Supplier Quotes

In a society in which nearly everybody is dominated by somebody else's mind or by a disembodied mind, it becomes increasingly difficult to learn the truth about the activities of governments and corporations, about the quality or value of products, or about the health of one's own place and economy. In such a society, also, our private economies will depend less and less upon the private ownership of real, usable property, and more and more upon property that is institutional and abstract, beyond individual control, such as money, insurance policies, certificates of deposit, stocks, and shares. And as our private economies become more abstract, the mutual, free helps and pleasures of family and community life will be supplanted by a kind of displaced or placeless citizenship and by commerce with impersonal and self-interested suppliers... Thus, although we are not slaves in name, and cannot be carried to market and sold as somebody else's legal chattels, we are free only within narrow limits. For all our talk about liberation and personal autonomy, there are few choices that we are free to make. What would be the point, for example, if a majority of our people decided to be self-employed? The great enemy of freedom is the alignment of political power with wealth. This alignment destroys the commonwealth - that is, the natural wealth of localities and the local economies of household, neighborhood, and community - and so destroys democracy, of which the commonwealth is the foundation and practical means.

He dunked his tea bag and watched the results critically. “I really must get a new supplier. This tea is pathetic. America just doesn’t understand tea at all.

We cannot be both the world's leading champion of peace and the world's leading supplier of the weapons of war.

Food is a product of supply and demand, so try to figure out where the supplies are fresh, the suppliers are creative, and the demanders are informed.

I told her that I didn't want to take any drugs. That I had come here not to take drugs. "Listen," she said, not unkindly, "up until now I would say that ninety-nine percent of all the narcotics you have taken in your life you bought from guys you didn't know, in bathrooms or on street corners, something like that. Correct?" I nodded. "Well these guys could have been selling you salt or strychnine. They didn't care. They wanted your money. I don't care about your money, and, unlike your previous suppliers, I went to college to study just the right drugs to give to people like you in order to help you get better. So, bearing all that in mind ... Take the fucking drugs!" I took the drugs.

Businesses are at all times and in different ways accountable to employees, suppliers, customers and community.

Neoliberalism makes citizens into consumers. The freedom of the citizen yields to the passivity of the consumer. As consumers, today’s voters have no real interest in politics –in actively shaping the community. They possess neither the will nor the ability to participate in communal, political action. They react only passively to politics: grumbling and complaining, as consumers do about a commodity or service they do not like. Politicians and parties follow this logic of consumption too. They have to ‘deliver’. In the process, they become nothing more than suppliers; their task is to satisfy voters who are consumers or customers.

Criminals did not have friends. They had associates, suppliers, fences, whores, sugar daddies, enablers, dealers, collaborators, co-conspirators, victims and bosses, any of whom they might rat out and none of whom could be trusted.

Marriage, in what is evidently its most popular version, is now on the one hand an intimate 'relationship' involving (ideally) two successful careerists in the same bed, and on the other hand a sort of private political system in which rights and interests must be constantly asserted and defended. Marriage, in other words, has now taken the form of divorce: a prolonged and impassioned negotiation as to how things shall be divided. During their understandably temporary association, the 'married' couple will typically consume a large quantity of merchandise and a large portion of each other. The modern household is the place where the consumptive couple do their consuming. Nothing productive is done there. Such work as is done there is done at the expense of the resident couple or family, and to the profit of suppliers of energy and household technology. For entertainment, the inmates consume television or purchase other consumable diversion elsewhere. There are, however, still some married couples who understand themselves as belonging to their marriage, to each other, and to their children. What they have they have in common, and so, to them, helping each other does not seem merely to damage their ability to compete against each other. To them, 'mine' is not so powerful or necessary a pronoun as 'ours.' This sort of marriage usually has at its heart a household that is to some extent productive. The couple, that is, makes around itself a household economy that involves the work of both wife and husband, that gives them a measure of economic independence and self-employment, a measure of freedom, as well as a common ground and a common satisfaction. (From "Feminism, the Body, and the Machine")

A compassionate leader always feel motivated to bring happiness and relieve the suffering of customers, investors, suppliers, employees, government and the communities.

Have you heard the saying, 'sex sells'? Well, I'm the supplier.

I spent my day as I normally spend my days: threatening suppliers, bullying those who are not in line with my expectations, and generally creating havoc in the lives of others. The square across the street is empty of all but the pigeons. I find myself resenting them.

what sets the best suppliers apart is not the quality of their products, but the value of their insight—new ideas to help customers either make money or save money in ways they didn’t even know were possible.

I used to always worry about money and where it would come from, but now I know that God is the supplier and the giver of good gifts.

The essence of Relationship Selling is when we convert a customer into a client and the seller gains the status of a supplier. It is really a process of forming a business partnership, where each partner not only transacts business but is interdependent in a mutually beneficial relationship, with a common growth objective. Sales can be:    B2B (Business to Business)  B2C (Business to Consumer)  Direct or indirect selling

I told her that my happy yellow teapot has a kinky backstory involving a nineteenth-century vegetarian sex cult in upstate New York whose members lived for three decades as self-proclaimed "Bible communists" before incorporating into the biggest supplier of dinnerware to the American food-service industry, not to mention harboring their most infamous resident, an irritating young maniac who, years after he moved away, was hanged for assassinating President Garfield.

Some miners’ wives take in washing and make more money than their husbands do. In every gold rush from this one to the Klondike, the suppliers and service industries will gather up the dust while ninety-nine per cent of the miners go home with empty pokes.

This is getting beyond a joke now. I have a long list of things that can’t be completed because some vital part is not available. It’s driving my Commanders crazy.” He glanced at Mary. “And they take it out on me!” The Admiral saw the grin. “Ah, I see, so now you want to take it out on me? No way, Captain Heron.” He laughed. “Security think there is something else going on here. None of the suppliers is reporting problems in manufacture, there’s no shortages reported in the raw materials, and there are no reports of any other problems—but they seem unable to meet a third of our requirements. Just enough that we can’t claim breaches of contract.

the Coca-Cola Company is the biggest single supplier of such drinks. Globally, the company supplies 3 percent of humanity's total liquid intake.

The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

There's no such thing as "The One", she once said. They were at dinner in Taipei, with a supplier and his wife. The couple had been married forty years. The idea that there's just one person in the world you're meant to be with, it's illogical, she said. She'd had a few drinks and was enjoying her own loud thoughts. The math just doesn't work! Who you end up with, it's really just an accident of proximity.

Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don't need to impress people I don't like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don't have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won't last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don't have to seem them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world.

We’d aligned ourselves with different foundations and food suppliers to install six thousand salad bars in school cafeterias and were recruiting local chefs to help schools serve meals that were not just healthy but tasty.

In dated Industrial models, products and services flowed linearly from suppliers to manufacturers to distributors to consumers. But in a permaculture economy model, people and businesses are involved in a value web whereby they may each hold more than one of those roles and each entities role is more hybridized. It’s about cyclical co-creation and cyclical co-consumption.

He envisions the supply chain as an “intricate network of suppliers, distributors, and customers who share carefully managed information about demand, decisions, and performance, and who recognize that success for one part of the supply chain means success for all.

But humans have a built-in weakness for fats and sugar. We evolved in lean environments where it was a big plus for survival to gorge on calorie-dense foods whenever we found them. Whether or not they understand the biology, food marketers know the weakness and have exploited it without mercy. Obesity is generally viewed as a failure of personal resolve, with no acknowledgement of the genuine conspiracy in this historical scheme. People actually did sit in strategy meetings discussing ways to get all those surplus calories into people who neither needed nor wished to consume them. Children have been targeted especially; food companies spend over $10 billion a year selling food brands to kids, and it isn't broccoli they're pushing. Overweight children are a demographic in many ways similar to minors addicted to cigarettes, with one notable exception: their parents are usually their suppliers. We all subsidize the cheap calories with our tax dollars, the strategists make fortunes, and the overweight consumers get blamed for the violation. The perfect crime.

Line up some “multidimensional” support. When it’s nose-to-the-grindstone time, we tend to get the grindstone kind of people on board—suppliers, designers, editors, marketers, “work/task” people. But this is precisely the time when you need some spiritually informed intelligence to back you up: a naturopath, a trainer, green smoothies, a prayer group. All that woo-woo love and insight will go a long way in helping you navigate the heavy-duty logistics on a daily basis.

My appreciation of the power of hospitality and my desire to harness it have been the greatest contributors to whatever success my restaurants and businesses have had. I’ve learned how crucially important it is to put hospitality to work, first for the people who work for me and subsequently for all the other people and stakeholders who are in any way affected by our business—in descending order, our guests, community, suppliers, and investors. I call this way of setting priorities “enlightened hospitality.” It stands some more traditional business approaches on their head, but it’s the foundation of every business decision and every success we’ve had.

A Philippine-brothel-owning member of the House of Lords was staying at the house of a Spanish Chief Inspector of Police. The Lord was being watched by an American CIA operative who was staying at the house of an English convicted sex offender. The CIA operative was sharing accommodation with an IRA terrorist. The IRA terrorist was discussing a Moroccan hashish deal with a Georgian pilot of Colombia's Medellín Cartel. Organising these scenarios was an ex-MI6 agent, currently supervising the sale of thirty tons of Thai weed in Canada and at whose house could be found Pakistan's major supplier of hashish. Attempting to understand the scenarios was a solitary DEA agent. The stage was set for something.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

Overweight children are a demographic in many ways similar to minors addicted to cigarettes, with one notable exception: their parents are usually their suppliers

The Model Will Provide Consistent Value to Your Customers, Employees, Suppliers, and Lenders, Beyond What They Expect

If you are searching for Catholic liturgicals from a reliable supplier, you’ve come at the right place as we deal with quality products at genuine prices.

Search for required Speciality Chemical products and its suppliers, manufacturers or its equivalent brands from the largest database of ChemEqual.

Why would you ever do business with me? Why would you ever change from your existing supplier? They’re great!

At a meeting early in his tenure, Cook was told of a problem with one of Apple’s Chinese suppliers. “This is really bad,” he said. “Someone should be in China driving this.

He picks the most visible place on purpose,” said the investor and Tesla board member Steve Jurvetson. “He’s at Tesla just about every Saturday and Sunday and wants people to see him and know they can find him. Then, he can also call suppliers on the weekend, and let them know that he’s personally putting in the hours on the factory floor and expects the same from them.

Imagine if you made it your intention to be both ‘world-class’ and ‘the most trusted and respected supplier’ to your clients. It would force a new level of thinking about how you operate.

But the more the Tesla guys researched the industry, the more they realized that the big automakers don’t even really build their cars anymore. The days of Henry Ford having raw materials delivered to one end of his Michigan factory and then sending cars out the other end had long passed. “BMW didn’t make its windshields or upholstery or rearview mirrors,” Tarpenning said. “The only thing the big car companies had kept was internal combustion research, sales and marketing, and the final assembly. We thought naïvely that we could access all the same suppliers for our parts.

Convenient Drain & Pipe Solutions Limited is one of the leading suppliers of Bailey Products’ drain rods and an exclusive range of cleaning equipments that are made with the premium-quality material.

you teach without tailoring, you come off as irrelevant. If you tailor but don’t teach, you risk sounding like every other supplier. If you take control but offer no value, you risk being simply annoying.

Regardless of whether you’re trying to convince someone to support your favorite charity, eat healthier, switch their business from their current supplier to your firm, or just adopt a new way of working at the office, one of the most common explanations for lack of persuasive success is also one of the simplest: People recognize they should change their behavior, but they just don’t feel like doing it right now.

