Stable Business Quotes

The profession of book writing makes horse racing seem like a solid, stable business.

Individuals are not stable things, they are fleeting. Chromosomes too are shuffled into oblivion, like hands of cards soon after they are dealt. But the cards themselves survive the shuffling. The cards are the genes. The genes are not destroyed by crossing-over, they merely change partners and march on. Of course they march on. That is their business. They are the replicators and we are their survival machines. When we have served our purpose we are cast aside. But genes are denizens of geological time: genes are forever.

I very frequently get the question: 'What's going to change in the next 10 years?' And that is a very interesting question; it's a very common one. I almost never get the question: 'What's not going to change in the next 10 years?' And I submit to you that that second question is actually the more important of the two -- because you can build a business strategy around the things that are stable in time. ... [I]n our retail business, we know that customers want low prices, and I know that's going to be true 10 years from now. They want fast delivery; they want vast selection. It's impossible to imagine a future 10 years from now where a customer comes up and says, 'Jeff I love Amazon; I just wish the prices were a little higher,' [or] 'I love Amazon; I just wish you'd deliver a little more slowly.' Impossible. And so the effort we put into those things, spinning those things up, we know the energy we put into it today will still be paying off dividends for our customers 10 years from now. When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it.

Idiot. Above her head was the only stable point in the cosmos, the only refuge from the damnation of the panta rei, and she guessed it was the Pendulum's business. A moment later the couple went off -- he, trained on some textbook that had blunted his capacity for wonder, she, inert and insensitive to the thrill of the infinite, both oblivious of the awesomeness of their encounter -- their first and last encounter -- with the One, the Ein-Sof, the Ineffable. How could you fail to kneel down before this altar of certitude?

Roads are made for horses and men of business. I do not travel in them much, comparatively, because I am not in a hurry to get to any tavern or grocery or livery-stable or depot to which they lead.

Well, very long ago, on the spot where the Wild Wood waves now, before ever it had planted itself and grown up to what it now is, there was a city - a city of people, you know. Here, where we are standing, they lived, and walked, and talked, and slept, and carried on their business. Here they stabled their horses and feasted, from here they rode out to fight or drove out to trade. They were a powerful people, and rich, and great builders. They built to last, for they thought their city would last for ever.

Big data does not predict anything beyond the assumption of an idealized situation in a stable system.

the stables. “My Lord,” he said, sketching a bow to Britt. “A guest has just arrived at Camelot. A Royal guest—a lady!” the young boy said, looking horrified. Britt held back a groan, but couldn’t stop her expression of disdain. “Inform the lady I am busy with kingly affairs and send Merlin to greet her.” “Merlin already has greeted her,” the page said, his eyes bulging. “She hit him with a club.” “Never mind, I shall meet this curious lady myself,” Britt said, brushing horse hair from her clothes.

Companies should not gamble with leverage. Companies shouldn't gamble on borrowed money. If a company is going to borrow and leverage other peoples money, it should be going toward something profitable, stable and safe. Executives can't predict the future with any certainty, but they can do their research and due diligence. And they can be methodical and strategic as opposed to reckless.

The president-elect loved to gin up the ratings, and was quick to seize on how the presidency could benefit his personal brand and his businesses.

She's a woman. Like a chameleon does, a woman quietly blends into all the parts of her life. Sometimes you can hardly tell she's there, she's so quiet going on about her business. Feed the baby. Muck the stables. Make soup from stones. Make a sheet into a dress. She doesn't count on destiny for anything. She knows its her own hands, her own arms, her own thighs and breasts that have to do the work. Destiny is bigger in men's lives. Destiny is a welcome guest in a man's house. She barely knocks and he's there to open the door. "Yes, yes. You do it," he says to destiny and lumbers back to his chair.

There’s a saying that all roads lead to Ankh-Morpork, greatest of Discworld cities. At least, there’s a saying that there’s a saying that all roads lead to Ankh-Morpork. And it’s wrong. All roads lead away from Ankh-Morpork, but sometimes people just walk along them the wrong way. Poets long ago gave up trying to describe the city. Now the more cunning ones try to excuse it. They say, well, maybe it is smelly, maybe it is overcrowded, maybe it is a bit like Hell would be if they shut the fires off and stabled a herd of incontinent cows there for a year, but you must admit that it is full of sheer, vibrant, dynamic life. And this is true, even though it is poets that are saying it. But people who aren't poets say, so what? Mattresses tend to be full of life too, and no one writes odes to them. Citizens hate living there and, if they have to move away on business or adventure or, more usually, until some statute of limitations runs out, can’t wait to get back so they can enjoy hating living there some more. They put stickers on the backs of their carts saying "Anhk-Morpork—Loathe It or Leave It.

If order for a currency to be effective, it has to be stable. People can accept varying levels of volatility regarding their investments. But no one is willing to accept volatility in regard to the currency they use.

The night in question, I had put aside my perpetual lavatory read, The Decline and Fall of the Roman Empire, because of all the manuscripts (inedible green tomatoes) submitted to Cavendish-Redux, my new stable of champions. I suppose it was about eleven o'clock when I heard my front door being interfered with. Skinhead munchkins mug-or-treating? Cherry knockers? The wind? Next thing I knew, the door flew in off its ruddy hinges! I was thinking al-Queda, I was thinking ball lightning, but no. Down the hallway tramped what seemed like an entire rugby team, though the intruders numbered only three. (You'll notice, I am always attacked in threes.) "Timothy," pronounced the gargoyliest, "Cavendish, I presume. Caught with your cacks down." "My business hours are eleven to two, gentlemen," Bogart would have said, "with a three-hour break for lunch. Kindly leave." All I could do was blurt, "Oy! My door! My ruddy door!

the complex of seven luxurious homes, swimming pools and lavish stables was surrounded by a twelve-foot wall patrolled by what we believed to be Albanians armed with Skorpion machine pistols. This was strange, given that the family was in the wholesale floristry business. Maybe flower theft was a bigger problem in northern Greece than most people realized.

If you call yourself an entrepreneur but you haven’t created a stable job for yourself in the context of your business - you’re not an entrepreneur, you’re an unemployed person with sporadic sources of income.

Some do not walk at all; others walk in the highways; a few walk across lots. Roads are made for horses and men of business. I do not travel in them much, comparatively, because I am not in a hurry to get to any tavern or grocery or livery-stable or depot to which they lead.

That's what love is like when you're young. Like spinning, filling you with excitement and joy, losing yourself in the moment. But if you don't have a focus point to keep you stable, you lose your balance and before you know it, you're falling and you can't see who you're taking down with you because you've been too busy spinning to see what else has been going on." (Nora)

My friend Joe Polish uses the analogy of a racehorse. If you owned a million-dollar racehorse, you would take great care in how you treated that horse. You would feed it well, make sure it was well rested, carefully monitor its workouts, give it a clean and comfortable stable, and schedule regular checkups with a vet. In your life and your business, your body is your million-dollar racehorse. Don’t you deserve the same care?

I hate that phrase "the real world." Why is an aircraft factory more real than a university? Is it? In universities I've had in my office ex-cons on parole, young people in tears racked with deep sexual problems, people recently released from mental hospitals, confused, bewildered, frightened, hoping, with more desperation than some of us will ever be unlucky enough to know, that they will remain stable enough to stay in school, and out of hospitals forever. I've seen people so lovelorn that I've sat there praying as only an unreligious man can pray that I don't say something wrong, that I can spare their feelings, that I might even say something that will make their lives easier if only for a few moments. Sad drug addicts too. Not people you usually meet in industrial offices. . . In some ways the university is a far more real world than business.

