Spot Market Quotes

He backed into a spot, scrutinizing his automotive neighbors, assessing their desire and aptitude for opening their doors into the side of his car. "We're at an illegal black market and you're worried about some Honda opening their door into you?" His brother's Declanisms never ceased to amaze Ronan; just when he felt he had reached peak Declan, he always dug deep and found another gear. "Not that Honda--they keep it clean.

as Joe Kraue, CEA of JotSpot ... puts it, "Up until now, the focus has been on dozens of markets of millions, instead of millions of markets of dozens.

Remember, our goal is education and understanding. It’s not to win an argument. Our job is to help blind people see. When someone brings up a negative question or if they offer you an objection, all they are really doing is helping you to identify one of their blind spots.

He seemed to be an eternal on-sale item in the matrimonial market that everybody bypassed for the fancier merchandise.

I have often thought that if heaven had given me choice of my position and calling, it should have been on a rich spot of earth, well watered, and near a good market for the productions of the garden. No occupation is so delightful to me as the culture of the earth, and no lucture comparable to that of the garden. Sucha a variety of subjeccts, some one always coming to perfection, the failure of one thing repaired by the succes of another, and instead of one harvest a continued one through the year. Under a total want of demand except for our family table, I am still devoted to the garden.

What’s up with your hair?’ I ask. ‘Aren’t you worried you’ll be spotted by angels flying above with all that blue?’ ‘War paint,’ says Dee, fastening his seatbelt. ‘Except it’s in our hair instead of on our faces,’ says Dum, starting the engine. ‘Because we’re original like that.’ ‘Besides, are poisonous frogs worried about being spotted by birds?’ asks Dee. ‘Are poisonous snakes? They all have bright markings.’ ‘You’re a poisonous frog now?’ I ask. ‘Ribbit.’ He turns and flicks out his tongue at me. It’s blue. My eyes widen. ‘You dyed your tongue too?’ Dee smiles. ‘Nah. It’s just Gatorade.’ He lifts up a bottle half-full of blue liquid. ‘Gotcha.’ He winks. ‘“Hydrate or Die,” man,’ says Dum as we turn onto El Camino Real. ‘That’s not Gatorade’s marketing,’ says Dee. ‘It’s for some other brand.’ ‘Never thought I’d say this,’ says Dum, ‘but I actually miss ads. You know, like “Just Do It.” I never realized how much of life’s good advice came from ads. What we really need now is for some industrious soul to put out a product and give us a really excellent saying to go with it. Like “Kill ’Em All and Let God Sort ’Em Out.”’ ‘That’s not an advertising jingle,’ I say. ‘Only because it wasn’t good advice back in the day,’ says Dum. ‘Might be good advice now. Attach a product to it, and we could get rich.

You do people a service when you make better things and make it easy to talk about them. The best reason someone talks about you is because they’re actually talking about themselves: “Look at how good my taste is.” Or perhaps, “Look at how good I am at spotting important ideas.

Our fix-it-itis is not a simple social gaffe but the evidence of a deep blind spot born with the help of the market. We are educated about illness by television commercials... A puzzle like me that cannot be solved is a point of discomfort, a disjuncture, a black hole... My body is a discomfort, a burr in the hide of the marketplace itself, a reminder that not all pain can be treated with a purchase.

You can spot, for instance, where the buying is only a trifle better than the selling. A battle goes on in the stock market and the tape is your telescope. You can depend upon it seven out of ten cases.

the yen upturn coincided exactly with the start of a topping process in global stocks. By first quarter 2008, the yen had risen to the highest level in three years against the U.S. dollar as global stocks tumbled.

My target customer will be? The problem my customer wants to solve is? My customer’s need can be solved with? Why can’t my customer solve this today? The measurable outcome my customer wants to achieve is? My primary customer acquisition tactic will be? My earliest adopter will be? I will make money (revenue) by? My primary competition will be? I will beat my competitors primarily because of? My biggest risk to financial viability is? My biggest technical or engineering risk is? What assumptions do we have that, if proven wrong, would cause this business to fail?  (Tip: include market size in this list) You should be able to look at this list and spot

When asked what he thought the average trader did wrong, Tom Baldwin, who in the days before electronic trading was the largest individual trader in the Treasury bond pit, replied, “They trade too much. They don’t pick their spots selectively enough.

S-type loonshots are so difficult to spot and understand, even in hindsight, because they are so often masked by the complex behaviors of buyers, sellers, and markets. In science, complexities often mask deep truths: mountains of noise conceal a pebble of signal.

Back then, come July, and the blazers would again make their way out of the steel trunks and evenings would be spent looking at snow-capped mountains from our terrace and spotting the first few lights on the hills above. It was the time for radishes and mulberries in the garden and violets on the slopes. The wind carried with it the comforting fragrance of eucalyptus. It was in fact all about the fragrances, like you know, in a Sherlock Holmes story. Even if you walked with your eyes closed, you could tell at a whiff, when you had arrived at the place, deduce it just by its scent. So, the oranges denoted the start of the fruit-bazaar near Prakash ji’s book shop, and the smell of freshly baked plum cake meant you had arrived opposite Air Force school and the burnt lingering aroma of coffee connoted Mayfair. But when they carved a new state out of the land and Dehra was made its capital, we watched besotted as that little town sprouted new buildings, high-rise apartments, restaurant chains, shopping malls and traffic jams, and eventually it spilled over here. I can’t help noticing now that the fragrances have changed; the Mogra is tinged with a hint of smoke and will be on the market tomorrow. The Church has remained and so has everything old that was cast in brick and stone, but they seem so much more alien that I almost wish they had been ruined.’ ('Left from Dhakeshwari')

Although she seemed to be enjoying the party, even to the extent of being in sight of hysteria, she had evidently also reached the stage when moving to another spot had become an absolute necessity to her; not because she was in any way dissatisfied with the surroundings in which she found herself, but on account of the coercive dictation of her own nerves, not to be denied in their insistence that a change of scene must take place.

Market fundamentalism is a harsh accusation. Christian fundamentalists are notorious for their strict biblical literalism, their unlimited willingness to ignore or twist the facts of geology and biology to match their prejudices. For the analogy to be apt, the typical economist would have to believe in the superiority of markets virtually without exception, regardless of the evidence, and dissenters would have to fear excommunication. From this standpoint, the charge of “market fundamentalism” is silly, failing even as a caricature. If you ask the typical economist to name areas where markets work poorly, he gives you a list on the spot: Public goods, externalities, monopoly, imperfect information, and so on. More importantly, almost everything on the list can be traced back to other economists. Market failure is not a concept that has been forced upon a reluctant economics profession from the outside. It is an internal outgrowth of economists’ self-criticism. After stating that markets usually work well, economists feel an urge to identify important counterexamples. Far from facing excommunication for sin against the sanctity of the market, discoverers of novel market failures reap professional rewards. Flip through the leading journals. A high fraction of their articles present theoretical or empirical evidence of market failure.

Chang-bo took to his bed, or rather to the quilts on the floor that was all they had left. His legs swelled up like balloons with what Mrs. Song had come to recognize as edema — fluid retention brought on by starvation. He talked incessantly about food. He spoke of the tofu soups his mother made him as a child and an unusually delicious meal of steamed crab with ginger that Mrs. Song had cooked for him when they were newlyweds. He had an uncanny ability to remember details of dishes she had cooked decades earlier. He was sweetly sentimental, even romantic, when he spoke about their meals together. He would take her hand in his own, his eyes wet and cloudy with the mist of his memories. “Come, darling. Let’s go to a good restaurant and order a nice bottle of wine,” he told his wife one morning when they were stirring on the blankets. They hadn’t eaten in three days. Mrs. Song looked at her husband with alarm, worried that he was hallucinating. She ran out the door to the market, moving fast and forgetting all about the pain in her back. She was determined to steal, beg — whatever it took — to get some food for her husband. She spotted her older sister selling noodles. Her sister wasn’t faring well — her skin was flaked just like Chang-bo’s from malnutrition — so Mrs. Song had resisted asking her for help, but now she was desperate, and of course, her sister couldn’t refuse. “I’ll pay you back,” Mrs. Song promised as she ran back home, the adrenaline pumping her legs. Chang-bo was curled up on his side under the blanket. Mrs. Song called his name. When he didn’t respond, she went to turn him over — it wasn’t diffcult now that he had lost so much weight, but his legs and arms were stiff and got in the way. Mrs. Song pounded and pounded on his chest, screaming for help even as she knew it was too late.

Life was good until the putges came. After that, there was nothing to do except flee into the jungle, high up, where it was so thick only wold things grew. When the putgest stopped Black Spot and his grids and cousin went quietly to the town of Nyang Shwe, where they were not known. They procured black-market identity cards of dead people with good reputations. After that they lived two ways: in the open life of the dead, and in the hidden life of the living.

Life was good until the purges came. After that, there was nothing to do except flee into the jungle, high up, where it was so thick only wild things grew. When the purges stopped Black Spot and his friends and cousin went quietly to the town of Nyang Shwe, where they were not known. They procured black-market identity cards of dead people with good reputations. After that they lived two ways: in the open life of the dead, and in the hidden life of the living.

