Supporting Small Business Quotes

I want to see a world in which entrepreneurs give time to their visions to reality so that they have more money, more family time, and more support, a world in which they can stop working so hard and start living!

Surround yourself with like-minded people who support you on the road to success.

Your market research objectives need to fit into your marketing strategy. If your objectives are not supporting your marketing strategy, then it’s going to be a waste of your resources.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Pundits, opponents, and disillusioned supporters would blame Obama for squandering the promise of his administration. Certainly he and his administration made their share of mistakes. But it is hard to think of another president who had to face the kind of guerrilla warfare waged against him almost as soon as he took office. A small number of people with massive resources orchestrated, manipulated, and exploited the economic unrest for their own purposes. They used tax-deductible donations to fund a movement to slash taxes on the rich and cut regulations on their own businesses. While they paid focus groups and seasoned operatives to frame these self-serving policies as matters of dire public interest, they hid their roles behind laws meant to protect the anonymity of philanthropists, leaving more folksy figures like Santelli to carry the message.

The biggest risk is not in what you build. It is in not supporting what you build.

Pick someone in your life you admire. Your grandfather, an old college professor, a friend—it doesn’t matter who, as long as you have total respect for them and you admire their life or accomplishments. Then when you’re about to take a leap, visualize this person at your side, rooting for you, telling you how much they believe in you. Try it when you ask for a raise, or ask someone on a date, or go for a bank loan to start your small business, or do anything scary that takes you outside your comfort zone. We all need a little encouragement and support sometimes.

The relationship between any two communities in the global economy is not unlike a marriage. As couples counselors advise, relationships falter when two partners are too interdependent. When any stress affecting one partner - the loss of a job, an illness, a bad-hair day - brings down the other, the couple suffers. A much healthier relationship is grounded in the relative strength of each partner, who each should have his or her own interests, hobbies, friends, and professional identity, so that when anything goes wrong, the couple can support one another from a position of strength. Our ability to love, like our ability to produce, must be grounded in our own security. And our economy, like our love, when it comes from a place of community, can grow without limit.

Tea Party advocates work in or run small businesses. Yet the politicians they support back laws that consolidate the monopoly power of the very largest companies that are poised to swallow up smaller ones.

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.

Corporate lenders play a vital role in supporting economic growth by providing capital to businesses. Without corporate lenders, the ability and rate at which businesses are able to grow would likely be considerably less.

If you want to have Christ-like character, then you just develop the habits that Christ had,” one of Saddleback’s course manuals reads. “All of us are simply a bundle of habits….Our goal is to help you replace some bad habits with some good habits that will help you grow in Christ’s likeness.” Every Saddleback member is asked to sign a “maturity covenant card” promising to adhere to three habits: daily quiet time for reflection and prayer, tithing 10 percent of their income, and membership in a small group. Giving everyone new habits has become a focus of the church. “Once we do that, the responsibility for spiritual growth is no longer with me, it’s with you. We’ve given you a recipe,” Warren told me. “We don’t have to guide you, because you’re guiding yourself. These habits become a new self-identity, and, at that point, we just need to support you and get out of your way.

Incidentally, the same logic that would force one to accept the idea of the production of security by private business as economically the best solution to the problem of consumer satisfaction also forces one, so far as moral-ideological positions are concerned, to abandon the political theory of classical liberalism and take the small but nevertheless decisive step (from there) to the theory of libertarianism, or private property anarchism. Classical liberalism, with Ludwig von Mises as its foremost representative in the twentieth century, advocates a social system based on the nonaggression principle. And this is also what libertarianism advocates. But classical liberalism then wants to have this principle enforced by a monopolistic agency (the government, the state)—an organization, that is, which is not exclusively dependent on voluntary, contractual support by the consumers of its respective services, but instead has the right to unilaterally determine its own income, i.e., the taxes to be imposed on consumers in order to do its job in the area of security production. Now, however plausible this might sound, it should be clear that it is inconsistent. Either the principle of nonaggression is valid, in which case the state as a privileged monopolist is immoral, or business built on and around aggression—the use of force and of noncontractual means of acquiring resources—is valid, in which case one must toss out the first theory. It is impossible to sustain both contentions and not to be inconsistent unless, of course, one could provide a principle that is more fundamental than both the nonaggression principle and the states’ right to aggressive violence and from which both, with the respective limitations regarding the domains in which they are valid, can be logically derived. However, liberalism never provided any such principle, nor will it ever be able to do so, since, to argue in favor of anything presupposes one’s right to be free of aggression. Given the fact then that the principle of nonaggression cannot be argumentatively contested as morally valid without implicitly acknowledging its validity, by force of logic one is committed to abandoning liberalism and accepting instead its more radical child: libertarianism, the philosophy of pure capitalism, which demands that the production of security be undertaken by private business too.

A male star named "T.T. Boy"....is a legend in the business [actor in commercial porn films]. T.T. Boy does not look at all glamorous - he's a small, tough-guy, assistant mobster type; sometimes he chews gum during his lovemaking scenes. He pounds his partners...Once memorably described as 'nothing more than a life-support system for his penis,' he got the kind of admiring, solid applause reserved for a large artillery piece going by in a parade.

what the specifics of that loan were, but she had always assumed that it was done out of generosity. Staring up at him now, she couldn’t believe her own naïveté. Sandro did nothing out of sheer generosity, and that loan was merely another weapon for him to use against her. “You wouldn’t,” she responded. “Lisa has done nothing to deserve this.” “Cara, I will do whatever it takes to get what I want from you.” “I have money too, I can help her…” she began desperately. “No, you have a rich father, and he had the opportunity to help Lisa, but he made his contempt of the idea more than obvious to everyone at the time, and you know that he would never support you through a messy divorce, Theresa.” “I still don’t believe you would do it! You have a reputation to uphold. You’re an honest businessman, and you wouldn’t destroy a small business just to prove a point. What kind of message would that send?” she asked. “That I’m not to be trifled with.” He shrugged. “Do you honestly think I

Conservatives, in contrast, hold more traditional ideas of liberty as the right to be left alone, and they often resent liberal programs that use government to infringe on their liberties in order to protect the groups that liberals care most about.56 For example, small business owners overwhelmingly support the Republican Party57 in part because they resent the government telling them how to run their businesses under its banner of protecting workers, minorities, consumers, and the environment.

The problem with governments is that they will tend to support these fragile organisms “because they are large employers” and because they have lobbyists, the kind of phony but visible advertised contributions so decried by Bastiat. Large companies get government support and become progressively larger and more fragile, and, in a way, run government, another prophetic view of Karl Marx and Friedrich Engels. Hairdressers and small businesses on the other hand, fail without anyone caring about them; they need to be efficient and to obey the laws of nature.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Burlington, Vermont, is an example of a certain kind of small city that David Brooks calls “Latte Towns,” enclaves of affluent and well-educated people, sometimes in scenic locales such as Santa Fe or Aspen and sometimes in university towns such as Ann Arbor, Berkeley, or Chapel Hill. Of Burlington, Brooks writes: Burlington boasts a phenomenally busy public square. There are kite festivals and yoga festivals and eating festivals. There are arts councils, school-to-work collaboratives, environmental groups, preservation groups, community-supported agriculture, antidevelopment groups, and ad hoc activist groups.… And this public square is one of the features that draw people to Latte Towns. People in these places apparently would rather spend less time in the private sphere of their home and their one-acre yard and more time in the common areas.

Persons like you say, ‘I’m an individual, therefore I oppose any power over me.’ That right there does not follow. How about ‘I’m an individual, therefore I notice and understand my place in the grand scheme of things’? I’ve heard of persons who don’t feel small in the vastness of Nature or intimidated by its challenges, and that strikes me as a lack of perspective. If all you can see is yourself, you’re not seeing very far. How about, ‘I’m an individual, therefore I notice and understand that my success depends on others’ success, because we’re all interconnected’? That does not negate my individuality or threaten my freedom. We support each other on a team. Your problem is you don’t know we’re all on the same team, because you’re too busy holding the ball, saying, ‘Mine!’, and not playing the game with good sportsmanship. Yeah, good sportsmanship. Ever heard of that?

go. In order for the data-inputting side of her job to be both profitable and bearable she had to work fast. The first time an accountant gave her a job, he’d told her it was about six to eight hours’ work. She’d done it in four, charged him for six. Since her first job she’d gotten even faster. It was like playing a computer game, seeing if she could get to a higher level each time. It wasn’t her dream job, but she did quite enjoy the satisfaction of transforming a messy pile of paperwork into neat rows of figures. She loved calling up her clients, who were now mostly small-business people like Pete, and telling them she’d found a new deduction. Best of all, she was proud of the fact that she’d supported herself and Ziggy for the last five years without having to ask her parents for money, even if it had meant that she sometimes worked well into the night while he slept. This

