Transport Companies Quotes

We could try to go together, "I said. "I think we'd both fit, and that way, if we end up transported to another dimension or morphed into a wall, at least we'd have company.

Apparently, sir you Chinese are far ahead of us in every respect, except that you don’t have entrepreneurs. And our nation, though it has no drinking water, electricity, sewage system, public transportation, sense of hygiene, discipline, courtesy, or punctuality, ‘’does’’ have entrepreneurs. Thousands and thousands of them. Especially in the field of technology. And these entrepreneurs—"we" entrepreneurs—have set up all these outsourcing companies that virtually run America now.

At Mayflower-Plymouth, we are excited to invest in the evolution of a lot of different industries from IP to E-commerce to Transportation to Real Estate and more. But in every case, the goal is to add value and make things better. We are an investment company with soul and with purpose.

The slave trade was not controlled by any state or government. It was a purely economic enterprise, organised and financed by the free market according to the laws of supply and demand. Private slave-trading companies sold shares on the Amsterdam, London and Paris stock exchanges. Middle-class Europeans looking for a good investment bought these shares. Relying on this money, the companies bought ships, hired sailors and soldiers, purchased slaves in Africa, and transported them to America. There they sold the slaves to the plantation owners, using the proceeds to purchase plantation products such as sugar, cocoa, coffee, tobacco, cotton and rum.

...men, groping in the Arctic darkness, had found a yellow metal, and because steamship and transportation companies were booming the find, thousands of men were rushing into the Northland. These men wanted dogs, and the dogs they wanted were heavy dogs, with strong muscles by which to toil, and furry coats to protect them from the frost.

New Rule: America has every right ot bitch about gas prices suddenly shooting up. How could we have known? Oh, wait, there was that teensy, tiny thing about being warned constantly over the last forty years but still creating more urban sprawl, failing to build public transport, buying gas-guzzlers, and voting for oil company shills. So, New Rule: Shut the fuck up about gas prices.

Buck did not read the newspapers, or he would have known that trouble was brewing, not alone for himself, but for every tide-water dog, strong of muscle and with warm, long hair, from Puget Sound to San Diego. Because men, groping in the Arctic darkness, had found a yellow metal, and because steamship and transportation companies were booming the find, thousands of men were rushing into the Northland.

Cities are sustained by similar network systems such as roads, railways, and electrical lines that transport people, energy, and resources and whose flow is therefore a manifestation of the metabolism of the city.

Another inventor, J. B. McComber, representing the Chicago-Tower Spiral-Spring Ascension and Toboggan Transportation Company, proposed a tower with a height of 8,947 feet, nearly nine times the height of the Eiffel Tower, with a base one thousand feet in diameter sunk two thousand feet into the earth. Elevated rails would lead from the top of the tower all the way to New York, Boston, Baltimore, and other cities. Visitors ready to conclude their visit to the fair and daring enough to ride elevators to the top would then toboggan all the way back home.

It is the custom on the stage: in all good, murderous melodramas: to present the tragic and the comic scenes, in as regular alternation, as the layers of red and white in a side of streaky, well-cured bacon. The hero sinks upon his straw bed, weighed down by fetters and misfortunes; and, in the next scene, his faithful but unconscious squire regales the audience with a comic song. We behold, with throbbing bosoms, the heroine in the grasp of a proud and ruthless baron: her virtue and her life alike in danger; drawing forth a dagger to preserve the one at the cost of the other; and, just as our expectations are wrought up to the highest pitch, a whistle is heard: and we are straightway transported to the great hall of the castle: where a grey-headed seneschal sings a funny chorus with a funnier body of vassals, who are free of all sorts of places from church vaults to palaces, and roam about in company, carolling perpetually. Such changes appear absurd; but they are not so unnatural as they would seem at first sight. The transitions in real life from well-spread boards to death-beds, and from mourning weeds to holiday garments, are not a whit less startling; only, there, we are busy actors, instead of passive lookers-on; which makes a vast difference. The actors in the mimic life of the theatre, are blind to violent transitions and abrupt impulses of passion or feeling, which, presented before the eyes of mere spectators, are at once condemned as outrageous and preposterous.

If you need to be selective about the work at a company, maybe you need to be more selective about the company you work for!

Hunter International Livestock is a Fermoy based livestock export company that primarily engaged in the producing, trading and transporting all kinds of livestock within Egypt and abroad.

That part of warcraft always appealed to me. Such things happen slowly . . . and then all at once. The ground must be carefully prepared, often for generations. Corporations had been chipping away at the authority of governments for a century before the Seed Wars. They experimented with company towns, and then outrageous benefits for employees. As health care became more expensive, one didn’t even have to offer private transport and free meals. Simply helping pay the cost to cure grandma’s cancer was enough to ensure blind obedience. That’s how you keep them loyal. Foster distrust in the democratic governments that are actually accountable to them.

The next time you drive into a Walmart parking lot, pause for a second to note that this Walmart—like the more than five thousand other Walmarts across the country—costs taxpayers about $1 million in direct subsidies to the employees who don’t earn enough money to pay for an apartment, buy food, or get even the most basic health care for their children. In total, Walmart benefits from more than $7 billion in subsidies each year from taxpayers like you. Those “low, low prices” are made possible by low, low wages—and by the taxes you pay to keep those workers alive on their low, low pay. As I said earlier, I don’t think that anyone who works full-time should live in poverty. I also don’t think that bazillion-dollar companies like Walmart ought to funnel profits to shareholders while paying such low wages that taxpayers must pick up the ticket for their employees’ food, shelter, and medical care. I listen to right-wing loudmouths sound off about what an outrage welfare is and I think, “Yeah, it stinks that Walmart has been sucking up so much government assistance for so long.” But somehow I suspect that these guys aren’t talking about Walmart the Welfare Queen. Walmart isn’t alone. Every year, employers like retailers and fast-food outlets pay wages that are so low that the rest of America ponies up a collective $153 billion to subsidize their workers. That’s $153 billion every year. Anyone want to guess what we could do with that mountain of money? We could make every public college tuition-free and pay for preschool for every child—and still have tens of billions left over. We could almost double the amount we spend on services for veterans, such as disability, long-term care, and ending homelessness. We could double all federal research and development—everything: medical, scientific, engineering, climate science, behavioral health, chemistry, brain mapping, drug addiction, even defense research. Or we could more than double federal spending on transportation and water infrastructure—roads, bridges, airports, mass transit, dams and levees, water treatment plants, safe new water pipes. Yeah, the point I’m making is blindingly obvious. America could do a lot with the money taxpayers spend to keep afloat people who are working full-time but whose employers don’t pay a living wage. Of course, giant corporations know they have a sweet deal—and they plan to keep it, thank you very much. They have deployed armies of lobbyists and lawyers to fight off any efforts to give workers a chance to organize or fight for a higher wage. Giant corporations have used their mouthpiece, the national Chamber of Commerce, to oppose any increase in the minimum wage, calling it a “distraction” and a “cynical effort” to increase union membership. Lobbyists grow rich making sure that people like Gina don’t get paid more. The

We are dealing, then, with an absurdity that is not a quirk or an accident, but is fundamental to our character as people. The split between what we think and what we do is profound. It is not just possible, it is altogether to be expected, that our society would produce conservationists who invest in strip-mining companies, just as it must inevitably produce asthmatic executives whose industries pollute the air and vice-presidents of pesticide corporations whose children are dying of cancer. And these people will tell you that this is the way the "real world" works. The will pride themselves on their sacrifices for "our standard of living." They will call themselves "practical men" and "hardheaded realists." And they will have their justifications in abundance from intellectuals, college professors, clergymen, politicians. The viciousness of a mentality that can look complacently upon disease as "part of the cost" would be obvious to any child. But this is the "realism" of millions of modern adults. There is no use pretending that the contradiction between what we think or say and what we do is a limited phenomenon. There is no group of the extra-intelligent or extra-concerned or extra-virtuous that is exempt. I cannot think of any American whom I know or have heard of, who is not contributing in some way to destruction. The reason is simple: to live undestructively in an economy that is overwhelmingly destructive would require of any one of us, or of any small group of us, a great deal more work than we have yet been able to do. How could we divorce ourselves completely and yet responsibly from the technologies and powers that are destroying our planet? The answer is not yet thinkable, and it will not be thinkable for some time -- even though there are now groups and families and persons everywhere in the country who have begun the labor of thinking it. And so we are by no means divided, or readily divisible, into environmental saints and sinners. But there are legitimate distinctions that need to be made. These are distinctions of degree and of consciousness. Some people are less destructive than others, and some are more conscious of their destructiveness than others. For some, their involvement in pollution, soil depletion, strip-mining, deforestation, industrial and commercial waste is simply a "practical" compromise, a necessary "reality," the price of modern comfort and convenience. For others, this list of involvements is an agenda for thought and work that will produce remedies. People who thus set their lives against destruction have necessarily confronted in themselves the absurdity that they have recognized in their society. They have first observed the tendency of modern organizations to perform in opposition to their stated purposes. They have seen governments that exploit and oppress the people they are sworn to serve and protect, medical procedures that produce ill health, schools that preserve ignorance, methods of transportation that, as Ivan Illich says, have 'created more distances than they... bridge.' And they have seen that these public absurdities are, and can be, no more than the aggregate result of private absurdities; the corruption of community has its source in the corruption of character. This realization has become the typical moral crisis of our time. Once our personal connection to what is wrong becomes clear, then we have to choose: we can go on as before, recognizing our dishonesty and living with it the best we can, or we can begin the effort to change the way we think and live.