THREE COMMUNICATION LESSONS FROM THE MOST FASCINATING BRANDS       1.   Don’t focus on how you are similar to others, but how you are different. Leading brands stand out by sharpening their points of difference. The more clearly and distinctly a brand can pinpoint its differences, the more valuable it becomes. If a brand can carve out a very clear spot in people’s minds, the product or service ceases to be a commodity. As we’ll see in Part II, different personality Advantages can be more valuable than similar ones. 2.   Your differences can be very small and simple. The reality is, most products are virtually indistinguishable from their competitors. Yet a leading brand can build a strong competitive edge around very minor differences. Similarly, you don’t need to be dramatically different than everyone else—your difference can be minute, as long as it is clearly defined. The more competitive the market, the more crucial this becomes. 3.   Once you “own” a difference, you can charge more money. People pay more for products and people who add distinct value in some way. And just as customers pay more for fascinating brands, employers pay higher salaries for employees who stand out with a specific benefit. If you are an entrepreneur or small business owner, your clients and customers will have a higher perceived value of your time and services if they can clearly understand why you are different than your competitors. The more crowded the environment, the more crucial these lessons become.

Organized religion was the first and greatest protection racket, an economy of perpetual profit built on voluntary fear and coerced guilt. Donating money to churches, temples, mosques, synagogues, cults, et cetera, to help ensure a spot for one’s soul in the express elevator to that penthouse in the sky known as the afterlife was marketing genius! Had Sleepy paid his spiritual insurance? If so, had it done him any good? According to Shorty, whose memory had been beaten into the consistency of oatmeal by a length of pipe, or so said Bon, a quartet of Arab youth had set on them.

The relationship between the Sophotechs and the men as depicted in that tale made no sense. How could they be hostile to each other?” Diomedes said, “Aren’t men right to fear machines which can perform all tasks men can do, artistic, intellectual, technical, a thousand or a million times better than they can do? Men become redundant.” Phaethon shook his head, a look of distant distaste on his features, as if he were once again confronted with a falsehood that would not die no matter how often it was denounced. In a voice of painstaking patience, he said: “Efficiency does not harm the inefficient. Quite the opposite. That is simply not the way it works. Take me, for example. Look around: I employed partials to do the thought-box junction spotting when I built this ship. My employees were not as skilled as I was in junction spotting. It took them three hours to do the robopsychology checks and hierarchy links I could have done in one hour. But they were in no danger of competition from me. My time is too valuable. In that same hour it would have taken me to spot their thought-box junction, I can earn far more than their three-hour wages by writing supervision architecture thought flows. And it’s the same with me and the Sophotechs. “Any midlevel Sophotech could have written in one second the architecture it takes me, even with my implants, an hour to compose. But if, in that same one second of time, that Sophotech can produce something more valuable—exploring the depth of abstract mathematics, or inventing a new scientific miracle, anything at all (provided that it will earn more in that second than I earn in an hour)—then the competition is not making me redundant. The Sophotech still needs me and receives the benefit of my labor. Since I am going to get the benefit of every new invention and new miracle put out on the market, I want to free up as many of those seconds of Sophotech time as my humble labor can do. “And I get the lion’s share of the benefit from the swap. I only save him a second of time; he creates wonder upon wonder for me. No matter what my fear of or distaste for Sophotechs, the forces in the marketplace, our need for each other, draw us together. “So you see why I say that not a thing the Silent One said about Sophotechs made sense. I do not understand how they could have afforded to hate each other. Machines don’t make us redundant; they increase our efficiency in every way. And the bids of workers eager to compete for Sophotech time creates a market for merely human work, which it would not be efficient for Sophotechs to underbid.

He remembered how once he had been walking down a crowded street when a tremendous shout of hundreds of voices–women’s voices–had burst from a side-street a little way ahead. It was a great formidable cry of anger and despair, a deep loud ‘Oh-o-o-o-oh!’ that went humming on like the reverberation of a bell. His heart had leapt. It’s started! he had thought. A riot! The proles are breaking loose at last! When he had reached the spot it was to see a mob of two or three hundred women crowding round the stalls of a street market, with faces as tragic as though they had been the doomed passengers on a sinking ship. But at this moment the general despair broke down into a multitude of individual quarrels. It appeared that one of the stalls had been selling tin saucepans. They were wretched, flimsy things, but cooking-pots of any kind were always difficult to get. Now the supply had unexpectedly given out. The successful women, bumped and jostled by the rest, were trying to make off with their saucepans while dozens of others clamoured round the stall, accusing the stall-keeper of favouritism and of having more saucepans somewhere in reserve. There was a fresh outburst of yells. Two bloated women, one of them with her hair coming down, had got hold of the same saucepan and were trying to tear it out of one another’s hands. For a moment they were both tugging, and then the handle came off. Winston watched them disgustedly. And yet, just for a moment, what almost frightening power had sounded in that cry from only a few hundred throats! Why was it that they could never shout like that about anything that mattered?

But what about the spot brokers themselves? A few drifted to banks where they became traders or, more commonly, salesmen. Some simply retired or found work outside finance. Anecdotally, a number of them became London black-cab drivers. In around 2003 I met one who had done just that. I struck up a conversation with him as he took me home from the office; his name was Mickey. ‘I used to be a spot broker,’ he told me after he found out where I worked, ‘it was great.’ We reminisced for a while about the way the FX market had been, then, as we approached my street, he said, a little sadly, ‘But it had to end, we couldn’t beat the computers – they ate us all alive.’ We arrived outside my house where I got out and paid him. As he began to drive off, he slowed down and shouted back at me, ‘They ate us alive – and they’ll do it to everyone!’ With that, he turned the corner and drove out of sight.

Instead of focusing on getting more resources, tipping point leaders concentrate on multiplying the value of the resources they have. When it comes to scarce resources, there are three factors of disproportionate influence that executives can leverage to dramatically free resources, on the one hand, and multiply the value of resources, on the other. These are hot spots, cold spots, and horse trading. Hot spots are activities that have low resource input but high potential performance gains. In contrast, cold spots are activities that have high resource input but low performance impact. In every organization, hot spots and cold spots typically abound. Horse trading involves trading your unit’s excess resources in one area for another unit’s excess resources to fill remaining resource gaps. By learning to use their current resources right, companies often find they can tip the resource hurdle outright. What

The Kappamaki, a whaling research ship, was currently researching the question: How many whales can you catch in one week? Except that, today, there weren’t any whales. The crew stared at the screens, which by the application of ingenious technology could spot anything larger than a sardine and calculate its net value on the international oil market, and found them blank. The occasional fish that did show up was barreling through the water as if in a great hurry to get elsewhere. The captain drummed his fingers on the console. He was afraid that he might soon be conducting his own research project to find out what happened to a statistically small sample of whaler captains who came back without a factory ship full of research material. He wondered what they did to you. Maybe they locked you in a room with a harpoon gun and expected you to do the honorable thing. This was unreal. There ought to be something.

There were stalls nestled around the castle the way the lights were, not in rows but in odd spots, as if the stalls had grown there or alighted on random places like birds. There was one stall with ringing chimes that was set halfway up a ruined wall, so the customers had to climb sliding pieces of slate to get to it. There were more stalls set in the grassy hollows among the stones and nestled into the corners of the walls. One woman had actually turned a ruined wall into her stall, brightly colored jars arranged on the jagged, protruding shards of stone. All through the fragments of a lost castle lit by magic moved the people of the Goblin Market. There was a man hanging up knives alongside wind chimes, which made dangerous and beautiful music as they rang together in the sea breeze. There was a boy who looked about twelve stirring something in a cauldron with a rich-smelling cloud handing over it, and bark cups ranged along his stall.

I shared my love of books with Benny, but Aunt Yolanda opened my eyes to the world of food as art, cooking without cans. She introduced me to the magic of spices, the exotic perfume of fresh herbs crushed between fingers. Younger than my mother, she was rounded in just the right spots, from her love of good food, and when we talked she looked right at me and listened, nodding and laughing loudly when I'd tell jokes, holding my hand when we'd walk, as if we were best friends or sisters. She liked Anne and Christine, too, but I could tell I was her favorite. She took me with her on shopping trips, to the fish market near the waterfront and the farm stands out west. Sometimes she'd journey to the Asian grocers in Northeast Portland or the hippie vegetarian markets on Hawthorne to find something special. We'd come home laden with ingredients that I knew my mother had never heard of, and the resulting feasts would fill me with a yearning to go to different places, to try new things.