That’s why time-friendly people tend to make fewer emotional commitments than my friend Bernard does. They have a profound understanding of how much time it takes to be there for someone, so they think, deliberate, and pray long and hard before they decide to invest in a relationship. You might think they’re aloof or uncaring. They’re not. They are, instead, unwilling to write bad checks, emotionally speaking. Another friend, Pamela, recently passed the time test with flying colors. We’ve known each other a long time, and I needed her input on a big decision I was making. I knew she was busy, but I called her anyway, asking, “Can we do lunch?” Pamela lives quite a drive away, but she checked her calendar (another trait of safe people!), and we made an appointment. A few days later, we met, and I told her how much it meant to me for her to take the time out for me. She was genuinely surprised. “Well, I told you I’d be here, didn’t I?” Tears came to my eyes. For Pamela, a relationship means that you’re there for good. End of conversation. Look for people who are “anchored” over time. Don’t go for flashy, intense, addictive types. A Ford that will be there tomorrow is a lot better than a Maserati that might be gone. There are stable Maseratis. But it’s best to drive them awhile, that is, test out the relationship over time, to make sure.

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

Such threats and promises often succeed in creating stable human hierarchies and mass-cooperation networks, as long as people believe that they reflect the inevitable laws of nature or the divine commands of God, rather than just human whims. All large-scale human cooperation is ultimately based on our belief in imagined orders. These are sets of rules that, despite existing only in our imagination, we believe to be as real and inviolable as gravity. ‘If you sacrifice ten bulls to the sky god, the rain will come; if you honour your parents, you will go to heaven; and if you don’t believe what I am telling you – you’ll go to hell.’ As long as all Sapiens living in a particular locality believe in the same stories, they all follow the same rules, making it easy to predict the behaviour of strangers and to organise mass-cooperation networks. Sapiens often use visual marks such as a turban, a beard or a business suit to signal ‘you can trust me, I believe in the same story as you’. Our chimpanzee cousins cannot invent and spread such stories, which is why they cannot cooperate in large numbers.

Nothing is perfect, final, or fixed in this material world. As soon as we are tempted to believe it is, we’ve probably set ourselves up for disappointment. What we’re truly striving for is the permanence that we can count on, amid all the change and flux. And the most permanent, secure, and stable thing we can possess is a foolproof way to deal with impermanence, insecurity, and surprise. A real connection with some greater awareness of the wellspring of our being and our universe will always provide the ultimate relief and resolution. But, as an Arab proverb so appropriately counsels: Trust in Allah, and tie your camel.

just agreed to buy some decommissioned Saudi antiaircraft missiles for twelve million dollars and is planning to kidnap a racehorse as down payment. “The chrysanthemums are beautiful,” says the woman. “Exquisite.” A kidnapped racehorse was not ideal, as far as Martin Lomax was concerned, but if both sides were happy with the arrangement he has ample stabling by the paddock. He has done business with the Ukrainians before and found them violent but trustworthy. Martin Lomax will get the local Scout troop to run a refreshment stall on one of the Open Garden days. Water and so on. People need water, he has noticed. They go crazy for the stuff.

Yet the very smell of food made her stomach oddly unsettled and she set down the bowl of porridge without taking a spoonful. That infuriated Dragon,still watching from the stable. As though the circumstances were not bad enough,a night without sleep had left him even more on edge. It was all he could do not to stomp out into the yard and demand she swallow every bite. After which he would take her in his arms, kiss her lingeringly, beseech her to tell him he could not possibly be wrong to trust her,and generally make a slobbering fool of himself to rival those great dolts Grani and Sleipnir. No,that he would not do. He would instead have a word with the men on the watchtowers, telling them to keep an eye on his wife and leaving them to make of that what they would while he went off to the river, there to immerse himself in blessedly cold water and cast off the shadows of sleeplessness. When he returned, freshly garbed but not having taken time to shave, he found the day unfolding much as usual. People were coming and going about their daily tasks,now that the barn was rebuilt, apparently determined to ignore the fact that the lady of their manor was tied to a punishment post. Not Magda,though. That stalwart passed him with as close to a glare as she would ever come and bustled out to ask Rycca advice about something or other. The sheer ludicrousness of that struck Dragon and he was chuckling when Magda passed by again,which earned him another stern frown. That was the height of levity for the day.Hours passed and nothing happened. Magda came and went,clucking over Rycca's failure to eat and glaring more at Dragon every time she saw him. Several of the other women began to do the same. He took that as an indication that those who had gotten to know Rycca best held her blameless. His venture into Byzantine intrigue of the previous day rankled all the more. He tried not to think about it. The day dragged on. With the stronghold as busy as ever, Dragon told himself no one would be so foolish as to approach Rycca with intent to do her harm. Yet he found excuse after excuse to be in the yard himself.

Sri Lankan Socioeconomics 101 If people stopped chasing after power and connections and realized that they have all the power they need within themselves, to create whatever they want with their lives: there will be more friendships than contacts, less gold-diggers, more marriages based on love, better family lives, stable and enriched childhoods leading to a well endowed, disciplined and better educated workforce. There will be loyalty and ingenuity and better standards of education. Abundance of well educated individuals => pressure to innovate =>increased entrepreneurship, improved economy.High functioning economy attracting more foreign capital => export surplus. Educated workforce + increased involvement in international business => pressure to improve foreign allies and foreign policy => pressure to improve transparency => decrease in corruption. So stop sitting around complaining about corruption and (with all due respect,) get off your ass and do something for yourself. Stop chasing after other people's power and chase after your own dreams and you will have all the power you need.

You’re worried about Anna?” “Anna and the baby, who, I can assure you, are not worried about me.” “Westhaven, are you pouting?” Westhaven glanced over to see his brother smiling, but it was a commiserating sort of smile. “Yes. Care to join me?” The commiserating smile became the signature St. Just Black Irish piratical grin. “Only until Valentine joins us. He’s so eager to get under way, we’ll let him break the trail when we depart in the morning.” “Where is he? I thought you were just going out to the stables to check on your babies.” “They’re horses, Westhaven. I do know the difference.” “You know it much differently than you knew it a year ago. Anna reports you sing your daughter to sleep more nights than not.” Two very large booted feet thunked onto the coffee table. “Do I take it your wife has been corresponding with my wife?” “And your daughter with my wife, and on and on.” Westhaven did not glance at his brother but, rather, kept his gaze trained on St. Just’s feet. Devlin could exude great good cheer among his familiars, but he was at heart a very private man. “The Royal Mail would go bankrupt if women were forbidden to correspond with each other.” St. Just’s tone was grumpy. “Does your wife let you read her mail in order that my personal marital business may now be known to all and sundry?” “I am not all and sundry,” Westhaven said. “I am your brother, and no, I do not read Anna’s mail. It will astound you to know this, but on occasion, say on days ending in y, I am known to talk with my very own wife. Not at all fashionable, but one must occasionally buck trends. I daresay you and Emmie indulge in the same eccentricity.” St. Just was silent for a moment while the fire hissed and popped in the hearth. “So I like to sing to my daughters. Emmie bears so much of the burden, it’s little enough I can do to look after my own children.” “You love them all more than you ever thought possible, and you’re scared witless,” Westhaven said, feeling a pang of gratitude to be able to offer the simple comfort of a shared truth. “I believe we’re just getting started on that part. With every child, we’ll fret more for our ladies, more for the children, for the ones we have, the one to come.” “You’re such a wonderful help to a man, Westhaven. Perhaps I’ll lock you in that nice cozy privy next time nature calls.” Which

