Toys R Us Quotes

Olly’s glowing; if he was six inches tall and fluffy, Toys R Us would ship him by the thousands.

Toys "R" Us. Zack put on a wool cap and sunglasses. "You look like a bank robber," I observed. "No toy is safe.

The guy was like part pro wrestler, part Toys "R" Us.

But pink's a nice color." "Not for goblins. Pink is the color of pure evil." I had a flashback to shopping for one of my nieces in the all-pink Barbie aisle at Toys "R" Us. I had to admit, it had creeped me out. I nodded. "I can see that.

Unbreakable, would you thought they called me Mr. Glass Look back on my life like the ghost of Christmas past Toys R Us where I used to spend that Christmas cash And I still won't grow up, I'm a grown ass kid Swear I should be locked up for stupid shit that I did But I'm a champion, so I turned tragedy to triumph Make music that's fire, spit my soul through the wire

It was another blind date; this time her uncle had set her up. The plan: Meet outside of her fancy Midtown Manhattan office building. How would she recognize him? "I'll be the guy with the hole in his boot," he told her. And there he was, covered in dust from his construction job, with a big hole in his fraying boot. What was supposed to be one drink turned into two . . . then a ride on the Ferris wheel in Toys R Us . . . then dinner. He wrote her this note exactly two months after their first date, delivering it rolled up and tied with a string, along with two red roses. They were married in July 2006. (return

If real, regular, normal, boring life, (when you're at home every day, seeing the same people, doing the same things) is like sitting at home on the floor surrounded by toys... traveling feels to me like going to Toys R Us with your toy box and getting to trade stuff in and buy new things and explore whole new ideas.

Mommy’s okay, Auggie. She’s fine.” Mom and Dad came home two hours later. We knew the second they opened the door and Daisy wasn’t with them that Daisy was gone. We all sat down in the living room around the pile of Daisy’s toys. Dad told us what happened at the animal hospital, how the vet took Daisy for some X-rays and blood tests, then came back and told them she had a huge mass in her stomach. She was having trouble breathing.

Most incarcerated women—nearly two-thirds—are in prison for nonviolent, low-level drug crimes or property crimes. Drug laws in particular have had a huge impact on the number of women sent to prison. “Three strikes” laws have also played a considerable role. I started challenging conditions of confinement at Tutwiler in the mid-1980s as a young attorney with the Southern Prisoners Defense Committee. At the time, I was shocked to find women in prison for such minor offenses. One of the first incarcerated women I ever met was a young mother who was serving a long prison sentence for writing checks to buy her three young children Christmas gifts without sufficient funds in her account. Like a character in a Victor Hugo novel, she tearfully explained her heartbreaking tale to me. I couldn’t accept the truth of what she was saying until I checked her file and discovered that she had, in fact, been convicted and sentenced to over ten years in prison for writing five checks, including three to Toys “R” Us. None of the checks was for more than $150. She was not unique. Thousands of women have been sentenced to lengthy terms in prison for writing bad checks or for minor property crimes that trigger mandatory minimum sentences. The collateral consequences of incarcerating women are significant. Approximately 75 to 80 percent of incarcerated women are mothers with minor children. Nearly 65 percent had minor children living with them at the time of their arrest—children who have become more vulnerable and at-risk as a result of their mother’s incarceration and will remain so for the rest of their lives, even after their mothers come home. In 1996, Congress passed welfare reform legislation that gratuitously included a provision that authorized states to ban people with drug convictions from public benefits and welfare. The population most affected by this misguided law is formerly incarcerated women with children, most of whom were imprisoned for drug crimes. These women and their children can no longer live in public housing, receive food stamps, or access basic services. In the last twenty years, we’ve created a new class of “untouchables” in American society, made up of our most vulnerable mothers and their children.

We have turned to a God that we can use rather than a God we must obey; we have turned to a God who will fulfill our needs rather than to a God before whom we must surrender our rights to ourselves. He is a God for us and for our satisfaction, and we have come to assume that it must be so in the church as well. And so we transform the God of mercy into a God who is at our mercy. We imagine that he is benign, that he will acquiesce as we toy with his reality and co-opt him in the promotion of our ventures and careers.