[There is] no direct relationship between IQ and economic opportunity. In the supposed interests of fairness and “social justice”, the natural relationship has been all but obliterated. Consider the first necessity of employment, filling out a job application. A generic job application does not ask for information on IQ. If such information is volunteered, this is likely to be interpreted as boastful exaggeration, narcissism, excessive entitlement, exceptionalism [...] and/or a lack of team spirit. None of these interpretations is likely to get you hired. Instead, the application contains questions about job experience and educational background, neither of which necessarily has anything to do with IQ. Universities are in business for profit; they are run like companies, seek as many paying clients as they can get, and therefore routinely accept people with lukewarm IQ’s, especially if they fill a slot in some quota system (in which case they will often be allowed to stay despite substandard performance). Regarding the quotas themselves, these may in fact turn the tables, advantaging members of groups with lower mean IQ’s than other groups [...] sometimes, people with lower IQ’s are expressly advantaged in more ways than one. These days, most decent jobs require a college education. Academia has worked relentlessly to bring this about, as it gains money and power by monopolizing the employment market across the spectrum. Because there is a glut of college-educated applicants for high-paying jobs, there is usually no need for an employer to deviate from general policy and hire an applicant with no degree. What about the civil service? While the civil service was once mostly open to people without college educations, this is no longer the case, and quotas make a very big difference in who gets hired. Back when I was in the New York job market, “minorities” (actually, worldwide majorities) were being spotted 30 (thirty) points on the civil service exam; for example, a Black person with a score as low as 70 was hired ahead of a White person with a score of 100. Obviously, any prior positive correlation between IQ and civil service employment has been reversed. Add to this the fact that many people, including employers, resent or feel threatened by intelligent people [...] and the IQ-parameterized employment function is no longer what it was once cracked up to be. If you doubt it, just look at the people running things these days. They may run a little above average, but you’d better not be expecting to find any Aristotles or Newtons among them. Intelligence has been replaced in the job market with an increasingly poor substitute, possession of a college degree, and given that education has steadily given way to indoctrination and socialization as academic priorities, it would be naive to suppose that this is not dragging down the overall efficiency of society. In short, there are presently many highly intelligent people working very “dumb” jobs, and conversely, many less intelligent people working jobs that would once have been filled by their intellectual superiors. Those sad stories about physics PhD’s flipping burgers at McDonald's are no longer so exceptional. Sorry, folks, but this is not your grandfather’s meritocracy any more.

For being so early in the season, the tables on either side of the street were heavily laden with produce. I could see English peas, asparagus, arugula, several varieties of chard, kale, rhubarb, radishes... My mouth tingled as I walked slowly from booth to booth, drinking in the knowledge that the food I was checking out had not been trucked over the Jersey Turnpike or from a far-flung spot upstate, but from somewhere nearby, where people still felt dirt in their hands and not just in their nostrils after a day of walking in the city. I paused at the end of a block, and my gaze zeroed in on a mountain of gorgeous strawberries a few stands down. Cutting in and out of the throng, I reached the stand and stood under a banner that read FORSYTHIA FARMS. I crouched to be eye level with the berries, narrowing my eyes at their color, shape, and size. The red was deep, but still bright. Shape: irregular, as they should be, and still shooting delightful stems that poked out the tops like tiny berets. The berries weren't too small, and best of all, not too large. No Costco mutants, I was pleased to note.

Statisticians say that stocks with healthy dividends slightly outperform the market averages, especially on a risk-adjusted basis. On average, high-yielding stocks have lower price/earnings ratios and skew toward relatively stable industries. Stripping out these factors, generous dividends alone don’t seem to help performance. So, if you need or like income, I’d say go for it. Invest in a company that pays high dividends. Just be sure that you are favoring stocks with low P/Es in stable industries. For good measure, look for earnings in excess of dividends, ample free cash flow, and stable proportions of debt and equity. Also look for companies in which the number of shares outstanding isn’t rising rapidly. To put a finer point on income stocks to skip, reverse those criteria. I wouldn’t buy a stock for its dividend if the payout wasn’t well covered by earnings and free cash flow. Real estate investment trusts, master limited partnerships, and royalty trusts often trade on their yield rather than their asset value. In some of those cases, analysts disagree about the economic meaning of depreciation and depletion—in particular, whether those items are akin to earnings or not. Without looking at the specific situation, I couldn’t judge whether the per share asset base was shrinking over time or whether generally accepted accounting principles accounting was too conservative. If I see a high-yielder with swiftly rising share counts and debt levels, I assume the worst.

It was a gorgeous evening, with a breeze shimmering through the trees, people strolling hand in hand through the quaint streets and the plaza. The shops, bistros and restaurants were abuzz with patrons. She showed him where the farmer's market took place every Saturday, and pointed out her favorite spots- the town library, a tasting room co-op run by the area vintners, the Brew Ha-Ha and the Rose, a vintage community theater. On a night like this, she took a special pride in Archangel, with its cheerful spirit and colorful sights. She refused to let the Calvin sighting drag her down. He had ruined many things for her, but he was not going to ruin the way she felt about her hometown. After some deliberation, she chose Andaluz, her favorite spot for Spanish-style wines and tapas. The bar spilled out onto the sidewalk, brightened by twinkling lights strung under the big canvas umbrellas. The tables were small, encouraging quiet intimacy and insuring that their knees would bump as they scooted their chairs close. She ordered a carafe of local Mataro, a deep, strong red from some of the oldest vines in the county, and a plancha of tapas- deviled dates, warm, marinated olives, a spicy seared tuna with smoked paprika. Across the way in the plaza garden, the musician strummed a few chords on his guitar. The food was delicious, the wine even better, as elemental and earthy as the wild hills where the grapes grew. They finished with sips of chocolate-infused port and cinnamon churros. The guitar player was singing "The Keeper," his gentle voice seeming to float with the breeze.

Clarissa once, going on top of an omnibus with him somewhere, Clarissa superficially at least, so easily moved, now in despair, now in the best of spirits, all aquiver in those days and such good company, spotting queer little scenes, names, people from the top of a bus, for they used to explore London and bring back bags full of treasures from the Caledonian market – Clarissa had a theory in those days – they had heaps of theories, always theories, as young people have. It was to explain the feeling they had of dissatisfaction; not knowing people; not being known. For how could they know each other? You met every day; then not for six months, or years. It was unsatisfactory, they agreed, how little one knew people. But she said, sitting on the bus going up Shaftesbury Avenue, she felt herself everywhere; not 'here, here, here'; and she tapped the back of the seat; but everywhere. She waved her hand, going up Shaftesbury Avenue. She was all that. So that to know her, or anyone, one must seek out the people who completed them; even the places. Odd affinities she had with people she had never spoken to, some woman in the street, some man behind a counter – even trees, or barns. It ended in a transcendental theory which, with her horror of death, allowed her to believe, or say that she believed (for all her scepticism), that since our apparitions, the part of us which appears, are so momentary compared with the other, the unseen part of us, which spreads wide, the unseen might survive, be recovered somehow attached to this person or that, or even haunting certain places, after death. Perhaps – perhaps.

A second element in the creation of commercial value is scarcity, the separation of people from whatever they might want or need. In artificial environments, where humans are separated from the sources of their survival, everything obtains a condition of relative scarcity and therefore value. There is the old story of the native living on a Pacific island, relaxing in a house on the beach, picking fruit from the tree and spearing fish in the water. A businessman arrives on the island, buys all the land, cuts down the trees and builds a factory. Then he hires the native to work in it for money so that someday the native can afford canned fruit and fish from the mainland, a nice little cinder-block house near the beach with a view of the water, and weekends off to enjoy it. The moment people move off land which has directly supported them, the necessities of life are removed from individual control. The things people could formerly produce for their survival must now be paid for. You may be living on the exact spot where a fruit tree once fed people. Now the fruit comes from five hundred miles away and costs thirty-five cents apiece. It is in the separation that the opportunity for profit resides. When the basic necessities are not scarce—in those places where food is still wild and abundant, for example—economic value can only be applied to new items. Candy bars, bottled or chemical milk, canned tuna, electrical appliances and CocaCola have all been intensively marketed in countries new to the market system. Because these products hadn’t existed in those places before, they are automatically relatively scarce and potentially valuable.

Hitler was a racist in a way that Mussolini wasn’t, with FDR occupying a position somewhere between the two of them. FDR was not an anti-Semite, as Hitler was, but he did share Hitler’s low view of Asians and blacks. During World War II, FDR ordered that many Japanese Americans, under suspicion of disloyalty, be interned in camps. There is, of course, an argument in wartime for holding captive those who pose a security risk. My point, however, is that FDR made no similar arrangements for Italians and Germans in the United States. So there was a clear racial element in FDR’s approach to security. FDR was culpable for doing exactly what progressive Democrats accuse Donald Trump of doing when he threatens to target violent Islamists. Yet Trump doesn’t single out radical Muslims while exonerating other groups who act like them. FDR, by contrast, treated Japanese Americans in a way he didn’t treat German Americans or Italian Americans. That, I’m suggesting, is because FDR, even during World War II, retained a soft spot for German and Italian fascism. Also FDR wasn’t turned off by the fascist idea of a racial hierarchy; indeed, here was FDR implementing one himself. Incidentally Japanese internment is another crime that Democrats blame on “America” when their own hero, FDR, is the one who ordered it. FDR, Mussolini, and Hitler all denounced the free market and blamed the problems of their society on private business. All vowed to use the state to combat the power of business, and offered themselves as the true manifestation of the collective good. If one ended as the enemy of the other two, it shouldn’t blind us to their earlier mutual admiration.

WE’RE GOOD AT WRONG SPOTTING If you’ve ever received feedback at work—or had an in-law—you are familiar with the many shapes and sizes of wrong: It’s 2 + 2 = 5 wrong: It is literally incorrect. I could not have been rude at that meeting because I was not at that meeting. And my name is not Mike. It’s different-planet wrong: Somewhere in the universe there may exist a carbon-based life form that would have taken offense at my e-mail, but here on Earth everyone knows it was a joke. It used to be right: Your critique of my marketing plan is based on how marketing worked when you were coming up. Before the Internet. And electricity. It’s right according to the wrong people: Some see me that way, but next time, talk to at least one person who is not on my Personal Enemies List. Your context is wrong: I do yell at my assistant. And he yells at me. That’s how our relationship works—key word being “works.” It’s right for you, but wrong for me: We have different body types. Armani suits flatter you. Hoodies flatter me. The feedback is right, but not right now: It’s true that I could lose a few pounds—which I will do as soon as the quintuplets are out of the house. Anyway, it’s unhelpful: Telling me to be a better mentor isn’t helping me to be a better mentor. What kind of mentor are you anyway? Why is wrong spotting so easy? Because there’s almost always something wrong—something the feedback giver is overlooking, shortchanging, or misunderstanding. About you, about the situation, about the constraints you’re under. And givers compound the problem by delivering feedback that is vague, making it easy for us to overlook, shortchange, and misunderstand what they are saying. But in the end, wrong spotting not only defeats wrong feedback, it defeats learning.

