Welcoming Customers Quotes

It was generally agreed that a coffin-size studio on Avenue D was preferable to living in one of the boroughs. Moving from one Brooklyn or Staten Island neighborhood to another was fine, but unless you had children to think about, even the homeless saw it as a step down to leave Manhattan. Customers quitting the island for Astoria or Cobble Hill would claim to welcome the change of pace, saying it would be nice to finally have a garden or live a little closer to the airport. They’d put a good face one it, but one could always detect an underlying sense of defeat. The apartments might be bigger and cheaper in other places, but one could never count on their old circle of friend making the long trip to attend a birthday party. Even Washington Heights was considered a stretch. People referred to it as Upstate New York, though it was right there in Manhattan.

A custom existed among the first generations of Christians, when faith was a bright fire that warmed more than those who kept it burning. In every house then a room was kept ready for any stranger who might ask for shelter; it was even called “the stranger’s room.” Not because these people thought they could trace something of someone they loved in the stranger who used it, not because the man or woman to whom they gave shelter reminded them of Christ, but because—plain and simple and stupendous fact—he or she was Christ.

His in-house intercom greeted him with a cheery 'Welcome home, Bart,' and his server droid - custom-made to replicate Princess Leia, classic 'Star Wars,' slave-girl mode (he was a nerd, but he was still a guy) - strolled out to offer him his favorite orange fizzy with crushed ice.

The scent of books and the quiet hum of morning customers browsing the shelves welcome me. I’m home.

It's a sign of a good diner to have customers who are stuck in time. A well-known rule of eating is that if there are no time-loop customers, the place probably isn't worth even ordering a plate of fries.

How your business makes your customers feel has a direct correlation to how much money they are willing to spend with your business and the promptness with which they spend money with your business. You should make your customers feel welcome, make them feel appreciated, make them feel respected. And show customers that your business is valuable by ensuring that you and every employee treats the business with care and respect.

The customers have input over almost every aspect of the restaurant brand. They build menu items, determine price structures and hours of operation, suggest promotions, and even guest bartend for charity events. How does Joe Sorge dare give such control of his brand over to his customers? Two reasons. The first is that one-to-one relationships make life more fun. The second is that in a Thank You Economy, it pays off. Big. Knowing his customer base has always been a priority for Sorge. The idea that you have to create a welcoming atmosphere in a restaurant is a no-brainer, but at AJ Bombers, online customers get as much attention as anyone sitting at a four-top.

Today Jackie was following the Troy who was a loan manager at the Last Bank of Night Vale ('We put our customers second, and our apocalyptic prophecies first!'). This Troy had very regular hours, not just at his work but in his life outside of work, and so he was especially easy to tail.

I come by my alarmism honestly. I have learned this custom over the years as I have settled into being a true New Yorker. This is how we welcome foreigners to our shores. Because we are so often frightened by living here, we are annoyed and offended when visitors fail to show the proper signs of terror. So we try to scare the living daylights out of them.

Beckett smiled at his past and future customers with both his dimples. No need to feel alarmed, his smile told them. The devil always had the biggest welcome mat at his door.

I’ve come to recognize this as something of a local custom—to express enthusiasm and agreement without real interest. A kind of polite but unyielding distance that saturates so many interactions. But now, their raised eyebrows and tight-lipped smiles fill me with a new sadness, clarifying where I stand in their eyes. Theirs isn’t the gaze of a mentor upon a student but a fixed asymmetry. They look at me as though I am a child whom they can tolerate at the table as long as I know my place. For years, I’ve sensed this violent but hidden truth—that beyond the welcome smiles of this country lies a vast and impenetrable wall: a national self-regard that insists on a mythic goodness. This is a nation that gives and gives to the less fortunate and asks nothing in return. Nothing, that is, but our grateful acquiescence to their silent expectations.

When the marketing department needed data from Diane’s database, they could use extremely personal information in their mailings to not only customize a sales pitch to that person but also let them know “we care about you so much that we looked up everything we could find about you in real life.” Customers were often so flattered by this gesture that they would send thank-you notes like “How did you find all this out?” or “Who are you people?” or “I have never told anyone this fact, so how did you know?

New people arrive and they could be Jewish or Irish or Polish or even coloured. Our old customers are moving out to Long Island and we can't follow them, so we need new customers every week. We treat everyone the same. We welcome every single person who comes into this store.