Another inventor, J. B. McComber, representing the Chicago-Tower Spiral-Spring Ascension and Toboggan Transportation Company, proposed a tower with a height of 8,947 feet, nearly nine times the height of the Eiffel Tower, with a base one thousand feet in diameter sunk two thousand feet into the earth. Elevated rails would lead from the top of the tower all the way to New York, Boston, Baltimore, and other cities. Visitors ready to conclude their visit to the fair and daring enough to ride elevators to the top would then toboggan all the way back home. “As the cost of the tower and its slides is of secondary importance,” McComber noted, “I do not mention it here, but will furnish figures upon application.” A third proposal demanded even more courage from visitors. This inventor, who gave his initials as R. T. E., envisioned a tower four thousand feet tall from which he proposed to hang a two-thousand-foot cable of “best rubber.” Attached at the bottom end of this cable would be a car seating two hundred people. The car and its passengers would be shoved off a platform and fall without restraint to the end of the cable, where the car would snap back upward and continue bouncing until it came to a stop. The engineer urged that as a precaution the ground “be covered with eight feet of feather bedding.

This money could have paid for health care for everyone and for programs to create jobs for all. Instead of giving out contracts for companies to build bombers and nuclear submarines, the government could have given contracts to nonprofit agencies to hire people to build homes, clean up rivers, and construct public transportation systems. Instead,

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

I said nothing on my side. Robinson Crusoe—God knows how—had got into my muddled old head. If Sergeant Cuff had found himself, at that moment, transported to a desert island, without a man Friday to keep him company, or a ship to take him off—he would have found himself exactly where I wished him to be! (nota bene:—I am an average good Christian, when you don’t push my Christianity too far. And all the rest of you—which is a great comfort—are, in this respect, much the same as I am.)

It’s even possible that Marilyn was found still breathing, rushed to Santa Monica Hospital by ambulance in an effort to save her, and returned to her own bed only after she was dead. There is some testimony to this on the part of ambulance drivers from a company that had transported Marilyn before. Anthony Summers reports the possibility that her unsuccessful rescuers could have been Robert Kennedy, or Peter Lawford, or both, responding in alarm to a last slurred phone call from Marilyn.

JFK asked his brother, Attorney General Robert Kennedy, to break up organized crime. Nobody high-up in government has tangled the Mafia. J. E. Hoover, the hired hands of FBI and CIA, ran the assassination teams. They have been used since World War II. JFK was attempting to end the oil-tax depletion rip-offs, to get tax money from oil companies. JFK instituted the nuclear test ban treaty, often called “the kiss of death,” to oppose the Pentagon. JFK called off the Invasion of Cuba. He allowed Castro to live, antagonized narcotics and gambling, oil and sugar interests, formerly in Cuba. JFK asked his brother, Attorney General Robert Kennedy, to break up the CIA, the “hidden government behind my back.” Allen Dulles was fired. Dulles, the attorney for international multinationals, was angry. JFK planned to withdraw troops from Vietnam after the 1964 elections. Nov. 24, 1963, two days after JFK’s burial, the Pentagon escalated the Vietnam war … with no known provocations, after JFK was gone. There was no chance Kennedy could survive antagonizing the CIA, oil companies, Pentagon, organized crime. He was not their man. The assassination of JFK employed people from the Texas-Southwest. It was not a Southern plot. Upstarts could not have controlled the northern CIA, FBI, Kennedy family connections. This was a more detailed, sophisticated conspiracy that was to set the pattern for future murders to take place. The murder was funded by Permindex, with headquarters in Montreal and Switzerland. Their stated purpose was to encourage trade between nations in the Western world. Their actual purpose was fourfold: 1) To fund and direct assassinations of European, Mid-East and world leaders considered threats to the western world, and to Petroleum Interests of their backers. 2) Provide couriers, agents for transporting and depositing funds through Swiss Banks for Vegas, Miami and the international gambling syndicate. 3) Coordinate the espionage activities of White Russian Solidarists and Division V of the FBI, headed by William Sullivan. 4) Build, acquire and operate hotels and gambling casinos. See: Nomenclature of an Assassination Cabal, by William Torbitt.

The Saudis considered the petroleum under their soil a gift from God, but accessing its value laid within man’s capacity. Until the Saudis developed the capabilities themselves, they would simply import the human capital they needed to make that petroleum valuable. This meant importing Aramco to run the oil industry, IBI and, later, other companies to build modern cities and transportation, and even American financial advisors to create a modern banking system. The trick was to buy what they did not have from the outside, and then to make it their own.

In early 2016, Amazon was given a license by the Federal Maritime Commission to implement ocean freight services as an Ocean Transportation Intermediary. So, Amazon can now ship others’ goods. This new service, dubbed Fulfillment by Amazon (FBA), won’t do much directly for individual consumers. But it will allow Amazon’s Chinese partners to more easily and cost-effectively get their products across the Pacific in containers. Want to bet how long it will take Amazon to dominate the oceanic transport business? 67 The market to ship stuff (mostly) across the Pacific is a $ 350 billion business, but a low-margin one. Shippers charge $ 1,300 to ship a forty-foot container holding up to 10,000 units of product (13 cents per unit, or just under $ 10 to deliver a flatscreen TV). It’s a down-and-dirty business, unless you’re Amazon. The biggest component of that cost comes from labor: unloading and loading the ships and the paperwork. Amazon can deploy hardware (robotics) and software to reduce these costs. Combined with the company’s fledgling aircraft fleet, this could prove another huge business for Amazon. 68 Between drones, 757/ 767s, tractor trailers, trans-Pacific shipping, and retired military generals (no joke) who oversaw the world’s most complex logistics operations (try supplying submarines and aircraft carriers that don’t surface or dock more than once every six months), Amazon is building the most robust logistics infrastructure in history. If you’re like me, this can only leave you in awe: I can’t even make sure I have Gatorade in the fridge when I need it.

Finding a situation that catches the key competitor or competitors with conflicting goals is at the heart of many company success stories. The slow Swiss reaction to the Timex watch provides an example. Timex sold its watches through drugstores, rather than through the traditional jewelry store outlets for watches, and emphasized very low cost, the need for no repair, and the fact that a watch was not a status item but a functional part of the wardrobe. The strong sales of the Timex watch eventually threatened the financial and growth goals of the Swiss, but it also raised an important dilemma for them were they to retaliate against it directly. The Swiss had a big stake in the jewelry store as a channel and a large investment in the Swiss image of the watch as a piece of fine precision jewelry. Aggressive retaliation against Timex would have helped legitimize the Timex concept, threatened the needed cooperation of jewelers in selling Swiss watches, and blurred the Swiss product image. Thus the Swiss retaliation to Timex never really came. There are many other examples of this principle at work. Volkswagen’s and American Motor’s early strategies of producing a stripped-down basic transportation vehicle with few style changes created a similar dilemma for the Big Three auto producers. They had a strategy built on trade-up and frequent model changes. Bic’s recent introduction of the disposable razor has put Gillette in a difficult position: if it reacts it may cut into the sales of another product in its broad line of razors, a dilemma Bic does not face.4 Finally, IBM has been reluctant to jump into minicomputers because the move will jeopardize its sales of larger mainframe computers.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

Gerlitz, Claudia Förster, and fifteen-year-old Jutta Pfennig—are transported from Essen to Berlin to work in a machine parts factory. For ten hours a day, six days a week, they disassemble massive forging presses and stack the usable metal in crates to be loaded onto train cars. Unscrewing, sawing, hauling. Most days Frau Elena works close by, wearing a torn ski jacket she has found, mumbling to herself in French or singing songs from childhood. They live above a printing company abandoned a month before. Hundreds of crates of misprinted dictionaries are stacked in the halls, and the girls burn them page by page in the potbelly stove. Yesterday Dankeswort, Dankesworte, Dankgebet, Dankopfer. Today Frauenverband, Frauenverein, Frauenvorsteher, Frauenwahlrecht. For meals they have cabbage and barley in the factory canteen at noon, endless ration lines

Do you really think that the Revolution is a ridiculous proposition? That we cannot engineer our own structures? What's ridiculous is the system we have now. If we were starting society anew, who among us would propose a monarchy, an aristocracy, a financial elite that exploits the earth and farms its population? If at one of the local or regional meetings that we have to govern our community someone proposed, instead of equality, that all of us, including the poorest among us, donated a percentage of our income to a super-rich family with a little old lady at its helm who would turn up annually in our parliament, draped in jewels and finery, to tell us that austerity had to continue, you'd tell them they were mental. If someone said that we should give 64 per cent of British land to 0.28 per cent of the population, we would not vote for it. If trade agreements were proposed that meant local businesses were shackled so that transnational corporations could create a farcical tyrannical economy where produce was needlessly transported around the world for their gain and to the detriment of everyone else, it would be forbidden. If energy companies said they wanted to be run for huge profit, without regulation, whilst harming the environment, we wouldn't allow it. That pharmaceutical and food companies could run their own governing bodies, flood the world with inferior and harmful products that damage and even kill the people that use them, we would not tolerate it. Here is the truth they fight so hard to suppress: to create a better world, the priority is not the implementation of new systems, though that is necessary, it is a refusal to cooperate with the obsolete and harmful structures that are already in place.