We have looked at some of the things that a female might do if she has been deserted by her mate. But these all have the air of making the best of a bad job. Is there anything a female can do to reduce the extent to which her mate exploits her in the first place? She has a strong card in her hand. She can refuse to copulate. She is in demand, in a seller's market. This is because she brings the dowry of a large, nutritious egg. A male who successfully copulates gains a valuable food reserve for his offspring. The female is potentially in a position to drive a hard bargain before she copulates. Once she has copulated she has played her ace — her egg has been committed to the male. It is all very well to talk about driving hard bargains, but we know very well it is not really like that. Is there any realistic way in which something equivalent to driving a hard bargain could evolve by natural selection? I shall consider two main possibilities, called the domestic-bliss strategy, the he-man strategy. The simplest version of the domestic-bliss strategy is this. The female looks the males over, and tries to spot signs of fidelity and domesticity in advance. There is bound to be variation in the population of males in their predisposition to be faithful husbands. If females could recognize such qualities in advance, they could benefit themselves by choosing males possessing them. One way for a female to do this is to play hard to get for a long time, to be coy. Any male who is not patient enough to wait until the female eventually consents to copulate is not likely to be a good bet as a faithful husband. By insisting on a long engagement period, a female weeds out casual suitors, and only finally copulates with a male who has proved his qualities of fidelity and perseverance in advance. Feminine coyness is in fact very common among animals, and so are prolonged courtship or engagement periods. As we have already seen, a long engagement can also benefit a male where there is a danger of his being duped into caring for another male's child.

Absorbingly articulate and infinitely intelligent . . . There is nothing pop about Kahneman's psychology, no formulaic story arc, no beating you over the head with an artificial, buzzword -encrusted Big Idea. It's just the wisdom that comes from five decades of honest, rigorous scientific work, delivered humbly yet brilliantly, in a way that will forever change the way you think about thinking:' -MARIA POPOVA, The Atlantic "Kahneman's primer adds to recent challenges to economic orthodoxies about rational actors and efficient markets; more than that, it's a lucid, mar- velously readable guide to spotting-and correcting-our biased misunder- standings of the world:' -Publishers Weekly (starred review) "The ramifications of Kahneman's work are wide, extending into education, business, marketing, politics ... and even happiness research. Call his field 'psychonomics: the hidden reasoning behind our choices. Thinking, Fast and Slow is essential reading for anyone with a mind:' -KYLE SMITH,NewYorkPost "A stellar accomplishment, a book for everyone who likes to think and wants to do it better." - E. JAMES LIEBERMAN ,Libraryfournal "Daniel Kahneman demonstrates forcefully in his new book, Thinking, Fast and Slow, how easy it is for humans to swerve away from rationality:' -CHRISTOPHER SHEA , The Washington Post "A tour de force .. . Kahneman's book is a must-read for anyone interested in either human behavior or investing. He clearly shows that while we like to think of ourselves as rational in our decision making, the truth is we are subject to many biases. At least being aware of them will give you a better chance of avoiding them, or at least making fewer of them:' -LARRY SWEDROE, CBS News "Brilliant .. . It is impossible to exaggerate the importance of Daniel Kahne- man's contribution to the understanding of the way we think and choose. He stands among the giants, a weaver of the threads of Charles Darwin, Adam Smith and Sigmund Freud. Arguably the most important psycholo- gist in history, Kahneman has reshaped cognitive psychology, the analysis of rationality and reason, the understanding of risk and the study of hap pi- ness and well-being ... A magisterial work, stunning in its ambition, infused

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See especially academia, which has effectively become a hope labor industrial complex. Within that system, tenured professors—ostensibly proof positive that you can, indeed, think about your subject of choice for the rest of your life, complete with job security, if you just work hard enough—encourage their most motivated students to apply for grad school. The grad schools depend on money from full-pay students and/or cheap labor from those students, so they accept far more master’s students than there are spots in PhD programs, and far more PhD students than there are tenure-track positions. Through it all, grad students are told that work will, in essence, save them: If they publish more, if they go to more conferences to present their work, if they get a book contract before graduating, their chances on the job market will go up. For a very limited few, this proves true. But it is no guarantee—and with ever-diminished funding for public universities, many students take on the costs of conference travel themselves (often through student loans), scrambling to make ends meet over the summer while they apply for the already-scarce number of academic jobs available, many of them in remote locations, with little promise of long-term stability. Some academics exhaust their hope labor supply during grad school. For others, it takes years on the market, often while adjuncting for little pay in demeaning and demanding work conditions, before the dream starts to splinter. But the system itself is set up to feed itself as long as possible. Most humanities PhD programs still offer little or nothing in terms of training for jobs outside of academia, creating a sort of mandatory tunnel from grad school to tenure-track aspirant. In the humanities, especially, to obtain a PhD—to become a doctor in your field of knowledge—is to adopt the refrain “I don’t have any marketable skills.” Many academics have no choice but to keep teaching—the only thing they feel equipped to do—even without fair pay or job security. Academic institutions are incentivized to keep adjuncts “doing what they love”—but there’s additional pressure from peers and mentors who’ve become deeply invested in the continued viability of the institution. Many senior academics with little experience of the realities of the contemporary market explicitly and implicitly advise their students that the only good job is a tenure-track academic job. When I failed to get an academic job in 2011, I felt soft but unsubtle dismay from various professors upon telling them that I had chosen to take a high school teaching job to make ends meet. It

Ratings are virtually meaningless with only two spots a week. It

Once we assembled the entire package, Mike named it Netscape SuiteSpot, as it would be the “suite” that displaced Microsoft’s BackOffice. We lined everything up for a major launch on March 5, 1996, in New York. Then, just two weeks before the launch, Marc, without telling Mike or me, revealed the entire strategy to the publication Computer Reseller News. I was livid. I immediately sent him a short email: To: Marc Andreessen Cc: Mike Homer From: Ben Horowitz Subject : Launch I guess we’re not going to wait until the 5th to launch the strategy. — Ben Within fifteen minutes, I received the following reply. To: Ben Horowitz Cc: Mike Homer, Jim Barksdale (CEO), Jim Clark (Chairman) From: Marc Andreessen Subject: Re: Launch Apparently you do not understand how serious the situation is. We are getting killed killed killed out there. Our current product is radically worse than the competition. We’ve had nothing to say for months. As a result, we’ve lost over $3B in market capitalization. We are now in danger of losing the entire company and it’s all server product management’s fault. Next time do the fucking interview yourself. Fuck you, Marc I received this email the same day that Marc appeared barefoot and sitting on a throne on the cover of Time magazine. When I first saw the cover, I felt thrilled. I had never met anyone in my life who had been on the cover of Time. Then I felt sick. I brought both the magazine and the email home to Felicia to get a second opinion. I was very worried. I was twenty-nine years old, had a wife and three children, and needed my job. She looked at the email and the magazine cover and said, “You need to start looking for a job right away.” In the end, I didn’t get fired and over the next two years, SuiteSpot grew from nothing to a $400 million a year business. More shocking, Marc and I eventually became friends; we’ve been friends and business partners ever since. People often ask me how we’ve managed to work effectively across three companies over eighteen years. Most business relationships either become too tense to tolerate or not tense enough to be productive after a while. Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer benefit from the relationship. With Marc and me, even after eighteen years, he upsets me almost every day by finding something wrong in my thinking, and I do the same for him. It works.

Rather than taking supply and demand as a given, the new breed of microeconomist helps nudge the two into line. In the early days of Airbnb, an online market for home rentals, its economists pored over customer data to spot market weaknesses. Costly enhancements, including professional photographs of every listing, are rigorously tested to make sure they work before being rolled out. The company also guides users uncertain about the right rate to charge for a listing. At Uber, a taxi service, prices surge during peak hours, pulling more drivers onto the road. At Poynt, a Silicon Valley startup offering a new type of cashless

Developing a market is all about pressing the key point, like plunging a sharp needle into the hypothalamus, the emotional center of the brain. If you don’t see some blood spill, it probably means your needle is too dull or maybe you haven’t stabbed at the right spot.

In the spot market this is very different, and here we are often trading against our broker, or they are trading against us!