Toyota would be credited for its just-in-time theory of manufacturing, in which parts arrived from suppliers just in time to be part of the final assembly. But in any real sense that process began at the Rouge. Toasting Philip Caldwell, the head of Ford who in 1982 was visiting Japan, Eiji Toyoda, of the Toyota company, said, “There is no secret to how we learned to do what we do, Mr. Caldwell. We learned it at the Rouge.

Descendants of de Clieu's original plant were also proliferating in the region, in Haiti, Cuba, Costa Rica, and Venezuela. Ultimately, Brazil became the world's dominant coffee supplier, leaving Arabia far behind.

If capitalism was under another system which regulated it, so that supplies would fit the demand, rather than the suppliers trying to manipulate demands with deception to sell, then capitalism would be a great system.

Trust is more than a handshake. It’s the agreement, the bond, between users of digital services and the suppliers of those services that enables us to enjoy, be productive, learn, explore, express, create, be informed.

The information technology revolution was not brought about only by the miniaturization of technologies. This was a transition from a supplier-centric, centralized information model to a user-centric, participatory information model.

I leaned back into my chair, folded my arms together and made like I was pondering. ‘I understand. You’re worried about the future.’ ‘Damn right.’ ‘Let me tell you something about the future – it isn’t the present. And in the present I’m guaranteeing you that there’s nothing that your supplier will do to you tomorrow that I won’t do to you today, now, right this very moment. Might as well postpone getting dead. When you think about it, isn’t that all we’re ever doing?

Supplier un homme, c'est une tentative désespérée pour faire passer à force d'intensité son propre système de valeurs dans l'esprit d'un autre. Supplier Dieu, c'est le contraire : tentative pour faire passer les valeurs divines dans sa propre âme.

This was not to be the only time Apple completely forgot about at least 50% of their users. When Apple launched their AI, Siri, she (ironically) could find prostitutes and Viagra suppliers, but not abortion providers. Siri could help you if you’d had a heart attack, but if you told her you’d been raped, she replied ‘I don’t know what you mean by ‘I was raped.’ These are basic errors that surely would have been caught by a team with enough women on it – that is, by a team without a gender data gap.

In North America, some companies rotated purchasing agents so they didn’t get buddy-buddy with suppliers, for fear of kickbacks. I found company relationships in Japan to be so close that a Japanese manufacturer might have only one supplier for any one part.

Un piège. Dressé non pour Ellana mais pour lui. Jilano bondit vers la porte. Verrouillée, elle l'aurait à peine ralenti. Elle s'ouvrit sans difficulté. Sur un mur de pierre. Il leva les yeux. La même substance huileuse qui l'avait fait glisser recouvrait tous les murs. La gouttière gisait au sol. Inutile de l'observer pour savoir qu'elle avait été sabotée. Du joli travail. Jilano inspira profondément, ralentissant son rythme cardiaque jusqu'à ce que son corps élimine l'injonction de survie induite par le danger. Ce n'était plus la peine. Il s'assit en tailleur contre un mur et attendit que la silhouette apparaisse au-dessus de lui. Elle ne tarda pas. Un sourire pâle erra sur les lèvres du maître marchombre lorsqu’il reconnut l'assassin. La guilde était donc tombée si bas ? Il faillit parler, non pas pour tenter de convaincre, encore moins pour supplier, mais pour chercher à comprendre. Il préféra détourner les yeux afin de se concentrer sur l'essentiel. Alors que l'assassin bandait son arc, les pensées de Jilano s'envolèrent vers Ellana. Bonheur. Gratitude. Amour. - Garde-toi, murmura-t-il, et que ta route soit belle. - Madame ! Que vous arrive-t-il ? Ellana était brusquement devenue livide. Elle poussa un cri rauque, leva la main à son cœur et, avant qu'Aoro ait pu intervenir, elle s'effondra.

The theory they used to prevent women voting was that the female brain could not comprehend the complexity of politics. Politics was for men. Child-bearing was for women. And the best supplier of reasons for keeping people in their place has always been religion. We saw it at work in the debate over slavery. The Bible and the Qur’an both took slavery for granted. They took the subordination of women for granted too. So we run up against the awkward fact that sacred texts can be used to supply ammunition for those who want to keep people under control.

Digital locks are roach motels: copyrighted works check in, but they don’t check out. Creators and investors lose control of their business—they become commodity suppliers for a distribution channel that calls all the shots. Anti-circumvention isn’t copyright protection: it’s middleman protection.

In this chapter I will describe the effects of the data deluge on all members of society generally and how it erodes the confidence, judgment, and decisiveness of leaders in particular. Then I will show the paradoxical side of the data deluge. Despite its anxiety-provoking effects, the proliferation of data also has an addictive quality. Leaders, healers, and parents “imbibe” data as a way of dealing with their own chronic anxiety. The pursuit of data, in almost any field, has come to resemble a form of substance abuse, accompanied by all the usual problems of addiction: self-doubt, denial, temptation, relapse, and withdrawal. Leadership training programs thus wind up in the codependent position of enablers, with publishers often in the role of “suppliers.” What does it take to get parents, healers, and managers, when they hear of the latest quick-fix fad that has just been published, to “just say no”?

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Elle le regarda enfourcher son vélo et filer vers le carrefour. Elle pensa mon Dieu il faut que je le rappelle. Vite. Puis elle pensa s'il croit que je vais le supplier! Puis oh mon Dieu si ça se trouve c'est la dernière fois que je le vois! - Salut, murmura-t-elle. Le vélo avait disparu depuis une bonne minute.

For an agile project, the ensemble includes core team members, customers, suppliers, executives, and other participants who interact with each other in various ways. It is these interactions, and the tacit and explicit information exchanges that occur within them, that project management practices need to facilitate.

Thankfully for frustrated women around the world, Tom Schalk, the vice president of voice technology at car navigation system supplier ATX, has come up with a novel solution to fix the ‘many issues with women’s voices’.26 What women need, he said, was ‘lengthy training’ – if only women ‘were willing’ to submit to it. Which, sighs Schalk, they just aren’t. Just like the wilful women buying the wrong stoves in Bangladesh, women buying cars are unreasonably expecting voice-recognition software developers to design a product that works for them when it’s obvious that the problem needing fixing is the women themselves. Why can’t a woman be more like a man?

You would stay at home, the anxious hours ticking by, and you would wait for your Phone Man. It was as close as most people came to experiencing what heroin addicts go through, the difference being that heroin addicts have the option of going to another supplier. Phone customers didn’t. They feared the power of the Telephone Company.

If I could only get rich by bankrupting every supplier I ever dealt with, then I would do it in a heartbeat. I wouldn’t feel good about doing it, but I’d do it. Getting rich isn’t about vendor–customer ‘partnerships’. And anyway, I have found that good suppliers respect a hard-nosed attitude providing it’s logical and providing you pay on time.)

Google, as the supplier of the Web’s principal navigational tools, also shapes our relationship with the content that it serves up so efficiently and in such profusion. The intellectual technologies it has pioneered promote the speedy, superficial skimming of information and discourage any deep, prolonged engagement with a single argument, idea, or narrative.

Apple doesn’t own the saw, and it doesn’t own the company that owns the saw. It also doesn’t staff the factory where the saw will be used. But it absolutely has an opinion as to which saw its supplier will use. It’s a new form of vertical integration. Where once a manufacturer would own every step of the process, Apple now controls each step without owning any of it.

However, even before the orgies of neoliberalism it was obvious that capitalism is not socially efficient. Market failures are everywhere, from environmental calamities to the necessity of the state’s funding much socially useful science to the existence of public education and public transportation (not supplied through the market) to the outrageous incidence of poverty and famine in countries that have had capitalism foisted on them.3 All this testifies to a “market failure,” or rather a failure of the capitalist, competitive, profit-driven mode of production, which, far from satisfying social needs, multiplies and aggravates them. This should not be surprising. An economic system premised on two irreconcilable antagonisms—that between worker and supplier-of-capital and that between every supplier-of-capital and every other4—and which is propelled by the structural necessity of exploiting and undermining both one’s employees and one’s competitors in order that ever-greater profits may be squeezed out of the population, is not going to lead to socially harmonious outcomes. Only in the unreal world of standard neoclassical economics, which makes such assumptions as perfect knowledge, perfect capital and labor flexibility, the absence of firms with “market power,” the absence of government, and in general the myth of homo economicus—the person susceptible of no other considerations than those of pure “economic rationality”—is societal harmony going to result.

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Igneous was huge and...well, rocky. He moved around the streets like a small iceberg and, like an iceberg, there was more to him than immediately met the eye. He was known as a supplier of things. More or less any kind of things. And he was also a wall, which was the same as a fence only a lot harder and tougher to beat. Igneous never unnecessary questions, because he couldn't think of any.

Recently, as I was teaching this concept, a CFO—who deals with numbers all the time—came up to me and said, “This is fascinating! I’ve always seen trust as a nice thing to have, but I never, ever, thought of it in terms of its impact on economics and speed. Now that you’ve pointed it out, I can see it everywhere I turn. “For example, we have one supplier in whom we have complete trust. Everything happens fast with this group, and the relationship hardly costs us anything to maintain. But with another supplier, we have very little trust. It takes forever to get anything done, and it costs us a lot of time and effort to support the relationship. And that’s costing us money—too much money!” This CFO was amazed when everything suddenly fell into place in his mind. Even though he was a “numbers” guy, he had not connected the dots with regard to trust. Once he saw it, everything suddenly made sense. He could immediately see how trust was affecting everything in the organization, and how robust and powerful the idea of the relationship between trust, speed, and cost was for analyzing what was happening in his business and for taking steps to significantly increase profitable growth.

President Carter’s re-election campaign in 1979 commenced amid spiralling global oil prices. With Bandar’s help, Carter drafted a letter to Fahd requesting Saudi Arabia to put more oil on the market.69 Fahd responded: ‘Tell my friend, the president of the United States of America, when they need our help, they will not be disappointed.’70 He promised to do ‘anything in his power externally or internally to ensure your re-election’, since this was ‘essential if there was ever to be a just and lasting peace in the Middle East’.71 This assistance, which saw Saudi oil trading $4–5 a day below other suppliers, cost the kingdom $30m to $40m a day. In gratitude, Carter invited Bandar to the White House in early December 1979, where they discussed Middle East politics and the US–Saudi relationship.

Mass production was aimed at new sources of demand in the early twentieth century’s first mass consumers. Ford was clear on this point: “Mass production begins in the perception of a public need.”73 Supply and demand were linked effects of the new “conditions of existence” that defined the lives of my great-grandparents Sophie and Max and other travelers in the first modernity. Ford’s invention deepened the reciprocities between capitalism and these populations. In contrast, Google’s inventions destroyed the reciprocities of its original social contract with users. The role of the behavioral value reinvestment cycle that had once aligned Google with its users changed dramatically. Instead of deepening the unity of supply and demand with its populations, Google chose to reinvent its business around the burgeoning demand of advertisers eager to squeeze and scrape online behavior by any available means in the competition for market advantage. In the new operation, users were no longer ends in themselves but rather became the means to others’ ends. Reinvestment in user services became the method for attracting behavioral surplus, and users became the unwitting suppliers of raw material for a larger cycle of revenue generation.

I saw him as the supplier of my life. In a dream, in a hole, I saw the great snake of life, devouring its own tail. Life eats life, the image of the snake seemed to tell me. Life devours itself. You are part of this, and so is Gup. The snake is the whip in my father;s hand. The whip is in my hand and reaches from my bloodied back to whip my father's hand. The torturer and the tortured are each playing a part and cannot be without the other.