In the wake of the Cognitive Revolution, gossip helped Homo sapiens to form larger and more stable bands. But even gossip has its limits. Sociological research has shown that the maximum ‘natural’ size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings. Even today, a critical threshold in human organisations falls somewhere around this magic number. Below this threshold, communities, businesses, social networks and military units can maintain themselves based mainly on intimate acquaintance and rumour-mongering. There is no need for formal ranks, titles and law books to keep order. 3A platoon of thirty soldiers or even a company of a hundred soldiers can function well on the basis of intimate relations, with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

You already know what you know, after all—and, unless your life is perfect, what you know is not enough. You remain threatened by disease, and self-deception, and unhappiness, and malevolence, and betrayal, and corruption, and pain, and limitation. You are subject to all these things, in the final analysis, because you are just too ignorant to protect yourself. If you just knew enough, you could be healthier and more honest. You would suffer less. You could recognize, resist and even triumph over malevolence and evil. You would neither betray a friend, nor deal falsely and deceitfully in business, politics or love. However, your current knowledge has neither made you perfect nor kept you safe. So, it is insufficient, by definition—radically, fatally insufficient. You must accept this before you can converse philosophically, instead of convincing, oppressing, dominating or even amusing. You must accept this before you can tolerate a conversation where the Word that eternally mediates between order and chaos is operating, psychologically speaking. To have this kind of conversation, it is necessary to respect the personal experience of your conversational partners. You must assume that they have reached careful, thoughtful, genuine conclusions (and, perhaps, they must have done the work tha justifies this assumption). You must believe that if they shared their conclusions with you, you could bypass at least some of the pain of personally learning the same things (as learning from the experience of others can be quicker and much less dangerous). You must meditate, too, instead of strategizing towards victory. If you fail, or refuse, to do so, then you merely and automatically repeat what you already believe, seeking its validation and insisting on its rightness. But if you are meditating as you converse, then you listen to the other person, and say the new and original things that can rise from deep within of their own accord. It’s as if you are listening to yourself during such a conversation, just as you are listening to the other person. You are describing how you are responding to the new information imparted by the speaker. You are reporting what that information has done to you—what new things it made appear within you, how it has changed your presuppositions, how it has made you think of new questions. You tell the speaker these things, directly. Then they have the same effect on him. In this manner, you both move towards somewhere newer and broader and better. You both change, as you let your old presuppositions die—as you shed your skins and emerge renewed. A conversation such as this is one where it is the desire for truth itself—on the part of both participants—that is truly listening and speaking. That’s why it’s engaging, vital, interesting and meaningful. That sense of meaning is a signal from the deep, ancient parts of your Being. You’re where you should be, with one foot in order, and the other tentatively extended into chaos and the unknown. You’re immersed in the Tao, following the great Way of Life. There, you’re stable enough to be secure, but flexible enough to transform. There, you’re allowing new information to inform you—to permeate your stability, to repair and improve its structure, and expand its domain. There the constituent elements of your Being can find their more elegant formation. A conversation like that places you in the same place that listening to great music places you, and for much the same reason. A conversation like that puts you in the realm where souls connect, and that’s a real place. It leaves you thinking, “That was really worthwhile. We really got to know each other.” The masks came off, and the searchers were revealed. So, listen, to yourself and to those with whom you are speaking. Your wisdom then consists not of the knowledge you already have, but the continual search for knowledge, which is the highest form of wisdom.

I think it’s important to reiterate here that I didn’t start out wanting to be a gardener, or a designer for that matter. It was all trial and error and figuring things out. And sometimes you’ve got to try something outside of your comfort zone to figure out what it is that you truly love. Well, you could say that about you and me right from the start. You were never looking for the loud guy, and I certainly wasn’t looking for the quiet girl. Now I look back and go, “If I would’ve ended up with that quiet guy or that stable guy or that safe guy, I would never have been able to pursue any of these dreams, because no one would have pushed me to these new places I discovered in myself.” Those other types of guys might have allowed me to stay in that safe place. They wouldn’t have drawn you out. That’s interesting. And if I had wound up with some cheerleader who was always the life of the party, I don’t think I would have found my way, either. I needed you for that. Nowadays when I think about the name Magnolia, I think about it in terms that refer to much more than the blossoming of our business. I think about the buds on the three, and how they really are just the tightest buds--they look like rocks, almost. And I feel like when Chip and I met, that tight little bud was me. I was risk averse, and in some ways, I don’t think I saw the beauty or the potential in myself. Then I wound up with Chip Gaines and-- You bloomed? I did. If I hadn’t married Chip, I might not have ever bloomed. I can’t imagine what my life would be if we hadn’t traveled this road. We celebrated our twelfth anniversary recently, and my dad said something that I thought was really beautiful. He said, “Chip, I always thought, when I was out on the baseball field hitting you those grounders, that I was training you to be the next greatest baseball player. But now, looking back and seeing the person you’ve become, I was really training you to be the next greatest dad.

If it were any of the other Sharpes, he wouldn’t balk. But the idea of spending serveral hours in her company was both intoxicating and terrifying. “If you don’t let me go along,” she continued, “I’ll just follow you. He scowled at her. She probably would; the woman was as stubborn as she was beautiful. “And don’t think you can outride me, either,” she added. “Halstead Hall has a very good stable, and lady Bell is one of our swiftest mounts.” “Lady Bell?” he said sarcastically. “Not Crack Shot or Pistol?” She glared over at him. “Lady Bell was my favorite doll when I was a girl, the last one Mama gave me before she died. I used to play with it whenever I wanted to remember her. The doll got so ragged that I threw her away when I outgrew her.” Her voice lowered. “I regretted that later, but by then it was too late.” The idea of her playing with a doll to remember her late mother made his throat tighten and his heart falter. “Fine,” he bit out. “You can go with me to High Wycombe.” Surprise turned her cheeks rosy. “Oh, thank you, Jackson! You won’t regret it, I promise you!” “I already regret it,” he grumbled. “And you must do as I say. None of your going off half-cocked, do you hear?” “I never go off half-cocked!” “No, you just walk around with a pistol packed full of powder, thinking you can hold men at bay with it.” She tossed her head. “You’ll never let me forget that, will you?” “Not as long as we both shall live.” The minute the words left his lips, he could have kicked himself. They sounded too much like a vow, one he’d give anything for the right to make. Fortunately, she didn’t seem to have noticed. Instead, she was squirming and shimmying about on her saddle. “Are you all right?” he asked. “I’ve got a burr caught in my stocking that keeps rubbing against my leg. I’m just trying to work it out. Don’t mind me.” His mouth went dry at her mention of stockings. It brought yesterday’s encounter vividly into his mind, how he’d lifted her skirts to reach the smooth expanse of calf encased in silk. How he’d run his hands up her thighs as his mouth had tasted- God save him. He couldn’t be thinking about such things while riding. He shifted uncomfortably in the saddle as they reached the road and settled into a comfortable pace. The road was busy at this early hour. The local farmers were driving their carts to market or town, and laborers were headed for the fields. To Jackson’s relief, that made it easy not to talk. Conversaing with her was bound to be difficult, especially if she started consulting him about her suitors.