To restrain private people, it may be said, from receiving in payment the promissory notes of a banker for any sum, whether great or small, when they themselves are willing to receive them; or, to restrain a banker from issuing such notes, when all his neighbours are willing to accept of them, is a manifest violation of that natural liberty, which it is the proper business of law not to infringe, but to support. Such regulations may, no doubt, be considered as in some respect a violation of natural liberty. But those exertions of the natural liberty of a few individuals, which might endanger the security of the whole society, are, and ought to be, restrained by the laws of all governments; of the most free, as well as or the most despotical. The obligation of building party walls, in order to prevent the communication of fire, is a violation of natural liberty, exactly of the same kind with the regulations of the banking trade which are here proposed

As [President Thomas] Jefferson realized, with no government interference by setting the rules of the game of business and fair taxation, there could be no broad middle class—maybe a sliver of small businesses and artisans, but the vast majority of us would be the working poor under the yolk [sic] of elites. The Economic Royalists know this, which gets to the root of why they set out to destroy government's involvement in the economy. After all, in a middle-class economy, they may have to give up some of their power, and some of the higher end of their wealth may even be "redistributed"—horror of horrors—for schools, parks, libraries, and other things that support a healthy middle-class society but are not needed by the rich.... As Jefferson laid out in an 1816 letter...a totally "free" market, where corporations reign supreme just like the oppressive governments of old, could transform America 'until the bulk of the society is reduced to mere automatons of misery, to have no sensibilities left but for sinning and suffering. Then begins, indeed, the bellum omnium in omnia, which some philosophers observing to be so general in this world, have mistaken it for the natural, instead of the abusive state of man.

Revitalized and healthy, I started dreaming new dreams. I saw ways that I could make a significant contribution by sharing what I’ve learned. I decided to refocus my legal practice on counseling and helping start-up companies avoid liability and protect their intellectual property. To share some of what I know, I started a blog, IP Law for Startups, where I teach basic lessons on trade secrets, trademarks, copyrights, and patents and give tips for avoiding the biggest blunders that destroy the value of intellectual assets. Few start-up companies, especially women-owned companies that rarely get venture capital funding, can afford the expensive hourly rates of a large law firm to the get the critical information they need. I feel deeply rewarded when I help a company create a strategy that protects the value of their company and supports their business dreams. Further, I had a dream to help young women see their career possibilities. In partnership with my sister, Julie Simmons, I created lookilulu.com, a website where women share their insights, career paths, and ways they have integrated motherhood with their professional pursuits. When my sister and I were growing up on a farm, we had a hard time seeing that women could have rewarding careers. With Lookilulu® we want to help young women see what we couldn’t see: that dreams are not linear—they take many twists and unexpected turns. As I’ve learned the hard way, dreams change and shift as life happens. I’ve learned the value of continuing to dream new dreams after other dreams are derailed. I’m sure I’ll have many more dreams in my future. I’ve learned to be open to new and unexpected opportunities. By way of postscript, Jill writes, “I didn’t grow up planning to be lawyer. As a girl growing up in a small rural town, I was afraid to dream. I loved science, but rather than pursuing medical school, I opted for low-paying laboratory jobs, planning to quit when I had children. But then I couldn’t have children. As I awakened to the possibility that dreaming was an inalienable right, even for me, I started law school when I was thirty; intellectual property combines my love of law and science.” As a young girl, Jill’s rightsizing involved mustering the courage to expand her dreams, to dream outside of her box. Once she had children, she again transformed her dreams. In many ways her dreams are bigger and aim to help more people than before the twists and turns in her life’s path.

When I started in real estate, despite high ambition, I was constrained by the same 24 hours as everyone else. My early success came from a grueling schedule, long hours, and the high price of near burn-out. In self-defense, I devised a system that featured direct marketing in place of traditional prospecting plus a highly effective team, with all the non-rainmaker tasks delegated to them. This took me to the top of the profession, twice #1 in RE/MAX worldwide in commissions earned, and 15 years as one of the top agents—working less hours than most. While an active agent, I consistently sold over 500 homes a year, even while starting and developing a second business, training and coaching more millionaire agents than any other coach. Without the inspiration of Dan Kennedy’s direct marketing methods and his extraordinary, extreme time-management philosophy, these achievements simply would not have been possible. LEVERAGING yourself, by media in place of manual labor, and with other people is very intimidating to most real estate agents and to most small businesspeople. It frankly is not easy to get right, but it is the quantum leap that uniquely and simultaneously lifts income and supports a great lifestyle. —CRAIG PROCTOR, CRAIGPROCTOR.COM

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

The market is the first force that has led to the shriveling of citizenship. The classic case is the Wal-Mart effect. A town has a Main Street of small businesses and mom-and-pop shops. The shopkeepers and their customers have relationships that are not just about economic transactions but are set in a context of family, neighborhood, people, and place. Then Wal-Mart comes to town. It offers lower prices. It offers convenience. Because of its scale and might in the marketplace, it can compensate its workers stingily and drive out competition.   The presence of Wal-Mart leads the townspeople to think of themselves primarily as consumers, and to shed other aspects of their identities, like being neighbors or parishioners or friends. As consumers first, they gravitate to the place with the lowest prices. Wal-Mart thrives. The small businesses struggle and lay off workers. They cut back on their sponsorship of tee ball, their support of the food bank. As the mom-and-pops give way to the big box, and commutes become necessary, lives become more frenetic and stressful. People see each other less often. The sense of mutual obligation that townsfolk once shared starts to evaporate. Microhabits of caring and sociability fall away. In this tableau of libertarian citizenship, market forces triumph and everyone gets better deals—yet everyone is now in many senses poorer.

the absence of an ‘international standard burglar’, the nearest I know to a working classification is one developed by a U.S. Army expert [118]. Derek is a 19-year old addict. He's looking for a low-risk opportunity to steal something he can sell for his next fix. Charlie is a 40-year old inadequate with seven convictions for burglary. He's spent seventeen of the last twenty-five years in prison. Although not very intelligent he is cunning and experienced; he has picked up a lot of ‘lore’ during his spells inside. He steals from small shops and suburban houses, taking whatever he thinks he can sell to local fences. Bruno is a ‘gentleman criminal’. His business is mostly stealing art. As a cover, he runs a small art gallery. He has a (forged) university degree in art history on the wall, and one conviction for robbery eighteen years ago. After two years in jail, he changed his name and moved to a different part of the country. He has done occasional ‘black bag’ jobs for intelligence agencies who know his past. He'd like to get into computer crime, but the most he's done so far is stripping $100,000 worth of memory chips from a university's PCs back in the mid-1990s when there was a memory famine. Abdurrahman heads a cell of a dozen militants, most with military training. They have infantry weapons and explosives, with PhD-grade technical support provided by a disreputable country. Abdurrahman himself came third out of a class of 280 at the military academy of that country but was not promoted because he's from the wrong ethnic group. He thinks of himself as a good man rather than a bad man. His mission is to steal plutonium. So Derek is unskilled, Charlie is skilled, Bruno is highly skilled and may have the help of an unskilled insider such as a cleaner, while Abdurrahman is not only highly skilled but has substantial resources.

An American businessman took a vacation to a small coastal Mexican village on doctor’s orders. Unable to sleep after an urgent phone call from the office the first morning, he walked out to the pier to clear his head. A small boat with just one fisherman had docked, and inside the boat were several large yellowfin tuna. The American complimented the Mexican on the quality of his fish. “How long did it take you to catch them?” the American asked. “Only a little while,” the Mexican replied in surprisingly good English. “Why don’t you stay out longer and catch more fish?” the American then asked. “I have enough to support my family and give a few to friends,” the Mexican said as he unloaded them into a basket. “But… What do you do with the rest of your time?” The Mexican looked up and smiled. “I sleep late, fish a little, play with my children, take a siesta with my wife, Julia, and stroll into the village each evening, where I sip wine and play guitar with my amigos. I have a full and busy life, señor.” The American laughed and stood tall. “Sir, I’m a Harvard M.B.A. and can help you. You should spend more time fishing, and with the proceeds, buy a bigger boat. In no time, you could buy several boats with the increased haul. Eventually, you would have a fleet of fishing boats.” He continued, “Instead of selling your catch to a middleman, you would sell directly to the consumers, eventually opening your own cannery. You would control the product, processing, and distribution. You would need to leave this small coastal fishing village, of course, and move to Mexico City, then to Los Angeles, and eventually to New York City, where you could run your expanded enterprise with proper management. The Mexican fisherman asked, “But, señor, how long will all this take?” To which the American replied, “15-20 years, 25 tops.” “But what then, señor?” The American laughed and said, “That’s the best part. When the time is right, you would announce an IPO and sell your company stock to the public and become very rich. You would make millions.” “Millions señor? Then what?" “Then you would retire and move to a small coastal fishing village, where you would sleep late, fish a little, play with your kids, take a siesta with your wife, and stroll in to the village in the evenings where you could sip wine and play your guitar with your amigos.