The last man crossed the deck: the clinking ship’s company was dismissed, and Jack said to the signal-midshipman, ‘To Dryad: Captain repair aboard at once.’ He then turned to Rowan and said, ‘You may part company as soon as I hear from Captain Babbington whether the transports are in Cephalonia or not; then you will not lose a moment of this beautiful leading breeze. Here he is. Captain Babbington, good day to you. Are the transports in Cephalonia? Is all well?’ ‘Yes, sir.’ ‘Mr Rowan, report to the Commander-in-Chief, with my duty, that the transports are in Cephalonia, and that all is well. You need not mention the fact that you saw one of the squadron crammed with women from head to stern; you need not report this open and I may say shameless violation of the Articles of War, for that disagreeable task falls to your superiors; nor need you make any observations about floating brothels or the relaxation of discipline in the warmer eastern waters, for these observations will naturally occur to the Commander-in-Chief without your help. Now pray go aboard our prize and proceed to Malta without the loss of a minute: not all of us can spare the time to dally with the sex.’ ‘Oh sir,’ cried Babbington, as Rowan darted over the side, ‘I really must be allowed to protest – to deny – ’ ‘You will not deny that they are women, surely? I can tell the difference between Adam and Eve as quick as the next man, even if you cannot; just as I can tell the difference between an active zealous officer and a lubber that lies in port indulging his whims. It is of no use trying to impose upon me.’ ‘No, sir. But these are all respectable women.’ ‘Then why are they leering over the side like that, and making gestures?’ ‘It is only their way, sir. They are all Lesbians – ’ ‘And no doubt they are all parsons’ daughters, your cousins in the third degree, like that wench in Ceylon.’ ‘– and Lesbians always join their hands like that, to show respect.’ ‘You are becoming an authority on the motions of Greek women, it appears.’ ‘Oh sir,’ cried Babbington, his voice growing shriller still. ‘I know you do not like women aboard – ’ ‘I believe I have had occasion to mention it to you some fifty or sixty times in the last ten years.’ ‘But if you will allow me to explain – ’ ‘It would be interesting to hear how the presence of thirty-seven, no, thirty-eight young women in one of His Majesty’s sloops can be explained; but since I like some decency to be preserved on my quarterdeck, perhaps the explanation had better take place in the cabin.’ And in the cabin he said, ‘Upon my word, William, this is coming it pretty high. Thirty-eight wenches at a time is coming it pretty high.

The slave trade was not controlled by any state or government. It was a purely economic enterprise, organised and financed by the free market according to the laws of supply and demand. Private slave-trading companies sold shares on the Amsterdam, London and Paris stock exchanges. Middle-class Europeans looking for a good investment bought these shares. Relying on this money, the companies bought ships, hired sailors and soldiers, purchased slaves in Africa, and transported them to America. There they sold the slaves to the plantation owners, using the proceeds to purchase plantation products such as sugar, cocoa, coffee, tobacco, cotton and rum. They returned to Europe, sold the sugar and cotton for a good price, and then sailed to Africa to begin another round. The shareholders were very pleased with this arrangement. Throughout the eighteenth century the yield on slave-trade investments was about 6 per cent a year – they were extremely profitable, as any

The slave trade was not controlled by any state or government. It was a purely economic enterprise, organised and financed by the free market according to the laws of supply and demand. Private slave-trading companies sold shares on the Amsterdam, London and Paris stock exchanges. Middle-class Europeans looking for a good investment bought these shares. Relying on this money, the companies bought ships, hired sailors and soldiers, purchased slaves in Africa, and transported them to America. There they sold the slaves to the plantation owners, using the proceeds to purchase plantation products such as sugar, cocoa, coffee, tobacco, cotton and rum. They returned to Europe, sold the sugar and cotton for a good price, and then sailed to Africa to begin another round. The shareholders were very pleased with this arrangement. Throughout the eighteenth century the yield on slave-trade investments was about 6 per cent a year – they were extremely profitable, as any modern consultant would be quick to admit.

If you ever hear the words conventional and wisdom conjoined, reject them. Because if it is conventional, it isn’t wisdom. And if it’s wisdom, it isn’t conventional. —Herb Kelleher How has Southwest been able to attain uncommon results in the worst industry in capitalism? The company has succeeded by being unconventional. Herb likes to tell the story of how a Washington think tank told the company that it would not be able to survive without six of the “keys to success” that other carriers have used. Southwest followed none of those keys to success. At every point of Southwest’s history, the company has successfully challenged industry norms. Southwest differed from the competition because of its low-cost fares. In the 1970s, before deregulation, flying was expensive, because the government controlled the prices. Rollin King and Herb Kelleher’s idea was to provide lower fares and enable a greater number of Americans to fly. Southwest would not be competing with other airlines but with other forms of transportation.

Once the mobilization button was pushed, the whole vast machinery for calling up, equipping, and transporting two million men began turning automatically. Reservists went to their designated depots, were issued uniforms, equipment, and arms, formed into companies and companies into battalions, were joined by cavalry, cyclists, artillery, medical units, cook wagons, blacksmith wagons, even postal wagons, moved according to prepared railway timetables to concentration points near the frontier where they would be formed into divisions, divisions into corps, and corps into armies ready to advance and fight. One army corps alone—out of the total of 40 in the German forces—required 170 railway cars for officers, 965 for infantry, 2,960 for cavalry, 1,915 for artillery and supply wagons, 6,010 in all, grouped in 140 trains and an equal number again for their supplies. From the moment the order was given, everything was to move at fixed times according to a schedule precise down to the number of train axles that would pass over a given bridge within a given time.

The slave trade was not controlled by any state or government. It was a purely economic enterprise, organised and financed by the free market according to the laws of supply and demand. Private slave-trading companies sold shares on the Amsterdam, London and Paris stock exchanges. Middle-class Europeans looking for a good investment bought these shares. Relying on this money, the companies bought ships, hired sailors and soldiers, purchased slaves in Africa, and transported them to America. There they sold the slaves to the plantation owners, using the proceeds to purchase plantation products such as sugar, cocoa, coffee, tobacco, cotton and rum. They returned to Europe, sold the sugar and cotton for a good price, and then sailed to Africa to begin another round. The shareholders were very pleased with this arrangement. Throughout the eighteenth century the yield on slave-trade investments was about 6 per cent a year – they were extremely profitable, as any modern consultant would be quick to admit. This is the fly in the ointment of free-market capitalism. It cannot ensure that profits are gained in a fair way, or distributed in a fair manner. On the contrary, the craving to increase profits and production blinds people to anything that might stand in the way.

With its rapidly increasing population, religious and royal wars, Irish ethnic cleansing, and fear of rising crime, Britain excelled among the European imperial powers in shipping its people into bondage in distant lands. An original inspiration had flowed from small-scale shipments of Portuguese children to its Asian colonies before the Dutch supplanted the Portuguese as the world's premier long-range shippers. Vagrant minors, kidnapped persons, convicts, and indentured servants from the British Isles might labor under differing names in law and for longer or shorter terms in the Americas, but the harshness of their lives dictated that they be, in the worlds of Daniel Defoe, "more properly called slaves." First in Barbados, then in Jamaica, then in North America, notably in Virginia, Maryland, and Pennsylvania, bound Britons, Scots, and Irish furnished a crucial workforce in the Americas in the seventeenth and eighteenth centuries. In 1618, the City of London and the Virginia Company forged an agreement to transport vagrant children. London would pay £5 per head to the company for shipment on the Duty, hence the children's sobriquet "Duty boys." Supposedly bound for apprenticeship, these homeless children—a quarter of them girls—were then sold into field labor for twenty pounds of tobacco each.