...the centrality of competitiveness as the key to growth is a recurrent EU motif. Two decades of EC directives on increasing competition in every area, from telecommunications to power generation to collateralizing wholesale funding markets for banks, all bear the same ordoliberal imprint. Similarly, the consistent focus on the periphery states’ loss of competitiveness and the need for deep wage and cost reductions therein, while the role of surplus countries in generating the crisis is utterly ignored, speaks to a deeply ordoliberal understanding of economic management. Savers, after all, cannot be sinners. Similarly, the most recent German innovation of a constitutional debt brake (Schuldenbremse) for all EU countries regardless of their business cycles or structural positions, coupled with a new rules-based fiscal treaty as the solution to the crisis, is simply an ever-tighter ordo by another name. If states have broken the rules, the only possible policy is a diet of strict austerity to bring them back into conformity with the rules, plus automatic sanctions for those who cannot stay within the rules. There are no fallacies of composition, only good and bad policies. And since states, from an ordoliberal viewpoint, cannot be relied upon to provide the necessary austerity because they are prone to capture, we must have rules and an independent monetary authority to ensure that states conform to the ordo imperative; hence, the ECB. Then, and only then, will growth return. In the case of Greece and Italy in 2011, if that meant deposing a few democratically elected governments, then so be it. The most remarkable thing about this ordoliberalization of Europe is how it replicates the same error often attributed to the Anglo-American economies: the insistence that all developing states follow their liberal instruction sheets to get rich, the so-called Washington Consensus approach to development that we shall discuss shortly. The basic objection made by late-developing states, such as the countries of East Asia, to the Washington Consensus/Anglo-American idea “liberalize and then growth follows” was twofold. First, this understanding mistakes the outcomes of growth, stable public finances, low inflation, cost competitiveness, and so on, for the causes of growth. Second, the liberal path to growth only makes sense if you are an early developer, since you have no competitors—pace the United Kingdom in the eighteenth century and the United States in the nineteenth century. Yet in the contemporary world, development is almost always state led.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

Bulk Email Sender Software - An Effective Means of Online Marketing With the continuous advancement of internet technology nowadays, the interest of the people also getting rise with it. Today, internet can't be a quiet a piece of the world, individuals can get everything from it from anyplace mean no reason to contact the others to get any information from web. In this advanced era, this is a crucial tool for online business organizations. May be you know about the bulk email sender, If you have enough knowledge and wish to enhance your worldwide existence, then it would be the best choice to get maximum benefits. Now it might be accepted as a bulk mailer tool to promote your business across the world and create a robust, stable and reliable connection with them. There is most likely that the client does not stay in contact for long-time yet this couldn't be with this sentence because this is best element of the business cycle. It has turned into the most effective and reasonable source to create a customer base of millions of people. It makes an entrepreneur to create healthier connection with worldwide customers with unwavering quality. When you are going to use bulk email software then need to pay attention with willingness and create your email message in such a way, that your recipients get good and pleasing experience. Attempt to reach a limited number of customers because sometime a sender may include less vital id in their email list yet when they send mass email to them the greatest part of audience trash the e-mail from their mailbox.

I’ve talked about my belief that balance is a dynamic activity—by which I mean, one that never ends. I’ve spelled out my reasons for not defaulting to one or another extreme because it feels safer or more stable. Now I am urging you to attempt a similar balancing act when navigating between the known and the unknown. While the allure of safety and predictability is strong, achieving true balance means engaging in activities whose outcomes and payoffs are not yet apparent. The most creative people are willing to work in the shadow of uncertainty.

One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth. Human resources executives in this situation need to shoulder a major burden. They need to monitor where in the corporation’s schools of experience the needed courses might be created, and ensure that promising managers have the opportunity to be appropriately schooled before they are asked to take the helm of a new-growth business. When managers with the requisite education cannot be found internally, they need to ensure that the management team, as a balanced composite, has within it the requisite perspectives from the right schools of experience.

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if your business ecosystem seems stable, don't be lulled into a potentially false sense of security. Big changes can happen very quickly. Don't confuse low volatility with low risk. Andy Grove, former Intel CEO, was fond of saying "Only the paranoid survive." These are wise words. Models used in business often do very well in periods of stability, but fail miserably in times of sudden changes. They work well when you don't need them and fail when you need them the most.

Frequently, Development will take responsibility for responding to changes in the market, deploying features and changes into production as quickly as possible. IT Operations will take responsibility for providing customers with IT service that is stable, reliable, and secure, making it difficult or even impossible for anyone to introduce production changes that could jeopardize production. Configured this way, Development and IT Operations have diametrically opposed goals and incentives.

Your job as vp of it Operations is to ensure the fast, predictable, and uninterrupted flow of planned work that delivers value to the business while minimizing the impact and disruption of unplanned work, so you can provide stable, predictable, and secure it service.

Differing historical perspectives inevitably shape attitudes towards globalization and its sub-plots. The Western view of globalization has always been just that: a view based on the spread of Western values to the rest of the world. Other parts of the world, with their competing histories and mythologies, are not so immersed in Western values. And from their perspectives, Western values have, in any case, been anything but stable: the imperial attitudes of the nineteenth century, for example, are hardly aligned with the self-determination of the twentieth. During the Cold War, these competing histories and mythologies were typically repressed, thanks to a persistent ideological battle between capitalism and communism. In the twenty-first century they have re-emerged, forcing upon nation states choices that, in an increasing number of cases, end up either restraining the forces of globalization or putting them into reverse. We are returning to a world of territorial disputes, competing ideologies and unstable alliances. It’s as if we’re still coping with Columbus’s unfinished business.

It follows, that it must be the business of the guerrilla, and of his clandestine political organization in the cities, to destroy the stable image of the government, and so to deny its credits, to dry up its source of revenue, and to create dissension within the frightened owning classes, within the government bureaucracy (whose payrolls will be pinched), and within the military itself.

Capitalism began as a theory about how the economy functions. It was both descriptive and prescriptive – it offered an account of how money worked and promoted the idea that reinvesting profits in production leads to fast economic growth. But capitalism gradually became far more than just an economic doctrine. It now encompasses an ethic – a set of teachings about how people should behave, educate their children and even think. Its principal tenet is that economic growth is the supreme good, or at least a proxy for the supreme good, because justice, freedom and even happiness all depend on economic growth. Ask a capitalist how to bring justice and political freedom to a place like Zimbabwe or Afghanistan, and you are likely to get a lecture on how economic affluence and a thriving middle class are essential for stable democratic institutions, and about the need therefore to inculcate Afghan tribesmen in the values of free enterprise, thrift and self-reliance. This new religion has had a decisive influence on the development of modern science, too. Scientific research is usually funded by either governments or private businesses. When capitalist governments and businesses consider investing in a particular scientific project, the first questions are usually ‘Will this project enable us to increase production and profits? Will it produce economic growth?’ A project that can’t clear these hurdles has little chance of finding a sponsor. No history of modern science can leave capitalism out of the picture. Conversely, the history of capitalism is unintelligible without taking science into account. Capitalism’s belief in perpetual economic growth flies in the face of almost everything we know about the universe. A society of wolves would be extremely foolish to believe that the supply of sheep would keep on growing indefinitely. The human economy has nevertheless managed to keep on growing throughout the modern era, thanks only to the fact that scientists come up with another discovery or gadget every few years – such as the continent of America, the internal combustion engine, or genetically engineered sheep. Banks and governments print money, but ultimately, it is the scientists who foot the bill. Over the last few years, banks and governments have been frenziedly printing money. Everybody is terrified that the current economic crisis may stop the growth of the economy. So they are creating trillions of dollars, euros and yen out of thin air, pumping cheap credit into the system, and hoping that the scientists, technicians and engineers will manage to come up with something really big, before the bubble bursts. Everything depends on the people in the labs. New discoveries in fields such as biotechnology and nanotechnology could create entire new industries, whose profits could back the trillions of make-believe money that the banks and governments have created since 2008. If the labs do not fulfil these expectations before the bubble bursts, we are heading towards very rough times.