Today it is easier than it ever has been to start a business; quicker than it has ever been to grow.

By 2012, long after the economic collapse, average consumers and small businesses were still hurting, but corporations large enough to finance fleets of Washington lobbyists were raking it in. Big agribusiness continues to claim hundreds of billions of dollars in price supports and ethanol subsidies, paid for by American consumers and taxpayers. Big Pharma gets extended patent protection that drives up everyone’s drug prices, plus the protection of a federal law making it a crime for consumers to buy the same drugs at lower prices from Canada. Big oil gets its own federal tax subsidy, paid for by taxpayers.

J. Edgerton/ The Spirit of Christmas Page 17 Continued JONAS AND JAMES (SINGING) “O come all ye faithful. Joyful and triumphant. O come ye, o come ye to Bethlehem. Come and behold him. Born the king of angels. O come let us adore him. O come let us adore him. O come let us adore him. Christ the lord.” “Sing, choirs of angels, Sing in exultations. Sing, all ye citizens of heavn above; Glory to god, Glory in the highest. O come let us adore him. O come let us adore him. O come let us adore him, Christ the lord!” An occasional passer-by dropped a coin into the cup held by the littlest Nicholas. Thorn tipped his hat to them, trying to keep his greedy looks to a minimum. “Sing loudly my little scalawags. We’ve only a few blocks to go of skullduggery. Then you’ll have hot potato soup before a warm fire.” The Nicholas boys sang louder as they shivered from the falling snow and the wind that seemed to cut right through their shabby clothes, to their very souls. A wicked smile spread over the face of the villainous Mr. Thorn, as he heard the clink of a coin topple into the cup. “That’s it little alley muffins, shiver more it’s good for business.” His evil chuckle automatically followed and he had to stifle it. They trudged on, a few coins added to the coffer from smiling patrons. J. Edgerton/ The Spirit of Christmas Page 18 Mr. Angel continued to follow them unobserved, darting into a doorway as Mr. Thorn glanced slyly behind him, like a common criminal but there was nothing common about him. They paused before the Gotham Orphanage that rose up with its cold stone presence and its’ weathered sign. Thorn’s deep voice echoed as ominous as the sight before them, “Gotham Orphanage, home sweet home! A shelter for wayward boys and girls and a nest to us all!” He slyly drew a coin from his pocket, and twirled it through his fingers. Weather faced Thorn then bit down on the rusty coin, to make sure that it was real. He then deposited all of the coin into the inner pocket of his coat, with an evil chuckle. IV. “GOTHAM ORPHANAGE” “Now never you mind about the goings on of my business. You just mind your own. Now off with ya. Get into the hall to prepare for dinner, such as it is,” Thorn’s words echoed behind them. “And not a word to anyone of my business or you’ll see the back of me hand.” He pushed the boy toward the dingy stone building that was their torment and their shelter. The tall Toymaker glanced after them and then trod cautiously towards Gotham Orphanage. Jonas and James paced along the cracked stone pathway and up the front steps of the main entryway, that towered in cold stone before them. Thorn ushered the boys through the weathered front door to Gotham’s Orphanage. Mr. Angel paced after them and paused, unobserved, near the entrance. As they trudged across the worn hard wood floors of Gotham Orphanage, gala Irish music was heard coming from the main hall of building. Thorn herded the boys into the main hall of the orphanage that was filled with every size and make of both orphan boys and girls seated quietly at tables, eating their dinner. Then he turned with an evil look and hurriedly headed down the long hallway with the money they’ve earned. Jonas and James paced hungrily through the main hall, before a long table with a large, black kettle on top of it and loaves of different types of bread. They both glanced back at a small makeshift stage where orphans in shabby clothes sat stone faced with instruments, playing an Irish Christmas Ballad. Occasionally a sour note was heard. At a far table sat Men and Women of the Community who had come to have dinner and support the orphanage. In front of them was a small, black kettle with a sign that said “Donations”.

technical support were provided to small and medium businesses free of charge. 2) Management of Privacy Violation

No major piece of work should be fully funded before we have evidence to support the business and economic model on which it is based, and this exploration must be done with small, cross-functional teams with a limited runway,

FROM AN OPPRESSIVE MARCH TO DANCING FREE Let us not become weary in doing good, for at the proper time we will reap a harvest if we do not give up. Galatians 6:9 If you’re an American patriot who wants to restore constitutional government to our land, who wants to see big government cut back to its rightful small-government boundaries, who wants a nation once again united under the banner of faith and freedom . . . well, we know we’ve got our work cut out for us. We may have big challenges ahead, but name me a generation that didn’t. There’s nothing wrong with America that our activism and some good old-fashioned election victories can’t fix. Elections are where we the people can fire politicians who don’t abide by the Constitution; who don’t support liberty, or the right to life, or the right of an entrepreneur to follow his dream, start a business, and create jobs unhindered by burdensome regulation and crushing taxes. Our mission is to take back our government so that it once again represents a land not of government subsidies and patronage and welfare dependency, but of individual spirit, drive, and initiative; not of government direction but of individual responsibility; not of tax-fed bureaucrats but of businesses meeting real market needs and creating jobs. SWEET FREEDOM IN Action Patriotism, like faith, is for the long haul. We should never be discouraged, because God is always with us; and this is America, where anything is possible! Don’t give up!

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Mary Johnson may have been the first African American woman. She arrived sometime before 1620 as the maid of a Virginia planter. Like white women, the black residents of the early southern colonies found opportunities in the general chaos around them. Johnson and her husband were indentured servants, and once they earned their freedom, they acquired a 250-acre farm and five indentured servants of their own. By the mid–seventeenth century, a free black population had begun to emerge in both the North and the South. African American women, who weren’t bound by the same social constraints as white women, frequently set up their own businesses, running boardinghouses, hair salons, or restaurants. Catering was a particularly popular career, as was trading. In Charleston, South Carolina, black women took over the local market, selling vegetables, chickens, and other produce they acquired from the growing population of slaves, who generally had small plots beside their cabins. The city came to depend on the women for its supply of fresh food, and whites complained long and loud about the power and independence of the trading women. In 1686, South Carolina passed a law prohibiting the purchase of goods from slaves, but it had little effect. A half century later, Charleston officials were still complaining about the “exorbitant price” that black women charged for “many articles necessary for the support of the inhabitants.” The trading women had sharp tongues, which they used to good effect. The clerk of the market claimed that the “insolent and abusive Manner” of the slave women made him “afraid to say or do Anything.” It’s hard to believe the marketers, some of whom were slaves, were as outspoken as their clientele made them out to be, but the war between the black female traders and their customers continued on into the nineteenth century. (One petition in 1747 said that because of the market “white people…are entirely ruined and rendered miserable.”) The

Action Steps 1. Look for common characteristics, such as age and gender, among your profitable clients that also refer business. 2. Uncover a common frustration among your target market. 3. Write a description of your ideal target market in terms that are easy to communicate. 4. Determine whether your ideal target market is large enough to support your business.

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Poultry workers are paid very little: in the United States, two cents for every dollar spent on a fast-food chicken goes to workers, and some chicken operators use prison labor, paid twenty-five cents per hour. Think of this as Cheap Work. In the US poultry industry, 86 percent of workers who cut wings are in pain because of the repetitive hacking and twisting on the line. Some employers mock their workers for reporting injury, and the denial of injury claims is common. The result for workers is a 15 percent decline in income for the ten years after injury. While recovering, workers will depend on their families and support networks, a factor outside the circuits of production but central to their continued participation in the workforce. Think of this as Cheap Care. The food produced by this industry ends up keeping bellies full and discontent down through low prices at the checkout and drive-through. That's a strategy of Cheap Food....You can't have low-cost chicken without abundant propane: Cheap Energy. There is some risk in the commercial sale of these processed birds, but through franchising and subsidies, everything from easy financial and physical access to the land on which the soy feed for chickens is grown to small business loans, that risk is mitigated through public expense for private profit. This is one aspect of Cheap Money. Finally, persistent and frequent acts of chauvinism against categories of animal and human life -- such as women, the colonized, the poor, people of color, and immigrants -- have made each of these six cheap things possible. Fixing this ecology in place requires a final element -- the rule of Cheap Lives. Yet at every step of this process, humans resist....

