Transportation Company 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.

...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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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Lyft's arguments are a disingenuous attempt to disguise old-fashioned lawbreaking that jeopardizes public safety," Messrs. Schneiderman and Lawsky said in a news release. Lyft launched earlier this year in Buffalo and Rochester. The company said it is filling a transportation gap by allowing car owners to give rides in exchange for suggested donations. Officials in Mr. Schneiderman's office said the court ordered a halt to Lyft's planned launch in New York City on Friday but didn't prevent the service from continuing in Buffalo and Rochester. Lyft, however, said the judge didn't issue a restraining order, calling Messrs. Schneiderman and Lawksy's characterization of the court's action "a deliberate misstatement." The TLC also sought a restraining order against Lyft. Officials said a court hearing is scheduled for Monday.

Targeted transportation options like Bridj are designed to take cars off the road. Investors, at least, see the potential; Bridj just announced it raised $4 million in funding . And the company is poised to get permits it needed from Boston and Brookline without any opposition. (A hearing on the license in Cambridge is expected next month.) It’s reasonable for city governments to keep tabs on any disruptions that new apps create. While the Boston City Council’s move to ban the parking app Haystack was at best premature, fears that the app might encourage churlish behavior were well-placed. Occasional problems experienced by users of Airbnb, the online home-rental marketplace that the Boston council plans to tackle in an upcoming hearing, deserve a close look.

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

FOB origin is stipulated when the order is placed, and the buyer selects the transport company and pays the freight company, owns the title, and files the claims for bad or damaged goods. If FOB destination is stipulated, the buyer pays the freight charges, but the supplier owns the title and files any claims.

On the one hand,moving large companies to the countryside may reduce the tax revenue of the city government. On the other hand ,this measure can effectively relieve the pressure on the urban transport system.

first-ever professional check. For writing and performing a smash hit routine on a national coast-to-coast radio program, I received the magnificent sum of seven dollars and fifty cents, less seventy-five cents commission to the Thomas Lee Artists’ Bureau (Tommy was Don Lee’s son). The thrill of leaving on our trip around the world was dampened considerably when Harrison Holliway asked me to do the character on a weekly basis. I was heartbroken, but I had to tell him that we were leaving in five days. The continuation of the great career that had begun that Monday would have to wait until my return. •   •   • Just a few words about our trip, which lasted for six interesting and delightful months. The cost, for the three of us, was just under five thousand dollars. In 1934 the only way to cross an ocean was by ship, and the seas were dotted with literally hundreds of vessels carrying their passengers and cargo from one end of the world to the other. Many lines provided ships to service the large and profitable business of transporting people and things from place to place. The Dollar Line, the President Line, Matson, Canadian Pacific, British and Orient, and North German Lloyd were just a few of the many companies, each of which had as many as a ship a week visiting any given

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.

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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.

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. ==========

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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.

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.

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.

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

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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.

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.

CFR’s Renewing America initiative—from which this book arose—has focused on those areas of economic policy that are the most important for reinforcing America’s competitive strengths. Education, corporate tax policy, and infrastructure, for example, are issues that historically have been considered largely matters of domestic policy. Yet in a highly competitive global economy, an educated workforce, a competitive tax structure, and an efficient transportation network are all crucial to attracting investment and delivering goods and services that can succeed in global markets. The line between domestic economic policy and foreign economic policy is in many cases now almost invisible. Building a more competitive economy for the future requires that our political leaders—not just in Congress and the White House but also in state and local governments—understand how their policy choices can affect the choices of companies that can now invest almost anywhere in the world.

Regardless of whether you think the industrial era has been good or bad, three profoundly fundamental shifts underlie this revolution. The first is that industrialists harnessed new sources of energy, primarily to produce things. Preindustrial people occasionally used wind or water to generate power, but they mostly relied on muscles—human and animal—to generate force. Industrial pioneers such as James Watt (who invented the modern steam engine) figured out how to transform energy from fossil fuels such as coal, oil, and gas into steam, electricity, and other kinds of power to run machines. The first of these machines were designed to make textiles, but within decades others were invented to make iron, mill wood, plow fields, transport things, and do just about everything else one can manufacture and sell (including beer)7. A second major component of the Industrial Revolution was a reorganization of economies and social institutions. As industrialization gathered steam, capitalism, in which individuals compete to produce goods and services for profit, became the world’s dominant economic system, spurring the development of further industrialization and social change. As workers changed their locus of activity from the farm to factories and companies, more people had to work together even as they needed to perform more specialized activities. Factories required more coordination and regulation. In

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.