As long as we’re breathing, we have a chance to start over and build a stable future.

First, you want markets that are stable or trending up. That

Poor thing, he has a heart of gold, and he always minds his own business. So he likes dressing up as a Gypsy and singing in front of people? Who cares? People are evil.” “Not evil,” Fermín objected. “Moronic, which isn’t quite the same thing. Evil presupposes a moral decision, intention, and some forethought. A moron or a lout, however, doesn’t stop to think or reason. He acts on instinct, like a stable animal, convinced that he’s doing good, that he’s always right, and sanctimoniously proud to go around fucking up, if you’ll excuse the French, anyone he perceives to be different from himself, be it because of skin color, creed, language, nationality, or, as in the case of Don Federico, his leisure habits. What the world needs is more thoroughly evil people and fewer borderline pigheads.

regulations or restrictions on entry into the banking business. Private banks took deposits and issued their own private currencies backed by gold bullion. As Professor Lawrence White has documented, this system worked well. It was more stable, with less inflation than the more heavily regulated and politicized system of banking and money employed in England during the same period.21 Michael Prowse of the Financial Times summarized Scotland’s free-banking experience: “There was little fraud. There was no evidence of over-issue of notes. Banks did not typically hold either excessive or inadequate reserves. Bank runs were rare and not contagious. The free banks commanded the respect of citizens and provided a sound foundation for economic growth that outpaced that in England for most of the period.”22

An organization’s business capabilities capture what an organization’s business is. They’re generally stable, as opposed to how an organization conducts its business, which changes over time, sometimes dramatically.

Page 308: Like a confederation a plural society is a business partnership rather than a family concern, and the social will linking the sections does not extend beyond their common business interests. It might seem that common interest should tie them closely, for a dissolution would involve the bankruptcy of all the partners. But the tie is strong only so far as this common interest is recognized. Perhaps the only plural society inherently stable is the Hindu society in India. Here there are separate groups or classes, partly racial, with distinct economic functions. But in India caste has a religious sanction, and in a plural society the only common deity is Mammon. In general, the plural society is built on caste without the cement of a religious sanction. In each section the sectional common social will is feeble, and in the society as a whole there is no common social will. There may be apathy even on such a vital point as defense against aggression. Few recognize that, in fact, all the members of all sections have material interests in common, but most see that on many points their material interests are opposed. The typical plural society is a business partnership in which, to many partners, bankruptcy signifies release rather than disaster.

creating a culture in which the people naturally pull together to advance the business. And it is the ability to grow one’s people to do what needs to be done that creates stable, lasting success. It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.

By team, we mean a stable grouping of five to nine people who work toward a shared goal as a unit.

According to analysis by Noam Wasserman, dean of Yeshiva University’s Business School, co-founder relationships are less stable—that is, more likely to end in breakup—when co-founders are family members or were close friends prior to launching a venture. There are many tempting reasons to start a business with your close friend or family member—for example, you share similar goals and values and already know each other’s strengths, weaknesses, habits, and quirks. However, compared to those who were previously colleagues or strangers, co-founders with close personal bonds find it more difficult to have tough conversations about roles and strategies. They’re afraid that the ensuing conflict might jeopardize their personal relationship.

Why Long Term Goal Setting is Largely Pointless. Desires change, motivations change. What you wanted the most in high school is probably not what you wanted the most 10 years after that. In high school, being popular with the opposite sex and trying to look cool was probably the number one priority. After ten years, the number one priority is to probably get a good job or have a stable income. And if you have that, to find the right relationship for life. Twenty years after high school, it is probably to see your Kids do well in school and so on. Having a dream that you desire with the same extreme intensity as you desired it when you were 16 is possible but uncommon. Most of the times, you will realize that you probably don’t desire it after twenty or if you do, you probably don’t care AS much as you used to. How can a fire keep on raging once the fuel is burnt up? How can anything be accomplished if the burning desire to achieve it is no longer there after a long stretch of time? And there is nothing wrong with wanting something else after twenty years. That’s human nature. You don’t have to keep slogging on for something that you don’t care about. The point is this is why super long term individualistic goals can sometimes get vague and pointless because you may realize midway that you don’t even care about them anymore.

Dunbar’s number” is a theoretical cognitive limit on the number of stable social relationships humans can maintain at one time. According to Robin Dunbar, a British anthropologist, humans have the cognitive capacity to keep track of somewhere around 150 close personal connections. Beyond this limited circle, we start treating people less like individuals and more like objects, and groups of people beyond this limit are likely to splinter off into subgroups over time.

No one seems to think the meatpackers are dumb enough to have an actual sit-down meeting to divvy up territories where they won’t compete against each other. But then again, they don’t have to. With only two or three buyers in the market, each buyer can easily see where the other is active. Stable buying arrangements can solidify over time without any meatpacker engaging in the kind of explicit deal making that is illegal under U.S. antitrust law. In the case of Winter Feed Yard, it might make sense that Cargill buys a majority of the cattle. The plant is located next door. But National Beef is just a negligible two miles down the road. Yet Winter says National Beef has not sent a buyer to his feed yard in about two years.

We have been brainwashed into believing that the meaning of life is a rat race where happiness is a reward waiting at the end. And quite often the society, including our parents and other relatives are to blame for it. How are you going to be happy? When you study extremely hard and get into a great college later, you will be happy and successful. Well, what do you do when you get into that great college and don’t seem all that happy? Well, you better work hard in college and keep your grades up so that you get your dream job and then you’ll be happy! Well, when you get your dream job and are making money but miserable you are supposed to get married because then you will finally have a “happy stable life”. Finally even after marriage, when life is still a chore and now you are supposed to do everything for your kids, you keep wondering, hey where’s my happiness? I am still not happy, in fact I am miserable! It is then that society tells you it was fooling you all along. It tells you “Suck it up, the meaning of life is to do what we tell you to do, not to be happy!

Planning and forecasting are only accurate when based on a long, stable operating history and a relatively static environment. Startups have neither.