I'm a bartender. How can I stop when surrounded by smoke and smokers at every turn?" I recall attempts where I hoped smoking friends would be supportive in not smoking around me, and not leave their packs lying around to tempt me. While most tried, it usually wasn't long before they forgot. I recall thinking them insensitive and uncaring. I recall grinding disappointment and intense brain chatter, that more than once seized upon frustrated support expectations as this addict's excuse for relapse. Instead of expecting them to change their world for me, the smart move would have been for me to want to extinguish my brain's subconscious feeding cues related to being around them and their addiction. The smart move would have been to take back my world, or as much of it as I wanted. As I sit here typing in this room, around me are a number of packs of cigarettes: Camel, Salem, Marlboro Lights and Virginia Slims. I use them during presentations and have had cigarettes within arms reach for years. Don't misconstrue this. It is not a smart move for someone struggling in early recovery to keep cigarettes on hand. But if a family member or best friend smokes or uses tobacco, or our place of employment sells tobacco or allows smoking around us, we have no choice but to work toward extinguishing tobacco product, smoke and smoker cues almost immediately. And we can do it! Millions of comfortable ex-users handle and sell tobacco products as part of their job. You may find this difficult to believe, but I've never craved or wanted to smoke any of the cigarettes that surround me, even when holding packs or handling individual cigarettes during presentations. Worldwide, millions of ex-smokers successfully navigated recovery while working in smoke filled nightclubs, restaurants, bowling alleys, casinos, convenience stores and other businesses historically linked to smoking. And millions broke free while their spouse, partner or best friend smoked like a chimney. Instead of fighting or hiding from the world, take it back. Why allow our circumstances to wear us down? Small steps, just one moment at a time, embrace challenge. Extinguish use cues and claim your prize once you do, another slice of a nicotine-free life. Recovery is about taking back life. Why fear it? Instead, savor and relish reclaiming it. Maybe I'll have a crave tomorrow. But it's been so many years (since 2001) that I'm not sure I'd recognize it. Why fear our circumstances when we can embrace them? They cannot

Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

This was an order. Freddy enjoyed giving orders, but Sebastian could not oblige her. “I’ll have the coach brought around instead, the weather being unpredictable. The press of business is such that—” Tante advanced on him, hands on her hips. A line of Shakespeare flitted through his head, about the lady being small but fierce. “She has lost her only friend, Sebastian. Miss Danforth’s aunt, her only supporter in this world, has gone to her reward, and the girl buried her other aunt only three months past. She is alone, but for what kindness we can show her.” An aunt. Merde. It would be an aunt. “John Coachman knows the roads—” She jabbed him in the sternum with a bony, surprisingly painful finger. “You are competent to get the girl to Chelsea. John Coachman’s gout is acting up, and the undercoachman takes a half day today, along with the footmen. Call. For. Your. Phaeton.” Four more jabs right to the sternum. Sebastian had never had any call to jab a man in the breastbone before, but if he were still in the interrogation business, he would have added it to his repertoire of torments.

The injustice imposed on landlords is flagrant. They are, to repeat, forced to subsidize the rents paid by their tenants, often at the cost of great net losses to themselves. The subsidized tenants may frequently be richer than the landlord forced to assume part of what would otherwise be his market rent. The politicians ignore this. Men in other businesses, who support the imposition or retention of rent control because their hearts bleed for the tenants, do not go so far as to suggest that they themselves be asked to assume part of the tenant subsidy through taxation. The whole burden falls on the single small class of people wicked enough to have built or to own rental housing.

Sell your art, crafts, or any handcrafted item on etsy.com Develop a travel concierge service to help people when they miss their flights Offer online tutoring services in your field of expertise Host a networking event (charge a low ticket price and get sponsors to provide food) Create and sell a visitors’ guide to your town or city, or build a web resource for tourists, supported by advertisers Create an online (or offline) course in some quirky subject you happen to know a lot about Publish a blog with a new lesson on a specific topic every day Start a podcast and sell sponsorship Visit yard sales or thrift shops and buy items to resell Offer a simple freelance service—anything from fact-checking to tech support or something else entirely Become a home, office, or life organizer Manage P.R. or social media accounts for small businesses Buy and sell used textbooks to college students Sell your musings on business, art, or culture as a freelance writer Start a membership website, where people pay a monthly or annual fee to access useful information about a specific topic Write and publish a book (if I can do it, you can too!)

Unions, as we have seen, pushed for and won legislation that legitimized collective bargaining. Small farmers got federal price supports and a voice in setting agricultural policy. Farm cooperatives, like unions, won exemption from federal antitrust laws. Small retailers obtained protection against retail chains through state “fair trade” laws and the federal Robinson-Patman Act, requiring wholesalers to charge all retailers the same price regardless of size and preventing chains from cutting prices.

In my view, Amazon’s culture is unusually supportive of small businesses with big potential, and I believe that’s a source of competitive advantage.

By enforcing laws which forbid men to trade peacefully as they please, the police create a social environment which breeds crime. The small-time burglar who is frightened away by the police is far outweighed by the Mafia boss who makes millions off the black market in prostitution and gambling, which activities are fraught with violence because of government prohibitions. Not only do governmental police make possible more crime than they discourage, they enforce a whole host of invasive laws designed to make everyone behave in a manner which the lawmakers considered morally proper. They see to it that you’re not permitted to foul your mind with pornography (whatever that is—even the courts aren’t too sure) or other people’s minds by appearing in public too scantily clad. They try to prevent you from experiencing the imaginary dangers of marijuana (in the ‘20s they protected you from liquor, but that’s not a no-no any more). They even have rules about marriage, divorce, and your sex life. No, the police don’t offer the citizen any protection from such invasions of privacy ... they’re too busy enforcing the invasive laws! Nor do they protect him from the many governmental violations of his rights—if you try to evade being enslaved by the draft, the police will help the army, not you. The police prevent the establishment of an effective, private enterprise defense system which could offer its customers real protection (including protection from governments). In fact, they often prevent you from protecting yourself, as in New York City, where women, even in the most crime-ridden areas, are forbidden to carry effective self-defense devices. Guns, switch-blade knives, tear gas sprayers, etc., are illegal. Of course, the criminals ignore these laws, but the peaceful citizens are effectively disarmed and left at the mercy of hoodlums. In addition to failing to protect citizens from either private criminals or the government, making it almost impossible for the citizens to protect themselves, encouraging crime by creating black markets, and invading privacy with stupid and useless “moral” laws, the police compel citizens to pay taxes to support them! If a citizen requests to be relieved of police “protection” and protests by refusing to pay taxes for the upkeep of the government and its police, the police will initiate force by picking him up and the government will fine and/or imprison him (unless he attempts to defend himself against the police’s initiated violence, in which case his survivors will be forced to bury him at their expense). With the entire weight of the law behind them, this gives the police the safest protection racket ever devised. If the police in a democracy don’t exist to protect the citizens, what is their function? It is essentially the same as that of the police in a dictatorship—to protect the government.

The most tantalizing question in Rockefeller’s story—and one that allows no final answer—is whether Standard Oil stimulated or retarded the oil industry’s growth. Rockefeller’s foremost academic supporter, Allan Nevins, believed that after the Civil War it was so cheap and easy to enter oil refining that only a monopoly could have curbed surplus capacity and brought order to the industry. Without Standard Oil, he argued, the business would have fragmented into small, antiquated units, and oil gluts, with their accompanying low prices, would have persisted indefinitely. Rockefeller believed that only a firm with the strength of Standard Oil could have attained the necessary economies of scale at that stage of the industry’s development.

Local power is also the realm of the small nonprofit, church, and civic association. A handful of people, properly organized, can drive enormous changes in a city’s dynamics. I’ll offer yet another example from Portland, Oregon. A group of water-conservation enthusiasts, frustrated at the illegal status of graywater reuse in the city and state, formed an organization called Recode. Although many in the group were young, among them they had built solid relationships with a number of local officials, business leaders, and other key people in the politics of the area. Recode pooled their respective connections to gather together relevant stakeholders, such as health officials, state legislature staff, the plumbing board, and developers. To the surprise of all, everyone at the meeting supported graywater use. So, everyone wondered, what was up? A state legislature staffer in attendance zeroed in on the main obstacle: There was no provision in the state codes for graywater. Legally, all of Oregon’s water fell into one of two categories, potable water or sewage. Since graywater was not potable, it had to be considered sewage. The staffer told them, “So, all we need to do is create a third water category, graywater.” They drafted a resolution doing that, got it to their state representative, and it passed at the next legislative session. After three subsequent years of bureaucratic wrangling and gentle pressure from Recode, graywater use became legal in Oregon. Recode then tackled urban composting toilets as their next target for legalization.