On a broad level, speculative fiction is about encounters with the unknown, whether that takes the form of aliens or werewolf or eldritch creatures beyond mortal ken. Similarly, much of the diaspora experience is tied to uncertainty. You journey to a strange land you’ve only heard about in stories, one where the language is unfamiliar and the customs perplexing. You have a few things with you—a sword, a bow, a bag full of spells and paperwork for a Green Card application—but it’s still a terrifying experience. While part of that terror is necessarily tied to survival, another element is the fear of change—the literal change in environment and the ways you change in response. For both SFF protagonists and new immigrants, there’s the major question of how much you choose to fight against or welcome those change while maintaining vestiges of your previous self.

The Anglican position, stated clearly in the service of ordination and elsewhere, is that we should require no beliefs except what we are persuaded can be solidly based on the Scriptures, but we are free to adopt beliefs and customs that seem consistent with the scriptural witness even though they may not be directly stated.

All the merchants who passed through these waters wanted the rich city of Knossos as their customer, and Minos knew it. He welcomed them with wide, safe moorings and agents to collect for the privilege of using them. The inns and brothels belonged to Minos also, and the gold and jewels flowed like a great river to his hands.

In case you had illusions to the contrary, no one is sitting around hoping and praying that he will receive your sales letter. When it arrives, it is most likely an unwelcome pest. How do you earn your welcome as a guest? By immediately saying something that is recognized by the recipient as important and valuable and beneficial.

Among the people, it is the custom for a new wife to make moccasins for the husband's mother. When the mother accepts the gift, she welcomes the new wife into the family." Jesse blushed at the message her innocent gift had sent to the old woman. Rides the Wind watched Jesse carefully as he concluded, "My mother accepts the gift you have given. She says that she welcomes you as my wife." His dark eyes met hers briefly, but then he picked up Two Mothers and said, "My son and I will say good night to Sun, now.

This is their custom regarding marriage: it is binding only so long as the woman wishes to be bound by it. The woman chooses the man, although the man may court a woman he finds desirable, with gifts and deeds of war done in her honor. If an Outislander woman accepts a man’s courtship, it does not mean she has bound herself to him, only that she may welcome him into her bed. Their dalliances may last a week, a year, or a lifetime. It is entirely of the woman’s choosing. All things that are kept under a roof belong to the woman, as does all that comes from the earth which her mothershouse claims. Her children belong to her clan, and are commonly disciplined and taught by her brothers and uncles rather than by their father. While the man lives on her land or in her mothershouse, his labor is hers to command. All in all, it baffles this traveler why a man would willingly submit to such a minor role, but Outislanders seem likewise baffled by our arrangements, asking me sometimes, “Why do your women willingly leave the wealth of their own families to become servants in a man’s home?

if consumer demand should increase for the goods or services of any private business, the private firm is delighted; it woos and welcomes the new business and expands its operations eagerly to fill the new orders. Government, in contrast, generally meets this situation by sourly urging or even ordering consumers to “buy” less, and allows shortages to develop, along with deterioration in the quality of its service. Thus, the increased consumer use of government streets in the cities is met by aggravated traffic congestion and by continuing denunciations and threats against people who drive their own cars. The New York City administration, for example, is continually threatening to outlaw the use of private cars in Manhattan, where congestion has been most troublesome. It is only government, of course, that would ever think of bludgeoning consumers in this way; it is only government that has the audacity to “solve” traffic congestion by forcing private cars (or trucks or taxis or whatever) off the road. According to this principle, of course, the “ideal” solution to traffic congestion is simply to outlaw all vehicles! But this sort of attitude toward the consumer is not confined to traffic on the streets. New York City, for example, has suffered periodically from a water “shortage.” Here is a situation where, for many years, the city government has had a compulsory monopoly of the supply of water to its citizens. Failing to supply enough water, and failing to price that water in such a way as to clear the market, to equate supply and demand (which private enterprise does automatically), New York’s response to water shortages has always been to blame not itself, but the consumer, whose sin has been to use “too much” water. The city administration could only react by outlawing the sprinkling of lawns, restricting use of water, and demanding that people drink less water. In this way, government transfers its own failings to the scapegoat user, who is threatened and bludgeoned instead of being served well and efficiently. There has been similar response by government to the ever-accelerating crime problem in New York City. Instead of providing efficient police protection, the city’s reaction has been to force the innocent citizen to stay out of crime-prone areas. Thus, after Central Park in Manhattan became a notorious center for muggings and other crime in the night hours, New York City’s “solution” to the problem was to impose a curfew, banning use of the park in those hours. In short, if an innocent citizen wants to stay in Central Park at night, it is he who is arrested for disobeying the curfew; it is, of course, easier to arrest him than to rid the park of crime. In short, while the long-held motto of private enterprise is that “the customer is always right,” the implicit maxim of government operation is that the customer is always to be blamed.