Next!’ The judgement issues summarily from the review panel before Sexecutioner has even a chance to drop his first motherfucker. For a moment, the boys remain rooted to the spot in ungangsta-like attitudes of woundedness, mocked by the drumbeat that is still thumping around them; then, unplugging the ghettoblaster, they clamber down and make the walk of shame to the exit. ‘What in God’s name was that?’ the Automator says as soon as they have left. Trudy peers down at her clipboard. ‘ “Original material.” ’ ‘Our old friend original material,’ the Automator says grimly. ‘I’ve had some plumbing mishaps that sounded a little like those guys.’ ‘It did have a certain rough-hewn vitality,’ Father Laughton moderates. ‘I’ve said it before, Padre, this concert’s not about rough-hewn. It’s not about “doing your best”. I want professionalism. I want pizazz. I want this concert to put the Seabrook name out there, tell the world what we’re all about.’ ‘Education?’ ‘Quality, damn it. A brand right at the top of the upper end of the market. God knows that’s not going to be easy. I’ve given serious thought to bussing in other kids, talented kids, just so we don’t have to drop the curtain after half an hour –

An Introduction to CFD Trading Increase, commit, and individuals trying to trade systems and their cash in different areas are usually trying to find new strategies. Like several good buyer, you won’t be joining the group, instead you had want in order to change lives begin or to create one. Stocks trading is really 80s within the sensation that perhaps young kids today understand how it operates, and have the ability to survive without any formal education. If you should be looking for a new company shift, you should provide a try to this new venture. First what’s a CFD? CFD stands for contract for difference. It’s thought as a small business contract an entrepreneur and by an expense business. If the contract expires, both parties can trade notes concerning the differences between the original and final price indices of particular monetary things like shares of items and futures. This is exactly what CFD Trading is focused on. The one edge that traders have within this economic contract is the fact that they get to purchase these factors at lower costs despite the fact that it includes nonvoting stocks where the trader can’t vote on all aspects of the company as opposed to what stockholders are blessed to do. Another thing is the fact that a CFD does not hold taxes on files even if these aspects are acquired in large amounts. In simple terms, it’s a in which a derivative asset is founded on an underlying asset’s cost between two entities that transactions the differences. These parties will need to pay the differences required to eachother. The way in which CFD Trading works is that among the entities gives the difference before contract ends included to the other. Just about like what occurs in spreadbetting, the trader continues the opposite end-of the deal with investment institution or CFD service, where the trader anticipates which cost will increase and having three selections to take whether to buy, to slide or to sell the component required. Another similarity with spreadbetting is the fact that you can find no tax tasks since CFD’s don’t involve buying of assets to become settled. It just requires the activity of the fee. Since the investor is just needed to spot a minor amount on these things, that are also called edges, the earnings and in addition losses will soon be on the basis of the money set in. In other words, a CFD is good for the entrepreneur since it gives him the chance of owning main assets without so much problem. Does It Work A good example of that is to ingest a share worth $20 and the entrepreneur buys 100 of these. He will be cost $2,000 by this exchange. Employing a stockbroker will demand the entrepreneur to shell 50% of this amount out. That is $1,000. A meager initial cashout is needed which amounts as much as only $100, should you evaluate that to an expenditure finished with a CFD representative. However, allow it to be regarded that whenever an investor enters a deal of difference, the cost place usually begins in a loss. Which damage is definitely equal to the spread. Which means the spread is at $8 along with if you come into a deal, the underlying resource must generate $8 merely to break even. Let us say if the actual resource reaches a quote cost of $ 20, then the CFD price will be a few cents less than that since the dealer will have to escape at that point. So as opposed to increasing your money to $40, he will must settle for several dollars. Nevertheless not really a terrible package to get a purchase with less trouble.

More recently, a publicity campaign for a late-night cartoon show backfired when it aroused fears of a terrorist attack and temporarily shut down the city of Boston. The “guerrilla marketing” effort consisted of 1-foot-tall blinking electronic signs with hanging wires and batteries that marketers used to promote the Cartoon Network TV show Aqua Teen Hunger Force (a surreal series about a talking milkshake, a box of fries, and a meatball). The signs were placed on bridges and in other high-profile spots in several U.S. cities. Most depicted a boxy, cartoon character giving passersby the finger. The bomb squads and other police personnel required to investigate the mysterious boxes cost the city of Boston more than $500,000—and a lot of frayed nerves. 99

Traditional marketing tactics alone cannot effectively reach consumers. A 30-second television spot during the Super Bowl is nice, but it’s not going to turn around a failing brand—neither will a clever tweet during the half-time show. Aggressive social media marketing won’t work either. You must have a fully integrated content marketing plan or be what I call “brand omnipresent,” which means delivering value across the entire online ecosystem to fully change consumer behavior or brand perception. To do this, a consistent value message must exist across every form of content application, and all forms of media—paid, social, owned, or earned—must tell a similar story.

Deaths from P-type loonshots tend to be quick and dramatic. A flashy new technology appears (streaming video), it quickly displaces what came before (rentals), champions emerge (Netflix, Amazon), and the old guard crumbles (Blockbuster). Deaths from S-type loonshots tend to be more gradual and less obvious. It took three decades for Walmart to dominate retail and variety stores to fade away. And no one could quite figure out what Walmart was doing, or why it kept winning. S-type loonshots are so difficult to spot and understand, even in hindsight, because they are so often masked by the complex behaviors of buyers, sellers, and markets. In science, complexities often mask deep truths: mountains of noise conceal a pebble of signal.

Find a secret and build your career or organization around it, searching via customer development for product/market fit (or another “fit” relevant to the situation). Strive to be like a heat-seeking missile in your search for product/market fit, deftly navigating the idea maze. Look for signs of hitting a resonant frequency for validation. If you can’t find any bright spots in what you’re doing after some time, critically evaluate your position and consider a pivot. Build a moat around yourself and your organization to create sustainable competitive advantage. Don’t get complacent; remember only the paranoid survive, and keep on the lookout for disruptive innovations, particularly those with a high probability of crossing the chasm.

They have four categories: happy, satisfied, dissatisfied, disgusted. If they hit happy, they've screwed up; They never want you to be happy. On the other hand, they don't want you so disgusted you quit. The sweet spot is somewhere between dissatisfied and disgusted.

Leave Your Customers in a Better Spot then they found you, so they get in a habit of finding you.

STAGE 2—TEST Step 4—Bullseye Keyword Step 5—Market Size Sweet Spot Step 6—Market Competition Sweet Spot Step 7—Market Must-Haves STAGE 3—CHOOSE Step 8—Choose Your Market Step 9—The Final Step to Launch Obvious definitions aside, the Brainstorm stage allows you to start wide and gather all your potential ideas, ensuring that you don’t narrow your thinking at the outset.

So how can you tell whether your market idea is inside the Market Size Sweet Spot or not? The answer has been hiding in plain sight for more than a decade, since Google released its free tool, Google Trends

The Market Size Sweet Spot is a narrow bandwidth in which markets are the ideal size for education and expertise businesses to thrive.

where that Sweet Spot is and how you can use Google Trends to measure it within seconds and test your own market ideas to see if they also fall within that same Market Size Sweet Spot.

Through this hugely helpful process, we ultimately settled on “potty train puppy” as his Bullseye Keyword. If you type that into Google Trends now, you’ll see that it falls just within the Market Size Sweet Spot indicated by the Rosetta Stone Bullseye Keywords.

And then there are some markets that may be mostly outside the Market Size Sweet Spot but that are just touching some of the Rosetta Stone Bullseye Keyword graphs on the outer edge of the range.

care is way below the Market Size Sweet Spot Range and therefore too small (Red light)

and Hydroponics is way above the Market Size Sweet Spot Range, therefore too big (another Red light).

And then there’s rose care, which is smack bang in the middle of the Sweet Spot Range and represents another likely successful market opportunity (Green light).

Now it’s your turn to see if your Bullseye Keywords are in the Market Size Sweet Spot. Head back to the Choosing Your Green Light Market Worksheet Checkpoint 1,

Now take all the Keywords that already passed both the Google and Amazon first-pass tests and do the Market Size Sweet Spot Test by comparing each keyword with the Rosetta Stone Bullseye Keywords: “orchid care,” “improve memory,” “leadership skills,” “beekeeping.

Market Competition Sweet Spot

First, we’re going to look at Market Size and figure out whether it’s in the Sweet Spot for success

STEP 5 Market Size Sweet Spot

So, how do you find out whether your idea fits in the Market Competition Sweet Spot? In a word, advertising. But your competitors’, not yours.

Bidding Mehmed a temporary farewell, Radu returned to Lazar, his steps buoyed with anticipation. Lazar’s eyes narrowed, his lips twisted in a back-market imitation of a real smile. “Watch yourself, little brother.” Radu paused in picking up the weapons they had left scattered around the yard. “What do you mean?” “There are some things it is not acceptable to want, but there are ways around it, and those who will look the other way. And then there are some things that it is impossible to want. Even the mere act of wanting, if noticed by the wrong people, can get you killed.” He gave a heavy, meaningful look at the spot where Mehmed had been. “Be more careful.” Radu’s throat constricted, his heart racing so he thought he might die of it. What had Lazar seen? What did he suspect? Could he tell simply by watching Radu that something was very wrong with him, when even Radu did not understand what it was? All he knew was that there was some light, some pull, some fire that Mehmed carried, and Radu only felt truly alive when he was nearby. Was that wrong?

Those traders who have confidence in their own trades, who trust themselves to do what needs to be done without hesitation, are the ones who become successful. They no longer fear the erratic behavior of the market. They learn to focus on the information that helps them spot opportunities to make a profit, rather than focusing on the information that reinforces their fears.