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What’s the matter, chile? The debil chasin’ after you?” Emma paused to take a deep breath and recover her dignity. “Yes,” she said. “Do you know where Chloe put Mr. Fair—Steven’s pistol?” “She done locked it up in her desk drawer with the derringer. Why? You gonna give it back to him?” Emma nodded, then proceeded toward the hallway. “I most certainly am.” “Why you wanna do that?” Daisy fussed, following her out of the kitchen and into Chloe’s study. Finding the key in its customary hiding place, Emma unlocked Chloe’s desk and lifted the formidable Colt .45 gingerly from its depths. “There’s always the hope that he’ll shoot himself,” she said cheerfully. Daisy shrank back against the doorway. “Miss Emma, you put that thing down right now, or I’s gonna take you over my knee and paddle you!” Emma raised the gun and sited in on a book shelf across the room. She wondered what it would be like to fire the weapon. In the next instant she found out, for the gun went off with no intentional help from Emma, and several of Chloe’s leatherbound books exploded into a single smoldering tangle of paper. Daisy screamed and so did Emma, who dropped the gun in horror only to have it fire again, this time splintering the leg of Big John’s favorite chair. “Don’t you dare touch that thing again!” Daisy shrieked, when Emma bent to retrieve it. Emma left the pistol lying on the rug and straightened up again, one hand pressed to her mouth in shock. The two women stood in their places for a long time, afraid to move. Emma, for her part, was busy imagining all the dreadful things that could have happened. She was amazed to see Steven stumble into the room, fully dressed except for his boots, drenched in sweat from the effort of making his way down the stairs in a hurry. The expression in his eyes was wild and alert, almost predatory. “What the hell’s going on in here?” he rasped. Emma pointed to the pistol as though it were a snake coiled to strike. “It went off—twice.” Steven was supporting himself by grasping the edge of Chloe’s desk. “Pick it up very carefully and hand it to me,” he said. Emma bit her lower lip, remembering what had happened when she’d handled the gun before. “You can do it,” Steven urged. “Just make sure you don’t touch the hammer or the trigger.” Emma crouched and picked it up cautiously. The barrel was hot against her palm. “Here,” Steven said, holding out his hand. Emma surrendered the gun, and leaning back against the desk, Steven spun the chamber expertly, dropping the four remaining bullets into his palm. He gave a ragged sigh, then just stood there, cradling the pistol in his hands like a kitten or a puppy. “I was going to bring it to you,” Emma confessed in a small voice. “She was hopin’ you’d blow your brains out with it,” Daisy muttered, before she turned and went back to the kitchen. Steven

We kissed once.” She spoke quietly and lowered her gaze. “I esteem you greatly, Joseph Carrington, though I have wondered if my efforts in that kiss were sufficiently unmemorable as to make you regret the occasion.” He was so busy trying to muster the discipline to let go of her hand and take himself off that her words didn’t register immediately in his befuddled mind. She esteemed him greatly? “Louisa, your efforts were not… unmemorable.” He saw her drop frosty politesse over the hint of vulnerability in her eyes, felt her spine stiffen fractionally—and knew he’d said the wrong thing. He could not abide those withdrawals, however subtle. “Louisa, since we kissed, I have thought of little else, and I esteem you greatly, as well. Very greatly.” While Joseph watched, a blush, beautiful and rosy, stole up Louisa Windham’s graceful neck. “I have had occasion to consider that kiss a time or two myself,” she said. He thought her voice might have been just a trifle husky. Hope, an entire Christmas of hope, blossomed in the center of his chest. “Perhaps you would like a small reminder now?” He would adore giving her a reminder. A reminder that took the rest of the afternoon and saw their clothes strewn about the chamber. Twelve days of reminders would work nicely, with a particular part of Joseph’s body promptly appointing itself Lord of Misrule. He would not push her, but he would get a cane, the better to support himself should random insecurity threaten his knees in future. Louisa lifted her gaze to his and seemed to visually inventory his features. After suffering her perusal for an eternity, Joseph let out a breath when she twined her arms slowly around his neck. He would not harry her. It would be a chaste kiss, a kiss to reassure— Louisa Windham did not need any reminders about how to kiss a man. She gently took possession of Joseph’s mouth, plundered his wits, and stole off with his best intentions.

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and Medicaid, which would help expand coverage and bring down costs. The other thing we should be honest about is how hard it’s going to be, no matter what we do, to create significant economic opportunity in every remote area of our vast nation. In some places, the old jobs aren’t coming back, and the infrastructure and workforce needed to support big new industries aren’t there. As hard as it is, people may have to leave their hometowns and look for work elsewhere in America. We know this can have a transformative effect. In the 1990s, the Clinton administration experimented with a program called Moving to Opportunity for Fair Housing, which gave poor families in public housing vouchers to move to safer, middle-income neighborhoods where their children were surrounded every day by evidence that life can be better. Twenty years later, the children of those families have grown up to earn higher incomes and attend college at higher rates than their peers who stayed behind. And the younger the kids were when they moved, the bigger boost they received. Previous generations of Americans actually moved around the country much more than we do today. Millions of black families migrated from the rural South to the urban North. Large numbers of poor whites left Appalachia to take jobs in Midwestern factories. My own father hopped a freight train from Scranton, Pennsylvania, to Chicago in 1935, looking for work. Yet today, despite all our advances, fewer Americans are moving than ever before. One of the laid-off steelworkers I met in Kentucky told me he found a good job in Columbus, Ohio, but he was doing the 120-mile commute every week because he didn’t want to move. “People from Kentucky, they want to be in Kentucky,” another said to me. “That’s something that’s just in our DNA.” I understand that feeling. People’s identities and their support systems—extended family, friends, church congregations, and so on—are rooted in where they come from. This is painful, gut-wrenching stuff. And no politician wants to be the one to say it. I believe that after we do everything we can to help create new jobs in distressed small towns and rural areas, we also have to give people the skills and tools they need to seek opportunities beyond their hometowns—and provide a strong safety net both for those who leave and those who stay. Whether it’s updating policies to meet the changing conditions of America’s workers, or encouraging greater mobility, the bottom line is the same: we can’t spend all our time staving off decline. We need to create new opportunities, not just slow down the loss of old ones. Rather than keep trying to re-create the economy of the past, we should focus on making the jobs people actually have better and figure out how to create the good jobs of the future in fields such as clean energy, health care, construction, computer coding, and advanced manufacturing. Republicans will always be better at defending yesterday. Democrats have to be in the future business. The good news is we have

Mackey created a repeatable process of selling high-quality natural and organic products in communities with the right appetite for a brand that relies on customer affinity. It takes a combination of understanding market demand and market size and having repeatable processes to support that market to have a scalable business. And Mackey had to strive to sustain innovation in a world where even Walmart peddles organic foods.

A CHARTER FOR LIFE ON EARTH Listed in Alphabetical Order Right Action: Join and support organisations and political parties dedicated to the welfare of the Earth. Dissent skilfully about war, environmental destruction, economic targets and corruption in governments and corporations affecting the lives of people and animals. Dissent about harm and destruction of natural resources, land, water, and air. Engage in ethical investments and support worthwhile projects. Support and develop, as fully as possible, spirituality, religion, arts, science and philosophies that support the Earth and all its occupants. Right Conservation: Save energy. Use less oil. Conserve water. Wear more clothes at home and work out to keep warm rather than turning up the heating. Examine every area of your home and the rest of your life to see where you can save energy. Apply the principles of conservation to every area of your life. Campaign for switching off lights and energy at night in government and business offices, large and small.

As a Marketer (specifically a Digital Marketer) your job is not to prove the operational or fulfillment side of your company wrong by providing so much activity it proves fundamental flaws in the systems, but rather to ensure the activity you are creating is educated, nurtured and that the internal operational systems are in place to support the operational side of your organization so that it can quickly pivot and learn from the data your activity creates. A marketer has to be able to market externally, but also systematically utilize that data to change strategies when and if needed internally. How and what to do with the activity's data is a responsibility that falls with production\fulfillment AND marketing\sales. "I brought you 1,000 inbound leads it's not my fault we couldn't fulfill them" is no longer acceptable.

What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower’s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization’s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn’t want credit in the program, as we knew the word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe’s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That’s what it was, and it was advertising of the most productive sort. Giving Space on Shopping Bags One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe’s. We even localized the bags, customizing them for the San Diego, Los Angeles, and San Francisco market areas. Several years after I left, Trader Joe’s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small retailers in local areas, and I strongly recommended it to them. In 1994, while running the troubled Petrini’s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums.

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Their business strategy was fairly simple. They were hypervigilant about controlling costs, and they believed in a decentralized corporate structure. Meaning: They didn’t think every key decision should be made by the two of them or by a small group of strategists in corporate headquarters. They hired people who were smart and decent and hardworking, they put those people in positions of big responsibility, and they gave them the support and autonomy needed to do the job. They were also tremendously generous with their time and always accessible. Because of this, executives working for them always had a clear sense of what their priorities were, and their focus enabled us all to be focused, too.

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The research reported in this book supports this latter view: It shows that in the cases of well-managed firms such as those cited above, good management was the most powerful reason they failed to stay atop their industries [when confronted with disruptive changes in technology and market structure]. Precisely because these firms listened to their customers, invested aggressively in new technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership. What this implies at a deeper level is that many of what are now widely accepted principles of good management are, in fact, only situationally appropriate. There are times at which it is right not to listen to customers, right to invest in developing lower-performance products that promise lower margins, and right to aggressively pursue small, rather than substantial, markets. This book derives a set of rules, from carefully designed research and analysis of innovative successes and failures in the disk drive and other industries, that managers can use to judge when the widely accepted principles of good management should be followed and when alternative principles are appropriate.