Suddenly there was someone banging on the sliding glass door behind me; at this stage it was a contest of wills and I refused to even turn around and look. Then he was back banging on the front door. I finally excused myself from the conversation and went to the door to get rid of this guy. He was a passing motorist trying to tell me that the shrubs along my backyard wall were in flames! Suddenly this guy was elevated in status from annoying pest to welcome guest! Clearly, he was on my side: “Get the hose going — I'll call the fire department!” Together we kept the burning shrubbery from setting my whole house on fire. How did he go from pest to welcome guest so quickly? Because he had something to tell me that I instantly recognized as of urgent importance and of great value and benefit to me. In case you had illusions to the contrary, no one is sitting around hoping and praying that he will receive your sales letter. When it arrives, it is most likely an unwelcome pest. How do you earn your welcome as a guest? By immediately saying something that is recognized by the recipient as important and valuable and beneficial.

Noah Kagan, a growth hacker at Facebook, the personal finance service Mint.com (which sold to Intuit for nearly $170 million), and the daily deal site AppSumo (which has more than eight hundred thousand users), explains it simply: “Marketing has always been about the same thing—who your customers are and where they are.”5 What growth hackers do is focus on the “who” and “where” more scientifically, in a more measurable way. Whereas marketing was once brand-based, with growth hacking it becomes metric and ROI driven. Suddenly, finding customers and getting attention for your product are no longer guessing games. But this is more than just marketing with better metrics; this is not just “direct marketing” with a new name. Growth hackers trace their roots back to programmers—and that’s how they see themselves. They are data scientists meets design fiends meets marketers. They welcome this information, process it and utilize it differently, and see it as desperately needed clarity in a world that has been dominated by gut instincts and artistic preference for too long. But they also add a strong acumen for strategy, for thinking big picture, and for leveraging platforms, unappreciated assets, and new ideas.

Gimmicks too often fail. Saying something of genuine importance and interest to the recipient usually succeeds. You say it with a headline. Yes, I am well aware that advertising has headlines and letters generally do not. However, successful sales letters do. It can go above the salutation or between the salutation and the body copy. It can be typeset in big, bold type while the rest of the letter has a typewritten look. Or it can be put in a “Johnson box,” a device presumably named after an inventor named Johnson, that looks like the one in the letter in Exhibit #8. What your headline says and how it says it are absolutely critical. You might compare it to the door-to-door salesperson wedging a foot in the door, buying just enough time to deliver one or two sentences that will melt resistance, create interest, and elevate his or her status from annoying pest to welcome guest; you've got just about the same length of time, the same opportunity. Exhibit #8 Johnson Box September 12, 2005 Mr. Horace Buyer President ACME Co. 123 Business Street City, State, Zip Dear Mr. Buyer: * * * * * * * * * * * * * * * * * * * * Your headline goes here. * * * * * * * * * * * * * * * * * * * * Body copy begins here and continues normal letter format.