French polymath Gustave Le Bon wrote The Crowd in 1895 as a rant on French politics, but his observations also describe how stock market manias occur. Under the influence of crowds, individuals act bizarrely, in ways they never would alone. Le Bon’s key theme is that crowds are mentally unified at the lowest, most barbaric, common denominator of their collective unconscious—instincts, passions, and feelings—never reason. Being unable to reason, crowds can’t separate fact from fiction. Crowds are impressed by spectacle, images, and myths. Misinformation and exaggeration become contagious. Prestige attaches to true believers who reaffirm shared beliefs. Crowds will chase a delusion until it is destroyed by experience.

Interest comes before ability, so if you see stock-picking as a great game of skill and the stock market as a fascinating puzzle with more angles than a Rubik’s Cube, I’m with you. Conversely, if investment research seems like a chore and the stock market a game of chance—then an index fund is best for you. Index investors believe they are rewarded for taking overall market risk, while value investors think they are also paid for doing the opposite when others behave badly. If you aren’t interested in the question of what good and bad behavior might be, you won’t see it as a source of profit. It isn’t always either/or; some people find that owning an index fund and an actively managed fund and individual securities works for them.

According to strategy guru Michael Porter of the Harvard Business School, successful business strategies are at the opposite poles of each of two choices: (1) aim to dominate the entire industry or, alternately, target only the few segments in which it can excel; (2) choose between winning by marketing superior products or, alternately, by offering bargain prices. Companies run into trouble when they are not clear about whether they are serving the whole market or just focusing on specific niches. Also, quality products and low prices can’t be equally important objectives, or a company will be stuck in the middle.

If markets are efficient, past price movements should tell you nothing about the future path of prices. If true—and it is true enough—this means that research into historical price changes won’t be rewarded.

Where did this infamous character come from? His most intimate early portrait was created by Adam Smith in two major works, his 1759 Theory of Moral Sentiments and his 1776 book known as The Wealth of Nations. Today Smith is best remembered for having noted the human propensity to ‘truck, barter and exchange’ and the role of self-interest in making markets work.2 But although he believed self-interest was ‘of all virtues that which is most helpful to the individual’, Smith also believed it was far from the most admirable of our traits, knocked off that top spot by our ‘humanity, justice, generosity and public spirit . . . the qualities most useful to others’. Did he consider humankind to be motivated by self-interest alone? Not at all. ‘How selfish soever man may be supposed,’ he wrote, ‘there are evidently some principles in his nature, which interest him in the fortune of others, and render their happiness necessary to him, though he derives nothing from it except the pleasure of seeing it.’3 Furthermore, Smith believed that an individual’s self-interest and concern for others combined with their diverse talents, motivations and preferences to produce a complex moral character whose behaviour could not easily be predicted.

on market prices or crowd psychology. The spectrum splits along two dimensions. First, event or holistic? Are you looking for an identifiable trigger or catalyst to produce a winning trade, or rather for a holistic (comprehensive, long-term) sense that capital and income are secure? Second, is this well-researched or not? Have you done thorough research, sloppy research, or none at all?

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The best solution is to put a dog bed in your living space, a comfy spot to rest that’s all her own. During the initial house-training phase, though, she should spend the night in a crate in your bedroom. There’s a mind-boggling selection of doggy beds on the market, so take your time choosing the one that’s right for you and your pooch. As in the case of real estate, location counts most when it comes to a dog bed. If your pup’s sleeping accommodation is on carpet or hardwood, you won’t need a lot of padding in the bed, but if it’s on concrete, linoleum or tile, you’ll need an adequate barrier against cold and moisture between the floor and the bottom of the bed. If your pooch sleeps in the basement or some other area where the temperature will be dipping below 60°F (about 16°C), consider a slightly elevated or well-insulated bed. Look for low-maintenance beds that are large enough to allow for a six-inch (fifteen-centimetre) buffer around your pup. And feel free to buy a bed large enough for your pup once he’s full grown. Look for materials that can be washed regularly.

THERMOGRAPHY Misinformation abounds as to the true nature of breast cancer and what causes it. With so much public focus on breast cancer awareness, very little attention is given to breast health, which we know is governed by things like clean eating, routine detoxification, energy balance, and stress reduction, among other things. These other things include not blasting radiation at the breasts in the form of mammograms, which only exacerbate breast cancer risk. Dr. Martin Bales, L.Ac., D.A.O.M., a licensed acupuncturist and certified thermologist at the Center for New Medicine in Irvine, California, has for years been administering one of the best-known alternatives to mammograms: thermograms. As its name suggests, thermography utilizes the power of infrared heat—hence the root word “therm”—to detect physiological abnormalities indicative of a possible breast cancer diagnosis. Dr. Bales’s father first pioneered the technology in the late 1970s with the development of the world’s first all-digital infrared camera, which was used for missile detection purposes during wartime. Its capacity to track the heat signature of missiles was applied to the field of medicine in the 1980s, which eventually gave way to thermographic medical devices. Dr. Bales opined during a recent interview: “In the early eighties, a group of doctors approached my father and said, ‘You know, we’ve heard the body—obviously with its (blood) circulation—we can diagnose a lot of diseases by seeing where there’s hot spots and where there’s cold.’ He said, ‘Okay, I’ll make a medical version for you.’” And the rest is history: thermography machines that identify hot spots in the breasts later hit the market, and select doctors and clinics offer it as a safe, side effect–free alternative to mammograms. “The most promising aspect of thermography is its ability to spot anomalies years before mammography,” says women’s health expert Christiane Northrup, M.D., about the merits of thermography. “With thermography as your regular screening tool, it’s likely that you would have the opportunity to make adjustments to your diet, beliefs, and lifestyle to transform your cells before they became cancerous. Talk about true prevention.

They are loud and boisterous, skylarking in the way that so many men in their twenties do – only just making the train, with the plumped-up platform guard blowing his whistle in furious disapproval. After messing about with the automatic door – open, shut, open, shut – which they inevitably find hilarious beyond the facts, they settle into the seats nearest the luggage racks. But then, apparently spotting the two girls from Cornwall, they glance knowingly at each other and head further down the carriage to the seats directly behind them. I smile to myself. See, I’m no killjoy. I was young once. I watch the girls go all quiet and shy, one widening her eyes at her friend – and yes, one of the men is especially striking, like a model or a member of a boy band. And it all reminds me of that very particular feeling in your tummy. You know. So I am not at all surprised or in the least bit disapproving when the men stand up and the good-looking one then leans over the top of the dividing seats, wondering if he might fetch the girls something from the buffet, ‘. . . seeing as I’m going?’ Next there are name swaps and quite a bit of giggling, and the dance begins. Two coffees and four lagers later, the young men have joined the girls – all seated near enough for me to follow the full conversation. I know, I know. I really shouldn’t be listening, but we’ve been over this. I’m bored, remember. They’re loud. So then. The girls repeat what I have already gleaned from their earlier gossiping. This trip to London is their first solo visit to the capital – a gift from their parents to celebrate the end of GCSEs. They are booked into a budget hotel, have tickets for Les Misérables and have never been this excited. ‘You kidding me? You really never been to London on your own before?’ Karl, the boy-band lookalike, is amazed. ‘Can be a tricky place, you know, girls. London. You need to watch yourselves. Taxi not tube when you get out of the theatre. You hear me?’ I am liking Karl now. He is recommending shops and market stalls – also a club where he says they will be safe if they fancy some decent music and dancing after the show. He is writing down the name on a piece of paper for them. Knows the bouncer. ‘Mention my name, OK?’ And then Anna, the taller of the two friends from Cornwall, is wondering about the black bags and I am secretly delighted that she has asked, for I am curious also, smiling in anticipation of the teasing. Boys. So disorganised. What are you like, eh?

Xerox had an attractive financial model focused on leasing and servicing machines and selling toner, rather than big-ticket equipment sales. For Xerox and its salespeople, this meant steadier, more recurring income. With a large baseline of recurring revenues, budgets were more likely to be met, which allowed management to give accurate guidance to stock analysts. For customers, the cost of leasing a copier is accounted for as an operating expense, which doesn’t usually entail upper management approval as a capital purchase might. As a near-monopoly manufacturer of copiers, Xerox could reduce costs by building more of a few standard models. As owner of a fleet of potentially obsolete leased equipment, Xerox might prefer not to improve models too quickly. As Steve Jobs saw it, product people were driven out of Xerox, along with any sense of craftsmanship. Nonetheless, in 1969, Xerox launched one of the most remarkable research efforts ever, the Palo Alto Research Center (PARC), without which Apple, the PC, and the Internet would not exist. The modern PC was invented at PARC, as was Ethernet networking, the graphical user interface and the mouse to control it, email, user-friendly word processing, desktop publishing, video conferencing, and much more. The invention that most clearly fit into Xerox’s vision of the “office of the future” was the laser printer, which Hewlett-Packard exploited more successfully than Xerox. (I’m watching to see how the modern parallel, Alphabet’s moonshot ventures, works out.) Xerox notoriously failed to turn these world-changing inventions into market dominance, or any market share at all—allowing Apple, Microsoft, Hewlett-Packard, and others to build behemoth enterprises around them. At a meeting where Steve Jobs accused Bill Gates of ripping off Apple’s ideas, Gates replied, “Well Steve, I think there’s more than one way of looking at it. I think it’s like we both had this rich neighbor named Xerox and I broke in to steal his TV set and found out that you had already stolen it.