The shareholders who own the businesses in this book have other, nonfinancial priorities in addition to their financial objectives. Not that they don’t want to earn a good return on their investment, but it’s not their only goal, or even necessarily their paramount goal. They’re also interested in being great at what they do, creating a great place to work, providing great service to customers, having great relationships with their suppliers, making great contributions to the communities they live and work in, and finding great ways to lead their lives. They’ve learned, moreover, that to excel in all those things, they have to keep ownership and control inside the company and, in many cases, place significant limits on how much and how fast they grow. The wealth they’ve created, though substantial, has been a byproduct of success in these other areas. I call them small giants.

Overnight, however, he apparently had second thoughts, or did some textbook reading on his own, and at the next meeting he turned to me as the first order of business. “On the black paint,” he said, “you were right about the advantages and I was wrong.” He handed me a quarter. It was a rare win. So Kelly approved my idea of painting the airplane black, and by the time our first prototype rolled out the airplane became known as the Blackbird. Our supplier, Titanium Metals Corporation, had only limited reserves of the precious alloy, so the CIA conducted a worldwide search and, using third parties and dummy companies, managed to unobtrusively purchase the base metal from one of the world’s leading exporters—the Soviet Union. The Russians never had an inkling of how they were actually contributing to the creation of the airplane being rushed into construction to spy on their homeland.

He became the largest individual hog farmer in the North. And, in order not to be victimized by meat packers, he bought controlling interest in an Indianapolis slaughterhouse. In order not to be victimized by steel suppliers, he bought controlling interest in a steel company in Pittsburgh. In order not to be victimized by coal suppliers, he bought controlling interest in several mines. In order not to be victimized by money lenders, he founded a bank.

I hit my favorite caffeine supplier near the subway station and get myself a big, fat triple-shotter. I need coffee like air this morning. Even with the muscle relaxants and alcohol, I didn’t sleep well. I kept having dreams that Max was in bed with me, all hard and warm and smelling like a spring orchard, touching me like I was precious and making me feel like I could do anything as long as he was by my side. It was the closest thing to a nightmare I’ve had in years.

fairness concerns are economically significant, a fact we had suspected but did not prove. Employers who violate rules of fairness are punished by reduced productivity, and merchants who follow unfair pricing policies can expect to lose sales. People who learned from a new catalog that the merchant was now charging less for a product that they had recently bought at a higher price reduced their future purchases from that supplier by 15%, an average loss of $90 per customer.

Mack and Denise had been in jail for vampire draining. Deeply upset, I nevertheless automatically carried a pitcher of beer and some glasses to a raucous table of four. Since vampire blood was supposed to temporarily relieve symptoms of illness and increase sexual potency, kind of like prednisone and Viagra rolled into one, there was a huge black market for genuine, undiluted vampire blood. Where there’s a market there are suppliers; in this case, I’d just learned, the scummy Rat Couple.

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understand that there are rules to follow if you are to win: 1. The model will provide consistent value to your customers, employees, suppliers, and lenders, beyond what they expect. 2. The model will be operated by people with the lowest possible level of skill. 3. The model will stand out as a place of impeccable order. 4. All work in the model will be documented in Operations Manuals. 5. The model will provide a uniformly predictable service to the customer. 6. The model will utilize a uniform color, dress, and facilities code.

Michael was wrapping up a speech. He said: Spectra is a company run by people, and we take your health very seriously. As our business relies on overseas suppliers, especially those in southern China, we are taking precautionary measures with this announcement of Shen Fever. We are working in accordance with the New York State Department of Health and the Centers for Disease Control and Prevention. In the next few weeks, we will keep you abreast of new updates for keeping you safe. We would appreciate your cooperation and compliance.

Forget the contracting end,” says Jocelyn. “It’s a sideshow. The main deal is the prison. Prisons used to be about punishment, and then reform and penitence, and then keeping dangerous offenders inside. Then, for quite a few decades, they were about crowd control – penning up the young, aggressive, marginalized guys to keep them off the streets. And then, when they started to be run as private businesses, they were about the profit margins for the prepackaged jail-meal suppliers, and the hired guards and so forth.” Stan nods; he understands all of this.

In this age of consumer activism, pinpoint marketing, and unlimited and immediate information, we want the impossible: products and producers that will assure us that we are fashionable, and that don’t pollute, harm animals, or contain weird chemicals, that run on alternative energy, pay their workers good salaries, recycle their scraps, use natural ingredients, buy from local suppliers, donate generously to charity, donate in particular to their neighborhoods, and don’t throw their weight around by lobbying. (Or maybe they should lobby for the right causes?)

In the mid-1980s, Congress authorized the creation of the US Sentencing Commission to examine prison terms and codify norms to correct the arbitrary punishments meted out by unaccountable judges. First, in 1989 the commission’s guidelines for individuals went into effect, establishing a point system for how many years of prison a convicted criminal might get, based on the seriousness of the misconduct and a person’s criminal history. In 1991, amid public and congressional outrage that sentences for white-collar criminals were too light and fines and sanctions for corporations too lenient, the Sentencing Commission expanded the concept to cover organizations. It formalized the Sporkin-era regime of offering leniency in exchange for cooperation and reform. The new rules delineated factors that could earn a culprit mercy. In levying a fine, the court should consider, the sentencing guidelines said, “any collateral consequences of conviction.” 1 “Collateral consequences” was, and remains, an ill-defined concept. How worried should the government be if a punishment causes a company to go out of business? Should regulators worry about the cashiering of innocent employees? What about customers, suppliers, or competitors? Should they fret about financial crises? From this rather innocuous mention, the little notion of collateral consequences would blossom into the great strangling vine that came to be known after the financial crisis of 2008 by its shorthand: “too big to jail.” Prosecutors and regulators were crippled by the idea that the government could not criminally sanction some companies—particularly giant banks—for fear that they would collapse, causing serious problems for financial markets or the economy.

She had pronounced the words “New Books” with caution and regret, articulating them reluctantly, as if they were vulgar, even obscene words. As I listened to her, I realised that that it was indeed a commercial term, used to designate an item in fashion, but inappropriate to define a literary work; I also realised that to her eyes I was nothing but an author of ‘New Books’ a supplier in a way. “But novels by Daudet or Maupassant - weren’t they ‘New Books’ when they came out?” I asked. “Time has given them their place”, she replied, as though I had just said something insolent.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Just after 1am on April 26th, 1986, a test was about to commence at Chernobyl’s Unit 4 reactor. What followed was the worst nuclear disaster in history. That night, the shift comprised of 176 men and women at the plant, along with 286 construction workers building Unit 5, a few hundred meters to the southeast. Unit 4’s control room operators, along with a representative of Donenergo - the state-owned electricity supplier and designer of the plant’s turbines - were testing a safety feature intended to allow the Unit to power itself for around a minute in the event of a total power failure.

that speaks to the little secret behind the relationships that small giants have with their suppliers and customers. It’s generally not the people at the top of the organization who create the intimate bonds. It’s the managers and employees who do the work of the business day in and day out. They are the ones who convey the spirit of the company to the outside world. Accordingly, they are the company’s first priority—which, from one perspective, is ironic. For all the extraordinary service and enlightened hospitality that the small giants offer, what really sets them apart is their belief that the customer comes second.

Large-scale commercial exchange and long-distance trade tend to promote common standards of measurement. For relatively smallscale trade, grain dealers could transact with several suppliers as long as they knew the measure each was using. They might actually profit from their superior grasp of the profusion of units, much as smugglers take advantage of small differences in taxes and tariffs. Beyond a certain point, however, much of commerce is composed of long chains of transactions, often over great distances, between anonymous buyers and sellers. Such trade is greatly simplified and made legible by standard weights and measures.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

Cook reduced the number of Apple’s key suppliers from a hundred to twenty-four, forced them to cut better deals to keep the business, convinced many to locate next to Apple’s plants, and closed ten of the company’s nineteen warehouses. By reducing the places where inventory could pile up, he reduced inventory. Jobs had cut inventory from two months’ worth of product down to one by early 1998. By September of that year, Cook had gotten it down to six days. By the following September, it was down to an amazing two days’ worth. In addition, he cut the production process for making an Apple computer from four months to two. All of this not only saved money, it also allowed each new computer to have the very latest components available.

Danny Meyer of Union Square Hospitality Group talked about businesses having soul. He believed soul was what made a business great, or even worth doing at all. “A business without soul is not something I’m interested in working at,” he said. He suggested that the soul of a business grew out of the relationships a company developed as it went along. “Soul can’t exist unless you have active, meaningful dialogue with stakeholders: employees, customers, the community, suppliers, and investors. When you launch a business, your job as the entrepreneur is to say, ‘Here’s a value proposition that I believe in. Here’s where I’m coming from. This is my point of view.’ At first, it’s a monologue. Gradually it becomes a dialogue and then a real conversation.

In pain, exhausted, and angry, I, too, was swept up in futile pageantry. I signed up for appointments, I waited, I got my hopes up, I went and sat in shoddy, sad offices with pictures of sailboats on the wall and greasily thumbed magazines on side tables sourced from bulk office furniture suppliers. The actual encounter was always confusing, eleven minutes of liminal contact in which I tried to conduct myself in a way that would make the doctor like me, in the hope they would take some true interest in my plight. But their day was full of tests to order, bureaucracy to cut through, an education that taught them not to say, “I don’t know what’s wrong with you.” And so we stood together in a tiny, antiseptic room, the doctor and the patient, a world apart.

The much-criticised rubber regime of Leopold II had only a brief heyday and disappeared from the tables of Congolese resources shortly after 1900 in favour of palm oil and palm nuts. The production tables also show that the population increased from 1890 onwards and was not exterminated. In 1888, And revenue from the 'red' rubber largely went to the Free State for public expenditure, including road construction and the army. These budgets, too, are never cited by the narrators, ever. Ditto for the rubber tables, which show that far more rubber arrived in Antwerp from French Congo and Angola than from the Free State in the early period. Rubber from Congo Free State accounted for barely 10 per cent of world production. The big supplier was the Amazon with 70%.

Uncle Avi. He said he’d heard that upward of thirty thousand Jewish men had been arrested by the Gestapo and the SS. Jacob blanched when he heard the number. But his father seemed to believe neither the number nor the source. “Arrested? Arrested for what?” “For being Jews—what else?” Avi said. “Thirty thousand? That’s ridiculous.” “It’s a fact, Reuben.” “Says who?” “I heard it from one of my suppliers, a goy from Wiesbaden,” Avi replied. “His son is high up in the Gestapo. Tells him everything. The man was practically bragging about it.” “Why would he tell you?” Dr. Weisz asked. “He doesn’t know I’m a Jew,” Avi said. “How’s that possible?” “He thinks I’m Catholic. Remember the crucifix I asked you to get me a few years back from your priest friend in Berlin?” “Of course.” “It’s hanging in my office in Cologne,

The odor of burning sulphur shifted on the night air, acrid, a little foul. Somewhere, the Canaan dwellers had learned of a supplier of castor - an extract from the beaver's perineal glands. Little packets containing the brown-orange mass of dried animal matter arrived from Detroit at the Post Office's "general delivery." At home, by the kerosene light, the recipients unwrapped the packets. A poor relative sometimes would be given some of the fibrous gland, bitter and smelling slightly like strong human sweat, and the rest would go into a Mason jar. Each night, as prescribed by old Burrifous through his oracle, Ronnie, a litt1e would be mixed with clear spring water. And as it gave the water a creamy, rusty look, the owner would sigh with awe and fear. The creature, wolf or man, became more real through the very specific which was to vanquish him.

Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don’t need to impress people I don’t like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don’t have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won’t last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don’t have to see them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world.