Yet just eighty years ago it still seemed an impossible mission when U.S. President Herbert Hoover was tasked with beating back the Great Depression with only a mixed bag of numbers, ranging from share values to the price of iron to the volume of road transport. Even his most important metric – the “blast-furnace index” – was little more than an unwieldy construct that attempted to pin down production levels in the steel industry. If you had asked Hoover how “the economy” was doing, he would have given you a puzzled look. Not only because this wasn’t among the numbers in his bag, but because he would have had no notion of our modern understanding of the word “economy.” “Economy” isn’t really a thing, after all – it’s an idea, and that idea had yet to be invented. In 1931, Congress called together the country’s leading statisticians and found them unable to answer even the most basic questions about the state of the nation. That something was fundamentally wrong seemed evident, but their last reliable figures dated from 1929. It was obvious that the homeless population was growing and that companies were going bankrupt left and right, but as to the actual extent of the problem, nobody knew. A few months earlier, President Hoover had dispatched a number of Commerce Department employees around the country to report on the situation. They returned with mainly anecdotal evidence that aligned with Hoover’s own belief that economic recovery was just around the bend. Congress wasn’t reassured, however. In 1932, it appointed a brilliant young Russian professor by the name of Simon Kuznets to answer a simple question: How much stuff can we make? Over the next few years, Kuznets laid the foundations of what would later become the GDP. His

The Rockefeller Foundation was established in 1913 to maintain the control of the family’s oil empire. Today this foundation is the most important shareholder of Exxon with 4.3 million shares. Additionally, the foundation has two million shares in Standard Oil of California and 300.000 shares in Mobil Oil. Other smaller foundations belonging to the Rockefellers have three million shares in Exxon, and 400.000 shares in Standard Oil of Ohio. The total asset of this group of Rockefeller companies, amount to more than fifty billion dollars.[20] For a researcher who concentrates on the Rockefeller family, it won’t be difficult to prove that this immensely rich family has played an important role in the American politics of the twentieth century. The drift and decisions of American politics lead directly back to the Rockefeller family. The Rockefellers immigrated to America from Spain. The best-known member of this family was the influential industrialist, banker John Davidson Rockefeller. He asserted himself as the richest man of his time. Before going into oil transport, he was a wholesaler of narcotic drugs.[21] With an unbridled energy, he set up the Standard Oil Trust, which now possesses ninety percent of the oil refineries in the United States.[22] John Davidson Rockefeller also bought the Pocantico Hills territory in New York, which is the domicile of over a 100 families with the name Rockefeller. David Rockefeller, an absolute genius in the field of finances, has been managing Chase Manhattan Bank, the most important bank in the world, since 1945. The power of this bank is great enough to bring about or destroy governments, to start or end wars, and ruin companies or let them flourish worldwide, ultimately exerting great influence on the entire human race.

Different form, same function. Many companies that create blue oceans attract customers from other industries who use a product or service that performs the same function or bears the same core utility as the new one but takes a very different physical form. In the case of Ford’s Model T, Ford looked to the horse-drawn carriage. The horse-drawn carriage had the same core utility as the car: transportation for individuals and families. But it had a very different form: a live animal versus a machine. Ford effectively converted the majority of noncustomers of the auto industry, namely customers of horse-drawn carriages, into customers of its own blue ocean by pricing its Model T against horse-drawn carriages and not the cars of other automakers. In the case of the school lunch catering industry, raising this question led to an interesting insight. Suddenly those parents who make their children’s lunches came into the equation. For many children, parents had the same function: making their child’s lunch. But they had a very different form: mom or dad versus a lunch line in the cafeteria. Different form and function, same objective. Some companies lure customers from even further away. Cirque du Soleil, for example, has diverted customers from a wide range of evening activities. Its growth came in part through drawing people away from other activities that differed in both form and function. For example, bars and restaurants have few physical features in common with a circus. They also serve a distinct function by providing conversational and gastronomical pleasure, a very different experience from the visual entertainment that a circus offers. Yet despite these differences in form and function, people have the same objective in undertaking these three activities: to enjoy a night out.

to say that I saw ways to connect with Americans that Barack and his West Wing advisers didn’t fully recognize, at least initially. Rather than doing interviews with big newspapers or cable news outlets, I began sitting down with influential “mommy bloggers” who reached an enormous and dialed-in audience of women. Watching my young staffers interact with their phones, seeing Malia and Sasha start to take in news and chat with their high school friends via social media, I realized there was opportunity to be tapped there as well. I crafted my first tweet in the fall of 2011 to promote Joining Forces and then watched it zing through the strange, boundless ether where people increasingly spent their time. It was a revelation. All of it was a revelation. With my soft power, I was finding I could be strong. If reporters and television cameras wanted to follow me, then I was going to take them places. They could come watch me and Jill Biden paint a wall, for example, at a nondescript row house in the Northwest part of Washington. There was nothing inherently interesting about two ladies with paint rollers, but it baited a certain hook. It brought everyone to the doorstep of Sergeant Johnny Agbi, who’d been twenty-five years old and a medic in Afghanistan when his transport helicopter was attacked, shattering his spine, injuring his brain, and requiring a long rehabilitation at Walter Reed. His first floor was now being retrofitted to accommodate his wheelchair—its doorways widened, its kitchen sink lowered—part of a joint effort between a nonprofit called Rebuilding Together and the company that owned Sears and Kmart. This was the thousandth such home they’d renovated on behalf of veterans in need. The cameras caught all of it—the soldier, his house, the goodwill and energy being poured in.

Variations on a tired, old theme Here’s another example of addict manipulation that plagues parents. The phone rings. It’s the addict. He says he has a job. You’re thrilled. But you’re also apprehensive. Because you know he hasn’t simply called to tell you good news. That kind of thing just doesn’t happen. Then comes the zinger you knew would be coming. The request. He says everybody at this company wears business suits and ties, none of which he has. He says if you can’t wire him $1800 right away, he won’t be able to take the job. The implications are clear. Suddenly, you’ve become the deciding factor as to whether or not the addict will be able to take the job. Have a future. Have a life. You’ve got that old, familiar sick feeling in the pit of your stomach. This is not the child you gladly would have financed in any way possible to get him started in life. This is the child who has been strung out on drugs for years and has shown absolutely no interest in such things as having a conventional job. He has also, if you remember correctly, come to you quite a few times with variations on this same tired, old story. One variation called for a car so he could get to work. (Why is it that addicts are always being offered jobs in the middle of nowhere that can’t be reached by public transportation?) Another variation called for the money to purchase a round-trip airline ticket to interview for a job three thousand miles away. Being presented with what amounts to a no-choice request, the question is: Are you going to contribute in what you know is probably another scam, or are you going to say sorry and hang up? To step out of the role of banker/victim/rescuer, you have to quit the job of banker/victim/rescuer. You have to change the coda. You have to forget all the stipulations there are to being a parent. You have to harden your heart and tell yourself parenthood no longer applies to you—not while your child is addicted. Not an easy thing to do. P.S. You know in your heart there is no job starting on Monday. But even if there is, it’s hardly your responsibility if the addict goes well dressed, badly dressed, or undressed. Facing the unfaceable: The situation may never change In summary, you had a child and that child became an addict. Your love for the child didn’t vanish. But you’ve had to wean yourself away from the person your child has become through his or her drugs and/ or alcohol abuse. Your journey with the addicted child has led you through various stages of pain, grief, and despair and into new phases of strength, acceptance, and healing. There’s a good chance that you might not be as healthy-minded as you are today had it not been for the tribulations with the addict. But you’ll never know. The one thing you do know is that you wouldn’t volunteer to go through it again, even with all the awareness you’ve gained. You would never have sacrificed your child just so that you could become a better, stronger person. But this is the way it has turned out. You’re doing okay with it, almost twenty-four hours a day. It’s just the odd few minutes that are hard to get through, like the ones in the middle of the night when you awaken to find that the grief hasn’t really gone away—it’s just under smart, new management. Or when you’re walking along a street or in a mall and you see someone who reminds you of your addicted child, but isn’t a substance abuser, and you feel that void in your heart. You ache for what might have been with your child, the happy life, the fulfilled career. And you ache for the events that never took place—the high school graduation, the engagement party, the wedding, the grandkids. These are the celebrations of life that you’ll probably never get to enjoy. Although you never know. DON’T LET    YOUR KIDS  KILL  YOU  A Guide for Parents of Drug and Alcohol Addicted Children PART 2

Indian Express (Indian Express) - Clip This Article at Location 721 | Added on Sunday, 30 November 2014 20:28:42 Fifth column: Hope and audacity Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Tavleen Singh | 807 words At the end of six months of the Modi sarkar are we seeing signs that it is confusing efficiency with reform? I ask the question because so far there is no sign of real reform in any area of governance. And, because some of Narendra Modi’s most ardent supporters are now beginning to get worried. Last week I met a man who dedicated a whole year to helping Modi become Prime Minister and he seemed despondent. When I asked how he thought the government was doing, he said he would answer in the words of the management guru Peter Drucker, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” We can certainly not fault this government on efficiency. Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. The Prime Minister’s Office hums with more noise and activity than we have seen in a decade but, despite this, there are no signs of the policy changes that are vital if we are to see real reform. The Planning Commission has been abolished but there are many, many other leftovers from socialist times that must go. Do we need a Ministry of Information & Broadcasting in an age when the Internet has made propaganda futile? Do we need a meddlesome University Grants Commission? Do we need the government to continue wasting our money on a hopeless airline and badly run hotels? We do not. What we do need is for the government to make policies that will convince investors that India is a safe bet once more. We do not need a new government that simply implements more efficiently bad policies that it inherited from the last government. It was because of those policies that investors fled and the economy stopped growing. Unless this changes through better policies, the jobs that the Prime Minister promises young people at election rallies will not come. So far signals are so mixed that investors continue to shy away. The Finance Minister promises to end tax terrorism but in the next breath orders tax inspectors to go forth in search of black money. Vodafone has been given temporary relief by the courts but the retroactive tax remains valid. And, although we hear that the government has grandiose plans to improve the decrepit transport systems, power stations and ports it inherited, it continues to refuse to pay those who have to build them. The infrastructure industry is owed more than Rs 1.5 lakh continued... crore in government dues and this has crippled major companies. No amount of efficiency in announcing new projects will make a difference unless old dues are cleared. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Does he know that a police check is required even if you just want to get a few pages added to your passport? Does he know how hard it is to do routine things like registering property? Does he know that no amount of efficiency will improve healthcare services that are broken? No amount of efficiency will improve educational services that have long been in terminal decline because of bad policies and interfering officials. At the same time, the licence raj that strangles private investment in schools and colleges remains in place. Modi’s popularity with ordinary people has increased since he became Prime Minister, as we saw from his rallies in Kashmir last week, but it will not la

He would get £30 toward furnishing his personal group, plus their transportation, and £20 to cover the assembly of the workmen. The twenty workmen, to be bound for seven years of service to the Company, would be transported and "victualled as other tenantes for one whole yeare at the Companies charge.