The attachment voids experienced by immigrant children are profound. The hardworking parents are focused on supporting their families economically and, unfamiliar with the language and customs of their new society, they are not able to orient their children with authority or confidence. Peers are often the only people available for such children to latch on to. Thrust into a peer-oriented culture, immigrant families may quickly disintegrate. The gulf between child and parent can widen to the point that becomes unbridgeable. Parents of these children lose their dignity, their power, and their lead. Peers ultimately replace parents and gangs increasingly replace families. Again, immigration or the necessary relocation of people displaced by war or economic misery is not the problem. Transplanted to peer-driven North American society, traditional cultures succumb. We fail our immigrants because of our own societal failure to preserve the child-parent relationship. In some parts of the country one still sees families, often from Asia, join together in multigenerational groups for outings. Parents, grandparents, and even frail great-grandparents mingle, laugh, and socialize with their children and their children's offspring. Sadly, one sees this only among relatively recent immigrants. As youth become incorporated into North American society, their connections with their elders fade. They distance themselves from their families. Their icons become the artificially created and hypersexualized figures mass-marketed by Hollywood and the U.S. music industry. They rapidly become alienated from the cultures that have sustained their ancestors for generation after generation. As we observe the rapid dissolution of immigrant families under the influence of the peer-oriented society, we witness, as if on fast-forward video, the cultural meltdown we ourselves have suffered in the past half century. It would be encouraging to believe that other parts of the world will successfully resist the trend toward peer orientation. The opposite is likely to be the case as the global economy exerts its corrosive influences on traditional cultures on other continents. Problems of teenage alienation are now widely encountered in countries that have most closely followed upon the American model — Britain, Australia, and Japan. We may predict similar patterns elsewhere to result from economic changes and massive population shifts. For example, stress-related disorders are proliferating among Russian children. According to a report in the New York Times, since the collapse of the Soviet Union a little over a decade ago, nearly a third of Russia's estimated 143 million people — about 45 million — have changed residences. Peer orientation threatens to become one of the least welcome of all American cultural exports.

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Real burrata is a creation of arresting beauty- white and unblemished on the surface, with a swollen belly and a pleated top. The outer skin should be taut and resistant, while the center should give ever so slightly with gentle prodding. Look at the seam on top: As with mozzarella, it should be rough, imperfect, the sign of human hands at work. Cut into the bulge, and the deposit of fresh cream and mozzarella morsels seems to exhale across the plate. The richness of the cream- burrata comes from burro, the Italian word for "butter"- coats the mouth, the morsels of mozzarella detonate one by one like little depth charges, and the entire package pulses with a gentle current of acidity. The brothers, of course, like to put their own spin on burrata. Sometimes that means mixing cubes of fresh mango into its heart. Or Spanish anchovies. Even caviar. Today, Paolo sends me next door to a vegetable stand to buy wild arugula, which he chops and combines with olives and chunks of tuna and stirs into the liquid heart of the burrata, so that each bite registers in waves: sharp, salty, fishy, creamy. It doesn't move me the same way the pure stuff does, but if I lived on a daily diet of burrata, as so many Dicecca customers do, I'd probably welcome a little surprise in the package from time to time. While the Diceccas experiment with what they can put into burrata, the rest of the world rushes to find the next food to put it onto. Don't believe me? According to Yelp, 1,800 restaurants in New York currently serve burrata. In Barcelona, more than 500 businesses have added it to the menu. Burrata burgers, burrata pizza, burrata mac and cheese. Burrata avocado toasts. Burrata kale salads. It's the perfect food for the globalized palate: neutral enough to fit into anything, delicious enough to improve anything.

For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.

Greetings and welcome to The Keltic Woodshop. Established since November of 2003 in Kansas City, Missouri, The Keltic Woodshop specializes in custom cabinetry, furniture, and unique fine wood products in a personalized old fashioned handcrafted way. We are a small shop that strives towards individual attention and detail in every item produced. The Keltic Woodshop of Kansas City specializes in the following products: Custom Cabinets and Furniture: We use worldwide exotic woods. Our custom cabinets and furniture contains Russian Birch, Brazilian Cherry, African Mahogany, Asian Teak, Knotty Pine, Walnut, Red Oak, White Oak, and Bolivian Rosewood just to name a few. Custom orders are available. Handmade Walking Sticks: Our walking sticks include handcrafted, lightweight, strong, durable, handpainted, handcarved, Handapplied finishes and stains, Alaskan Diamond Willow, Hedgeapple, Red Oak, Memosa, Spalted Birch, and Spalted Ash. Custom Made Exotic Wood Display Cases: These are handmade from hardwoods of Knotty Pine, Asian Teak, African Mahogany, Sycamore, Aniegre, African Mahogany, and Black Cherry. We will do custom orders too. Pagan and Specialty Items: We have Red Oak and White Oak Ritual Wands with gems, Washington Driftwood Healing Wands with amethyst, crystaline, and citrine points, handpainted Red Oak and Hedgeapple Viking Runes for devination. We can make custom wood boxes for your tarot cards. Customer satisfaction is our highest priority. If you are looking for unusual or exotic lumbers, then we are the shop you've been searching for. The Keltic Woodshop stands behind and gurantees each item with an owner lifetime warranty on craftsmanship of the product with a replacement, repair, or moneyback in full, no questions asked, policy. We want you happy and completely satisfied with any product you may purchase. We are not a production shop so you will find joinery of woods containing handcut dovetails, as well as mortise and tenon construction. Finishes and stains are never sprayed on, but are applied personally by hand for that quality individual touch. the-tedswoodworking.com