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QuickBooks Help Phone Number +1-877-788-4840 QuickBooks Help Phone Number is the original Intuit QuickBooks Support Phone Number can be found, as you might imagine. The QuickBooks site has a wealth of resources for anyone using any version of their software. This official QuickBooks community is attentive, interactive, and even features members who are QuickBooks ProAdvisors, accounting professionals and small-business owners. In this QuickBooks community, you can find help articles, Q&A and guides to get started with your software. Similarly, the getting started guides offer articles on how to download and set up QuickBooks, as well as tutorials explaining basic QuickBooks functions. In the Q&A section, you’ll find questions posed by real users in the QuickBooks community, and answers from other users as well as accounting and bookkeeping experts. Questions cover the full range of topics relating to using QuickBooks — and you can search the site to find a posting that addresses any question you might have. The QuickBooks site also gives you the ability to filter questions based on the specific software you’re using. Furthermore – and perhaps most importantly, if you can’t find help from an existing posting, you have the opportunity to pose your own QuickBooks question and start a discussion on this topic within the community.

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Strategy needn’t be the purview of a small set of experts. It can be demystified into a set of five important questions that can (and should) be asked at every level of the business: What is your winning aspiration? Where should you play? How can you win there? What capabilities do you need? What management systems would support it all? These choices, which can be understood as a strategic choice cascade, can be captured on a single page. They can create a shared understanding of your company’s strategy and what must be done to achieve it.

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Today’s second wave of customer service as practiced by some organizations — and it should be the customer service delivered by all companies of one — focuses on emotion and ease. A study from McKinsey showed that 70 percent of buying experiences are based more on how customers feel they are treated and less on the tangibles of a product. The feeling of being treated exceptionally well can only increase in the context of a second purchase or a subscription renewal, because the customer has already developed a feeling about how the first purchase went or how any support requests were handled.

Fables and Fortune Hunters An American businessman took a vacation to a small coastal Mexican village on doctor’s orders. Unable to sleep after an urgent phone call from the office the first morning, he walked out to the pier to clear his head. A small boat with just one fisherman had docked, and inside the boat were several large yellowfin tuna. The American complimented the Mexican on the quality of his fish. “How long did it take you to catch them?” the American asked. “Only a little while,” the Mexican replied in surprisingly good English. “Why don’t you stay out longer and catch more fish?” the American then asked. “I have enough to support my family and give a few to friends,” the Mexican said as he unloaded them into a basket. “But … What do you do with the rest of your time?” The Mexican looked up and smiled. “I sleep late, fish a little, play with my children, take a siesta with my wife, Julia, and stroll into the village each evening, where I sip wine and play guitar with my amigos. I have a full and busy life, señor.” The American laughed and stood tall. “Sir, I’m a Harvard M.B.A. and can help you. You should spend more time fishing, and with the proceeds, buy a bigger boat. In no time, you could buy several boats with the increased haul. Eventually, you would have a fleet of fishing boats.” He continued, “Instead of selling your catch to a middleman, you would sell directly to the consumers, eventually opening your own cannery. You would control the product, processing, and distribution. You would need to leave this small coastal fishing village, of course, and move to Mexico City, then to Los Angeles, and eventually New York City, where you could run your expanding enterprise with proper management.” The Mexican fisherman asked, “But, señor, how long will all this take?” To which the American replied, “15–20 years. 25 tops.” “But what then, señor?” The American laughed and said, “That’s the best part. When the time is right, you would announce an IPO and sell your company stock to the public and become very rich. You would make millions.” “Millions, señor? Then what?” “Then you would retire and move to a small coastal fishing village, where you would sleep late, fish a little, play with your kids, take a siesta with your wife, and stroll to the village in the evenings where you could sip wine and play your guitar with your amigos …

Some examples of chips that you can give and/or receive at work include: • Encouraging words, including authentic praise and the specifics of what was done well. • Supportive words, including genuine empathy for difficult situations. • Small talk, including asking personal (but not private) questions about family members, pets, recent personal events, etc. • Sincere compliments on clothing, professional skills, or business sense. • Sharing personal (but not private) details from your own life. • Asking for the other person’s input, opinion, advice. • Little gifts, like a cup of coffee. • Thank-you notes. [...] everyone with whom you interact keeps a chip bankbook on you. All day long you are gaining and losing chips with your direct reports, peers, and higher-ups. They know where you stand with them at any given moment, and you know where they stand with you. . . . One of the most important rules . . . is that we always make it equal in the end— that is, if someone tries to take away our chips, we will find a way to even the score. [...] To manage your relationships in a savvy manner at work, find out who values what kind of chips, and then stockpile those particular types of chips with others who can help you be more productive and successful.

You have to state why and how your business is going to be the leader. If the niche already exists, so too does a leader. Displacing an incumbent leader is always possible, but it is difficult. It’s not something to bet on, unless you have a source of competitive advantage that is totally compelling. Typically, star-venture start-ups create their own niche. If the niche proves viable, the venture starts in the wonderful position of ‘born leader’. To create a viable new niche is tough. The large majority of attempts to create a niche fail. Why? Two conditions must be met: ★ There must be a gap in the market. All existing players must have overlooked the gap, or judged it too small, too unprofitable or too implausible. For sure, this is possible. But it is not very likely. ★ There must be a market in the gap. The gap must be large enough to support at least one new venture (yours) profitably. This, too, is not probable.

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Almost no one I know calls friends merely to have the kind of long, reflective, intimate conversations that were common in earlier decades; phones are for practical exchanges—renegotiating plans, checking in on arrangements. Emails, which in the 1990s seemed to resemble letters, now resemble texting, brief bursts of words in a small space, not to be composed as art, archived, or mused over much. A lot of people are too busy to hang out without a clear purpose, or don’t know that you can, and the often combative arenas and abstracted contact of social media replace physical places (including churches) to hang out in person. Correspondence, that beautiful word, describes both an exchange of letters and the existence of affinities; we correspond because we correspond. As a young woman, I had long, intense conversations with other young women about difficult mothers, unreliable men, about heartaches and ambitions and anxieties. Sometimes these conversations were circular; sometimes they got bogged down by our inability to accept that we weren’t going to get what seemed right or fair. But at their best, they reinforced that our perceptions and emotions were not baseless or illegitimate, that others were on our side and shared our experiences, that we had value and possibility. We were strengthening ourselves and our ties to one another. Conversation is a principal way that we convey our support and love to each other; it’s how we find out who our friends are and often how friendship takes place. A friendship could be imagined as an ongoing conversation, and a conversation as a collaboration of minds, and that collaboration as a brick out of which a culture or a community is built.

To take the requisite care of a large fleet of merchant vessels, there should be in the convoy a number of frigates, which are to be distributed ahead, astern and on the wings of the fleet, which is always to be kept in the order of three, four, five or six columns, according to the number it may be composed of. Some other frigates are also to be sent on the look-out, in order that the commanding officer may be informed of what passes at a certain distance, and warned in good time of the approach of the enemy. If the frigates which are sent to look-out should discover an enemy of superior force, they will make it known by signal, and perhaps it may be thought advisable that they should steer a different course from that of the fleet, in order to deceive the hostile ships in sight. The line of battleships are to hold themselves a little ahead and to windward of the weather column of the fleet; because, in that position, they will be able with promptitude to attend wherever their presence may be necessary. The commanding officer must not neglect to have all suspicious and neutral ships chased and even stopped by the frigates about him, and which are always to be supported by one or two lines of battleships, according to the exigency of the circumstances. The degree of progress which the whole fleet will make will be regulated by that of the worst-going ships, which, however, are to be abandoned when found to cause too great a loss of time; for sometimes it is better to risk a small loss than to expose the whole by delay. There will be placed between the columns, sloops of war and other swift-sailing vessels to maintain order and keep the ships in their stations. Their particular business will be to get the tardy ships to make more sail, and to oblige those which may be out of their post to resume it. In the evening they will give an account, to the frigates having charge of going the round, of those which have not well manoeuvred and these will be reported to the Commodore. During the night the same order will be maintained, except with respect to the look-out frigates which are to be called in within a certain distance of the fleet, and which are to be allowed lights as well as the rest of the men-of-war. They are to be particularly careful to oblige all straggling ships to return to the convoy, and to fire, without hesitating, on all strange vessels coming from the main sea, in order to give the alarm. Every night they are to be supported on the wings by some line of battleships.