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Republican-controlled bank in the city. Plenty of Republicans were inherently suspicious of banks, but many would welcome the opportunity to use one that didn’t require them to get into bed with their political enemies.   Hamilton was infuriated when he realized how Burr had used him. Once the company had received its charter, it abandoned all pretense of providing the city with clean water, instead laying in a pipe system that transported the contaminated well water around the city. This incident perhaps marked the turning point in Hamilton’s relationship with Burr; friendly despite their political differences, the most famous duel in American history lay in their future, and only one of them would survive it.     The

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.

An Internet company decides to revolutionize an industry—personal transportation, the taxi and limousine market—that defines old-school business-government cooperation, with all the attendant bureaucracy and incompetence and unsatisfying service. It sells itself to investors with the promise that it can buy its way to market dominance in this sclerotic field and use its cutting-edge tech to slash through red tape and find unglimpsed efficiencies. On the basis of that promise, it raises billions upon billions of dollars across its ten-year rise, during which time it becomes as big as promised in Western markets, a byword for Internet-era success, cited by boosters and competitors alike as the model for how to disrupt an industry, how to “move fast and break things” as the Silicon Valley mantra has it. By the time it goes public in 2019, it has $11 billion in annual revenue—real money, exchanged for real services, nothing fraudulent about it. Yet this amazing success story isn’t actually making any sort of profit, even at such scale; instead, it’s losing billions upon billions of dollars, including $5 billion in one particuarly costly quarter. After ten years of growth, it has smashed the old business model of its industry, weakened legacy competitors, created a great deal of value for consumers—but it has done all this without any discipline from market forces, using the awesome power of free money to build a company that would collapse into bankruptcy if that money were withdrawn. And in that time, it has solved exactly none of the problems that would have prevented a company that needed to make a profit from building such a large user base: it has no obvious competitive advantages besides the huge investor subsidy; the technology it uses is hardly proprietary or complex; its rival in disruption controls 30 percent of the market, even as the legacy players are still very much alive; and

The message for public officials and politicians is clear. If you don’t change the relationship between the citizen and the state to fit with the internet age soon, someone else will take over that relationship, and in ways which are not always predictable. In Los Angeles, around 30% of drivers use Waze, a smartphone app that allows road users to share real-time traffic and road information. It provides information on things like traffic accidents or police traps. Because it has become so popular, Waze has now effectively become part of the city’s transport infrastructure, with the city administration working directly with the company to alert drivers about potential delays. Perhaps that doesn’t sound especially radical – just a good example of public–private data sharing. But Waze is now much more than a transport app. Having become a part of many people’s daily lives, the app has unexpectedly morphed into a broader

But if, for me, this desire that a woman should appear added something more exalting to the charms of nature, they in their turn enlarged what I might have found too restricted in the charms of the woman. It seemed to me that the beauty of the trees was hers also, and that her kisses would reveal to me the spirit of those horizons, of the village of Roussainville, of the books which I was reading that year; and, my imagination drawing strength from contact with my sensuality, my sensuality expanding through all the realms of my imagination, my desire no longer had any bounds. Moreover - just as in moments of musing contemplation of nature, the normal actions of the mind being suspended, and our abstract ideas of things set aside, we believe with the profoundest faith in the originality, in the individual existence of the place in which we may happen to be - the passing figure whom my desire evoked seemed to be not just any specimen of the genus "woman," but a necessary and natural produce of this particular soil. For at that time everything that was not myself, the earth and the creatures upon it, seemed to me more precious, more important, endowed with a more real existence than they appear to full-grown men. And between the earth and its creatures I made no distinction. [...] But to wander thus among the woods of Roussainville without a peasant-girl to embrace was to see those woods and yet know nothing of their secret treasure, their deep-hidden beauty. That girl whom I invariably saw dappled with the shadows of their leaves was to me herself a plant of local growth, merely of a higher species than the rest, and one whose structure would enable me to get closer than through them to the intimate savour of the country. I could believe this all the more readily (and also that the caresses by which she would bring that savour to my senses would themselves be of a special kind, yielding a pleasure which I could never derive from anyone else) since I was still, and must for long remain, in that period of life when one has not yet separated the fact of this sensual pleasure from the various women in whose company one has tasted it, when one has not yet reduced it to a general idea which makes one regard them thenceforward as the interchangeable instruments of a pleasure that is always the same. Indeed, that pleasure does not even exist, isolated, distinct, formulated in the consciousness, as the ultimate aim for which one seeks a woman's company, or as the cause of the preliminary perturbation that one feels. Scarcely does one think of it as a pleasure in store for one; rather does one call it her charm; for one does not think of oneself, but only of escaping from oneself. Obscurely awaited, immanent and concealed, it simply raises to such a paroxysm, at the moment when at last it makes itself felt, those kisses, of the woman by our side, that it seems to us, more than anything else, a sort of transport of gratitude for her kindness of heart and for her touching predilection for us, which we measure by the blessings and the happiness that she showers upon us.