Go out the north exit of Nakano Station and into the Sun Mall shopping arcade. After a few steps, you'll see Gindaco, the takoyaki (octopus balls) chain. Turn right into Pretty Good #1 Alley. Walk past the deli that specializes in okowa (steamed sticky rice with tasty bits), a couple of ramen shops, and a fugu restaurant. Go past the pachinko parlor, the grilled eel stand, the camera shops, and the stairs leading to Ginza Renoir coffee shop. If you see the bicycle parking lot in front of Life Supermarket, you're going the right way. During the two-block walk through a typical neighborhood, you've passed more good food than in most midsized Western cities, even if you don't love octopus balls as much as I do. Welcome to Tokyo. Tokyo is unreal. It's the amped-up, neon-spewing cyber-city of literature and film. It's an alley teeming with fragrant grilled chicken shops. It's children playing safely in the street and riding the train across town with no parents in sight. It's a doughnut chain with higher standards of customer service than most high-end restaurants in America. A colossal megacity devoid of crime, grime, and bad food? Sounds more like a utopian novel than an earthly metropolis.

While I struggled with the menu, a handsome middle-aged guy from a nearby table came over to help. "You like sashimi? Cooked fish? Sushi?" he asked. His English was excellent. He was originally from Okinawa, he said, and a member of Rotary International. I know nothing about the Rotarians except that it's a service organization; helping befuddled foreigners order food in bars must fall within its definition of charitable service. Our service-oriented neighbor helped us order pressed sweetfish sushi, kisu fish tempura, and butter-sauteed scallops. Dredging up a vague Oishinbo memory, I also ordered broiled sweetfish, a seasonal delicacy said to taste vaguely of melon. While we started in on our sushi, our waitress- the kind of harried diner waitress who would call customers "hon" in an American restaurant- delivered a huge, beautiful steamed flounder with soy sauce, mirin, and chunks of creamy tofu. "From that guy," she said, indicating the Rotarian samaritan. We retaliated with a large bottle of beer for him and his friend (the friend came over to thank us, with much bowing). What would happen at your neighborhood bar if a couple of confused foreigners came in with a child and didn't even know how to order a drink? Would someone send them a free fish? I should add that it's not exactly common to bring children to an izakaya, but it's not frowned upon, either; also, not every izakaya is equally welcoming. Some, I have heard, are more clubby and are skeptical of nonregulars, whatever their nationality. But I didn't encounter any places like that. Oh, how was the food? So much of the seafood we eat in the U.S., even in Seattle, is previously frozen, slightly past its prime, or both. All of the seafood at our local izakaya was jump-up-and-bite-you fresh. This was most obvious in the flounder and the scallops. A mild fish, steamed, lightly seasoned, and served with tofu does not sound like a recipe for memorable eating, but it was. The butter-sauteed scallops, meanwhile, would have been at home at a New England seaside shack. They were served with a lettuce and tomato salad and a dollop of mayo. The shellfish were cooked and seasoned perfectly. I've never had a better scallop.