American Girl dolls are nice. But they aren’t amazing. In recent years Toys“ R” Us, Walmart, and even Disney have all tried to challenge American Girl’s success with similar dolls (Journey Girls, My Life, and Princess & Me)—at a fraction of the price—but to date, no one has made a dent. American Girl is able to command a premium price because it’s not really selling dolls. It’s selling an experience. When you see a company that has a product or service that no one has successfully copied, like American Girl, rarely is it the product itself that is the source of the long-term competitive advantage, something American Girl founder Pleasant Rowland understood. “You’re not trying to just get the product out there, you hope you are creating an experience that will do the job perfectly,” says Rowland. You’re creating experiences that, in effect, make up the product’s résumé: “Here’s why you should hire me.” That’s why American Girl has been so successful for so long, in spite of numerous attempts by competitors to elbow in. My wife, Christine, and I were willing to splurge on the dolls because we understood what they stood for. American Girl dolls are about connection and empowering self-belief—and the chance to savor childhood just a bit longer. I have found that creating the right set of experiences around a clearly defined job—and then organizing the company around delivering those experiences (which we’ll discuss in the next chapter)—almost inoculates you against disruption. Disruptive competitors almost never come with a better sense of the job. They don’t see beyond the product.

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.

If you own a retail company, another key factor in the analysis is figuring out whether the company is nearing the end of its expansion phase—what I call the “late innings” in its ball game. When a Radio Shack or a Toys “R” Us has established itself in 10 percent of the country, it’s a far different prospect than having stores in 90 percent of the country. You have to keep track of where the future growth is coming from and when it’s likely to slow down.

We have turned to a God that we can use rather than a God we must obey; we have turned to a God who will fulfill our needs rather than to a God before whom we must surrender our rights to ourselves. He is a God for us and for our satisfaction, and we have come to assume that it must be so in the church as well. And so we transform the God of mercy into a God who is at our mercy. We imagine that he is benign, that he will acquiesce as we toy with his reality and co-opt him in the promotion of our ventures and careers. In

Toys R Us is closing its FAO Schwarz store on Fifth Avenue in New York City, citing the high cost of running the retail space in that location, the company said Friday. It is seeking another Manhattan space.

Trevor Mcinsley to: Toys R Us UK

I tried to find one female—child or adult—on any of the many science kits at Toys ‘R’ Us. I thought my research results would look a bit questionable if, in 2005, I claimed

I kept expecting the nurses and patients to come suddenly alive, and raise the alarm, or even attack us. Instead, the nurses stood very still, and the patients lay unmoving in their beds, like toys that weren’t currently being played with. A horrible suspicion came over me, that perhaps the whole world was like this, whenever I turned my back . . . By the time we got to the far doors, I was practically running.

Great. Dead bodies, road kill and Toys R Us. Could this day get any better?

Although it’s mostly just annoying, self-infantilisation’s pervasive existence in the culture could also be the harbinger of something more sinister. Last year, the comic book author Alan Moore suggested that the popularity of superhero films represents an “infantilisation that can very often be a precursor to fascism”. This might sound hyperbolic, but it’s true that a certain kind of kitsch infantilism was always a feature of Nazi art, which was hostile to moral ambiguity and formal complexity. Hitler himself was a Disney adult. If the desire to relinquish responsibility for your own life can be considered an infantile trait, it’s easy to see why this would make you more susceptible to authoritarianism. Today’s white nationalists – with their cartoon Pepes and their ‘frens’ – are as smooth-brain and babyish as any online community, while right-wing reactionaries have recently taken to eulogising 90s video games, Blockbuster and Toys R Us – a glorious past that has been robbed from us by wokeness.

I take out my Professional K9 Scent Detection Device (a jar of soap bubbles from Toys R Us) and determine what direction the wind is coming from by watching where my bubbles go.