Modern biomimicry is far more than just copying nature's shapes. It includes systematic design and problem-solving processes, which are now being refined by scientists and engineers in universities and institutes worldwide. The first step in any of these processes is to clearly define the challenge we're trying to solve. Then we can determine whether the problem is related to form, function, or ecosystem. Next, we ask what plant, animal, or natural process solves a similar problem most effectively. For example, engineers trying to design a camera lens with the widest viewing angle possible found inspiration in the eyes of bees, which can see an incredible five-sixths of the way, or three hundred degrees, around their heads. The process can also work in reverse, where the exceptional strategies of a plant, animal, or ecosystem are recognized and reverse engineered. De Mestral's study of the tenacious grip of burrs on his socks is an early example of reverse engineering a natural winner, while researchers' fascination at the way geckos can hang upside down from the ceiling or climb vertical windows has now resulted in innovative adhesives and bandages. Designs based on biomimicry offer a range of economic benefits. Because nature has carried out trillions of parallel, competitive experiments for millions of years, its successful designs are dramatically more energy efficient than the inventions we've created in the past couple of hundred years. Nature builds only with locally derived materials, so it uses little transport energy. Its designs can be less expensive to manufacture than traditional approaches, because nature doesn't waste materials. For example, the exciting new engineering frontier of nanotechnology mirrors nature's manufacturing principles by building devices one molecule at a time. This means no offcuts or excess. Nature can't afford to poison itself either, so it creates and combines chemicals in a way that is nontoxic to its ecosystems. Green chemistry is a branch of biomimicry that uses this do-no-harm principle, to develop everything from medicines to cleaning products to industrial molecules that are safe by design. Learning from the way nature handles materials also allows one of our companies, PaxFan, to build fans that are smaller and lighter while giving higher performance. Finally, nature has methods to recycle absolutely everything it creates. In natures' closed loop of survival on this planet, everything is a resource and everything is recycled-one of the most fundamental components of sustainability. For all these reasons, as I hear one prominent venture capitalist declare, biomimicry will be the business of the twenty-first century. The global force of this emerging and fascinating field is undeniable and building on all societal levels.

a two-legged, box-headed All Terrain Scout Transport

The pitch we used to convince companies to spend $50 million bucks for one of our planes was that it wasn't simply a means of transportation; oh no - it was 'a productivity tool'. It allowed an executive to make good use of his travel time and a relaxed and refreshed executive could seal the deal much more effectively than his travel-worn counterpart. Yeah, right. You can always justify any obscene luxury on the grounds of productivity...

If I go into company, a painful anxiety comes over me, since I am apprehensive of being exposed to the danger of betraying my situation. Such has been my state, too, during this half year that I have spent in the country. Enjoined by my intelligent physician to spare my hearing as much as possible, I have been almost encouraged by him in my present natural disposition; though, hurried away by my fondness for society, I sometimes suffered myself to be enticed into it. But what a humiliation, when any one standing beside me could hear at a distance a flute that I could not hear, or any one heard the shepherd singing and I could not distinguish a sound! Such circumstances brought me to the brink of despair, and had well nigh made me put an end to my life: nothing but my art held my hand. Ah! it seemed to me impossible to quit the world before I had produced all that I felt myself called to accomplish. And so I endured this wretched life—so truly wretched, that a somewhat speedy change is capable of transporting me from the best into the worst condition. Patience—so I am told—I must choose for my guide. I have done so.

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Going Public Per my recent comments, I am increasingly concerned about SpaceX going public before the Mars transport system is in place. Creating the technology needed to establish life on Mars is and always has been the fundamental goal of SpaceX. If being a public company diminishes that likelihood, then we should not do so until Mars is secure. This is something that I am open to reconsidering, but, given my experiences with Tesla and SolarCity, I am hesitant to foist being public on SpaceX, especially given the long term nature of our mission. Some at SpaceX who have not been through a public company experience may think that being public is desirable. This is not so. Public company stocks, particularly if big step changes in technology are involved, go through extreme volatility, both for reasons of internal execution and for reasons that have nothing to do with anything except the economy. This causes people to be distracted by the manic-depressive nature of the stock instead of creating great products. For those who are under the impression that they are so clever that they can outsmart public market investors and would sell SpaceX stock at the “right time,” let me relieve you of any such notion. If you really are better than most hedge fund managers, then there is no need to worry about the value of your SpaceX stock, as you can just invest in other public company stocks and make billions of dollars in the market.

The rise of the Rockefeller family was made possible from two angles by the Rothschilds. One was by the large subsidies placed on transports of Rockefeller oil. The documents of the American trade register prove that the Rothschilds, since 1896, have owned ninety-six percent of the American railways. This made it possible to transport oil on rail. When John D. Rockefeller wanted to expand, he received the financial support he needed to do so from the Rothschilds through their National City Bank of Cleveland. In exchange, the Rockefellers had to transport their oil via the Rothschilds railways. An illegal agreement saw to it that the Rockefellers received a bonus for the amount of oil they transported by train. Because of this agreement nobody could compete with the Rothschilds in transporting Rockefeller oil. This was all arranged by Jacob Schiff, of the company Kuhn & Loeb, the brain behind the foundation of the Rockefeller imperium. Under the authority of the Rothchilds, Kuhn, Loeb & Co. continue to manage the Rockefeller capital, which is valued at over 400 billion dollars. In 1950 the New York Times reported L.L. Strauss, a partner with Kuhn, Loeb & Co., as the financial adviser to the Rockefeller estate. Because of this, every investment had to be approved and signed by a partner of Kuhn, Loeb & Co. According to the periodical Fortune in 1985, the wealth of the Rockefellers was spread amongst more than 200 companies. These companies include six of the largest industrial companies in America, six of the largest banks, five of the largest insurance companies and three of the largest companies from different branches (electricity, water, infrastructure, fruits, oil, gold, and others). Not including the remaining 180 other companies, the total assets of these twenty giants amount to 460 billion dollars.

the group existed, these six had been accumulating shares in key industries such as communications, transport, banking, pharmaceutical, medical, technology and other key industries worldwide. They were shrewd enough to hide what they were doing – very seldom would they buy controlling shares, and never in their personal names. Instead, the acquisitions were always through companies that owned companies that owned yet more companies - hiding themselves five, six or more levels away from the front, the public eye and any security screens.

Pharmaceutical and health companies, communications through all media (TV, newspapers, internet, telephones), energy where Tenth Cycle technology hadn’t yet arrived, transport including airlines, shipping, rail and road transport, along with military contractors, big agro and big pharma, and technology companies; all were controlled by a handful of companies whose names showed up over and over. They were always in a minority shareholder position individually, but as a group the controlling interest was overwhelming.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

The logistics of getting them around were just completely insurmountable,” said Hanson-Press. “I was really stressed every single day about getting them around.” Cue HopSkipDrive, a Los Angeles start-up that has been described as ride-hailing for children. Founded by three Angelenos who are also moms, the service chauffeurs only children ages 7 to 17. In many ways, it's similar to transport network companies such as Uber, Lyft and SideCar (Uber requires customers to be over 18). Drivers are contractors who use their own vehicles to transport passengers. All drivers undergo third-party background checks and vehicle inspections. Parents can book rides for their kids through a mobile app and pay through a cashless transaction. But there are also significant differences. Unlike Uber, whose drivers simply need to have experience behind the wheel, HopSkipDrive drivers are required to have at least five years of experience caring for children (this can mean people who are themselves parents, nannies, teachers, camp counselors, etc.). And like Shuddle, a similar service that operates in the San Francisco Bay Area, all drivers are vetted in person. HopSkipDrive checks drivers' references and will even go for a ride with each driver it signs up. All rides are covered by insurance specific to transporting minors.

He found arrows cut by hand from tree limbs and tipped with flint points. A knife of quartz, jagged and hand-sized, was embedded in the earth. And there was blood. Whatever else had happened here, the Wild Ones—armed only with handmade weapons—had chased off a much more advanced Transport dropship armed with a state-of-the-art Gatling laser. The Amishman in him appreciated the irony. The soldier in him was impressed as hell.

