being that blessed.” Don’t worry--you won’t be. If you don’t have a vision for it, it’s not going to happen. Without a vision you won’t see God’s best. You won’t be the winner He wants you to be.

It was this hierarchy—so central to Western cosmology for so long that, even today, a ten-year-old could intuitively get much of it right—that was challenged by the most famous compendium of all: Denis Diderot and Jean le Rond d’Alembert’s eighteen-thousand-page Encyclopédie. Published between 1751 and 1772, the Encyclopédie was sponsored by neither the Catholic Church nor the French monarchy and was covertly hostile to both. It was intended to secularize as well as to popularize knowledge, and it demonstrated those Enlightenment commitments most radically through its organizational scheme. Rather than being structured, as it were, God-down, with the whole world flowing forth from a divine creator, it was structured human-out, with the world divided according to the different ways in which the mind engages with it: “memory,” “reason,” and “imagination,” or what we might today call history, science and philosophy, and the arts. Like alphabetical order, which effectively democratizes topics by abolishing distinctions based on power and precedent in favor of subjecting them all to the same rule, this new structure had the effect of humbling even the most exalted subjects. In producing the Encyclopédie, Diderot did not look up to the heavens but out toward the future; his goal, he wrote, was “that our descendants, by becoming more learned, may become more virtuous and happier.” It is to Diderot’s Encyclopédie that we owe every modern one, from the Britannica and the World Book to Encarta and Wikipedia. But we also owe to it many other kinds of projects designed to, in his words, “assemble all the knowledge scattered on the surface of the earth.” It introduced not only new ways to do so but new reasons—chief among them, the diffusion of information prized by an élite class into the culture at large. The Encyclopédie was both the cause and the effect of a profoundly Enlightenment conviction: that, for books about everything, the best possible audience was the Everyman.

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Guy is the one who said ‘You have to throw out the best line of your song if it doesn’t serve the rest of the song.

In less developed countries, the best form of promoting baby food formulas may well be the clinics which the company sponsors, at which nurses and doctors in its employ offer childcare guidance service. In the less developed countries, effective distribution may call for unusual, imaginative techniques.”5

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This was a media beat-up at its very worst. All those officials reacting to what the media labeled “The Baby Bob Incident” failed to understand the Irwin family. This is what we did--teach our children about wildlife, from a very early age. It wasn’t unnatural and it wasn’t a stunt. It was, on the contrary, an old and valued family tradition, and one that I embraced wholeheartedly. It was who we were. To have the press fasten on the practice as irresponsible made us feel that our very ability as parents was being attacked. It didn’t make any sense. This is why Steve never publicly apologized. For him to say “I’m sorry” would mean that he was sorry that Bob and Lyn raised him the way they did, and that was simply impossible. The best he could do was to sincerely apologize if he had worried anyone. The reality was that he would have been remiss as a parent if he didn’t teach his kids how to coexist with wildlife. After all, his kids didn’t just have busy roads and hot stoves to contend with. They literally had to learn how to live with crocodiles and venomous snakes in their backyard. Through it all, the plight of the Tibetan nuns was completely and totally ignored. The world media had not a word to spare about a dry well that hundreds of people depended on. For months, any time Steve encountered the press, Tibetan nuns were about the furthest thing from the reporter’s mind. The questions would always be the same: “Hey, Stevo, what about the Baby Bob Incident?” “If I could relive Friday, mate, I’d go surfing,” Steve said on a hugely publicized national television appearance in the United States. “I can’t go back to Friday, but you know what, mate? Don’t think for one second I would ever endanger my children, mate, because they’re the most important thing in my life, just like I was with my mum and dad.” Steve and I struggled to get back to a point where we felt normal again. Sponsors spoke about terminating contracts. Members of our own documentary crew sought to distance themselves from us, and our relationship with Discovery was on shaky ground. But gradually we were able to tune out the static and hear what people were saying. Not the press, but the people. We read the e-mails that had been pouring in, as well as faxes, letters, and phone messages. Real people helped to get us back on track. Their kids were growing up with them on cattle ranches and could already drive tractors, or lived on horse farms and helped handle skittish stallions. Other children were learning to be gymnasts, a sport which was physically rigorous and held out the chance of injury. The parents had sent us messages of support. “Don’t feel bad, Steve,” wrote one eleven-year-old from Sydney. “It’s not the wildlife that’s dangerous.” A mother wrote us, “I have a new little baby, and if you want to take him in on the croc show it is okay with me.” So many parents employed the same phrase: “I’d trust my kids with Steve any day.

Charity is the best form of prayer. Do whatever little you can to help the not so fortunate. You may donate a small portion of your income, you may take out time to teach the underprivileged children, sponsor a meal for the hungry or just spend some time with an old lady who has no one. I am sure that you will move one level high on the spiritual plane. Like prayers, doing charity once is not enough. You have to do it continuously, as much as possible.

Tuesday Today my parents took me to the “Drool and Gruel” diner to celebrate my A+ on my Scare exam. “Son, you never stop surprising us,” Dad said. “We talked to your teacher and she said that your reenactment of the Zombie Apocalypse was the best thing she had ever seen. You scared every villager in that town.” “Thanks Dad,” I said as I buried my sorrow in a Drool Shake. “Honey, tell him the surprise,” Mom said. “What surprise?” “Well, son, Ms. Bones was so impressed with your work that she spoke to the Principal. And the Principal agreed to sponsor you for an extra week of camp as a reward. Isn’t that amazing?!!” I threw up my Drool shake. “Look how excited he is, honey. He can’t even keep his Drool shake down,” Mom said. Life is so unfair.