Spot Shot. Its manufacturers market it for carpets, but it works on other fabrics as well. It is a combo of 2-butoxyethanol and a detergent. Spray it on, wait a bit, and dab with a paper towel. Shout, in its various formulations, is also worth shouting about. I’ve had good luck with the aerosol, the liquid, the gel, and, especially, the laundry stick.

Types of Forex Strategy Traders Figuring out how to exchange isn't simple particularly with regards to the unfamiliar trade market. You will presumably need to learn it through a Forex exchanging framework. A few people believe that dealers are jack of all methodologies of exchanging yet that is not how things work. The way to fruitful exchanging is to turn into the expert of a couple of exchanging techniques. These couple of exchanging methodologies can take you far. Forex procedure dealer frameworks are broadly utilized by various individuals since they give you structure, a bunch of rules and an arrangement to follow as well. There are sure techniques that are at present utilized in the Forex market and they can even cause you to pick what Forex system broker would be best for you to make due in this market. Indicator Driving Trading Systems These exchanging bargains are planned by the individuals who look at that as a specific set up is working at the present time, yet utilizing this framework calls for wary managing. That is on the grounds that it simply works for the current second. This Forex exchanging framework can't give you uphold for quite a while. The framework utilizes pointers for producing an exchanging signal against the value activity. The pointers consistently slack and subsequently, they will in general give late just as false signals. They are not forward-thinking regardless. Something to be thankful for about this exchanging bargain is that it takes a gander at the graphs and numerous beginner merchants think that it’s valuable and enticing. They think of it as' not difficult to utilize and comprehend. Harmonic trading system The Harmonic trading system framework perceives value designs with the Fibonacci augmentations just as following data and afterward it figures the defining moments in the business sectors. It is an intricate type of exchanging which will call for significant practice. On the off chance that you ace it by training, at that point you will discover it among outstanding amongst other exchanging frameworks as it can offer more significant yields against the danger. You can utilize it for exchanging any sort of market. Technical Trading Systems These are perhaps the most ordinarily utilized exchanging bargains that are basic among Forex merchants. They incorporate climbing triangles, banner examples, shoulder examples, heads and various different examples to allow you to exchange the business sectors. These exchanging frameworks are truly useful and you utilize monetary information from earlier years to anticipate the market patterns and take an action. The Forex technique broker or the Forex exchanging frameworks empower you to ensure that you don't lose while you exchange from the solace of your own home. In any case, be certain that Forex exchanging frameworks are not lucrative aides. You actually need to utilize your own insight in exchanging and assemble loads of exchanging data request to put your cash in the perfect spot. Exchanging isn't some tea. On the off chance that you think by utilizing the exchanging gives you can guarantee making enormous amounts of cash, at that point you are incorrect. You should utilize your experience and viable information to guarantee that the Forex procedure broker you use demonstrates to control you in productive exchanging.

She shouldn’t have brought him here. Lyria had sold flowers in the market; she’d been a poor flower girl before Prince Rowan had spotted her and instantly known she was his mate. A faerie tale—until she’d been slaughtered by enemy forces. Pregnant with Rowan’s child. Aelin clenched and unclenched her fingers, any words lodged in her throat. Rowan was still staring at the girl, who smiled at a passing woman, aglow with some inner light. “I didn’t deserve her,” Rowan said quietly. Aelin swallowed hard. There were wounds in both of them that had yet to heal, but this one … Truth. As always, she could offer him one truth in exchange for another. “I didn’t deserve Sam.

The new leaders will not be content to sit back and let the cruise control do the driving. They will be looking forward, scanning the landscape, watching the competition, spotting emerging trends and new opportunities, avoiding impending crises. They will be explorers, adventurers, trailblazers. Advanced technology will give them an interactive, real-time connection with the marketplace; and they will get feedback from sensors at the peripheries of the organization. But they will be led just as much by their own intuition. Sometimes they will decide to ignore the data and drive by the seat of their pants. Tomorrow’s successful leaders will be what Warren Bennis calls ‘leaders of leaders’. They will decentralize power and democratize strategy by involving a rich mixture of different people from inside and outside the organization in the process of inventing the future.

7 Traits you Need in an Employee to Really Help You Build Your Business As a counsel to new businesses, and a tutor many desiring business visionaries, despite everything i’m shocked at the number who are resolved to go at only it. Surprisingly more dreadful, when they make sense of that they truly require enable, the primary spot they to look is for an understudy or untrained helpers. They don’t understand that these lone increment their workload, because of preparing and administration, as opposed to offloading genuine work. Partners do what you say, while individuals more astute than you in their space do what you require, with no consideration from you. Truth be told, if you are focusing, you can really gain from what they do. For instance, creators need to stay with their imaginative abilities, and discover an accomplice who knows how to construct a business around it. That is a win-win for the two accomplices. In this manner top business people invest as much energy getting the correct group set up to maintain the business as building the item or administration. Tragically, some are so enamored with themselves (narcissistic), that they can’t be persuaded that any other person could run their accounts, or go up against marketing.True pioneers know how to appoint and tune in, and let others do what they know best.

7 Traits you Need in an Employee to Really Help You Build Your Business As a counsel to new businesses, and a tutor many desiring business visionaries, despite everything i’m shocked at the number who are resolved to go at only it. Surprisingly more dreadful, when they make sense of that they truly require enable, the primary spot they to look is for an understudy or untrained helpers. They don’t understand that these lone increment their workload, because of preparing and administration, as opposed to offloading genuine work. Partners do what you say, while individuals more astute than you in their space do what you require, with no consideration from you. Truth be told, if you are focusing, you can really gain from what they do. For instance, creators need to stay with their imaginative abilities, and discover an accomplice who knows how to construct a business around it. That is a win-win for the two accomplices. In this manner top business people invest as much energy getting the correct group set up to maintain the business as building the item or administration. Tragically, some are so enamored with themselves (narcissistic), that they can’t be persuaded that any other person could run their accounts, or go up against marketing.True pioneers know how to appoint and tune in, and let others do what they know best. So, in case you’re executing yourself with work, and following up on everything about, might need to take a gander at your group to guarantee you’ve encircle yourself with the privilege people.Of course, the correct ones may cost you value, yet a little level of a major business is worth much more to you than a substantial piece of nothing. Here are a few ascribes to search for in the general population you require: 1. Related knowledge and abilities to supplement your qualities Would you endeavor to fabricate the place you had always wanted, with arbitrary assistants demonstrating no involvement? Discover an accomplice who has managed the substances of innovation, devices, and financing. A startup has enough questions, without numbness of the nuts and bolts. Try not to rehash the oversights of others. 2. Demonstrated reputation of completing things Diligent work is important, however not adequate to begin another business. Building a decent arrangement, and measuring against that arrangement is pivotal to developing any business. Regularly individuals with cutting edge degrees have scholarly smarts, however are not closers. You can’t stand to settle on each choice, or follow-up on each activity. 3. Create and propose their own concern arrangements How regularly do the general population around you prescribe arrangements, as opposed to feature issues? In case you’re cooperating with individuals who are more astute than you, you ought to be as often as possible amazed with their new thoughts and arrangements. You may not generally concur, but rather you will be always gaining from them. 4. Reliably enthusiastic and positive in a part The savvy individuals you need are as positive and enthusiastic about your business as you seem to be. They assume possession and liability for their activities. They persuade you with their activities that they comprehend the master plan. They contend unhesitatingly and intentionally, as opposed to protectively. 5. Invest more energy tuning in than talking It’s hard for colleagues to learn while they are talking. Search for colleagues who are attentive people, where you end up searching them out, as opposed to dependably the a different way. It’s awesome to group with individuals that you can imagine working for sometime in the not so distant future, or taking control of your business. 6. Push you to concentrate on vital components and being a superior pioneer You require individuals around you asking the correct inquiries, and testing you on key issues, as opposed to the emergency of the day.

SoHo was a market I desperately wanted to sell in, and I started meeting people the moment I put my mind to it. “Need some water? My name’s Ryan.” “Need a spot?” “Nice Nikes!” These would be strange things to say to someone on the street. But at the gym, these were my client pickup lines, and they worked. They worked so well that I became addicted to meeting people. The first week I picked up a $3.5 million loft and sold it in four days. The 6 percent commission I made paid for 100 years of Equinox. Literally. And these were just my afternoon clients.

We investigated this a little further, and found an interesting pattern across all our bestselling books, beyond just Steel and Grisham. It turns out that successful authors consistently give that sweet spot of 30 percent to just one or two topics, whereas non-bestselling writers try to squeeze in more ideas. To reach a third of the book, a lesser-selling author uses at least three and often more topics. To get to 40 percent of the average novel, a bestseller uses only four topics. A non-bestseller, on average, uses six. While this may sound like a lot of numbers, the effect on your reading experience and the cohesion of a satisfying narrative is quite significant. Telling the heart of a story with fewer topics implies focus. It implies lack of unneeded subplots. It implies a more organized and precise writerly mind. It implies experience. We tested this finding with two of our friends—an agent and a novelist. Both told us that they had, through a series of painful rejections from publishing houses, come to the theory that new writers start out too ambitious. They said such writers tend to favor the approach of telling a complex situation from all angles, which will entail many topics. Writers are observers, and it is natural for them to want to share all that they have observed about the human condition. While writing such a topic-rich novel can be a very satisfying intellectual endeavor, the market tends to reject it. It’s too much in a 350-page experience. Focus that brings both depth and a story that can be easily followed is the preference—topics in fiction are not meant to amount to an encyclopedia. They serve as the underlying linchpins for character and emotional experience and are meant to overshadow neither.