As noted in About ESC Electrol Specialties Company began fabricating CIP System components as a vendor to one of the nations largest suppliers of cleaning chemicals to the Dairy industry more than 50 years ago. This vendor was a major provider of the engineering services, components and skilled personnel required to design and install CIPable automaed processes, for dairies initialy, and later food and beverage processors. This vendor was actively involved with new facility construction, but more importantly, also developed and applied the methodos of applying such new technology equally well to "recycle old dairies" via rennovation projects planned to provide the exisitng facility increased capacity, efficiency and quality capabilities, and keep it running during the rennovation process. This vendor worked on a design and install" basis and used its own wsanitary welding crews, even Internationally, through the mid 70s.

I also worried about her morale. During Linda’s first season working for Amazon, she had seen up close the vast volume of crap Americans were buying and felt disgusted. That experience had planted a seed of disenchantment. After she left the warehouse, it continued to grow. When she had downsized from a large RV to a minuscule trailer, Linda had also been reading about minimalism and the tiny house movement. She had done a lot of thinking about consumer culture and about how much garbage people cram into their short lives. I wondered where all those thoughts would lead. Linda was still grappling with them. Weeks later, after starting work in Kentucky, she would post the following message on Facebook and also text it directly to me: Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don’t need to impress people I don’t like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don’t have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won’t last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don’t have to see them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world. After sending that, she continued: Radical I know, but this is what goes through my head when I’m at work. There is nothing in that warehouse of substance. It enslaved the buyers who use their credit to purchase that shit. Keeps them in jobs they hate to pay their debts. It’s really depressing to be there. Linda added that she was coping

Il y a quelqu'un que je n'ai encore jamais eu envie de tuer. C'est toi. Tu peux marcher dans les rues, tu peux boire et marcher dans les rues, je ne te tuerai pas. N'aie pas peur. La ville est sans danger. Le seul danger dans la ville, c'est moi. Je marche, je marche dans les rues, je tue. Mais toi, tu n'as rien à craindre. Si je te suis, c'est parce que j'aime le rythme de tes pas. Tu titubes. C'est beau. On pourrait dire que tu boites. Et que tu es bossu. Tu ne l'es pas vraiment. De temps en temps tu te redresses, et tu marches droit. Mais moi, je t'aime dans les heures avancées de la nuit, quand tu es faible, quand tu trébuches, quand tu te voûtes. Je te suis, tu trembles. De froid ou de peur. Il fait chaud pourtant. Jamais, presque jamais, peut-être jamais il n'avait fait si chaud dans notre ville. Et de quoi pourrais-tu avoir peur? De moi? Je ne suis pas ton ennemi. Je t'aime. Et personne d'autre ne pourrait te faire du mal. N'aie pas peur. je suis là. Je te protège. Pourtant, je souffre aussi. Mes larmes - grosses gouttes de pluie - me coulent sur le visage. La nuit me voile. La lune m'éclaire. Les nuages me cachent. Le vent me déchire. J'ai une sorte de tendresse pour toi. Cela m'arrive parfois. Tres rarement. Pourquoi pour toi? Je n'en sais rien. Je veux te suivre très loin, partout, longtemps. Je veux te voir souffrir encore plus. Je veux que tu en aies assez de tout le reste. Je veux que tu viennes me supplier de te prendre. Je veux que tu me désires. Que tu aies envie de moi, que tu m'aimes, que tu m'appelles. Alors, je te prendrai dans mes bras, je te serrerai sur mon coeur, tu seras mon enfant, mon amant, mon amour. Je t'emporterai. Tu avais peur de naître, et maintenant tu as peur de mourir. Tu as peur de tout. Il ne faut pas avoir peur. Il y a simplement une grande roue qui tourne. Elle s'appelle Éternité. C'est moi qui fais tourner la grande roue. Tu ne dois pas avoir peur de moi. Ni de la grande roue. La seule chose qui puisse faire peur, qui puisse faire mal, c'est la vie, et tu la connais déjà.

Wal-Mart can't seem to grasp an essential fact: in 2006, the company has exactly the reputation it has earned. No, we don't give the company adequate credit for low prices. But the broken covenant Sam Walton had with how to treat store employees, the relentless pressure that hollows out companies and dilutes the quality of their products, the bullying of suppliers and communities, the corrosive secrecy, the way Wal-Mart has changed our own perception of price and quality, of value and durability--none of these is imaginary, or trivial, or easily changed with a fresh set of bullet points, an impassioned speech, and a website heavy with "Wal-Mart facts". If Wal-Mart does in fact double the gas mileage of its truck fleet, and thereby double the gas mileage of every long-haul truck in America, that will be huge. It will change gas consumption in the United States in a single stroke. But it hasn't happened yet. And even if it does, it will not make Wal-Mart a good company or a good corporate partner or a good corporate citizen.

Everything about this project was dark alley, cloak and dagger. Even the way they financed the operation was highly unconventional: using secret contingency funds, they back-doored payment to Lockheed by writing personal checks to Kelly for more than a million bucks as start-up costs. The checks arrived by regular mail at his Encino home, which had to be the wildest government payout in history. Johnson could have absconded with the dough and taken off on a one-way ticket to Tahiti. He banked the funds through a phony company called “C & J Engineering,” the “C & J” standing for Clarence Johnson. Even our drawings bore the logo “C & J”—the word “Lockheed” never appeared. We used a mail drop out at Sunland, a remote locale in the San Fernando Valley, for suppliers to send us parts. The local postmaster got curious about all the crates and boxes piling up in his bins and looked up “C & J” in the phone book and, of course, found nothing. So he decided to have one of his inspectors follow our unmarked van as it traveled back to Burbank. Our security people nabbed him just outside the plant and had him signing national security secrecy forms until he pleaded writer’s cramp.

The right Brand Promise isn’t always obvious. Naomi Simson — founder of one of the fastest-growing companies in Australia, RedBalloon — was sure she knew what to promise customers who want to give experiences such as hot air balloon rides as gifts, rather than flowers and chocolates. Her promises included an easy-to-use website for choosing one of over 2,000 experiences; recognizable packaging and branding (think Tiffany blue, only in red); and onsite support. It wasn’t until a friend and client mentioned that she was using the website as a source of ideas — but buying the experiences directly from the vendors — that Simson had an “Aha!” moment. She realized that other customers might be doing the same thing, assuming that RedBalloon must be marking up the price of the experiences to cover the costs of the website, packaging, and onsite support. To grow the business, she promised customers they would pay no more for the experiences they bought through RedBalloon than for those purchased directly from the suppliers; otherwise, customers would get 100% of their fee refunded. The company calls this promise, which is technically a pricing guarantee, a “100% Pleasure Guarantee,” to fit its brand.

She buys only the best couverture, from a fair trade supplier down near Marseille, and pays for it all in cash. A dozen blocks of each kind, to begin with, she says; but I already know from her eager response that a dozen blocks will not be enough. She used to make all her own stock, so she tells me, and though I'll admit I didn't quite believe it at first, the way she has thrown herself back into the business tells me that she was not exaggerating. The process is deft and peculiarly therapeutic to watch. First comes the melting and tempering of the raw couverture: the process that enables it to leave its crystalline state and take on the glossy, malleable form necessary to make the chocolate truffles. She does it all on a granite slab, spreading out the melted chocolate like silk and gathering it back toward her using a spatula. Then it goes back into the warm copper, the process to be repeated until she declares it done. She rarely uses the sugar thermometer. She has been making chocolates for so long, she tells me, that she can simply sense when the correct temperature has been reached. I believe her; certainly over the past three days I have been watching her, she has never produced a less than flawless batch. During that time I have learned to observe with a critical eye: to check for streaks in the finished product; for the unappealing pale bloom that denotes incorrectly tempered chocolate; for the high gloss and sharp snap that are the indicators of good-quality work.

That very month, at the St. Louis Children’s Hospital, two young patients experienced strange and alarming symptoms. As they underwent dialysis, a lifesaving procedure to filter blood for those whose kidneys don’t work properly, the patients’ eyes started swelling, their heart rates escalated, and their blood pressure dropped. These were signs of a life-threatening allergic reaction. Dr. Anne Beck, the director of the nephrology unit, directed her staff to wash out the tubing with extra fluid before hooking the children back up to the dialysis machines. For the next two months, everything seemed fine. But in January 2008, the symptoms struck again. Beck contacted an epidemiologist specializing in children’s infectious diseases who immediately assembled a command center where a team worked around the clock to uncover the cause of the strange reactions. But as more children succumbed and the staff grew frightened, the epidemiologist notified the Centers for Disease Control and Prevention. The CDC immediately contacted dialysis centers in other states and learned of similar reactions elsewhere. As the CDC and the FDA began a joint investigation, their efforts pointed to a common denominator: all the sickened patients had been given heparin made by the brand-name company Baxter, the nation’s biggest heparin supplier. It was a drug that patients took intravenously during dialysis to ensure that they didn’t suffer blood clots. Within weeks, Baxter—at the FDA’s urging—began a sweeping series of recalls, until finally the allergic reactions stopped. Yet

History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

Lucid Motors was started under the name Atieva (which stood for “advanced technologies in electric vehicle applications” and was pronounced “ah-tee-va”) in Mountain View in 2008 (or December 31, 2007, to be precise) by Bernard Tse, who was a vice president at Tesla before it launched the Roadster. Hong Kong–born Tse had studied engineering at the University of Illinois, where he met his wife, Grace. In the early 1980s, the couple had started a computer manufacturing company called Wyse, which at its peak in the early 1990s registered sales of more than $480 million a year. Tse joined Tesla’s board of directors in 2003 at the request of his close friend Martin Eberhard, the company’s original CEO, who sought Tse’s expertise in engineering, manufacturing, and supply chain. Tse would eventually step off the board to lead a division called the Tesla Energy Group. The group planned to make electric power trains for other manufacturers, who needed them for their electric car programs. Tse, who didn’t respond to my requests to be interviewed, left Tesla around the time of Eberhard’s departure and decided to start Atieva, his own electric car company. Atieva’s plan was to start by focusing on the power train, with the aim of eventually producing a car. The company pitched itself to investors as a power train supplier and won deals to power some city buses in China, through which it could further develop and improve its technology. Within a few years, the company had raised about $40 million, much of it from the Silicon Valley–based venture capital firm Venrock, and employed thirty people, mostly power train engineers, in the United States, as well as the same number of factory workers in Asia. By 2014, it was ready to start work on a sedan, which it planned to sell in the United States and China. That year, it raised about $200 million from Chinese investors, according to sources close to the company.

Working with chocolate always helps me find the calm centre of my life. It has been with me for so long; nothing here can surprise me. This afternoon I am making pralines, and the little pan of chocolate is almost ready on the burner. I like to make these pralines by hand. I use a ceramic container over a shallow copper pan: an unwieldy, old-fashioned method, perhaps, but the beans demand special treatment. They have traveled far, and deserve the whole of my attention. Today I am using couverture made from the Criollo bean: its taste is subtle, deceptive; more complex than the stronger flavors of the Forastero; less unpredictable than the hybrid Trinitario. Most of my customers will not know that I am using this rarest of cacao beans; but I prefer it, even though it may be more expensive. The tree is susceptible to disease: the yield is disappointingly low; but the species dates back to the time of the Aztecs, the Olmecs, the Maya. The hybrid Trinitario has all but wiped it out, and yet there are still some suppliers who deal in the ancient currency. Nowadays I can usually tell where a bean was grown, as well as its species. These come from South America, from a small, organic farm. But for all my skill, I have never seen a flower from the Theobroma cacao tree, which only blooms for a single day, like something in a fairytale. I have seen photographs, of course. In them, the cacao blossom looks something like a passionflower: five-petaled and waxy, but small, like a tomato plant, and without that green and urgent scent. Cacao blossoms are scentless; keeping their spirit inside a pod roughly the shape of a human heart. Today I can feel that heart beating: a quickening inside the copper pan that will soon release a secret. Half a degree more of heat, and the chocolate will be ready. A filter of steam rises palely from the glossy surface. Half a degree, and the chocolate will be at its most tender and pliant.