Business might seem riskier than a stable job. But let’s not forget that most of these jobs led precisely Nowhere. An increment every three years, a promotion every decade. That was not good enough

Sir Templeton was not feeling himself last night,” said Aunt Saffronia, her eyes flicking from plate to Jane and back to plate, “so Mr. Nobley offered to accompany him to see an apothecary in town, and Colonel Andrews went as well, having some business to attend to there. They are so attentive, such honest, caring lads. I shall feel their loss when they leave.” “I feel it today.” Miss Charming pursed her lips. “Eating breakfast with no gentlemen and that Heartwright girl poaching on my men--this isn’t what I was promised.” She looked at Aunt Saffronia with the eye of a haggler. Aunt Saffronia placed her hands in her lap, a calming gesture. “I know, my dear, but they will be back, and in the meantime…” “I didn’t come here for the meantime. I came for the men.” Poor Aunt Saffronia! Jane felt for her. She put a hand on Miss Charming’s arm. “Lizzy, maybe you and I could go visit the stables and go for a ride or--” “Not today, Jane. My feelings are hurt.” A tear formed in one eye. “I was promised certain things about this place and I can tell you one thing--so far, no one’s made me feel enchanting.” “Oh, my,” Aunt Saffronia said, “I can’t have unhappiness at my table. Spoils the digestion. Miss Charming, what say we call on Mrs. Wattlesbrook? I believe she would be very concerned to hear of any dissatisfaction during your visit.” Miss Charming looked at Aunt Saffronia with her dry eye, like a goose considering biting, then nodded her head and said, “Done.” Jane thought, Mrs. Wattlesbrook will have Mr. Nobley tamed into Charming’s personal pet by sundown. He’d been Miss Charming’s choice from the beginning, though he’d quickly proved too much work to keep the woman’s interest. He was the most eye-catching, no question, and he gave the appearance of having some real depth, if he’d just relax a bit. Jane was curious to see how he changed once Wattlesbrook ordered him to charm Miss Charming. And that would be fine by Jane. So what that he’d come (needlessly) running to her rescue in his shirttails? They way he’d said, “Don’t be a fool, Miss Erstwhile,” made her want to poke him in the eye. He was supposed to be Darcy-adorable, not teeth-grindingly maddening.

The assumptions about human knowledge underlying the ideal of the perfect plan have proven to be more stubborn. They were given a jolt by the oil price shocks of the 1970s, when the world revealed itself to be less stable than everyone had thought. They provided clear evidence that planners could not know everything they needed to know, and that the business environment had an element of unpredictability. Ironically, it was just at that time that Taylorian principles were extending themselves well beyond routine tasks into strategic planning and control systems.7 Strategic planning rose and fell. Its hubris was perfect knowledge, its fatal flaw the increasing rate of unpredictable changes in the environment. Between inception and execution, every plan could be derailed by something unexpected, and most plans were. So what was the point of planning? Surely a company needs some sort of direction? In 1994, the nemesis of strategic planners, Henry Mintzberg, could write that “we are now ready to extract the planning baby from all that strategic planning bathwater.”8 So we have ditched the bathwater in Taylor’s assumptions about human behavior and human knowledge. We are left with two babies: the understanding that people can indeed regulate themselves if they are committed to some objectives; and the understanding that objectives do need to be set in some way or other.

How unfair the fate which ordains that those who have the least should add to the treasury of the rich. But that seems to be the fate that the present authorities have in store for us. Taxes are now due to be raised as high as the colonnades on the villas that they are constructing. The only taxes which are due to be rescinded are those imposed by Caesar upon certain luxury goods I have heard. One should be a friend to business, but not to corruption …We must cleanse the augean stables.

In that moment I wondered if I would ever be a mother, or if I even wanted to be. I thought maybe if I found the perfect husband—stable, wealthy, business- minded—it could be a possibility, but definitely not in the near fu- ture. I decided if I did have children, I would surely have my shit straighter than this lady.

Essayist and critic Wendell Berry, in his book Sex, Economy, Freedom, and Community (New York: Pantheon, 1994), takes aim at a premise beneath much of today’s hostility to the Christian ethic—namely, the assumption that sex is private, and what I do in the privacy of my bedroom with another consenting adult is strictly my own business. Thinkers like Berry retort that this claim appears on the surface to be broad minded but is actually very dogmatic. That is, it is based on a set of philosophical assumptions that are not neutral at all but semi-religious and have major political implications. In particular, it is based on a highly individualistic understanding of human nature. Berry writes, “Sex is not, nor can it be any individual’s ‘own business,’ nor is it merely the private concern of any couple. Sex, like any other necessary, precious, and volatile power that is commonly held, is everybody’s business . . .” (p. 119). Communities occur only when individuals voluntarily out of love bind themselves to each other, curtailing their own freedom. In the past, sexual intimacy between a man and a woman was understood as a powerful way for two people to bind themselves to stay together and build a family. Sex, Berry insists, is the ultimate “nurturing discipline.” It is a “relational glue” that creates the deep oneness and therefore stability in the relationship that not only is necessary for children to flourish but is crucial for local communities to thrive. The most obvious social cost to sex outside marriage is the enormous spread of disease and the burden of children without sufficient parental support. The less obvious but much greater cost is the exploding number of developmental and psychological problems among children who do not live in stable family environments for most of their lives. Most subtle of all is the sociological fact that what you do in private shapes your character, and that affects how you relate to others in society. When people use sex for individual recreation and fulfillment, it weakens the entire body politic’s ability to live for others. You learn to commodify people and think of them as a means to satisfy your own passing pleasure. It turns out that sex is not just your business; it’s everybody’s business.

There’s a word people in business use a lot: disruptive. The market can never be stable, the best it can be is falling apart in useful ways. Like the universe in general, really. To disrupt the market in your favour is now seen as being the ultimate achievement. Create a climate of absolute uncertainty, continual fear about enormous change, and you’ll see people’s . . . well, I was about to say ‘true selves,’ but they don’t really have true selves, they’re continually falling apart too . . . you’ll see people concentrate on looking after themselves and their own, grabbing for familiar symbols. The right . . . brands, shall we say, can prosper hugely then, in the ultimate disruption.

First and foremost, any great empire thrives on movement: stable lines of supply, of trade, of information. This movement must be unobstructed for officials on imperial business, and monitored and restricted for others on a scale that varied depending on the necessity of these functions to imperial strength and the likelihood of such restrictions causing dangerous levels of dissent.

If you think IT Operations has nothing to learn from Plant Operations, you’re wrong. Dead wrong,” he says. “Your job as VP of IT Operations is to ensure the fast, predictable, and uninterrupted flow of planned work that delivers value to the business while minimizing the impact and disruption of unplanned work, so you can provide stable, predictable, and secure IT service.

A few facts about China’s manufacturing juggernaut: China is the world’s largest manufacturer with over $2.2 trillion in manufacturing value-added. Its manufacturing base has increased by over 18 times in the last 30 years. China produces 80 percent of the world’s air-conditioners, 90 percent of the world’s personal computers, 75 percent of the world’s solar panels, 70 percent of the world’s cell phones, and 63 percent of the world’s shoes. Manufacturing is 40 percent of the Chinese GDP and directly employs 130 million people, a number that has been relatively stable over the past decades. Within this space, there are a huge number of Chinese companies fiercely competing. For example, there are now over 30,000 building materials companies in China making everything from ceramic tiles to wood flooring.

If your goal is prospects who make rapid yet stable purchasing decisions, you must consciously begin to market to their unconscious minds.

The faster you act, the more stable your company becomes and the higher your chances of success. Perfectionists make lousy entrepreneurs.