Altogether those were good days for us, and the poorest of us had money to spend and to lend, and leisure to make beautiful things just for the fun of it, not to speak of the most marvellous and magical toys, the like of which is not to be found in the world now-a-days. So my grandfather’s halls became full of armour and jewels and carvings and cups, and the toy market of Dale was the wonder of the North.

A comparison of eToys with Toys “R” Us, Inc.—its biggest rival—is shocking. In the preceding three months, Toys “R” Us had earned $27 million in net income and had sold over 70 times more goods than eToys had sold in an entire year. And yet as Figure 17-3 shows, the stock market valued eToys at nearly $2 billion more than Toys “R” Us.

Today, while we do have positive economic growth for some, there are many economic failure indicators in my country. They include people sleeping in the cold squalor of abandoned houses. Drugs, liquor stores, pawn shops, and payday lending stores have become a growth industry in the west, while productive industry is shuttered or moved to lower wage countries. The growth industry today is in “economic extraction”, while real economic production is having a difficult time. “Financialization” seems to be the name of the game, and “economic extraction” is what that means, rather than economic production. Why build factories and produce goods if quicker money can be made by stripping companies instead. General Electric, Boeing, 3M, Sears, Toys R us, and so many others serve as examples of company stripping. Perhaps country stripping.

A good place to raise kids. The truth is he just couldn’t stand it anymore. The incredible freakin’ boredom. Couldn’t stand coming back from busts, the stakeouts, the roofs, the alleys, the chases to what, Hylan Plaza, Pathmark, Toys “R” Us, GameStop. He’d come home from a tour jacked up from speed, adrenaline, fear, anger, sadness, rage, and then go to someone’s cookie-cutter house to play Mexican Train or Monopoly or nickel poker. And they were nice people and he’d feel guilty sitting there sipping their wine coolers and making small talk when what he really wanted was to be back on the street in hot, smelly, noisy, dangerous, fun, interesting, stimulating, infuriating Harlem

Brand effects are stickier. They arise when people come to associate a particular brand with quality. But brand effects, like price effects, are often difficult to sustain. They can also be extremely expensive. EToys spent millions to establish a brand in hopes of competing with Amazon and Toys“R”Us.

The gloating continues, with the following sentence: “The illusion of world supremacy played a cruel joke on Washington.” Of course, illusions don’t play cruel jokes – only people play cruel jokes. It was, in fact, the secret structures of the Communist Party Soviet Union and KGB that facilitated the cruel joke. As Pravda noted, “The situation has been developing to the above-mentioned scenario for over two decades.” I have been anticipating this moment for 27 years; that is, the moment when the Russians would pull off their democratic Halloween mask and reveal their totalitarian face. I have never had the illusion that America or the West would “wake up” before the Kremlin leaders had gained a critical advantage. At the same time I do not believe they will prevail in the end. When nearly everyone realizes what has happened the whole world will crave an accounting. What is written here is a small attempt toward that goal. It is not a matter of blaming anyone, but of pulling ideas and people together at the eleventh hour. Whatever disaster befalls us, we are better equipped to face the odds when we possess a clear picture of what went wrong. This picture must include a detailed account of that fatal and seductive optimism which even now prevents a full understanding of the problem we face. The leaders of the West could not change course because the logic of our civilization is the logic of economic optimism. Of course, economic optimism is itself necessary to economic success. Such optimism is generally good except it completely fails when confronting an enemy. The fiasco was a quarter of a century in the making, and now it is time to replace economic optimism with political realism. Do not be fooled by the apparent strength of the enemy; for just as the enemy’s weakness was a partial façade, so is the enemy’s current strength. Politically organized psychopaths, however clever or ruthless they might be, can only succeed if we surrender to them. And we must never do such a thing. The psychopath under the bed has now come out to play; and although he has better toys, he is still an ineffectual being, a misfit and a failure. He can harm many people, but he cannot build anything of value. He dwells in a House of Lies atop a hill made of corpses. He promises only death, and not life. And this is a truth we must never forget.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.