The real improvements then must come, to a considerable extent, from the local communities themselves. We need local revision of our methods of land use and production. We need to study and work together to reduce scale, reduce overhead, reduce industrial dependencies; we need to market and process local products locally; we need to bring local economies into harmony with local ecosystems so that we can live and work with pleasure in the same places indefinitely; we need to substitute ourselves, our neighborhoods, our local resources, for expensive imported goods and services; we need to increase cooperation among all local economic entities: households, farms, factories, banks, consumers, and suppliers. If. we are serious about reducing government and the burdens of government, then we need to do so by returning economic self-determination to the people. And we must not do this by inviting destructive industries to provide "jobs" to the community; we must do it by fostering economic democracy. For example, as much as possible the food that is consumed locally ought to be locally produced on small farms, and then processed in small, non- polluting plants that are locally owned. We must do everything possible to provide to ordinary citizens the opportunity to own a small, usable share of the country. In that way, we will put local capital to work locally, not to exploit and destroy the land but to use it well. This is not work just for the privileged, the well-positioned, the wealthy, and the powerful. It is work for everybody. I acknowledge that to advocate such reforms is to advocate a kind of secession-not a secession of armed violence but a quiet secession by which people find the practical means and the strength of spirit to remove themselves from an economy that is exploiting and destroying their homeland. The great, greedy, indifferent national and international economy is killing rural America, just as it is killing America's cities--it is killing our country. Experience has shown that there is no use in appealing to this economy for mercy toward the earth or toward any human community. All true patriots must find ways of opposing it. --1991

[...] Pourtant, s’il n’existe pas de moyen infaillible pour permettre au futur disciple d’identifier un Maître authentique par une procédure mentale uniquement, il existe néanmoins cette maxime ésotérique universelle (127) que tout aspirant trouvera un guide authentique s’il le mérite. De même que cette autre maxime qu’en réalité, et en dépit des apparences, ce n’est pas celui qui cherche qui choisit la voie, mais la voie qui le choisit. En d’autres termes, puisque le Maître incarne la voie, il a, mystérieusement et providentiellement, une fonction active à l’égard de celui qui cherche, avant même que l’initiation établisse la relation maître-disciple. Ce qui permet de comprendre l’anecdote suivante, racontée par le Shaykh marocain al-’Arabî ad-Darqâwî (mort en 1823), l’un des plus grands Maîtres soufis de ces derniers siècles. Au moment en question, il était un jeune homme, mais qui représentait déjà son propre Shaykh, ’Alî al-Jamal, à qui il se plaignit un jour de devoir aller dans tel endroit où il craignait de ne trouver aucune compagnie spirituelle. Son Shaykh lui coupa la parole : « Engendre celui qu’il te faut! » Et un peu plus tard, il lui réitéra le même ordre, au pluriel : « Engendre-les! »(128) Nous avons vu que le premier pas dans la voie spirituelle est de « renaître »; et toutes ces considérations laissent entendre que nul ne « mérite » un Maître sans avoir éprouvé une certaine conscience d’« inexistence » ou de vide, avant-goût de la pauvreté spirituelle (faqr) d’où le faqîr tire son nom. La porte ouverte est une image de cet état, et le Shaykh ad-Darqâwî déclare que l’un des moyens les plus puissants pour obtenir la solution à un problème spirituel est de tenir ouverte « la porte de la nécessité »(129) et de prendre garde qu’elle ne se referme. On peut ainsi en déduire que ce « mérite » se mesurera au degré d’acuité du sens de la nécessité chez celui qui cherche un Maître, ou au degré de vacuité de son âme, qui doit être en effet suffisamment vide pour précipiter l’avènement de ce qui lui est nécessaire. Et soulignons pour terminer que cette « passivité » n’est pas incompatible avec l’attitude plus active prescrite par le Christ : « Cherchez et vous trouverez; frappez et l’on vous ouvrira », puisque la manière la plus efficace de « frapper » est de prier, et que supplier est la preuve d’un vide et l’aveu d’un dénuement, d’une « nécessité » justement. En un mot, le futur disciple a, aussi bien que le Maître, des qualifications à actualiser. 127. Voir, dans le Treasury of Traditional Wisdom de Whitall Perry, à la section réservée au Maître spirituel, pp. 288-95, les citations sur ce point particulier, de même que sur d’autres en rapport avec cet appendice. 128. Lettres d'un Maître soufi, pp. 27-28. 129. Ibid., p. 20. - Le texte dit : « porte de la droiture », erreur de traduction corrigée par l’auteur, le terme arabe ayant bien le sens de « nécessité », et même de « besoin urgent ». (NdT)

Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!

Trouble free payday loans. A payday loan is your remedy to an immediate have to have for money. A payday loans seems to be rather attractive. If you have a job, you can actually get a payday loan. Occasionally, consumers without having profession can get a payday loan. It is actually not straightforward to modify your spending budget without the need of a loan. You will find a lot of payday loan suppliers. Individuals also give payday loans. Typically, the rate of interest will be the most important aspect of any payday loan. You ought to usually be in a position to pay back the quantity borrowed. A payday loan can be fantastic after you possess a job or else it can be a disaster. You will have dollars deposited within your bank’s saving account around the exact same day. High rates of interest on a loan is usually Pikavippikioski.fi particularly difficult to manage. Payday loans can be a superb quick option but not a long-term solution. You will obtain the money inside your savings or present account. There is an arrangement for direct deduction out of your income created into the account. This can be a approach that may be set to run automatically and also you do not have to accomplish something. It's essential to understand that a payday loan is known as a short-term loan only. You have to spend a larger price of interest on a payday loan. Many people without having a job would need to supply some other safety of repayment. If you have bad credit, a payday loan may be the only answer. You often require a very good credit rating to get a loan. Of all loans, a payday loan will be the most effective and least complicated way for you to get money swiftly. Occasionally folks take out extra than one payday loan. If you usually do not spend the amount on time, the interest begins to add up seriously. It can be important that you just understand almost everything about a payday loan. What takes place when the time comes for trying to repay the loan? Some nations take into account a payday loan as terrible for the individual. The majority of people in no way look at a payday loan from every single angle. You can not acquire plenty of cash if you have pretty small revenue. The interest plus the principal on a payday loan can add up incredibly promptly. The perfect point to perform is pay the interest in addition to a small on the principal quantity each week. A payday loan is anything to assist you more than your immediate complications. You may have seen that banks take a while to agree a loan. In most cases, the interest is normally deducted just before the deposit is produced. The more rapidly you repay the principal amount the much better it is for you, as you have to pay much less as interest. It is best to never ever go in for any payday loan anytime you'll need money. Payday loan corporations are bobbing up all more than the nation. One can find nations exactly where it really is illegal; to charge such high interest rates. The concept behind a payday loan is always to tide you over your immediate issues. A payday loan really should by no means become the norm but it should be an exception. You could have to spend a price in exorbitant rates of interest if you usually do not pay up in time. A payday loan is beneficial for immediate payment of bills.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

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The more ambitious the OKR, the greater the risk of overlooking a vital criterion. To safeguard quality while pushing for quantitative deliverables, one solution is to pair key results, to measure both effect and counter effect, as Grove wrote in High Output Management. When key results focus on output, Grove noted, 'the paired counterparts should stress the quality of work, thus in Accounts Payable, the number of vouchers processed should be paired with the number of errors found either by auditing or by our suppliers. For another example, the number of square feet cleaned by a custodial group should be paired with by rating of the quality of work as assessed by a senior manager with an office in that building.' -- Let the quantity goal be three new features, the paired quality goal will be fewer than 5 bugs per feature in quality assurance testing. The result - developers will write cleaner code. If the quantity goal is 50 million dollars in Q1 sales, the quality goal can be 10 million dollars in maintenance contracts, because sustained retention by sales professionals will increase customer success and satisfaction.

Reflect What You Heard Mirroring involves repeating the last few words of what someone said to show you’re listening and engaged. Particularly if someone is feeling emotional, it encourages them to keep talking and gives them the opportunity to vent. If someone says, “I’m so annoyed that our supplier is always a day or two late,” for example, one could respond, “They’re always a day or two late?

Reflect What You Heard Mirroring involves repeating the last few words of what someone said to show you’re listening and engaged. Particularly if someone is feeling emotional, it encourages them to keep talking and gives them the opportunity to vent. If someone says, “I’m so annoyed that our supplier is always a day or two late,” for example, one could respond, “They’re always a day or two late?” Mirroring builds liking and affiliation while keeping the conversation flowing. Rather than repeating exactly what was said, paraphrasing involves restating someone’s meaning using your own words. This shows not only that you’re listening but that you truly understand what was being conveyed.

It’s too easy to sell or not sell fifty widgets this week, or to sign or fail to sign the contract with your supplier. It’s much more difficult to behave and act at all times in a disciplined, systematic way. But this is what you must do in order to achieve what you’re capable of.

or when letters to Jewish suppliers in Germany came back marked “Address Unknown,” we still managed to believe that it was primarily a German problem. “How long are they going to stand for it?” we said. “They won’t put up with that man for long.

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Sales will help customers capture the maximum amount of value from an advanced technology in the minimum amount of time. By doing so, Sales will accelerate the growth of our partnership over every one-quarter, one-year, and three-year time horizon.

4. MIGRATE YOUR TARGET CUSTOMER BASE Every star venture wants to end up with a unique set of customers, ideally suited to its products and DNA. To migrate towards your ideal target customers, identify: ★ suitable customers you know already or could easily access; ★ customers who are disgruntled with their existing suppliers; ★ customers who need a product you can envision, not currently being provided; ★ customers who give you pleasure; ★ customers who aren’t price-sensitive; ★ customers you know you can help most; ★ fast-growth companies; ★ big and profitable companies; ★ loyal customers, who hate to switch suppliers; ★ customers with whom you can build a ‘thick’ relationship; ★ customers who’ll recommend you to big customers; ★ people within organisations at the most senior level you can possibly reach.

Uncertainty can also be bad for the economy as a whole if, for example, firms delay capital investment or hiring until they have more information about their access to foreign suppliers and markets.

Suppliers called the solutions play, and customers have made their countermove. Customers are looking for ways to reduce both the complexity and the risk that suppliers’ solution selling efforts have foisted upon them.

Instead, what sets the best suppliers apart is not the quality of their products, but the value of their insight—new ideas to help customers either make money or save money in ways they didn’t even know were possible.

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China has become not only America’s main supplier, but America’s main banker, the largest holder of U.S. debt, with financial reserves topping $3.2 trillion, giving it enough financial leverage to wreak havoc with the American economy if it ever chose to sell off a large slice of its U.S. Treasury holdings. This is the opposite of what America’s business and political leaders promised. The

we need simply look at how capitalism changed after the idea of shareholder supremacy took over—which only happened in the final decades of the twentieth century. Prior to the introduction of the shareholder primacy theory, the way business operated in the United States looked quite different. “By the middle of the 20th century,” said Cornell corporate law professor Lynn Stout in the documentary series Explained, “the American public corporation was proving itself one of the most effective and powerful and beneficial organizations in the world.” Companies of that era allowed for average Americans, not just the wealthiest, to share in the investment opportunities and enjoy good returns. Most important, “executives and directors viewed themselves as stewards or trustees of great public institutions that were supposed to serve not just the shareholders, but also bondholders, suppliers, employees and the community.” It was only after Friedman’s 1970 article that executives and directors started to see themselves as responsible to their “owners,” the shareholders, and not stewards of something bigger. The more that idea took hold in the 1980s and ’90s, the more incentive structures inside public companies and banks themselves became excessively focused on shorter-and-shorter-term gains to the benefit of fewer and fewer people. It’s during this time that the annual round of mass layoffs to meet arbitrary projections became an accepted and common strategy for the first time. Prior to the 1980s, such a practice simply didn’t exist. It was common for people to work a practical lifetime for one company. The company took care of them and they took care of the company. Trust, pride and loyalty flowed in both directions. And at the end of their careers these long-time employees would get their proverbial gold watch. I don’t think getting a gold watch is even a thing anymore. These days, we either leave or are asked to leave long before we would ever earn one.