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

As much as companies might yearn for a stable environment and employees might yearn for lifetime employment, the world has irrevocably changed. But we also can’t keep going the way we’ve been going. Trust in the business world (as measured by the proportion of employees who say they have a “high level of trust in management and the organization” they work for) is near an all-time low.6 A business without loyalty is a business without long-term thinking. A business without long-term thinking is a business that’s unable to invest in the future. And a business that isn’t investing in tomorrow’s opportunities and technologies—well, that’s a company already in the process of dying.

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

Unlike common stocks, whose dividends and earnings fluctuate with the ups and downs of the company’s business, bonds pay a fixed dollar amount of interest. If the U.S. Treasury offers a $1,000 20-year, 5 percent bond, that bond will pay $50 per year until it matures, when the principal will be repaid. Corporate bonds are less safe, but widely diversified bond portfolios have provided reasonably stable interest returns over time.

Isca Livery Ltd are a well established livery stables, reliable and family run business based in Gwent Have a qualified owner and trained staff who have plenty of experience. They have make a happy and satisfied customers known for professionalism, quality of service and impeccable standards.

Jack? Too young. Terry? She’d never agree to it. The social worker, Lori? Ick, no. So that leaves Vivian. Molly has gleaned some things about her—that she’s adopted, that she grew up in the Midwest and inherited the family business from her well-off parents, that she and her husband expanded and eventually sold it for the kind of profit that allowed them to retire to a mansion in Maine. Most of all, that she’s really, really old. Maybe it’ll be a stretch to find drama in Vivian’s portage—a happy, stable life does not an interesting story make, right? But even the rich have their problems, or so Molly’s heard. It will be her task to extract them. If, that is, she can convince Vivian to talk to her.

Yet change is usually stressful, and after a certain age, most people don’t like to change. When you are 16, your entire life is change, whether you like it or not. Your body is changing, your mind is changing, your relationships are changing—everything is in flux. You are busy inventing yourself. By the time you are 40, you don’t want change. You want stability. But in the twenty-first century, you won’t be able to enjoy that luxury. If you try to hold on to some stable identity, some stable job, some stable worldview, you will be left behind, and the world will fly by you. So people will need to be extremely resilient and emotionally balanced to sail through this never-ending storm, and to deal with very high levels of stress. The problem is that it is very hard to teach emotional intelligence and resilience. It is not something you can learn by reading a book or listening to a lecture. The current educational model, devised during the 19th century Industrial Revolution, is bankrupt. But so far we haven’t created a viable alternative. So don’t trust the adults too much. In the past, it was a safe bet to trust adults, because they knew the world quite well, and the world changed slowly. But the 21st century is going to be different. Whatever the adults have learned about economics, politics, or relationships may be outdated. Similarly, don’t trust technology too much. You must make technology serve you, instead of you serving it. If you aren’t careful, technology will start dictating your aims and enslaving you to its agenda. So you have no choice but to really get to know yourself better. Know who you are and what you really want from life. This is, of course, the oldest advice in the book: know thyself. But this advice has never been more urgent than in the 21st century. Because now you have competition. Google, Facebook, Amazon, and the government are all relying on big data and machine learning to get to know you better and better. We are not living in the era of hacking computers—we are living in the era of hacking humans. Once the corporations and governments know you better than you know yourself, they could control and manipulate you and you won’t even realize it. So if you want to stay in the game, you have to run faster than Google. Good luck!

On January 21, 1919, Jeu Gong purchased a plot of land next to the railway depot on the east side of Rosedale. The barren lot, scraggled with brush, belonged to the Radjeskys, a family of Jewish immigrants from Germany. Katherine had known the family for most of her life. The patriarch, Jake Radjesky, was something of a real estate mogul in Gunnison, where Katherine had been raised. He was one of the town’s first settlers, buying up property while land was cheap. He owned the town’s livery stable, hotel, and mercantile business.

I wanted to kiss you,” she said as they waited for Sonnet to be brought out. “When I saw you this morning, whole and healthy. Did you want to kiss me?” In the bright morning sunshine, Louisa’s green eyes sparkled like spring grass wet with dew, and energy fairly crackled around her. And this magnificent, gorgeous woman—who was to be his wife—was confessing to a thwarted urge to kiss him. The grooms were busy in the stable, and the alley was deserted enough that Joseph could be honest. “I find, Louisa Windham-soon-to-be-Carrington, that I am constantly in readiness for your kisses. This state of affairs brings me back to boyhood Christmases, to the sense of excitement and… glee that hung over my holidays. As if delightful developments were always awaiting me.” He

Despite Grumblethorpe's noises of disapproval, Esme knew she liked the family pets.She just did't approve of having so many of them in her mistress's bedroom at once. Still, it was an old battle and one the lady's maid had given up waging long ago. Good thing too, since four of Esme's six cats- who had all started life in either Braebourne stables or as strays she'd rescued- were snoozing in various locations around her room. They included a big orange male, Tobias, who was curled up in a cozy spot in the middle of her bed; Queen Elizabeth- a sweet-natured tabby, who was lounging in her usual window seat; Mozart- a luxuriously coated white longhair who luckily loved being brushed; and Naiad, a one-eyed black female, whom Esme had rescued from drowning as a kitten. Her other two cats, Persephone and Ruff, were out and about, seeing to their own cat business. As for the dogs, Burr lay stretched out on the hearthrug in front of the fireplace. He snored gently, clearly tired after their recent adventures. And joining him in the land of dreams was dear old Henry, a brindle spaniel who was curled up inside a nearby dog bed lined with plush pillows that helped cushion his aging joints. Handel and Haydn, a pair of impish Scottish terriers, were absent. She suspected they were on the third floor playing with her increasingly large brood of nieces and nephews. The dogs loved the children.

Different people in the poultry business took different lessons from the crisis of 1961. For Charles Garrett, the lesson was clear: It was time to get the hell out of the chicken business. Garrett owned Garrett Poultry in Rogers, Arkansas, near Tyson’s headquarters in Springdale. He had survived the storm of 1961 in large part because he had imitated Tyson’s model. Garrett Poultry was a wholly integrated company, with a slaughterhouse, feed mill, and hatchery bundled into the business. But Garrett didn’t share Don Tyson’s stomach for risk. The poultry crisis showed that for all the money Garrett invested in his infrastructure and equipment, his livelihood was as risky as a stock market speculator’s. He wanted to sell his assets, take the cash, and use the money for something more stable.

If historical growth and analyst estimates are of little value, what is the solution? Ultimately, for a firm to grow, it has to either manage its existing investments better (efficiency growth) or make new investments (new investment growth). In the special case where a company's margins are stable and there is no efficiency-driven growth, you should look at how much of its earnings a firm is reinvesting back in the business and the return on these investments. While reinvestment and return on investment are generic terms, the way in which we define them will depend on whether we are looking at equity earnings or operating income. With equity earnings, we measure reinvestment as the portion of net income not paid out as dividends (retention ratio) and use the return on equity to measure the quality of investment. With operating income, we measure reinvestment as the reinvestment rate and use the return on capital to measure investment quality.

Cash flows that are riskier should be assessed a lower value than more stable cash flows. In conventional discounted cash flow valuation models, we use higher discount rates on riskier cash flows and lower discount rates on safer cash flows. The definition of risk will depend on whether you are valuing the business or just the equity. When valuing the business, you look at the risk in a firm's operations. When valuing equity, you look at the risk in the equity investment in this business, which is partly determined by the risk of the business the firm is in and partly by its choice on how much debt to use to fund that business. The equity in a safe business can become risky if the firm uses enough debt to fund that business.