Today just about every hospital employs strategic billing, which is enabled and supported by consultants and healthcare advisory firms, large and small. Deloitte is ranked number one

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Zhang is her brand’s face, design inspiration, marketing department, and much more. She and other web celebs find their customers on social media. The companies that run the back end are small, often no more than one or two hundred people, supporting over a dozen brands like LIN’s. They only sell online; they keep little to no inventory and own no factories. Yet they do a rousing business. In the first four months of 2015, LIN had 80 million RMB in sales (about US$11 million), keeping nearly 30 percent as pure profit.8 LIN and other web-celeb companies have evolved quickly since 2015 and can show readers from traditional industries a new approach to operations, marketing, and data-driven strategy.

Your company must have a real-world strategic plan that carefully considers the reality of your competitive marketplace. With that plan in place, each department within the organization should have a well-coordinated strategic plan and tactics to support the company’s über-goal. Everything you do should be designed to deploy and advance that strategy.

For such a small town, it was always busy. He checked his watch. The grand opening of Brooke’s store had started half an hour ago. On the flight to New York City, he’d rearranged his week, pushing a few appointments into the evening so that he could be back home for Friday afternoon. His agent hadn’t been impressed, but after everything that had happened over the last few weeks, Eric was ready to cut him a break. A knock on the driver’s window scared the living daylights out of him. Caleb’s grinning face didn’t make it any better. He opened the door, scowling at his friend. “Are you trying to give me a heart attack?” “It’s called living dangerously. Welcome home.” Gabe had done his fair share of living dangerously and he wasn’t going back there in a hurry. “I thought your flight wasn’t arriving until ten o’clock tonight.” “I moved my appointments around. I wanted to be here for the opening of Brooke’s store.” “I’m heading there, too. Does Natalie know you’re here?” Gabe shook his head. “It’s a surprise.” So were the two bottles of champagne sitting on his back seat. He grabbed one of them before locking the truck. “Did you get your project finished?” Caleb’s smile disappeared. “Not yet. Something’s not working and I can’t figure out what’s wrong. Instead of staring at a blank computer screen, I thought I’d get out of the house and support Brooke. How was the Big Apple?” “Busy, noisy, and productive. My book’s scheduled to be released in early December.” “You’ll be hitting the Christmas market. Well done. Did they give you a pay raise?” Gabe rubbed his leg. Caleb’s grin took the sting out of the cramp making him limp. “You’ve been talking to Natalie’s mom.” “I saw them on Wednesday. Kathleen couldn’t stop raving about your book. But don’t worry, she didn’t give anything away.” “It doesn’t matter. It will be in the stores soon enough.” They turned the corner. Gabe stared at the number of people standing on the street. “All these people can’t be waiting to go into Brooke’s store.” “You wanna bet? The local paper ran an article about the store on Monday. Since then, social media has been going crazy. Mabel has been adding Facebook updates all week. She even snapped a picture of Natalie and her mom helping to wrap candy. I’m telling you, Brooke’s onto something.” Gabe wasn’t surprised. Her candy already sold well. The store

Finance capital subordinates the Canadian State more and more directly to its interests and control. State-monopoly capitalism — the integration or merging of the interests of finance capital with the state — is a new stage in the extension of corporate control to all sectors of economic and political life. The government, while seemingly independent of specific corporate interests, has become predominantly the political instrument of a small group comprising the top monopoly capitalists for exercising control over the rest of society. Finance capital uses the state to provide orders, capital and subsidies, and to secure foreign markets and investments. Monopoly capital supports the expansion of the state sector — both services and enterprises — when that serves its interests, and at other times it uses the state to cut back and privatize. The state is also used to redistribute income and wealth in favour of monopoly interests through the tax system, and through legislation to drive down wages and weaken the trade union movement. State-monopoly capitalism undermines the basis of traditional bourgeois democracy. The subordination of the state to the interests of finance capital erodes the already limited role of elected government bodies, federal, provincial and local. Big business openly intervenes in the electoral process on its own behalf, and also indirectly through a network of pro-corporate institutes and think tanks. It uses its control of mass media to influence the ideas and attitudes of the people, and to blatantly influence election results. It corrupts the democratic process through the buying of politicians and officials. It tramples on the political right of the Canadian people to exercise any meaningful choice, thereby promoting widespread public alienation and cynicism about the electoral process.

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Israel was ahead of the curve, seemingly able to bring the disease under control while others could not. It was then that I made a cardinal mistake. Responding to public pressure, the government lifted restrictions on public gatherings, restaurants, bars, eateries, large parks, swimming pools, and public transportation too quickly. To make matters worse, I gave a press conference in which I thanked Israel’s citizens for their cooperation and then added, “We want to help the economy and ease your lives, to make it possible for you to get out, return to normalcy. Go get a cup of coffee, a glass of beer, have fun.”3 The public did just that and the infection rate soon began to rise again. “Prime Minister, are we out of it?” I was asked by my staff. “Of course not,” I answered. “As long as there’s even one infected person around, the disease will reappear and again spread exponentially.” “So what should we do?” “You ever play an accordion?” I asked. “That’s what we’ll do. We’ll open up and close down the country, depending on the infection rate and our hospitals’ ability to handle the severely ill, until we can get this damn thing under control.” The “accordion policy” was an attempt to strike a balance between keeping the hospitals from crashing and keeping businesses from collapsing. We shelled out billions of shekels to help small businesses, employers, and laid-off workers. This largesse was frowned upon by those who had previously supported my tight fiscal policies. Two prominent officials in the Finance Ministry unabashedly briefed reporters against the government’s economic aid policy. “Prime Minister Netanyahu is working against Finance Minister Netanyahu,” carped my critics. Not quite. Unlike in previous economic crises, the world was awash with cheap credit. The cost of an economic collapse from a general health breakdown would be far greater than the interest payments we would have to make to keep business alive.

As we approached our fifth small hill and were well into the Powerline Road, fatigue started to take hold. Just below the crest, my legs turned heavy, and I was losing ground. In the moment before I was going to concede, I felt something on the small of my back. My Italian friend has timed his reach perfectly and was guiding me to the top. It turns out that those 10 seconds of help were all I needed to finish with the pack. As we gathered, post-ride, and mingled around the cars, I thanked my ride saver for the assistance. After denying he had any role a few times, he smiled and said, "Sometimes, a helping hand is all we need to improve.

This kind of blight can’t be easily blamed on the usual suspects like government or counterculture or high-hat urban policy. The villain that did this to my home state wasn’t the Supreme Court or Lyndon Johnson, showering dollars on the poor or putting criminals back on the street. The culprit is the conservatives’ beloved free-market capitalism, a system that, at its most unrestrained, has little use for smalltown merchants or the agricultural system that supported the small towns in the first place. Deregulated capitalism is what has allowed Wal-Mart to crush local businesses across Kansas and, even more important, what has driven agriculture, the state’s raison d’être, to a state of near collapse. “The

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Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

Even if you show the full value, some customers will never pay. When I first started selling Connex for QuickBooks, one of my first trial users was a small startup that barely made $2,000 per month. He hammered me for support through multiple phone calls. He was trying to negotiate me down from $20 per month to an even lower price. I told him to hit the road. I learned a couple of lessons: Avoid getting too invested in trial users. Unless you have qualified a prospect, do not spend too much time with her. A common negotiating tactic is to make you invest a lot of time before trying to talk you down. Prospects figure you will not give up because you have invested so much. Avoid pricing yourself out of business. If you price your product low, people fail to see the value. They think there are hidden fees. As I raised prices, we attracted higher-value clients that were less troublesome. Avoid features. The small business and I discussed a QuickBooks sync, instead of the money we saved on data-entry. I could have asked how many hours he spent hand entering sales or how much he paid someone else for data entry.

Technology partners What kind of customers are you trying to attract? If you give API access, then you attract software developers. Can you provide the support that they need, and is it worth your time? Most companies that built for us were very small, and we failed to generate significant revenue from API access. Almost all companies use a commercial website, and custom websites are rare. Here are the pros and cons of technology partners: Pros: You place 3rd party developers on the hook for support and maintenance. You free up developer time. You can expand your customer base. You lack developers to connect to a 3rd party system. When I built a QuickBooks integration for Kentico CMS, I asked them why they never built one themselves. Their response was that QuickBooks was not their business model. Connecting to QuickBooks is challenging and it requires a heavy lift for software developers. Cons: Building an integration could take several hours. Instead of building API access, can they integrate with you in another way? We pull orders from a variety of 3rd party shipping tools. Can the customer pull their sales into the shipping tool? Some developers fail to properly maintain and support their plugin. Your customers will call you and ask your company for help. If the 3rd party fails to respond, then you are in trouble. I advise gating your developer API to legitimate software companies only. Your company must provide developer support, which is also expensive and time-consuming. We had several instances where companies required multiple calls. It is difficult for some 3rd parties to follow developer guides and estimate costs. The 3rd party may have few clients and the cost to onboard the developer exceeds the sales.