Although Magellan was normally meticulous in preparing the ships, this time he was too trusting of his suppliers.

Once key barrier conditions are identified, they must be tested in ways the entire group will find compelling. A test may involve surveying a thousand consumers or speaking to only one supplier. It may entail crunching thousands of numbers or doing a purely qualitative assessment.

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A company thus serves not only investors, but also colleagues, customers, suppliers, the environment, communities and the government. Together, these other parties are known as an enterprise’s stakeholders who, collectively, enjoy value. Members refer to either investors or stakeholders, and citizens are the people who live in society.

The pie includes the value to suppliers from a stable source of revenue. We’ll call this value funding, because what matters is not only how much they receive, but how promptly they’re paid.

By far the main stakeholder Shkreli took from was customers – patients and health insurance companies. But Shkreli also took from his colleagues, who may have joined a biotech start-up excited about inventing new drugs, but instead spent their days ordered to squeeze higher profits from existing drugs. He took from suppliers, because the restricted sale and thus production of Daraprim slashed the demand for its inputs. And he took from communities, because reduced access to Daraprim hurt patients, their families and their friends.

The pie represents the value an enterprise creates for society. Society includes not only investors, but also colleagues, customers, suppliers, the environment, the government and communities. If companies consider only investors and ignore stakeholders, they’ll lose their social licence to operate – as they may already be doing.

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Investors shouldn’t always be suppressed; they’re allies in reforming capitalism to a more purposeful and more sustainable form. Business and society aren’t adversaries, but play for the same team. When all members of an organisation work together, bound by a common purpose and focused on the long term, they create shared value in a way that enlarges the slices of everyone – shareholders, workers, customers, suppliers, the environment, communities and taxpayers.

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They have made great progress toward turning the customer success process into a data-driven science, not a human-driven art. They have also taught us that the service experience can be the ultimate platform for selling products.

When I first began writing novels the greatest threat to America and the world appeared to be fundamentalist Islamic terrorists intent on waging a Holy War to establish a Caliphate. So these tended to be my villains. I dutifully took care to explain each time that radicalized Jihadists vowing to wipe all non-Muslims from the face of the Earth and create rivers of blood in the streets didn’t represent the vast majority of peace-loving Muslims. Since there were only small pockets of Jihadists, and over a billion Muslims, nothing could be more obvious. Still, in today’s world, one needed to state this explicitly. But then I began researching the leadership of China, and I was astonished by what I found. I had always thought the country was largely harmless. A promising market for American goods, and a wonderful supplier to American consumers. But the more I researched, the more clear and ominous their endgame became. It wasn’t as if it wasn’t all there to find, in their own words. Still, their reputation within the US tended to be excellent. China was ten times the threat of Russia, yet many Americans thought just the opposite.

Niobe earned the ire of the gods by bragging about her seven lovely daughters and seven “handsome sons—whom the easily offended Olympians soon slaughtered for her impertinence. Tantalus, Niobe’s father, killed his own son and served him at a royal banquet. As punishment, Tantalus had to stand for all eternity up to his neck in a river, with a branch loaded with apples dangling above his nose. Whenever he tried to eat or drink, however, the fruit would be blown away beyond his grasp or the water would recede. Still, while elusiveness and loss tortured Tantalus and Niobe, it is actually a surfeit of their namesake elements that has decimated central Africa. There’s a good chance you have tantalum or niobium in your pocket right now. Like their periodic table neighbors, both are dense, heat-resistant, noncorrosive metals that hold a charge well—qualities that make them vital for compact cell phones. In the mid-1990s cell phone designers started demanding both metals, especially tantalum, from the world’s largest supplier, the Democratic Republic of Congo, then called Zaire. Congo sits next to Rwanda in central Africa, and most of us probably remember the Rwandan butchery of the 1990s. But none of us likely remembers the day in 1996 when the ousted Rwandan government of ethnic Hutus spilled into Congo seeking “refuge. At the time it seemed just to extend the Rwandan conflict a few miles west, but in retrospect it was a brush fire blown right into a decade of accumulated racial kindling. Eventually, nine countries and two hundred ethnic tribes, each with its own ancient alliances and unsettled grudges, were warring in the dense jungles. Nonetheless, if only major armies had been involved, the Congo conflict likely would have petered out. Larger than Alaska and dense as Brazil, Congo is even less accessible than either by roads, meaning it’s not ideal for waging a protracted war. Plus, poor villagers can’t afford to go off and fight unless there’s money at stake. Enter tantalum, niobium, and cellular technology. Now, I don’t mean to impute direct blame. Clearly, cell phones didn’t cause the war—hatred and grudges did. But just as clearly, the infusion of cash perpetuated the brawl. Congo has 60 percent of the world’s supply of the two metals, which blend together in the ground in a mineral called coltan. Once cell phones caught on—sales rose from virtually zero in 1991 to more than a billion by 2001—the West’s hunger proved as strong as Tantalus’s, and coltan’s price grew tenfold. People purchasing ore for cell phone makers didn’t ask and didn’t care where the coltan came from, and Congolese miners had no idea what the mineral was used for, knowing only that white people paid for it and that they could use the profits to support their favorite militias. Oddly, tantalum and niobium proved so noxious because coltan was so democratic. Unlike the days when crooked Belgians ran Congo’s diamond and gold mines, no conglomerates controlled coltan, and no backhoes and dump trucks were necessary to mine it. Any commoner with a shovel and a good back could dig up whole pounds of the stuff in creek beds (it looks like thick mud). In just hours, a farmer could earn twenty times what his neighbor did all year, and as profits swelled, men abandoned their farms for prospecting. This upset Congo’s already shaky food supply, and people began hunting gorillas for meat, virtually wiping them out, as if they were so many buffalo. But gorilla deaths were nothing compared to the human atrocities. It’s not a good thing when money pours into a country with no government.

I'd left the soon-to-be-blue doors open, and Clementine had let herself in. As we entered the kitchen, I could see her putting the finishing touches on two bowls of something chocolaty. "What is this?" I asked, taking a closer look. Clementine finished her plating and stepped back. "Nutella mousse with hazelnut liqueur, served with chocolate-dipped hazelnut shortbread." She was good; I had to give her that. Nico and I shared a deep, genetic affinity for the chocolate-hazelnut spread. Without hesitation, I picked up the spoon and dug in. An intense, perfectly complex Nutella taste met my tongue. My eyes slid shut. "That is so good." "Try it with the shortbread," Clementine instructed. I dipped the chocolaty-end of the shortbread into the mousse. The crunch of the cookie set off the rich mousse like a dream. A chocolaty, hazelnutty, Nutella-y dream. Dragging my attention away from dessert, I looked to Nico to see his reaction. He stood staring at me, spoon in hand, mousse untouched. I frowned at him. "What on earth are you waiting for? Eat!" Nico scowled but dug his spoon into the mousse. He took a bite; his face froze. "Seriously," I said, working two more spoonfuls, "I might lick the bowl." Nico shrugged. "It's pretty good." Clementine squared her shoulders. "Pretty good?" "You want the job?" "Yes, I do," she answered. "I'll think about it," he told her, his expression guarded. "Thank you," Clementine replied, unfazed. I scooped another bite of mousse. "This shortbread? It's perfect!" "It's the French butter. I get it from your grandmother's supplier--he gives us, I mean, me, a good deal. I bake croissants for him. He imports French butter but can't bake. Isn't that sad?" I nodded, nibbling at the shortbread. "The butter certainly imports a richness of flavor that's quite special.

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Your supply chain strategy should have a diversity, equity and inclusion component that intentionally caters for ‘supply chain staffing’, ‘supply chain vendors’ and ‘benefactors of your supply chain network’. This leverages the creative gusto of a diverse workforce, unlocks innovation from a rich supplier base and ensures solutions are inclusive and sensitive to the needs of diverse supply chain benefactors.

Owing to this world-class cost structure and disciplined pricing policy, the Lee Group’s flip-flop business is thriving. A couple of years ago, it was paid the ultimate compliment when Walmart, the world’s largest retailer, came calling. Walmart wanted to know whether the Lee Group would consider becoming its flip-flop supplier. The Lee Group said no. The company has long sold all its flip-flops at its factory gates to local wholesalers, who take the shoes to every corner of Nigeria and into surrounding countries in West Africa. It has never had any trouble selling its entire output and didn’t see the point of disappointing long-standing distributors in order to serve Walmart. It didn’t need the business of the largest retailer in the world because it had found a more efficient production model to serve an even more price-conscious consumer. In some sense, it had outWalmarted Walmart.

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How to Choose a Wedding Planner? – Nova DJs Sydney Are you interested in hiring a wedding planner? Then it’s time to choose the best fit for your party, and I’m saying it’s a complicated task. It’s not just hiring the first company with a beautiful website and beautiful pictures on the Internet. After all, it’s easy to do. Organizing a perfect wedding is hard! But follow our tips and choose the ideal wedding advice! Salient Feature: The ideal mentor should be a cheerful person, someone charming, who leaves you to give ideas and talk freely about the great day. You have to be a friend, be someone you trust. Imagine, it would be months of organizing, holding meetings, and planning the details together. At least a trace of sympathy is required. It should also be organized and committed to its work. Knowledge should be comprehensive with knowledge in various areas of wedding, such as sound, lighting, wedding dresses, buffet, etc., everything to quickly identify what is best for your wedding. Choose Based on Opinion The Internet is an inexhaustible source of information. And when it comes to finding out the truth about suppliers, this is the best place. View testimonials from the bride and groom who have already used the planner to find out their impressions and results. Take recommendations and avoid people who have a lot of complaints. Marriage History Check out the types of weddings the planner has helped put together. Do they fit what you want? For example, if you dream of a rustic wedding, hiring a consultant who does many luxurious weddings will not combine much and delay the process of organizing the wedding. When the planner is familiar with his style, finding the best suppliers is much faster and more effective. Trust the Planner As we say, the planner is the one you should trust and feel comfortable with while organizing the wedding. This is a person who has come to add and help, not a foot behind your opinion. Trust the professional with all your heart, that everything will be perfect! Be Concerned with 100% Preparation While some people don’t trust, others can imagine too much! What could never happen! The planner is the wedding assistant, not the one who has to do it all by himself. Stay on top of whatever you are doing. work together with him. Together, you will conquer the dream! Beware of Cheap Options You always have one company which is much cheaper than others. But as the saying goes, “You get what you paid for.” Instead of charging you the rate, the consultant may include the amount in the suppliers’ budget, making everything a little more expensive than the others and making the expense practically the same. so watch out! Remember the hint of the opinion of the bride and groom wedding planner for a destination wedding For those who are going to get married outside the city or country, it is important to have a consultant. However, he or she should know at least a little bit about the place where you intend to get married in order to accommodate the culture of the place to the style of wedding you expect. Knowledge of suppliers, in this case, will be a significant advantage for you in ensuring that everything goes according to plan. Check here for some references for the best wedding vendors and Wedding DJs in NSW, Australia.