One day in 1885, the twenty-three-year old Henry Ford got his first look at the gas-powered engine, and it was instant love. Ford had apprenticed as a machinist and had worked on every conceivable device, but nothing could compare to his fascination with this new type of engine, one that created its own power. He envisioned a whole new kind of horseless carriage that would revolutionize transportation. He made it his Life’s Task to be the pioneer in developing such an automobile. Working the night shift at the Edison Illuminating Company as an engineer, during the day he would tinker with the new internal-combustion engine he was developing. He built a workshop in a shed behind his home and started constructing the engine from pieces of scrap metal he salvaged from anywhere he could find them. By 1896, working with friends who helped him build a carriage, he completed his first prototype, which he called the Quadricycle, and debuted it on the streets of Detroit. At the time there were many others working on automobiles with gas-powered engines. It was a ruthlessly competitive environment in which new companies died by the day. Ford’s Quadricycle looked nice and ran well, but it was too small and incomplete for large-scale production. And so he began work on a second automobile, thinking ahead to the production end of the process. A year later he completed it, and it was a marvel of design. Everything was geared toward simplicity and compactness. It was easy to drive and maintain. All that he needed was financial backing and sufficient capital to mass-produce it. To manufacture automobiles in the late 1890s was a daunting venture. It required a tremendous amount of capital and a complex business structure, considering all of the parts that went into production. Ford quickly found the perfect backer: William H. Murphy, one of the most prominent businessmen in Detroit. The new company was dubbed the Detroit Automobile Company, and all who were involved had high hopes. But problems soon arose. The car Ford had designed as a prototype needed to be reworked—the parts came from different places; some of them were deficient and far too heavy for his liking. He kept trying to refine the design to come closer to his ideal. But it was taking far too long, and Murphy and the stockholders were getting restless. In 1901, a year and a half after it had started operation, the board of directors dissolved the company. They had lost faith in Henry Ford.

The marketing mix consists of the types and amounts of controllable marketing-decision variables that a company uses over a particular time period. Commonly referred to as the “four Ps,” these variables are:

The engineers were constantly baffled by what Musk would fund and what he wouldn’t. Back at headquarters, someone would ask to buy a $200,000 machine or a pricey part that they deemed essential to Falcon 1’s success, and Musk would deny the request. And yet he was totally comfortable paying a similar amount to put a shiny surface on the factory floor to make it look nice. On Omelek, the workers wanted to pave a two-hundred-yard pathway between the hangar and the launchpad to make it easier to transport the rocket. Musk refused. This left the engineers moving the rocket and its wheeled support structure in the fashion of the ancient Egyptians. They laid down a series of wooden planks and rolled the rocket across them, grabbing the last piece of wood from the back and running it forward in a continuous cycle. The whole situation was ludicrous. A start-up rocket company had ended up in the middle of nowhere trying to pull off one of the most difficult feats known to man, and, truth be told, only a

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I’d be hard-pressed to find a better start to a brand story than the one that chronicles the birth of “the people’s car,” the Tata Nano. The story goes that Ratan Tata, chairman of the well-respected Tata Group, was travelling along in the pouring rain behind a family who was precariously perched on a scooter weaving in and out of traffic on the slick wet roads of Bangalore. Tata thought that surely this was a problem he and his company could solve. He wanted to bring safe, affordable transport to the poor—to design, build, and sell a family car that could replace the scooter for a price that was less than $2,500. It was a business idea born from a high ideal and coming from a man with a track record in the industry, someone with the capability to innovate, design, and produce a high-quality product. People were captivated by the idea of what would be the world’s cheapest car. The media and the world watched to see how delivering on this seemingly impossible promise might pan out. Ratan Tata did deliver on his promise when he unveiled the Nano at the New Delhi Auto Expo in 2009, six years after having the idea. The hype around the new “people’s car” and the media attention it received meant that any mistakes were very public (several production challenges and safety problems were reported along the way). And while the general public seemed to be behind the idea of a new and fun Indian-led innovation, the number of Facebook likes (almost 4 million to date) didn’t convert to actual sales. It seemed that while Tata Motors was telling a story about affordability and innovating with frugal engineering (perhaps “lean engineering” might have worked better for them), the story prospective customers were hearing was one about a car that was cheap. The positioning of the car was at odds with the buying public’s perception of it. In a country where a car is an aspirational purchase, the Nano became symbolic of the car to buy if you couldn’t afford anything else. Since its launch in 2009, just over 200,000 Nanos have sold. The factory has the capacity to produce 21,000 cars a month. It turns out that the modest numbers of people buying the Nano are not the scooter drivers but middle-class Indians who are looking for a second car, or a car for their parents or children. The car that was billed as a “game changer” hasn’t lived up to the hype in the hearts of the people who were expected to line up and buy it in the tens of thousands. Despite winning design and innovation awards, the Nano’s reputation amongst consumers—and the story they have come to believe—has been the thing that’s held it back.

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When the state did not provide the right direction to finance, developmental outcomes were different. Nineteenth-century Spain had a large number of investment banks which did nothing to promote industrialisation. This was largely because Spanish company law favoured railroad investment but discriminated against manufacturers. As a result, the Spanish banks financed thousands of kilometres of rail lines, for which all the rolling stock was imported and for which there were no manufactures to transport. After a banking crisis in the 1870s, Spain remained thoroughly un-industrialised.

Each such person with three years of residence was entitled to 100 acres as a "first division." Those having come to Virginia after Dale's departure were in a different position. If they had come, or were to come, at their own charge they were to obtain only fifty acres at the "first division." If transported by the Company they were first to serve as "tenants" on the Company's land for a term of seven years.

A business leader who exemplified good work would be somebody who understood himself or herself, understood the corporation or company that they were in very well, knew something about their history, understood the domain—the sector in which they’re working, which could be anything from transportation to widgets—and had some sense of the mega-trends going on in the world. You cannot be an excellent leader unless you’ve thought about this kind of knowledge, so that’s excellence.

In 2010, Jimi Heselden, the multimillionaire owner of the company that makes Segway personal transporters, died after transporting himself over a cliff on his Segway and plunging eighty feet.

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

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Les anonymes (R.J. Ellory) - Votre surlignement sur la page 431 | emplacement 6599-6607 | Ajouté le dimanche 11 janvier 2015 00:12:06 Opération Granit. Opération Beffroi. Des balises secrètement installées dans des endroits perdus entre la Colombie et le Panamá pour aider les pilotes de la CIA qui convoient la drogue à voler de l’Amérique au Panamá presque au niveau de la mer sans être détectés par les avions de la répression antidrogue américaine. Destination : l’aéroport militaire d’Albrook, au Panamá. Opération Rachat, impliquant la société-écran de la CIA, la Pacific Seafood Company. La drogue est entreposée dans des bateaux transportant des crevettes et expédiée en divers points des États-Unis. C’est une opération conjointe de la CIA et de la DEA. Opérations Petite Piste, Route de Birmanie, Or matinal, Retour de bâton, Ciel indigo et Triangle. Informations fournies par les agents de la CIA et du renseignement de la Marine suivants : Trenton Parker, Gunther Russbacher, Michael Maholy et Robert Hunt. Lecture recommandée : le travail fondateur de Rodney Stich intitulé Décontaminer l’Amérique. Profit estimé des opérations de la CIA autour de la contrebande de marijuana et de cocaïne : entre 10 et 15 milliards de dollars. ==========

Uber, which raised $1.2 billion this month at a valuation of $40 billion, said in August it had sought a legal opinion and that its Seoul service obeys the law. Opposition to its operations is down to outdated regulations that precede smartphone and wireless technology, Allen Penn, the company’s head of Asia, told reporters at the time. Paid transportation with unregistered vehicles is “clearly illegal activity,” South Korea’s Ministry of Land, Infrastructure and Transport said later that month. The maximum penalty for Uber’s alleged legal violation is a two-year prison sentence or a fine of nearly $20,000, Yonhap News reported Wednesday.

Shop, Cooks Cycles, and Easy Riders Bicycle Rentals, who will deliver bikes to your lodging!). The island also has Uber, Lyft, and a host of taxis. My favorite taxi company is Roger’s Taxi, 508-228-5779. Cranberry Transportation provides a proper “car service” and they also give private tours of the island. Where Should I Stay? You just finished a novel called The Hotel Nantucket, so I’m going to start by recommending the inspiration for the main character in the book, which is The Nantucket Hotel and Resort, located at 77 Easton Street.

On the other hand, if you have been worried or frightened by what you have read, that’s good, you should be, especially on behalf of your children and their children. But don’t let fear feed inertia. Fear does not have to be paralysing. Indeed, it is often the driver of effective action. No one ever won a war while knowing no fear, and make no mistake, this is a war. Wherever we live on this magnificent planet, we all need to do our utmost to try to keep it that way. The fact that the future looks dismal is not an excuse to do nothing, to imagine it’s all too late. On the contrary, it is a call to arms. So, if you feel the need to glue yourself to a motorway or blockade an oil refinery, then do it. In his book How to Blow Up a Pipeline, Andreas Malm argues convincingly that, such is the scale of the climate crisis, sabotage and property damage are absolutely justified in the battle against fossil fuel companies and others working against the public good. I understand that this is not to everyone’s taste, but there is plenty more you can do. Drive an electric car or, even better, use public transport, walk or cycle; stop flying; switch to a green energy tariff; eat less meat; spread the word about the predicament we find ourselves in among your friends and family; lobby your elected representatives at both local and national level; and use your vote wisely to put in power a government that walks the talk on the climate emergency.