Gud Mould Industry Co., Ltd. is a professional manufacturer of plastic injection moulds and die-casting moulds. Founded in 2007, Gud Mould Industry Co., Ltd. covers an area of 7000 square meters and has more than 100 experienced staffs, of which more than 30 with years of experience in plastic engineering and die-casting. To meet customers' higher requirements for product quality and greater demand for mould production, we constantly introduce advanced equipment, technology and talents at home and abroad to enhance our production means and technical support, constantly expand processing area to increase our production capacity. At present, Gud Mould has a large number of international advanced CNC machining centers, EDM, WEDM, milling machines, tool grinders and other precision die and mould processing equipment; imported spectrometers, metallographic analyzers, water capacity detectors, coordinate detectors, gauges and other international advanced detection equipment and instruments. Gud Mould's die design and production all realize computerization, apply International advanced AutoCAD, Pro/E, UG, Cimatron, MASTERCAM, etc. File of IGS, DXF, STP, PORASLD and so on are acceptable here. After receiving drawings and data from customers, engineers of Gud Mould design and program first. Manufacture, produce and inspect them strictly according to the drawings of mould engineering. All manufacturing processes realize digitalization of drawings, so as to ensure stability of high precision and high quality of dies. All materials of die are made of high quality steel and precision standard die base, which ensures service performance and life of die. In line with principle of customer first, we provide the best quality, delivery date, quality service and reasonable price, absolutely guarantee interests of customers, and provide confidentiality commitment to all technical information of customers. Gud Mould Industry Co., Ltd. has always adhered to business philosophy of "people-oriented, quality first", and has been making progress and developing steadily. Although Gud Mould is medium-sized, it has been recognized by well-known domestic enterprises such as Chang'an, Changfei, Hafei, Lifan, Ford in China, and has established a good reputation among domestic customers. In 2018, we set up overseas department, which mainly develops overseas markets. We sincerely welcome you to visit our company and expand your business!

Thinking about how a form can be organized as a conversation instead of an interrogation can go a long way toward making new customers feel welcome.

friend and adviser from youth. By adoption he is your father. Tell him he is welcome to come to my home at any time." It was of no use to explain any more, for the old man had determined not to understand my relation to Dr. Greenwood except in accordance with Indian customs, and I let the matter drop. In the latter part of that summer I asked the old chief to allow me to publish some of the things he had told me, but he objected, saying, however, that if I would pay him, and if the officers in charge did not object, he would tell me the whole story of his life. I immediately called at the fort (Fort Sill) and asked the officer in charge, Lieutenant Purington, for permission to write the life of Geronimo. I was promptly informed that the privilege would not be granted. Lieutenant Purington explained to me the many depredations committed by Geronimo and his warriors, and the enormous cost of subduing the Apaches, adding that the old Apache deserved to be hanged rather than spoiled by so much attention from civilians. A suggestion from me that our government had paid many soldiers and officers to go to Arizona and kill Geronimo and the Apaches, and that they did not seem to know how to do it, did not prove very gratifying to the pride of the regular army officer, and I decided to seek elsewhere for permission. Accordingly I wrote to President Roosevelt that here was an old Indian who had

Um," I point at his cape and gadgets. "You know you'll stand out, right?" He frowns at me. "You're none better," he says. I look down at my very medieval looking white gown and the two swords I carry. At least Yami is hidden as a dragon necklace. "You're right. I won't blend in either." He freezes. "Right, well, I'll just say it's Halloween." "But it's not." He raises an eyebrow.  "What do you mean?" "You can't just say it's Halloween. It has to be the actual day." "Really? Your human customs are so strange." He turns to the sink to wash his hands. I sigh. "Okay, we can say we're part of a fantasy game reenactment. Cosplay. That should give us a good cover." "Cosplay?" he says, holding the word in his mouth like a foreign thing he's afraid to taste. "Yeah, it's when humans dress up like characters from their favorite… " Ace's eyes are vacant and he looks bored. I sigh again. "Nevermind. Just let me do the talking if anyone questions our choice of clothing." He washes his hands, then gestures at the door. "After you." I lead, entering a place I once called a second home. Everything is familiar, everything makes me feel welcome. Jesus eyeing the naked sculptures. The Neon signs. The baby bottles filled with milk for customers' coffee. "Oh, Ari, sweetie. I didn't see you come in." Sheri runs up to me, wrapping me in a hug. "It's been so long. How have you been? And who's this dashing young man?" Ace raises his cape in front of his eyes. "It's Halloween." "No… no…" I shake my head and pull his cape down. "He's a friend. I'm just showing him the sights.

In The Art of Connection, you will learn simple, yet powerful ways to build trust and rapport for connecting with ease. By being personable and friendly, you will receive more positive and welcoming reactions.

The demands of customer discovery require people who are comfortable with change, chaos, and learning from failure and are at ease working in risky, unstable situations without a roadmap. In short, startups should welcome the rare breed generally known as entrepreneurs. They’re open to learning and discovery—highly curious, inquisitive, and creative. They must be eager to search for a repeatable and scalable business model. Agile enough to deal with daily change and operating “without a map.” Readily able to wear multiple hats, often on the same day, and comfortable celebrating failure when it leads to learning and iteration.