Bridezellia was like General Patton she had an Operations Room, HQ established in her sitting room. Wall charts, to do lists, pictures, contact lists, mood charts, a calendar, list of dates and jobs were marked off with daily duties in her thick black diary. Her second in command was Saoirse, her local wedding planner. Nothing was going to be left to chance and nobody was going to ruin her prefect day. No expense was to be spared and fools were not suffered gladly. Raised voices were constantly heard in her phone calls to suppliers. Her personality changed and she became a hot head, losing her patience easily. Nobody entered her sitting room, the twilight zone without an invitation

Texting and social media aren’t a good substitute for everything; they can’t fill in for a needed heart transplant, or if you are on the verge of not having enough food to eat. But it’s remarkable how many of our daily activities they can substitute for, as evidenced by the big time shift to those activities in so many of our daily lives. And that is the great unheralded virtue of the mobile internet. It’s not only fun but also a kind of near-universal consumption substitute that constrains monopoly power in many invisible ways. You call it addiction; I call it trust-busting. These days, virtually all suppliers, whether they know it or not, are competing with Facebook, social media, and texting. That’s a hard battle to win.

Why mobile app hosting is fundamental for your versatile application? Portable application hosting is fundamental for your site? Also, why it is compulsory to work? To lay it out plainly, you have constructed a versatile application. What would be the best next step? Fostering an application isn't generally so direct as tossing it in the air; it needs a spot to live, or all the more precisely, a hosting supplier. It's better assuming it's done on an outside server since your gadget won't deal with the power. An application that crashes each time won't acquire large number of clients, which youthful new businesses need. Versatile app hosting services is fundamental, with a powerful server is the best arrangement. We'll take a gander at how portable applications create and why composing code isn't the entire story. How would you foster a portable application? It's more convoluted than you likely suspect. It comprises of two sections. Utilizing a telephone or tablet, the client can explore the application's front end by clicking buttons and moving sliders. The server-side, nonetheless, should be answerable for showing buttons and sliders. When you click on the button, a data demand is shipped off the server. Subsequent to handling, you will figure out the outcomes. You ought to have another screen stacked in practically no time, so you will not lose significant clients pausing. Is it important to have a versatile application? Versatile application improvement requires something other than composing code. The client's gadget will clearly contain the whole backend if the application resembles a mini-computer with just rudimentary capacities. Notwithstanding, a backend should exist that offers more complicated capacities, and something should empower solicitations to be satisfied there. In this manner, App Hosting is fundamental. It alludes to introducing an application on the server of a supplier, like Amazon Web Services (AWS) or Google Cloud Platform (GCP). These suppliers put the application on their servers. There are basically no distinctions between Mobile App Hosting and hosting sites. In like manner, the versatile application hosting server processes a solicitation sent by the client. The client makes a move or sends a solicitation. So what precisely is Code Push? It would assist with fixing bugs when they happen toward the front. In AppStore and Google Play, an update requires an audit each time it is made. The interaction requires 30 minutes for Android and could take more time to a day for iOS. You can robotize this and pass the survey by transferring updates to Code Push. Designers can without much of a stretch update their React Native applications utilizing the App Center. Applications can demand refreshes utilizing the gave client SDK from the focal vault, which is a focal store for refreshes. Mechanizing refreshes permits us to fix blunders quicker, setting aside us time and cash. How do these administrations vary? Cloud hosting is one model. It's something we've utilized ourselves first. Then, at that point, on the grounds that a ton of organizations use it, Whence comes this? Rather than regular hosting, cloud hosting utilizes only one server rather than different servers. A virtual and actual organization of cloud servers has the application or site. How much is portable application hosting fundamental in the cloud? Reliability You would lose your item assuming something happened to the server it was facilitated. Another situation includes many machines that are associated. Information will stay on the organization regardless of whether it vanishes from one server. Efficiencies Dissimilar to a normal server, cloud hosting can increment framework assets. This is on the grounds that the server's ability should be expanded assuming the quantity of clients increments abruptly. Assuming you utilize a devoted server, the cycle is more adaptable.

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for shade sail That is true, however when you read the fine print of a warranty they are all virtually the same. I understand op is talking about a metal roof, but in conditions of asphalt the products are the same regarding quality irrespective of supplier with a warranty generally simply cobering up to 20 years. Warranty as well only cover elements, certainly not install. The cert simply gaurantees the merchandise is normally intalled to company specs. Whats even more important may be the roofers do the job warranty. If the roof structure isn't installed correctly regardless of certification it will fail and warranty will be voided. A certification is purchased, no training is done. Thus if the roofer just buys a cert to improve business it will not matter if he follows the cert. Yes they could loose the, but most obtain the cert to improve business, certainly not for just about any added warranty for the home owner. So with regard to warranty a roofers warranty on their work is considerably more important. Just about all roofs mounted incorrectly or with shotty workmanship will are unsuccessful in a calendar year. Edit: added paet about warranty only covering materials.

ways to achieve flow . . . include shifting previously consecutive processes to parallel activities, combining tasks to reduce handoffs (which may require cross-training, resequencing, or repatterning work so that downstream recipients can so more effective work), resequencing work, and creating service-level agreements between internal suppliers and customers, to name a few.

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Lucent, Not Transparent In mid-2000, Lucent Technologies Inc. was owned by more investors than any other U.S. stock. With a market capitalization of $192.9 billion, it was the 12th-most-valuable company in America. Was that giant valuation justified? Let’s look at some basics from Lucent’s financial report for the fiscal quarter ended June 30, 2000:1 FIGURE 17-1 Lucent Technologies Inc. All numbers in millions of dollars. * Other assets, which includes goodwill. Source: Lucent quarterly financial reports (Form 10-Q). A closer reading of Lucent’s report sets alarm bells jangling like an unanswered telephone switchboard: Lucent had just bought an optical equipment supplier, Chromatis Networks, for $4.8 billion—of which $4.2 billion was “goodwill” (or cost above book value). Chromatis had 150 employees, no customers, and zero revenues, so the term “goodwill” seems inadequate; perhaps “hope chest” is more accurate. If Chromatis’s embryonic products did not work out, Lucent would have to reverse the goodwill and charge it off against future earnings. A footnote discloses that Lucent had lent $1.5 billion to purchasers of its products. Lucent was also on the hook for $350 million in guarantees for money its customers had borrowed elsewhere. The total of these “customer financings” had doubled in a year—suggesting that purchasers were running out of cash to buy Lucent’s products. What if they ran out of cash to pay their debts? Finally, Lucent treated the cost of developing new software as a “capital asset.” Rather than an asset, wasn’t that a routine business expense that should come out of earnings? CONCLUSION: In August 2001, Lucent shut down the Chromatis division after its products reportedly attracted only two customers.2 In fiscal year 2001, Lucent lost $16.2 billion; in fiscal year 2002, it lost another $11.9 billion. Included in those losses were $3.5 billion in “provisions for bad debts and customer financings,” $4.1 billion in “impairment charges related to goodwill,” and $362 million in charges “related to capitalized software.” Lucent’s stock, at $51.062 on June 30, 2000, finished 2002 at $1.26—a loss of nearly $190 billion in market value in two-and-a-half years.

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She rolls over, abandoning this pointless parody of sleep. Gropes for her clothes. A small boy’s black Fruit Of The Loom T-shirt, thoroughly shrunken, a thin gray V-necked pullover purchased by the half-dozen from a supplier to New England prep schools, and a new and oversized pair of black 501’s, every trademark carefully removed. Even the buttons on these have been ground flat, featureless, by a puzzled Korean locksmith, in the Village, a week ago.

Independency is a delusion. Even the most ardent atheist is dependent on God for his life and breath. No one is able to get what he needs for his physical existence on his own. No one lives a self-sufficient life. No one can say, “Look how successfully I have been able to care for me without any outside assistance.” No one! It really is true that “Every good and every perfect gift is from above” (James 1:17). So look up and give thanks. There really is a great and loving Supplier.

Much ink has been spilled over whether fascism represented an emergency form of capitalism, a mechanism devised by capitalists by which the fascist state—their agent—disciplined the workforce in a way no traditional dictatorship could do. Today it is quite clear that businessmen often objected to specific aspects of fascist economic policies, sometimes with success. But fascist economic policy responded to political priorities, and not to economic rationale. Both Mussolini and Hitler tended to think that economics was amenable to a ruler’s will. Mussolini returned to the gold standard and revalued the lira at 90 to the British pound in December 1927 for reasons of national prestige, and over the objections of his own finance minister. Fascism was not the first choice of most businessmen, but most of them preferred it to the alternatives that seemed likely in the special conditions of 1922 and 1933—socialism or a dysfunctional market system. So they mostly acquiesced in the formation of a fascist regime and accommodated to its requirements of removing Jews from management and accepting onerous economic controls. In time, most German and Italian businessmen adapted well to working with fascist regimes, at least those gratified by the fruits of rearmament and labor discipline and the considerable role given to them in economic management. Mussolini’s famous corporatist economic organization, in particular, was run in practice by leading businessmen. Peter Hayes puts it succinctly: the Nazi regime and business had “converging but not identical interests.” Areas of agreement included disciplining workers, lucrative armaments contracts, and job-creation stimuli. Important areas of conflict involved government economic controls, limits on trade, and the high cost of autarky—the economic self-sufficiency by which the Nazis hoped to overcome the shortages that had lost Germany World War I. Autarky required costly substitutes—Ersatz— for such previously imported products as oil and rubber. Economic controls damaged smaller companies and those not involved in rearmament. Limits on trade created problems for companies that had formerly derived important profits from exports. The great chemical combine I. G. Farben is an excellent example: before 1933, Farben had prospered in international trade. After 1933, the company’s directors adapted to the regime’s autarky and learned to prosper mightily as the suppliers of German rearmament. The best example of the expense of import substitution was the Hermann Goering Werke, set up to make steel from the inferior ores and brown coal of Silesia. The steel manufacturers were forced to help finance this operation, to which they raised vigorous objections.

In practice, it’s about innovating and offering new products and services that improve lives and heal the planet. Or about helping employees find their purpose and improve their health and well-being, while building a diverse, inclusive company. Or helping suppliers make their businesses more efficient and sustainable, which builds tighter relationships and spurs joint innovation. Or helping communities thrive, going beyond the old argument that companies do enough by providing jobs and paying taxes (global communities may need much more than that, including support for local schools or building water and energy infrastructure).

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Myth #3: Kaizen Is Slow; Innovation Is Quicker Perhaps the most dramatic example of what can happen when innovation is used and abused is Toyota, a company that calls kaizen its soul. For most of its history after World War II, Toyota exemplified quality automobile manufacturing. Consumers bought Toyotas not for the styling or prestige but for their unparalleled reliability. But by 2002, Toyota management decided it was not enough to build the highest-quality and most-profitable cars—it wanted to be the biggest car company in the world. And the company succeeded. It built factories rapidly and added enough capacity to produce three million additional automobiles in just six years. But productivity came at a high price: Suppliers could not sustain the quality for which Toyota was known, and the new factories did not have the time to build a kaizen culture. The result was over nine million recalls and some well-deserved bad publicity. Here is an internal memo written before the crisis became public: “We make so many cars in so many different places with so many people. Our greatest fear is that as we keep growing, our ability to maintain the discipline of kaizen will be lost.” —Teruo Suzuki General Manager, Human Resources In time, Toyota recognized that abandoning kaizen drove the company away from a commitment to its core principles. Since the crisis, Toyota has slowed down production, given local managers in the U.S. more responsibility for quality control, and trained new workers in the kaizen culture. Toyota has returned to focusing on quality, not quantity, as its mission, with an emphasis on correcting defects in production while they are small and easily fixed. And Toyota’s reputation for quality has been restored. The company’s story is an excellent illustration of the ways in which kaizen builds habits that can last a lifetime and helps avoid the painful consequences of steps that may, in retrospect, have been too big for the individual or the work group to swallow.