Suppose a company has a significant scale advantage in a Scale Economies business. Smaller firms would spot this advantage, and their first impulse might be to pick up market share, thus improving their relative cost position and erasing some of this disadvantage while improving their bottom line. To get there, however, they would have to offer up better value to customers, such as lower prices. In an established

As companies move toward distributed systems, Sybase and competing vendors—such as The ASK Group Inc., Informix Software Inc., and Oracle Corp.—are all offering products similar to System 10 . . . . Here we are in the “safe as milk” category, somewhat ironic in light of subsequent revelations about the limitations of Server 10. The innovations presented here are all continuous—performance, functionality, and capacity—and a number of other mainstream vendors are “all offering products similar” to it. Note the emphasis on company and market issues as opposed to product and technology. All of this speaks to mainstream positioning, either tornado or post-tornado. Since there is not a lot of emphasis on cutthroat competition, which one always expects with tornado products, the conclusion one would draw here is that Sybase 10 is on Main Street. Additional Indicators Beyond press coverage, a second source of clues to market status comes from the behavior of other companies in the infrastructure. Lew Platt at HP, for example, realized that their commercial Unix server business was in the tornado when software vendors were calling him rather than the other way around. Going further, when a tornado is under way, the easiest way to spot the gorilla is to look for the

Rework Your Network As you advance in your career, the advice you need changes. Preparing yourself for a new role calls for proactively restructuring your advice-and-counsel network. Early in your career, there is a premium on cultivating good technical advisers—experts in certain aspects of marketing or finance, for instance, who can help you get your work done. As you move to higher levels, however, it becomes increasingly important to get good political counsel and personal advice. Political counselors help you understand the politics of the organization, an understanding that is especially important when you plan to implement change. Personal advisers help you keep perspective and equilibrium in times of stress. Transforming your advice-and-counsel network is never easy; your current advisers may be close friends, and you may feel comfortable with technical advisers whose domains you know well. But it is essential to step back and recognize where you need to build your networks to compensate for blind spots and gaps in your own expertise or experience.

The Vampires’ Castle feeds on the energy and anxieties and vulnerabilities of young students, but most of all it lives by converting the suffering of particular groups — the more “marginal” the better — into academic capital. The most lauded figures in the Vampires’ Castle are those who have spotted a new market in suffering — those who can find a group more oppressed and subjugated than any previously exploited will find themselves promoted through the ranks very quickly.

Initially, CERs did spur some forest projects in the tropics. But they also increased activity in an unexpected quarter. A small number of companies in China and India produced a chemical used in refrigerators. Their manufacturing process created a by-product called HFC-23. This chemical has an unusual property: it is a super greenhouse gas. Just one HFC-23 molecule causes as much global warming as 11,700 molecules of carbon dioxide. The manufacturers spotted an opportunity with CERs. Five years into the trading program, it emerged that these companies had doubled their output and had earned roughly half the world’s total CERs. The market for refrigerants had not grown, though, so why had they ramped up production? These companies had changed their business model. Their profit no longer came from producing and selling refrigerant. What they now cared about was producing and destroying the HFC-23 by-product. They duly incinerated every pound of HFC-23 they created. And for every pound of super greenhouse gas they destroyed, the companies were awarded CERs—which they then sold to polluting countries and companies in Europe and Japan. As Gerben-Jan Gerbrandy, a Dutch member of the European Parliament, explained, “It’s perverse. You have companies which make a lot of money by making more of this gas, and then getting paid to destroy it.” Creating and then destroying HFC-23 generated a lot of profit—but it provided zero environmental benefit. Even worse, it was cheaper for companies to buy credits from HFC-23 destroyers than from forest builders. So very little money flowed to rainforests. By the time this scam was recognized and stopped, Chinese and Indian HFC-23 makers had earned a fortune. Billions of dollars had been wasted; the world’s climate got nothing in return.

Delta Airlines Customer Service Number +1-855-653-5007 In the event that you are wanting to fly anyplace then creating Delta Airlines Customer service can be very useful for you. The help presented by this carrier has been acclaimed by numerous travelers which is obvious by the titanic speed of its development rate. Delta Airlines has become one of the fundamental transporters of the US by developing huge amounts at a time in each conceivable viewpoint. The authority site of the carrier says that it puts stock in uniting individuals than simply carrying individuals to a spot. Indeed, they are trying to do they are saying others should do which is noticeable by the quantity of individuals picking Delta over some other carrier each and every day. The records say that 91 million individuals make Delta Airlines flight reservations consistently. The carrier has been effectively made its spot in the market by serving the travelers beginning around 1929. Baggage allowance is the biggest concern of all passengers regardless of the airline they select to fly with. The airlines charge a baggage fee from the passengers that exceed the baggage allowance limit. But passengers will find a crystal clear policy mentioned on the Delta airlines official site with no hidden charges. The airlines suggests the passengers to check the baggage policy before making any Delta Airlines reservations online. Please note that the baggage allowance with Delta reservations is determined by the origin of the flight and the destination of the flight along with the type of fare purchased by the passenger. Though the following information on baggage allowance is provided on the standard basis: Carry-on Baggage The passengers are allowed to carry one carry on baggage on board with Delta reservations. The size of the carry-on baggage must not exceed the dimensions of 22″ x 14″ x 9″ or 56 x 35 x 23 cm. The weight of the carry-on baggage must not be more than seven (7) kgs or fifteen (15) lbs. The baggage must fit in the overhead bin or under the seat in front of your seat The size of the carry-on baggage must not exceed 45 linear inches or 114 cms. The aforementioned size of the bags include the wheels and the handles of the bag as well The passengers are allowed to carry one personal item along with the carry-on baggage. The personal item can be a jacket, a laptop, a purse, a camera bag, a briefcase. Please note that the aforementioned list is not exhaustive.

Imagine the power to resolve dozens of issues right on the spot. If a press release needed approval, everyone (including the CFO, the VP of sales, and the software development and marketing chiefs) was there to review and resolve it in minutes. It didn’t float around in emails for days, sucking up hours of management’s time. If Sales was having a problem with the CRM system, the head of IT was there. If Development needed to hire additional programmers, the head of HR and the CFO were there to start the process and sign off on the budget.

Why people churn Most churn occurs at the time of the sale. In 2017, my churn was over 60%. I signed up customers who were a poor fit for my solution. Many customers thought Connex was an inventory management tool and others thought we built custom software. We had no onboarding process and we expected users to figure out Connex on their own. Many users failed to choose the right settings, since they are small business owners and not accountants. Since the software failed to work as expected, they quickly cancelled. From experience, most users churn in the first 30 days. It is critical that you reach out to them and ensure the software works correctly. My staff performs an onboarding and ensures Connex works to the customer’s satisfaction. Users churned because my software lacked features that it has today. We noticed a dramatic shift in churn, after implementing a sales and marketing process. In the first quarter of 2021, we had only a handful of refunds out of 100 purchases. People churn because they fail to achieve their desired result or experience. People buy Connex because they want accurate financial information, better order fulfillment, or protection from overselling. If the sync were inaccurate and unreliable then we would lose customers. In other cases, your software may become superfluous. For example, I used the excellent meeting automation tool Calendly. When I migrated to HubSpot, however, I no longer needed Calendly because HubSpot offered meeting automation as part of its suite of offerings. Even if your tool works, your customer’s desired situation or desired outcomes may change. I churned from my ticketing system because I was unhappy with the customer service and experienced technical issues with their chat and phone system. Companies often tack on features that are nowhere near as usable as their core offering.

Think of your product as a fishing net. You have a theory that your net is good for catching grouper, but you haven’t fished with it yet so you aren’t certain what you might catch. At first, you’ll want to go where there are lots of different fish and see what you pull up. If you notice over time you’re pulling in a lot of tuna, not grouper, you can move to the tuna spot and do the same amount of work to get a lot more fish. If you had positioned your tuna net as a grouper net in the beginning, you might never have figured out your best positioning. Positioning your net broadly as a “fish net” when you have little market experience is the best way to keep your options open until you have enough customer experience to start seeing patterns.

He [Steve Ross] said he used to have the same prejudices against the game as most Americans: It was too slow, too "foreign," too difficult to understand what was really going on. But once he started watching the game, and had some friends explain it to him, he realized how fascinating soccer could be. He believed that it just needed the right conditions to thrive. In other words, he saw soccer like an entrepreneur, which of course was exactly what he was, and an excellent one at that. He spotted an unmet need, an undervalued asset, and made it his personal mission to make it succeed, come hell or high water. After the Cosmos struggled through its first few seasons, switching stadiums every so often and failing to generate much buzz, Steve purchased the team from its original investors for the grand price of one dollar. And then, for no good reason other than his own passion and drive, Steve decided to throw the entire commercial and marketing weight of Warner Communications behind the team. He would not only make the Cosmos a winner, but bring a "new" spectator sport to the American public.

Remember the root spray color I used to extend trips to the colorist? Guess what can disguise thin spots too? The same thing! Spray hair! I know we all laughed at the Ronco guy in the ’80s who marketed hair in a can, but he was onto something. You just have to be careful not to go all Rudy Giuliani and use so much that it drools down your face like an oil rig is hovering above you.