In America, democracy had prevailed, and the nation congratulated itself on the strength and durability of its system. Large-scale mass production was creating a large and stable middle class that was the bulwark of democracy. Here, finally, was the society J. A. Hobson had wished for a half century before, in which prosperity was so widely shared that the abundant fruits of mass production could find their market at home. Americans took it as their patriotic duty to consume. According to the chairman of President Dwight D. Eisenhower’s Council of Economic Advisers, the “ultimate purpose” of the American economy was “to produce more consumer goods.

stable competitive forces—take the time and effort to deeply understand these forces, and voilà, you can create a road map for your other decisions that is likely to last for some time. The emphasis in strategy was therefore analytical: because industries were assumed to be relatively

What happened? A long track record of relatively stable success caused the ambition to hungrily search for new opportunities to atrophy.

Colonial Policy and Practice: A Comparative Study of Burma and Netherlands India by J. S. Furnivall Page 308: Like a confederation a plural society is a business partnership rather than a family concern, and the social will linking the sections does not extend beyond their common business interests. It might seem that common interest should tie them closely, for a dissolution would involve the bankruptcy of all the partners. But the tie is strong only so far as this common interest is recognized. Perhaps the only plural society inherently stable is the Hindu society in India. Here there are separate groups or classes, partly racial, with distinct economic functions. But in India caste has a religious sanction, and in a plural society the only common deity is Mammon. In general, the plural society is built on caste without the cement of a religious sanction. In each section the sectional common social will is feeble, and in the society as a whole there is no common social will. There may be apathy even on such a vital point as defense against aggression. Few recognize that, in fact, all the members of all sections have material interests in common, but most see that on many points their material interests are opposed. The typical plural society is a business partnership in which, to many partners, bankruptcy signifies release rather than disaster.

For a well-defined, standard, and stable process involving hand-offs between people and systems, it is preferable to use a smart workflow platform. Such platforms offer pre-developed modules. These are ready-to-use automation programs customized by industry and by business function (e.g., onboarding of clients in retail banking). In addition, they are modular. For example, a module might include a form for client data collection, and another module might support an approval workflow. In addition, these modules can be linked to external systems and databases using connectors, such as application programming interfaces (APIs), which enable resilient data connectivity. Hence, with smart workflows, there is no need to develop bespoke internal and external data bridges. This integration creates a system with high resiliency and integrity. In addition, the standardization by industry and function of these platforms, combined with the low-code functionality, helps to accelerate the implementation.

didn’t explain much to Karen either. She wouldn’t get it, with her stable accounting career and her new life as a suburban mom. I’d just bury the whole business and try to move on with my life.

The best approach to team lifespans is to keep the team stable and “flow the work to the team,

Investors still need to ask, how stable is the enterprise, and what are its future prospects? What are its earnings and cash flow? What is the downside risk of owning it? What is its liquidation value? How capable and honest is its management? What would you pay for the stock of this company if it were public? What factors might cause the owner of this business to sell control at a bargain price? Similarly, the pair never addressed how to analyze the purchase of an office building or apartment complex. Real estate bargains come about for the same reasons as securities bargains—an urgent need for cash, inability to perform proper analysis, a bearish macro view, or investor disfavor or neglect. In a bad real estate climate, tighter lending standards can cause even healthy properties to sell at distressed prices. Graham and Dodd’s principles—such as the stability of cash flow, sufficiency of return, and analysis of downside risk—allow us to identify real estate investments with a margin of safety in any market environment.

As epidemiologists, we are interested in equilibria because stable equilibria tell us when a system has attained stability -- or where it will, eventually, attain stability. Epidemics are 'extraordinary events'. The term 'outbreak', beloved of the popular media when commenting on epidemics, emphasises that we are dealing with a phenomenon that goes counter to 'business as usual'. Stable equilibria are nothing more than mathematical descriptions of states in which the system can settle again and attain a measure of normalcy.

Moreover, stable prices foster saving and capital formation, because when the risk of erosion of asset values resulting from inflation—and the need to guard against such losses—are minimized, households are encouraged to save more and businesses are encouraged to invest more. (Board of Governors of the Federal Reserve System 2009)

we mean a stable grouping of five to nine people who work toward a shared goal as a unit.

At times a particular method may stand out as the most appropriate. Net present value would be most applicable, for example, in valuing a high-return business with stable cash flows such as a consumer-products company; its liquidation value would be far too low. Similarly, a business with regulated rates of return on assets such as a utility might best be valued using NPV analysis. Liquidation analysis is probably the most appropriate method for valuing an unprofitable business whose stock trades well below book value. A closed-end fund or other company that owns only marketable securities should be valued by the stock market method; no other makes sense.

Intrinsically, we humans want to be happy. Evaluative happiness tends to be more stable, and therefore sustainable. Happiness derives from having a purpose, i.e. the pursuit of an interesting and challenging something, which is greater than oneself.

Dividend yield between 3% and 4% Company at least 10 years old and operating in a stable business 5-year average ROE greater than 20% Net debt/average three-year net income is 4.0 or less Call option premium/current stock price should be at least 1% for every 30 days until expiration

...and it just pisses me off more. Like yeah, I cry when I watch those sad puppy videos too, but Gabriel's not actually a puppy abandoned by his owner. He's an upper middle-class Vermont kid who's parents business beats ours like ten months out of twelve. It's not my fault that emotionally, his about as stable as a cheap styrofoam cup.

We want our businesses to mimic the robustness of the living world: to survive and prosper in a dynamic external environment, withstand internal strategic and organizational upheavals, and evolve by taking calculated risks. 5. Hence, we choose to invest only in businesses that are robust at multiple levels. A robust business has high ROCE, minimal or zero debt, a strong competitive advantage, fragmented customer and supplier bases, a stable management team, and is in a slow-changing industry. 6. Just because a business is robust today does not mean it will continue to be so. Our only protection against the loss of robustness of a business is to be price sensitive. We do not invest unless the market offers us an attractive valuation, which happens rarely.

We all need someone to talk to. It’s easy to become isolated. The conversation is based on physical presence, which is rooted in feeling. All our senses are involved. By talking to someone in person we can access to specific senses: appreciation compassion, and love. These are the feelings that connect human beings to reality, which stimulates our intuition and awareness. If we become conditioned to the computer, then we become one dimensional. We are less deep as individuals and more shallow, predictable, anxiety ridden, and irritable. By not having conversations, we are forgetting how to feel. These days some of us avoid conversation altogether because it requires too much attention. We’re accustomed to being distracted and we forget how to focus, so we have trouble listening. We may not have time; we are so busy with school and responsibilities at work or at home. We made the conversation as a superfluous social gesture. And some of us don’t know how to talk to people because we’ve never been taught. At the same time, we’ve become more individualistic an opinionated. Because we want something stable that makes sense in the world, we hold onto themes and ideas that are grounding and meaningful. This fixation crates factionalism and polarity. Identifying strongly with our thoughts and emotions, we mistake them for a solid “me”, and then defend that apparition against the world. Yet by having fewer face-to-face conversations, we are simultaneously disempowering the very source that can delegate our identity: our relationship with other people.