In two years of research the best example of self-disruption I can find is Netflix. Netflix’s transition to streaming from DVD rental by mail was not nearly as smooth as many would like to remember it, but in hindsight it appears genius. Netflix was founded in 1997 as a DVD mail service and pretty rapidly rose to take huge market share from local video stores who could not compete with its vast range of titles. People soon appreciated the appeal of no late fees, the ability to have several movies out at the same time, as well as its unlimited consumption tariff. Always keen to keep abreast of the latest technology, in 2007 Netflix spent about $40 million to build data centres and to cover the cost of licensing for the initial streaming titles (Rodriguez, 2017). When internet speeds allowed, it introduced streaming as an additional service for its existing subscribers. Monthly fees remained the same, but those with more expensive tariffs were given access to more hours of streamed content. While it added something for free, it also helped give people a reason to upgrade to more expensive plans. Growth was impressive, the video libraries of streamed content rose, the share price rose impressively from $3 in 2007 to over $42 in 2011, and life was good. In September 2011 Netflix made a very bold move. It created two tariffs, and moved all its US subscribers onto two separate plans: the original DVD-by-mail service was to be called Qwikster; the other was a streaming service for a lower monthly fee. The market was shocked, and by December the stock price was below $10 and the company was in pieces. The company rapidly lost higher revenue DVD subscribers and within nine months profits were down by 50 per cent (Steel, 2015). And yet slowly things changed. First, the lower prices suddenly appealed to a much wider market, bringing in far more paying customers, allowing Netflix to buy more content and to slowly raise prices. Then Netflix started making its own original content, clearing out global streaming rights, and then at a flick of a switch it was able to expand globally. If Netflix had not disrupted itself it would be a very different company. It would rely on a massive physical distortion system, with very high costs. It would probably have lost out massively to YouTube and would have withered away as a mail-order DVD supplier. Instead, Netflix’s share price is now nearly $200, five times more than it was when it bravely self-disrupted, it operates in 190 countries, makes nearly $9 billion in revenue from over 110 million customers (Feldman, 2017). Today DVDs represent only 4 per cent of Netflix’s users. It seems that in 2011, when Wall Street was demanding the resignation of Reed Hastings for reinventing the business, they were wrong. From this you can see the pressure this approach places on leaderships, the confidence you need to have, the degree to which this antagonizes the market and everyone around you. This move takes balls. The confidence, conviction, and aggression, to change before you have to create your own future, is remarkable.

Consider the average worker in almost any urban industrialized city. The alarm rings at six forty-five and our workingman or -woman is up and at it. Check the phone. Shower. Dress in the professional uniform—suits for some, coveralls for others, scrubs for the medical professionals, jeans and T-shirts for construction workers. Breakfast, if there’s time. Grab commuter mug and briefcase (or lunch box). Hop in the car for the daily punishment called rush hour or get on a bus or train packed crushingly tight. On the job from nine to five (or longer). Deal with the boss. Deal with the coworker sent by the devil to rub you the wrong way. Deal with suppliers. Deal with clients/customers/patients. E-mails pile up. Act busy. Scroll through social media feeds. Hide mistakes. Smile when handed impossible deadlines. Give a sigh of relief when the ax known as “restructuring” or “downsizing”—or just plain getting laid off—falls on other heads. Shoulder the added workload. Watch the clock. Argue with your conscience but agree with the boss. Smile again. Five o’clock. Back in the car or on the bus or train for the evening commute. Home. Act human with your partner, kids, or roommates. Cook. Post a picture of your dinner online. Eat. Watch an episode of your favorite show. Answer one last e-mail. Bed. Eight hours of blessed oblivion—if we’re lucky.

Price Wars: The Only Winning Move Is Not to Play Price wars are about seeing who can lower prices the most. You don't want to start one, and you don't want to be the first one to move. Ultimately, a price war has only one winner: the supplier with the lowest cost. Most likely, that's not you.

African coastal entrepôts such as Ouidah played a critical role in the operation of the Atlantic slave trade, by helping to coordinate exchanges between hinterland suppliers and European ships, thereby accelerating their turn-round, and also by supplying them with provisions to feed the slaves on their voyage.14 In addition to extending and deepening understanding of the working of the slave trade, a study of Ouidah also represents a contribution to a second area of growing interest recently within African historical studies, urban history. Studies of urban history in Africa have tended to concentrate on the growth of towns during the colonial and post-colonial periods;15 but in West Africa especially, substantial towns existed already in the pre-colonial period, and Ouidah offers an exceptionally well-documented case-study of this earlier tradition of urbanism.16 Within southern Bénin, Ouidah provides the premier example of the ‘second generation’ of precolonial towns, which served as centres for European maritime trade: what have been termed, although somewhat infelicitously, ‘fort towns [villes-forts]’, in distinction from the ‘first generation’ of ‘palace-cities [cités-palais]’, which served as capitals of indigenous African states, such as Abomey.

Russia’s most powerful weapons now, leaving to one side nuclear missiles, are not the Russian army and air force, but gas and oil. Russia is second only to the USA as the world’s biggest supplier of natural gas, and of course it uses this power to its advantage. The better your relations with Russia, the less you pay for energy; for example, Finland gets a better deal than the Baltic States. This policy has been used so aggressively, and Russia has such a hold over Europe’s energy needs, that moves are afoot to blunt its impact. Many countries in Europe are attempting to wean themselves off their dependency on Russian energy, not via alternative pipelines from less aggressive countries but by building ports.

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Manufacturers I worked with got away with whatever they wanted, and importers did not have the leverage to pressure their suppliers to behave in an ethical fashion.

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Peace. Warm yourself, warrior, while I tell you of peace. History is unerring, and even the least observant mortal can be made to understand, through innumerable repetition. Do you see peace as little more than the absence of war? Perhaps, on a surface level, it is just that. But let me describe the characteristics of peace, my young friend. A pervasive dulling of the senses, a decadence afflicting the culture, evinced by a growing obsession with low entertainment. The virtues of extremity — honour, loyalty, sacrifice — are lifted high as shoddy icons, currency for the cheapest of labours. The longer peace lasts, the more those words are used, and the weaker they become. Sentimentality pervades daily life. All becomes a mockery of itself, and the spirit grows… restless. Is this a singular pessimism? Allow me to continue with a description of what follows a period of peace. Old warriors sit in taverns, telling tales of vigorous youth, their pasts when all things were simpler, clearer cut. They are not blind to the decay all around them, are not immune to the loss of respect for themselves, for all that they gave for their king, their land, their fellow citizens. The young must not be abandoned to forgetfulness. There are always enemies beyond the borders, and if none exist in truth, then one must be fashioned. Old crimes dug out of the indifferent earth. Slights and open insults, or the rumours thereof. A suddenly perceived threat where none existed before. The reasons matter not — what matters is that war is fashioned from peace, and once the journey is begun, an irresistible momentum is born. The old warriors are satisfied. The young are on fire with zeal. The king fears yet is relieved of domestic pressures. the army draws its oil and whetstone. Forges blast with molten iron, the anvils ring like temple bells. Grain-sellers and armourers and clothiers and horse-sellers and countless other suppliers smile with the pleasure of impending wealth. A new energy has gripped the kingdom, and those few voices raised in objection are quickly silenced. Charges of treason and summary execution soon persuade the doubters. Peace, my young warrior, is born of relief, endured in exhaustion, and dies with false remembrance. False? Ah, perhaps I am too cynical. Too old, witness to far too much. Do honour, loyalty and sacrifice truly exist? Are such virtues born only from extremity? What transforms them into empty words, words devalued by their overuse? What are the rules of the economy of the spirit, that civilization repeatedly twists and mocks? Withal of the Third City. You have fought wars. You have forged weapons. You have seen loyalty, and honour. You have seen courage and sacrifice. What say you to all this?" "Nothing," Hacking laughter. "You fear angering me, yes? No need. I give you leave to speak your mind." "I have sat in my share of taverns, in the company of fellow veterans. A select company, perhaps, not grown so blind with sentimentality as to fashion nostalgia from times of horror and terror. Did we spin out those days of our youth? No. Did we speak of war? Not if we could avoid it, and we worked hard at avoiding it." "Why?" "Why? Because the faces come back. So young, one after another. A flash of life, an eternity of death, there in our minds. Because loyalty is not to be spoken of, and honour is to be endured. Whilst courage is to be survived. Those virtues, Chained One, belong to silence." "Indeed. Yet how they proliferate in peace! Crowed again and again, as if solemn pronouncement bestows those very qualities upon the speaker. Do they not make you wince, every time you hear them? Do they not twist in your gut, grip hard your throat? Do you not feel a building rage—" "Aye. When I hear them used to raise a people once more to war.

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And if the feed costs rose, the suppliers would have to eat the losses.

As he seeks to improve Under Armour materials, Blakely increasingly focuses on the earliest stages of the manufacturing process. Starting early provides more possible ways to add features. To develop a cooling fabric, for instance, the company worked with an Asian supplier to develop a yarn whose cross section maximized its surface area. It then infused the material with titanium dioxide, whose presence makes people exercising in hot, humid environments feel cooler.16 Under Armour

As Elsa Kania put it, ‘Huawei’s global expansion, in and of itself, can serve as a vector for Beijing’s influence.’137 After all, if Huawei achieves its goal of becoming the dominant supplier and builder of the global communication network of the twenty-first century, that gives Beijing enormous influence around the world. Huawei is at the fulcrum of President Xi’s two fusions, the Party–corporate fusion and the civilian–military fusion, to which might be added a third, the influence–espionage fusion.

Russia’s most powerful weapons now, leaving to one side nuclear missiles, are not the Russian army and air force, but gas and oil. Russia is second only to the USA as the world’s biggest supplier of natural gas, and of course it uses this power to its advantage. The better your relations with Russia, the less you pay for energy; for example, Finland gets a better deal than the Baltic States. This policy has been used so aggressively, and Russia has such a hold over Europe’s energy needs, that moves are afoot to blunt its impact. Many countries in Europe are attempting to wean themselves off their dependency on Russian energy, not via alternative pipelines from less aggressive countries but by building ports. On average, more than 25 per cent of Europe’s gas and oil comes from Russia; but often the closer a country is to Moscow, the greater its dependency.

The rigs out in the Atlantic are mostly owned by American companies, but over half of the output ends up in China. This makes Angola (dependent on the ebb and flow of sales) second only to Saudi Arabia as the biggest supplier of crude oil to the Middle Kingdom.

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The beauty of this phenomenon lies in its ripple effect. When corporations make pro-climate commitments, suppliers tend to fall in line.

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him a deal, give him twenty thousand in marked bills to buy coke from his supplier, then catch the bigger fish holding the government’s money.” “What if you don’t catch the crook?” Ray asked, and in doing so could not help but think of his departed father. “That’s the second way, and it’s much more difficult. Once the money is lifted out of circulation by the Federal Reserve, a sample of it is routinely scanned.

ULA, which openly brags about depending on more than 1,200 suppliers to make its end products. (ULA, a partnership between Lockheed Martin and Boeing, sees itself as an engine of job creation rather than a

the $25 billion, 2,800-mile ESPO (Eastern Siberia–Pacific Ocean) oil pipeline. In 2005, just 5 percent of Russia’s oil exports went to China. It rose to almost 30 percent, and Russia eclipsed Saudi Arabia as China’s number one supplier.

The Business Roundtable is a powerful and conservative representative of big business that since 1997 has reinforced the idea that ‘corporations exist principally to serve shareholders’ – in other words, that business exists to make money. The 2019 statement upended that principle, suggesting that businesses have responsibilities not just to shareholders but to customers, employees, suppliers and communities. ‘Each of our stakeholders is essential,’ the statement read. ‘We commit to deliver value to all of them, for the future success of our companies, our communities and our country.