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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.

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States were barred from financing their immigration systems with specific taxes on immigrants and transportation companies, leaving the continued existence of these state institutions to the general state fisc or the generosity of private charitable organizations interested in immigrant welfare and integration. The resource strain on states and charitable organizations placed enormous pressure on Congress to enact federal law.

The point is that the overwhelming energy cost associated with food is not in the food itself (the 2,000 food calories a day per person) but in its production, transportation, distribution, and marketing through the supply chain from farms to stores to your house and ultimately to your mouth.

Between 1931 and 1946, Pan American Airways had 28 flying boats known as “Clippers,” These four radial engine aircraft were S-40’s and 42’s built in 1934, later replaced by Boeing 314 Clippers, that became the familiar symbol of the company. Following the war, Pan American Airways flew land based airliners such as the Boeing 377 Stratocruiser, developed from the C-97, Stratofreighter, and a military derivative of the B-29 Superfortress, used as a troop transport, and the DC-4 series, converted from the blueprints of the C-54 Skymaster. Both of these airliners were originally developed for the United States Army Air Corps, during World War II. On January 1950 Pan American Airways Corporation adopted the name it had been unofficially called since 1943, and formally became “Pan American World Airways, Inc.” That September Pan American bought out American Airlines’ overseas division and simultaneously placed an order for 45 DC-6Bs, replacing their DC-4’s. Throughout Pan-American was known simply as Pan-Am. The Douglas DC-6 is a four engine “Double Wasp” radial piston-powered airliner manufactured for long flights. It was built by the Douglas Aircraft Company from 1946 until 1958. More than 700 were built between those years and some are still flying today. The rugged, reliable DC-6B, was regarded as the ultimate piston-engine airliner, from the perspective of having excellent handling qualities and relatively economical operations.

present he was serving as an advisor in Venezuela, where a new free port for freight interchanges was being planned. Bill's company, Routing Inc., specialized in computer-controlled automatic equipment for transferring freight from one mode of transport to another.

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Cheap relies on one other essential factor--a carefully constructed cover-up. In 1991, three golden-fried chicken fillets made at Imperial Food Products along with an order of fries cost $1.99 at Shoney's. This price, however, hid the real costs of the social system that allowed a company like Shoney's to charge so little for heaping plates of calorie-dense foods. Covered up were the costs incurred in farm subsidies and the piles of debt taken on by the chicken growers, some of whom had been turned into "modern-day serfs." The price didn't include the cost of food stamps for the underpaid, road building for transport, the cleanup of waterways polluted by animal factories, or the health care outlays needed in order to address the myriad issues linked to obesity and the litany of other ills associated with chronic overexposure to sugary, salty, and fatty foods. At the same time, the system of cheap never paid a dime for the wanton cruelty it imposed on animals or the injuries suffered by workers while killing ... and processing industrially produced chickens.

dramatically, but helium gas was 10 times as expensive. Under these conditions, Dr. Eckener, a pilot whose primary concern was safety and as Director of a Company attempting to make a profit, he was forced to make a difficult decision. His discussions with American businessmen and political officials had not resulted in the helium gas he so badly wanted. On the other hand he realized, an airship without lifting gas could not fly. His own company officials believed hydrogen to be safe and they did not share the American concern nor that of Eckener. During many of the flights in 1936, U.S. Naval officials were onboard the LZ-129, to study German operating methods of using hydrogen gas. Their resulting reports concluded that hydrogen properly used, was safe and should be considered used in any new or future American airships. The building of a dream The LZ-129 was a typical design for a Zeppelin airship, only it’s size was so remarkable. The structure was primarily built of triangular girders made of Duralumin, the interior was divided by a wire braced main frame, into 16 bays, in which each held a gas cell.2 Duralumin was an alloy of aluminum and copper with traces of magnesium, manganese, iron and silicon. It had been discovered by Dr. Alfred Wilm and his assistant Ing. Jablonsky, in September 1906. Late one Saturday evening, Jablonsky had completed testing numerous pieces and was ready to go home, when Dr. Wilm entered the lab, with just one more test. To everyone’s astonishment, the test piece was harder, with only ½% more Magnesium having been added. The last train for Berlin had departed and the two men worked the through the weekend, to perfect their Duralumin. Although Dr. Wilm wanted to obtain a patent on this new metal, that so many industries so badly required, he failed to take action. By not obtaining a patent, he gave German industry the opportunity to copy. Count von Zeppelin was amongst the first to realize the value of this new material. Dr. Alfred Wilm did not achieve the wealth he so rightfully desired and passed away on a small farm in the Riesengebirge, on August 6, 1937. Dr. Wilm placed an important mark on not only Zeppelin history, but in the design of countless airplanes ever since.3 The first Zeppelin airships had been constructed of simple aluminum, which is considerably weaker, so that strength was a major problem. It was not until LZ-26, which was the only Zeppelin assembled in Frankfurt-Rebstock, that Duralumin was practically used. Designed as a passenger airship, production of it’s parts had begun, when World War One started. Suddenly, this airship was no longer needed for civilian purposes and would fulfill military requirements only marginally. In order to provide space in the Friedrichshafen Zeppelin Sheds, for newer and larger designs; the completed girders and materials were transported to Frankfurt for assembly. The ship, approx. only 1/8 the