Her biggest clients were transportation companies. She helped plan their PR campaigns, write white papers, and set up “Astroturf” organizations to give corporate messaging the appearance of grassroots support. A

Q: What can ordinary people with busy lives and not a lot of political access do to address this stuff? You can try to address it in your own life. You can try to set up your life so you have to drive as little as possible. In so doing, you vote with your feet and your wallet. When more people bike, walk and use public transit, there is greater pressure on elected officials and government agencies to improve these modes of transportation. It thus increases the profitability of public transit and makes cities more desirable places to live. It also helps reduce your carbon footprint and reduces the amount of money going to automobile manufacturers, oil companies and highway agencies. In a globally connected capitalist world, cities and countries are competing for highly skilled labor—programmers, engineers, scientists, etc. To some degree, these people can live anywhere they want. So San Francisco or my current city in Minnesota aren’t just competing with other U.S. cities but are competing with cities in Europe for the best and brightest talent. Polls and statistics show that more and more skilled people want to live in cities that are walkable, bikeable and have good public transit. Also our population is aging and realizing that they don’t want to be trapped in automobile-oriented retirement communities in Florida or the southwest USA. They also want improved walkability and transit. Finally, there’s been an explosion of obesity in the USA with resulting increases in healthcare costs. Many factors contribute to this but increased amounts of driving and a lack of daily exercise are major factors. City, state and business leaders in the US are increasingly aware of all this. It is part of Gil Peñalosa’s “8-80” message (the former parks commissioner of Bogotá, Colombia) and many other leaders. (2015 interview with Microcosm Publishing)

Republicans too have seen the influence of money from China. Since 2015, Kentucky Senator Mitch McConnell has been Senate majority leader and the most powerful man in Washington after the president. Once a hardliner, in the 1990s he became a noted China dove (although in 2019, in a likely instance of ‘big help with a little badmouth’, he voiced support for Hong Kong protesters37). In 1993 he married the daughter of one of his donors, Chinese-American businessman James Chao. Elaine Chao went on to serve as secretary of labor under President George W. Bush and in 2017 was sworn in as President Trump’s transportation secretary. She wasted no time organising a trip to China that included meetings between members of her family and Chinese government officials, a plan that was spiked only when the State Department raised ethical concerns.38 James Chao has excellent guanxi—connections—in China, including his classmate Jiang Zemin, the powerful former president of China. Chao became rich through his shipping company, Foremost Group, which flourished due to its close association with the state-owned behemoth the China State Shipbuilding Corporation. McConnell, after his marriage to Chao’s daughter, was courted by the highest CCP leaders, and his in-laws were soon doing deals with Chinese government corporations.

McLean understood that transport companies’ true business was moving freight rather than operating ships or trains.

a thorough and all-encompassing decoupling from China would require from companies making such a move an investment of hundreds of billions of dollars in newly located factories, and from governments equivalent amounts to fund new infrastructure, like airports, transportation links and housing, to serve the relocated supply chains. Notwithstanding that the political desire for decoupling may in some cases be stronger than the actual ability to do so, the direction of the trend is nonetheless clear. The Japanese government made this obvious when it set aside 243 billion of its 108 trillion Japanese yen rescue package to help Japanese companies pull their operations out of China. On multiple occasions, the US administration has hinted at similar measures.

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

Uber had to get creative to unlock the hard side of their network, the drivers. Initially, Uber’s focus was on black car and limo services, which were licensed and relatively uncontroversial. However, a seismic shift occurred when rival app Sidecar innovated in recruiting unlicensed, normal people as drivers on their platform. This was the “peer-to-peer” model that created millions of new rideshare drivers, and was quickly copied and popularized by Lyft and then Uber. Jahan Khanna, cofounder/chief technology officer of Sidecar, spoke of its origin: It was obvious that letting anyone sign up to be a driver would be a big deal. With more drivers, rides would get cheaper and the wait times would get shorter. This came up in many brainstorms at Sidecar, but the question was always, what was the regulatory framework that allows this to operate? What were the prior examples that weren’t immediately shut down? After doing a ton of research, we came onto a model that had been active for years in San Francisco run by someone named Lynn Breedlove called Homobiles that answered our question.22 It’s a surprising fact, but the earliest version of the rideshare idea came not from an investor-backed startup, but rather from a nonprofit called Homobiles, run by a prominent member of the LGBTQ community in the Bay Area named Lynn Breedlove. The service was aimed at protecting and serving the LGBTQ community while providing them transportation—to conferences, bars and entertainment, and also to get health care—while emphasizing safety and community. Homobiles had built its own niche, and had figured out the basics: Breedlove had recruited, over time, 100 volunteer drivers, who would respond to text messages. Money would be exchanged, but in the form of donations, so that drivers could be compensated for their time. The company had operated for several years, starting in 2010—several years before Uber X—and provided the template for what would become a $100 billion+ gross revenue industry. Sidecar learned from Homobiles, implementing their offering nearly verbatim, albeit in digital form: donations based, where the rider and driver would sit together in the front, like a friend giving you a ride. With that, the rideshare market was kicked off.

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That month, the head of the Cambodian army, Lieutenant General Lon Nol, flew to Beijing to confirm a secret treaty already approved by Sihanouk for use of Sihanoukville’s port to transship Chinese arms and supplies to PAVN sanctuaries along the border. Chinese shipments were passing through Sihanoukville by the following year; these were carried by the Hak Ly Trucking Company, a Phnom Penh–based entity that was actually led by an officer from PAVN’s General Rear Services Department.7 In return, the Cambodian military received at least 10 percent of all weapons shipments, as well as hefty port and transportation fees.8 The Cambodians also reportedly allowed PAVN to make use of a military hospital in Kompong Cham.

Rather than focusing on ride hailing per se, which is much narrower in scope, calling Uber a “transportation solution” taps the broader problem Uber is trying to solve. That, in turn, increased investment because it made the potential market seem much larger. A ride-hailing app? I can think of a few people who might need that or a few situations in which it might be useful. But a transportation solution? Wow, that seems a lot broader. Lots of people and companies could use something like that, and it seems to have lots of applications.

So long as foreigners own land, mines, factories, banks, insurance companies, means of transportation, newspapers, power stations, then for so long will the wealth of Africa flow outwards into the hands of those elements

Several years ago an attack cargo transport called the Hobson was a part of the Navy's reserve mothball fleet at Philadelphia. She was decommissioned and sold to a commercial shipping company, a cover for the CIA. They spared no expense in rebuilding her to outwardly resemble a common cargo carrier, while her interior was filled with concealed armament, including a new missile system, highly sophisticated communications and listening gear, and a facility for launching fast patrol and landing boats through swinging bow doors. She was manned and ready on station during Iran's disastrous invasion of Kuwait and Saudi Arabia in 1985. Flying the maritime flag of Panama, she secretly sank two Soviet spy ships in the Persian Gulf. The Russians could never prove who did it, because none of our navy ships were within range. They still think the missiles that destroyed their ships came from the Saudi shore.

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Yet other men came with the idea of setting up links between the East and the West. In 1850 Henry Wells and his partner, William Fargo, were operating American Express, an express company in the burgeoning city of Buffalo. An express company’s business was to ship things quickly but expensively. Messages, banknotes, and valuables were the primary goods transported by express companies. To hedge against the risks to his express company from the instant telegraph, Wells had invested in local telegraph companies, including Ezra Cornell’s. Sensing the opportunity in the West, especially as laying telegraph lines across a desolate country was a practical impossibility, Wells and Fargo proposed expanding their company, American Express, to the West. Their investors balked. So starting in 1852, Wells and Fargo set up a new company to provide express services to California. In addition to simple messages, Wells, Fargo & Co. ventured into the business of bringing gold back east. And since an express company was already entrusted with valuables, it soon made sense for Wells, Fargo & Co. to also offer banking services locally.

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These good white liberals want monuments and wilderness to protect the places they recreate, to keep out companies that want to suck the fossil fuels out from under the sandstone. But the oil and gas will be burned by and large by them, to travel to Utah’s public lands. And it’s used by us - you in your big red Cadillac and me in my Toyota truck - although I’ve recently downgraded to a more fuel-efficient Subaru, the preferred method of transport that’s most often frosted with bike, ski, and boat racks for outdoor enthusiasts across the nation. The land and those who live off it know this arrangement breeds no symbiosis. We all want to get to, and get off on, a body corralled and commodified. Our orgasmic need for release and relief eclipses the fact this is the living, breathing body of the Beloved - the naked desert that has demarcated and delineated - ribbed, we believe, for our pleasure.

Since the time of Edison, American business innovation and entrepreneurship have given the United States a technological edge over geopolitical rivals and ensured U.S. military supremacy. Ford’s mass-produced trucks and cars proved critical in many battles of World War I in overcoming Germany’s advantageous access to European railroad transport. Over the course of the war, the United States manufactured more than 70 percent of all allied war material, with Ford Motor Company alone contributing more than the entire Italian national war effort. By the 1940s, the U.S. domestic oil industry, dominated by Rockefeller’s Standard Oil, constituted two-thirds of world oil production and was a crucial factor in closing Britain’s fuel deficit compared to Germany and Japan.