Why I was successful In 2014, I was 29 years old. I was selling against companies that had been in the QuickBooks integration business for five years or more. Some competitors had millions of dollars in venture capital. Their websites were the equivalent of a five-star hotel. These competitors had large sales and marketing teams that could easily show the value of their solution. The companies had a team of programmers. I had my pajamas, a corded phone, a cookie-cutter website, and a laptop computer. I signed up about three hundred new accounts because I was the first person to pick up the phone and I spoke English. I could answer questions on what my software can automate. If there was a problem, I called the customer and we did a screenshare. You need to talk to customers on the phone and you cannot email customers to death. Many customers later told me they reached out to competitors and received no response to sales or support inquiries. These customers said they chose my company because I was responsive. Potential customers want to speak to someone in their area who understands their language. You need to connect with them. Many people signed up for Connex because they liked me over the phone. We attract many small business owners. I had similar interests and I owned a business, just like them.

A Life of Disappointment When we reached our destination [after our wedding] I was dismayed by what I saw, so different from my home, so backward and dismal. I would escape from it as much as I could. Mama needed me still and insisted I visit her often. In the first years of my marriage, I spent more time with her than in my new home, and was glad of it. I felt I did not fit in with the small talk and mentality of the people who surrounded me. - Alice is a natural talker and her thoughts flow freely through my pen. - It did not take long for me to understand the reality of my situation and become disenchanted, but I loved Louis and made the most of it. I busied myself with unpopular activities, with work deemed unsuitable for a Princess and future Duchess, but I was a rebel by nature, and persevered with Louis' support. He was very good and eager to please me, though he did not understand me. As my rift with my Mother deepened, I got more involved in public work at home and I even met an intellectual Soulmate, someone I could discuss things I could not do with my husband. This gave me fresh energy to invest in my work, but it all came to an end. More changes were on the way. The death of Louis' Father threw more responsibilities on Our shoulders. Little did I know - she adds with a sighs - that my time, too, was running out. - I feel her distress and ask softly: What is that pains you so much, why not let it go? I wish my life had been different, but I do not regret having children, they were a joy to me. I wish I had been a man, more in command of my life. Why do I linger? What is this pain I steel feel? - she asks looking at me - I do not know, perhaps the incompleteness of that Life, unfulfilled, of what it could have been and was not. - Alice whispers, her voice dying down. [30.8.17] Princess Alice of Hesse [Married 1 July 1862]

Private equity surrounds you. When you visit a doctor or pay a student loan, buy life insurance or rent an apartment, pump gas or fill a prescription, you may—wittingly or not—be supporting a private equity firm. These firms, with obscure names like Blackstone, Carlyle, and KKR, are actually some of the largest employers in America and hold assets that rival those of small countries. Yet few people understand what these firms are or how they work. This is unfortunate because private equity firms, which buy and sell so many businesses you know, explain innumerable modern economic mysteries. They explain, in part, why your doctor’s bill is so expensive and why your veterinary clinic seems to be in decline. They explain why so many stores are understaffed or closing altogether. They explain why there are ever fewer companies in America and why those that remain are selling ever lower-quality products. In fact, despite their relative anonymity, private equity firms are poised to reshape America in this decade the way in which Big Tech did in the last decade and in which subprime lenders did in the decade before that. And as we will explore, they’re all doing it with the government’s help.

Understandably, given public anger at bailouts, support had been gathering from both the right and the left for breaking up the largest institutions. There were also calls to reinstate the Depression-era Glass-Steagall law, which Congress had repealed in 1999. Glass-Steagall had prohibited the combination within a single firm of commercial banking (mortgage and business lending, for example) and investment banking (such as bond underwriting). The repeal of Glass-Steagall had opened the door to the creation of “financial supermarkets,” large and complex firms that offered both commercial and investment banking services. The lack of a new Glass-Steagall provision in the administration’s plan seemed to me particularly easy to defend. A Glass-Steagall–type statute would have offered little benefit during the crisis—and in fact would have prevented the acquisition of Bear Stearns by JPMorgan and of Merrill Lynch by Bank of America, steps that helped stabilize the two endangered investment banks. More importantly, most of the institutions that became emblematic of the crisis would have faced similar problems even if Glass-Steagall had remained in effect. Wachovia and Washington Mutual, by and large, got into trouble the same way banks had gotten into trouble for generations—by making bad loans. On the other hand, Bear Stearns and Lehman Brothers were traditional Wall Street investment firms with minimal involvement in commercial banking. Glass-Steagall would not have meaningfully changed the permissible activities of any of these firms. An exception, perhaps, was Citigroup—the banking, securities, and insurance conglomerate whose formation in 1998 had lent impetus to the repeal of Glass-Steagall. With that law still in place, Citi likely could not have become as large and complex as it did. I agreed with the administration’s decision not to revive Glass-Steagall. The decision not to propose breaking up some of the largest institutions seemed to me a closer call. The truth is that we don’t have a very good understanding of the economic benefits of size in banking. No doubt, the largest firms’ profitability is enhanced to some degree by their political influence and markets’ perception that the government will protect them from collapse, which gives them an advantage over smaller firms. And a firm’s size contributes to the risk that it poses to the financial system. But surely size also has a positive economic value—for example, in the ability of a large firm to offer a wide range of services or to operate at sufficient scale to efficiently serve global nonfinancial companies. Arbitrary limits on size would risk destroying that economic value while sending jobs and profits to foreign competitors. Moreover, the size of a financial firm is far from the only factor that determines whether it poses a systemic risk. For example, Bear Stearns, which was only a quarter the size of the firm that acquired it, JPMorgan Chase, wasn’t too big to fail; it was too interconnected to fail. And severe financial crises can occur even when most financial institutions are small.

Media City, Dubai, UAE – Kazema Portable Toilets, one of the leading suppliers of plastic portable toilets, GRP portable toilets and sinks, and other portable sanitation equipment today, this week excitedly announced they have been named a finalist for their entry into the “RSA Customer Focus of the Year Award’ at the Gulf Capital SME Awards 2017. With all portable products being made from high quality, durable materials that can withstand the demands of sanitation, Kazema Portable Toilets carries a wide variety of ancillary products and accessories designed to assist business owners in earning more. Now in its 6th year as a regarded small to mid-sized business recognition awards ceremony, the SME Awards proudly identify startups, innovative SMES with exemplary products and services, SMEs which invest in their employees’ environment and customer strategy, and also the visionary entrepreneurs at the helm. “We’ve created a portable solution that is compatible with any business looking to add depth, expansion, and productivity to their operation,” said Raj, Founder and Owner of Kazema Portable Toilets. “We provide our clients with professional support worldwide that enables them to supply clients locally with our product, as well as harness it for widespread exportation.” Recognized for their high-stock, ready-to-use durable product today, Kazema Portable Toilets is one of the front-runners for their SME awards category. Kazema beat out hundreds in the category to be regarded as a finalist for their entrepreneurial solution to a problem every person encounters daily. “We are passionate about our work here at Kazema Portable Toilets, and we are honored to be named a finalist in such a reputable competition,” said Raj. “We want to thank SME for the recognition, and look forward to winning our category.

The collapse of startups should be no surprise. Ever since antitrust enforcement was changed under Ronald Reagan in the early 1980s, small was bad and big was considered beautiful. Murray Weidenbaum, the first chair of Reagan's Council of Economic Advisors, argued that economic growth, not competition, should be policymakers' primary goal. In his words, “It is not the small businesses that created the jobs,' he concluded, ‘but the economic growth.” And small businesses were sacrificed for the sake of bigger businesses.34 Ryan Decker, an economist at the Federal Reserve, found that the decline is even infecting the high technology sector. Americans look at startups over the years like PayPal and Uber and conclude the tech scene is thriving, but Decker points out that in the post-2000 period, we have seen a decline even in areas of great innovation like technology. Over the past 15 years, there are not only fewer technology startups, but these young firms are slower growing than they were before. Given the importance of technology to growth and productivity, his findings should be extremely troubling. The decline in firm entries is a mystery to many economists, but the cause is clear: greater industrial concentration has been choking the economy, leading to fewer startups. Firms are getting bigger and older. In a comprehensive study, Professor Gustavo Grullon showed that the disappearance of small firms is directly related to increasing industrial concentration. In real terms, the average firm in the economy has become three times larger over the past 20 years. The proportion of people employed by firms with 10,000 employees or more has been growing steadily. The share started to increase in the 1990s, and has recently exceeded previous historical peaks. Grullon concluded that when you look at all the evidence, it points “to a structural change in the US labor market, where most jobs are being created by large and established firms, rather than by entrepreneurial activity.”35 The employment data of small firms supports Grullon's conclusions; from 1978 to 2011, the number of jobs created by new firms fell from 3.4% of total business employment to 2% (Figure 3.2).36

...they were mixing and mingling their powerful supporters together like a hearty granola of golfballs and checkbooks.