Castine is a quiet town with a population of about 1,500 people in Western Hancock County, Maine, named after John Hancock, when Maine was a part of the Commonwealth of Massachusetts. He was the famous statesman, merchant and smuggler who signed the “Declaration of Independence” with a signature large enough so that the English monarch, King George, could read it without glasses. Every child in New England knows that John Hancock was a prominent activist and patriot during the colonial history of the United States and not just the name of a well-known Insurance Company. Just below the earthen remains of Fort George, on both sides of Pleasant Street, lays the campus of Maine Maritime Academy. Prior to World War II, this location was the home of the Eastern State Normal School, whose purpose was to train grade school teachers. Maine Maritime Academy has significantly grown over the years and is now a four-year college that graduates officers and engineers for the United States Merchant Marine, as well as educating students in marine-related industries such as yacht and small craft management. Bachelor Degrees are offered in Engineering, International Business and Logistics, Marine Transportation, and Ocean Studies. Graduate studies are offered in Global Logistics and Maritime Management, as well as in International Logistics Management. Presently there are approximately 1,030 students enrolled at the Academy. Maine Maritime Academy's ranking was 7th in the 2016 edition of Best Northern Regional Colleges by U.S. News and World Report. The school was named the Number One public college in the United States by Money Magazine. Photo Caption: Castine, Maine

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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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.

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.

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

Now you have the demand for chemical manufacturing or mixing. How do you decide which company is the best choice? Improper selection may lead to long delivery time, poor quality or waste of time and money. If you choose well, you will be surprised to find how much value your partner has added to your production process. 5 criteria for selecting the best chemical manufacturer These are some of the qualities and items looking at your chemical manufacturer: 1. Function First, you must know whether the manufacturer can complete the work. Depending on your product development level, this may mean simple mixing or a full range of services from R & D to transportation. Assuming you need a turnkey solution, the following are your considerations: Research capability: if your formulation requires some work, the ability of your chemical manufacturer in the R & D, laboratory scale and expansion stages will be crucial. It should help you determine whether a new product can be safely and successfully mass produced through testing, pilot batch and other methods. Handling capacity: the company should be able to react and handle a wide range of different chemicals, including green products and harmful substances. More importantly, it should be able to combine these into any necessary combination to deliver a customized end product. Logistics capacity: packaging, repackaging, private labeling and printing, marketing support and transportation are all important considerations. A manufacturer that can easily deal with all these problems is an incredible value-added, especially in the transportation of chemicals, which often requires a lot of regulatory requirements. 2. Capacity Just as important as asking the manufacturer if it can produce your chemicals, can it produce your chemicals on the scale you want? Can it be completed in time before the deadline? This requires not only sufficient chemical mixing tanks, but also a series of special reaction, grinding, distillation and other equipment to deal with hazardous or flammable materials when necessary. This also means having enough storage capacity to store your products until you are ready to ship. In fact, if the manufacturer's capacity is much larger than what your project currently needs, you can expand at any time, if necessary. 3. Certification and registration Certification and registration can prove the quality management of chemical manufacturers, the ability and legal authority to deal with chemicals (especially hazardous substances), and their concern for the environment. Some of these qualities are just the added benefit of hiring the company, while others are the basic requirements you must meet before you delegate your business to them. Certification and registration are usually obtained through strict inspection by independent institutions or government departments. They must be updated regularly to remain valid, usually once a year or twice a year. 4. Quality assurance ISO 9001:2015 certification is a simple way to measure whether a manufacturer has a thorough quality management system, but if it fails to pass the certification, you need to ask what kind of system is in place. For example, keeping detailed batch production records can accurately identify at which stage of production a batch has a problem. 5. Company profile By analyzing these characteristics of the company, you can choose chemical manufacturers like other business partners.

East Coast Transportation USA is a bus rental transport company that offers its Best services in New York or New Jersey at reasonable fares.

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

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.

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.

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.

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.

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,