Sir Richard Branson Sir Richard Branson is the founder and chairman of the Virgin Group of companies. An immensely successful entrepreneur, philanthropist, and television star, Sir Richard was knighted by Queen Elizabeth II in 1999. In 2002, Sir Richard was voted one of the “100 Greatest Britons” in a poll sponsored by the BBC. I was fortunate enough to know Diana for most of her adult life. For most of those years, I saw the sunny side of her personality. She was great fun, she was very caring, she did much for charity, and yet she was no saint and certainly wouldn’t have wished to be portrayed as one. On her death, the outpouring of grief was understandable, but she would have smiled wryly if she had seen the deference paid to her in the weeks following it.

Sir Richard Branson Sir Richard Branson is the founder and chairman of the Virgin Group of companies. An immensely successful entrepreneur, philanthropist, and television star, Sir Richard was knighted by Queen Elizabeth II in 1999. In 2002, Sir Richard was voted one of the “100 Greatest Britons” in a poll sponsored by the BBC. She was a very loyal friend. When British Airways tried to drive Virgin out of business, I took them to court and won a celebrated victory. Lord King, BA’s chairman, stepped down, and later a handwritten note from Diana was delivered to me. It was just three words: “Hurray! Love, Diana.” She also named one of our planes Lady in Red. We took a flight in Lady in Red with Diana commentating from the cockpit with William on her lap. As we flew past Windsor Castle, her voice came over the loudspeaker: “On our right, you have Grandma’s house!” Everyone on the plane fell about laughing.

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Good kit design is all about persuading the eye to go where you want it: usually the sponsor’s logo and kit brand followed by the club crest in a distant third. The best real estate for any product is the top left corner as our eyes, trained by a lifetime of reading from there, are primed to seek out anything shiny on the left rather than the right (unless you are a reader of Arabic or Urdu where words travel in the opposite direction).

Of the four key leaders, I knew Harry best, but I’d had my share of interactions with McConnell during my few years in the Senate. Short, owlish, with a smooth Kentucky accent, McConnell seemed an unlikely Republican leader. He showed no aptitude for schmoozing, backslapping, or rousing oratory. As far as anyone could tell, he had no close friends even in his own caucus; nor did he appear to have any strong convictions beyond an almost religious opposition to any version of campaign finance reform. Joe told me of one run-in he’d had on the Senate floor after the Republican leader blocked a bill Joe was sponsoring; when Joe tried to explain the bill’s merits, McConnell raised his hand like a traffic cop and said, “You must be under the mistaken impression that I care.” But what McConnell lacked in charisma or interest in policy he more than made up for in discipline, shrewdness, and shamelessness—all of which he employed in the single-minded and dispassionate pursuit of power.

The NPI process was deflating for morale. But figuring out how to “boost morale” is not Amazonian. Other companies have morale-boosting projects and groups with names like “Fun Club” and “Culture Committee.” They view morale as a problem to be solved by company-sponsored entertainment and social interaction. Amazon’s approach to morale was to attract world-class talent and create an environment in which they had maximum latitude to invent and build things to delight customers—and you can’t do that if every quarter some faceless process like NPI smites your best ideas. In chapter six, we discuss Amazon’s belief that focusing on controllable input metrics instead of output metrics drives meaningful growth. Morale is, in a sense, an output metric, whereas freedom to invent and build is an input metric. If you clear the impediment to building, morale takes care of itself.

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The NPI process was deflating for morale. But figuring out how to “boost morale” is not Amazonian. Other companies have morale-boosting projects and groups with names like “Fun Club” and “Culture Committee.” They view morale as a problem to be solved by company-sponsored entertainment and social interaction. Amazon’s approach to morale was to attract world-class talent and create an environment in which they had maximum latitude to invent and build things to delight customers—and you can’t do that if every quarter some faceless process like NPI smites your best ideas.

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He feels his contribution is all the more satisfying – and effective – because from a seemingly unassailable position as an A superhero, Care came crashing down to earth: I unashamedly talk about the period I went through when I experienced significant depression which had consequences. I think that having an opportunity to share stuff with people creates possibilities in their minds … This is probably not correct or fair but through the difficult period I felt I had a lot of patrons and sponsors but I’m not sure I had mentors.

Your father has promised to sponsor your education,” she said. “That’s the best he can do. Bigamy is expensive.

I’m sponsoring you to have the best life you can, and you’re sponsoring me. We are co-sponsors. We regard our time together as a collaborative effort to make life better for each of us.

It pains me to admit it, but my generation tends to show we care by setting up activist groups on Facebook, creating online petitions, or sponsoring celebrities to climb Mount Kilimanjaro. We’ve become a generation of virtue signallers whereas here, people show they care with deeds and actions. Jan is the best example of that.

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I’m an entertainer,’ he said as though reading her thoughts. ‘I’m not gonna lie. I want subscribers to my channel. I want followers. I want sponsors. And I can only get what I want if I’m the best at what I do.

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