The earliest examples date to 1901, and the first manufacturer was the H.M. Reynolds Company of Grand Rapids, Michigan, which sold its product under the slogan “The Roof That Stays Is the Roof That Pays.” Asphalt occurs naturally in a few places on Earth—the tar sands of Alberta, for instance, are mostly bitumen, which is the geologist’s word for asphalt. But the asphalt used in shingles comes from the oil-refining process: it’s the stuff that still hasn’t boiled at five hundred degrees Fahrenheit. Vacuum distillation separates it from more valuable products such as gasoline, diesel, and naphtha; it then is stored and transported at high temperatures until it can be used, mostly for making roads.

In 1892, a Belgian trader and his entire caravan of six Europeans and 40 porters were beheaded by a thug controlled by the notorious slaver and warlord Msiri, who asked that their heads be returned to him to decorate his compound. The trader had tried to persuade Msiri and other local tyrants to sell their ivory to his company, which could transport it by river, thus obviating the need for slaves.

In short, there is a great deal of stagnation among the settlers and the medium-sized enterprises. The native there is often mistreated, exploited and has no medical care. In the Menteau farm, we observed a considerable number of varicose ulcers, which hardly exists at UM and La Forminière. There is no dispensary on this farm. The small settler can succeed in the Congo, one can doubt it, he lives by the exploitation of the native whom he makes work like a convict and moreover, he takes back his meager salary by selling him bad goods. The settler is often doubled as a trafficker, they complement each other, the system truck. Besides, the whole colonial edifice rests on the negro's shoulders. He alone is the source of profit, thanks to the excessive exploitation of which he is the object. In a colony, where there are few transport routes, where those that exist demand exorbitant prices, where there is little or no mechanical handling, no workhorse, only the degradation of the workforce - work can maintain the commercial level of the cost price. Large companies have the merit, through their tools, their medical assistance, their works of providing more treatment and of not wasting manpower.

But just across the U.S. border, up in the tar sands of Alberta, there is another equally horrific image. A gaping pit, an abyss on its way to becoming the size of Florida, exists where Imperial Oil -- the largest company in the world -- is using the wild Athabasca River to pressure-wash underground sand formations that they gouge up like honeycombs, using huge amounts of energy and clean fresh water to steam the oil from those sands. Native people in the area are dying from drastically abnormal incidences of rare cancers, and Imperial Oil is seeking to transport more giant mining equipment -- on trucks over two hundred feet long and three stories high-- up the Snake River to Lewiston, Idaho, along the same route where the Nez Perce tribe rescued Lewis and Clark and directed them to the Pacific, shortly before the U.S. betrayed the Nez Perce and chased them toward Canada before killing them. (Rick Bass)

Under Tyson, all these businesses have been drawn onto one property. The company controls every step of meat production, with each aspect being centrally directed from the company’s headquarters in Springdale. The company’s control spans the lifetime of the animals it raises. Before there is a chicken or an egg, there is Tyson. The company’s geneticists select which kinds of birds will be grown. They breed and crossbreed the avian bloodlines to engineer meaty breasts and rapid metabolism in the same way automobiles are first cut from clay, then engineered on a drafting board before they’re built. The birds begin their brief life at the Tyson plant, within the heated hive of its industrial hatchery. The company produces more than two billion eggs a year, but none of them are sold to consumers. They are all hatched inside the company’s buildings and the chicks are transported in Tyson trucks to Tyson farms. The Tyson trucks retrieve the birds six weeks later, bringing them back to the plant, where the chickens are funneled into chutes in the side of the slaughterhouses

Farmland’s plants had a key advantage: they were located right next door to their customers—the farmers. This gave them an edge on transportation costs. If these plants closed, there would be a dramatic fertilizer shortage. It would be simply impossible to import all the fertilizer that midwestern farmers needed. The Farmland plants were similar to Koch’s oil refinery in Pine Bend. They were perched on exclusive real estate, giving them an advantage over their competitors. Demand wasn’t going to disappear, and it wasn’t feasible for new competitors to set up shop nearby. Perhaps most important, nobody else in the marketplace attributed this value to the Farmland plants. When Farmland put the plants up for sale, the co-op got very little interest. There were two big, publicly traded fertilizer companies that seemed like natural buyers, called Agrium and CF Industries. But these companies were also embroiled in the natural gas crisis and seemed obsessed with their quarterly losses and the near-term economics of the fertilizer business.

Liposome-encapsulated magnesium (as threonate) has only recently become available (early 2019), and undoubtedly many other companies will start selling fraudulent “liposome-encapsulated” versions of this product as they have with vitamin C and other nutrients. Currently, LivOn Laboratories is the only company producing this form of magnesium encapsulated in liposomes. Early anecdotal feedback is indicating that a quality liposome-encapsulated form of magnesium appears to have a high degree of intracellular bioavailability, capable of getting significant amounts of magnesium into the cytoplasm without the consumption of energy, as would be seen when utilizing active transport mechanisms into the cell.

I created XPO with a private investment in public equity (a “PIPE”) that gave me control of a logistics company with about $175 million in revenue. Its main focus was freight transportation: matching truckers with shippers, forwarding freight, and expediting urgent shipments. I felt confident we could create a business model with a major upside to earnings by applying scale and technological innovation, and we did that, building XPO into an integrated, global logistics leader.

The evidence of past mistakes was still everywhere in 2000. Koch Industries was still carrying the accumulated litter that was left behind by countless Value Creation Strategies, years of acquisitions, and rapid growth. As Koch reviewed its holdings, one executive described the corporate structure as representing a table piled high at a rummage sale, full of odds and ends that had no apparent rationale for belonging together. Koch began to unload these properties, selling off pipeline holdings like the Chase Transportation Company. It sold a chemical firm called Koch Microelectronic Service Company and closed down a new $30 million chemical plant in Bryan, Texas. Over a period of years, Koch would sell off thousands of miles of pipelines. The corporate odds and ends were discarded. The remaining businesses at Koch were restructured and streamlined. The most important division, Koch Petroleum, was renamed Flint Hills Resources and given new leaders. Other businesses were consolidated under a new, simplified structure that put them under the umbrella of a few new companies like Koch Minerals, Koch Supply & Trading, and Koch Chemical Technology Group.

Vitale Health and Paradiso are my only legitimate businesses. I own a trucking company, which I use to transport weapons in aircon units for Renzo, my closest friend and one of the capos. I’m close with Dario, Angelo, and Damiano, the other heads of the Cosa Nostra, but Renzo is like a brother to me.

Their owners returned to Philadelphia each fall, leaving the resort a ghost town. Samuel Richards realized that mass-oriented facilities had to be developed before Atlantic City could become a major resort and a permanent community. From Richards’ perspective, more working-class visitors from Philadelphia were needed to spur growth. These visitors would only come if railroad fares cost less. For several years Samuel Richards tried, without success, to sell his ideas to the other shareholders of the Camden-Atlantic Railroad. He believed that greater profits could be made by reducing fares, which would increase the volume of patrons. A majority of the board of directors disagreed. Finally in 1875, Richards lost patience with his fellow directors. Together with three allies, Richards resigned from the board of directors of the Camden-Atlantic Railroad and formed a second railway company of his own. Richards’ railroad was to be an efficient and cheaper narrow gauge line. The roadbed for the narrow gauge was easier to build than that of the first railroad. It had a 3½-foot gauge instead of the standard 4 feet 8½ inches, so labor and material would cost less. The prospect of a second railroad into Atlantic City divided the town. Jonathan Pitney had died six years earlier, but his dream of an exclusive watering hole persisted. Many didn’t want to see the type of development that Samuel Richards was encouraging, nor did they want to rub elbows with the working class of Philadelphia. A heated debate raged for months. Most of the residents were content with their island remaining a sleepy little beach village and wanted nothing to do with Philadelphia’s blue-collar tourists. But their opinions were irrelevant to Samuel Richards. As he had done 24 years earlier, Richards went to the state legislature and obtained another railroad charter. The Philadelphia-Atlantic City Railway Company was chartered in March 1876. The directors of the Camden-Atlantic were bitter at the loss of their monopoly and put every possible obstacle in Richards’ path. When he began construction in April 1877—simultaneously from both ends—the Camden-Atlantic directors refused to allow the construction machinery to be transported over its tracks or its cars to be used for shipment of supplies. The Baldwin Locomotive Works was forced to send its construction engine by water, around Cape May and up the seacoast; railroad ties were brought in by ships from Baltimore. Richards permitted nothing to stand in his way. He was determined to have his train running that summer. Construction was at a fever pitch, with crews of laborers working double shifts seven days a week. Fifty-four miles of railroad were completed in just 90 days. With the exception of rail lines built during a war, there had never been a railroad constructed at such speed. The first train of the Philadelphia-Atlantic City Railway Company arrived in the resort on July 7, 1877. Prior to Richards’ railroad,

The principle: The main components of a flagship device should be high-end, while other components can be mid-range or high-range, but not more than 30% of them. The device should not use low-end components that would affect its performance in some situations, especially those related to the core calculation and transport. Different companies have different abilities to negotiate with the suppliers, so the price does not reflect the quality of the materials used.