Certain differences were most definitely not welcomed in Levittown, however. Blacks could not buy in—a Levitt policy that lasted for two decades, long after the nation began legally trying to rid itself of lawful segregation. “The Negroes in America are trying to do in 400 years what the Jews in the world have not wholly accomplished in 600 years. As a Jew I have no room in my mind or heart for racial prejudice. But ... I have come to know that if we sell one house to a Negro family, then 90 or 95 percent of our white customers will not buy into the community. That is their attitude, not ours....

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

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One man, after receiving a diagnosis of pancreatic cancer, found himself followed everywhere with “insensitive and tasteless” ads for funeral services. The theoretical idea that customers might welcome or enjoy such solicitations increasingly seemed like a bad joke.

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To acquire customers, Baroo did not invest in traditional paid marketing, such as Facebook ads. Instead, the startup relied on the marketing efforts of apartment building partners and on word-of-mouth referrals from existing customers. Buildings would distribute a welcome gift from Baroo—a chew toy or leash—to new residents who owned pets. The team also hosted quarterly events for residents, such as “yappy hours” and pet Halloween. Finally, building concierge staff would recommend Baroo to residents. In exchange, the startup paid buildings a share of the revenue that it earned from their residents, averaging about 6 percent. Such revenue sharing is standard practice for service providers, like cable TV companies, that want access to residents.

Thus, throughout the ancient world, the significance of sacrifice was embedded in a basic and universal human custom: using food to foster relationships.

Masstige, the blend of mass and prestige, is now cool. It’s been called the democratization of fashion, which is true in a sense—it’s great that the work of talented designers is able to reach a larger audience, and that customers are able to buy into that dream at affordable prices. Still, the overwhelming enthusiasm for masstige reminds me of the concept of “poptimism,” usually applied to music criticism. Once, only “authentic,” non-manufactured songs were considered worthy of critical discourse. Now, there’s an enthusiasm for top 40 hits, which is a welcome turn of events, but sometimes overshoots the mark and becomes a blanket endorsement of anything popular. More fashion, even if it’s more affordable and widely available, isn’t always an unqualified win for democracy.

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Minjun hoped that word would spread that Hyunam-dong Bookshop made delicious coffee; that his coffee would live up to the expectations of those who came by specially to try it; that the flavours of his coffee would meld into the bookshop’s vibes, and the aroma would linger to warm the hearts of its customers.

The renovation only took two months. Yeongju was hands-on for the entire process, from hiring the contractor and discussing the design to choosing the materials. On the opening day of the bookshop, she sat on a chair and looked out the window. That moment, the weight of everything that had happened crashed upon her and she broke down. Every day, in between fresh tears, she ordered the stock, handled the customers, and made the coffee. When she finally regained some of her senses, the bookshop was seeing more customers and she was back to reading daily like in her middle-school days. It was as if she’d been at the mercy of tumultuous waves, knocking her into a daze as they pushed and pulled her in different directions until, luckily, she landed in a place she really loved.

A Manifesto for Aspiring Booksellers Live your life reading Welcome the people walking through your door as readers, not customers Never fancy yourself better than your readers Pay attention to what your readers ask for – it will open up new horizons Never betray your readers by recommending the wrong book Pick ‘your’ authors and give them visibility Honour Sylvia Beach, every day of the week Always offer a cup of tea Flowers – don’t forget flowers Remember to celebrate Virginia, Emily, Jane, and all the others

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Now that you understand the key players in ecosystems, here are the key principles of building an ecosystem. They are similar to the principles of creating a community discussed in chapter 8, “The Art of Evangelizing.” CREATE SOMETHING WORTHY OF AN ECOSYSTEM. Once again, the key to evangelism, sales, presentations, and now ecosystems is a great product. In fact, if you create a great product, you may not be able to stop an ecosystem from forming. By contrast, it’s hard to build an ecosystem around crap. DESIGNATE A CHAMPION. Many employees would like to help build an ecosystem, but who wakes up every day with this task at the top of her list of priorities? Another way to look at this is, “Who’s going to get fired if an ecosystem doesn’t happen?” Ecosystems need a champion—an identifiable hero—within the company to carry the flag for the community. DON’T COMPETE WITH THE ECOSYSTEM. If you want people or organizations to take part in your ecosystem, then you shouldn’t compete with them. For example, if you want people to create apps for your product, then don’t sell (or give away) apps that do the same thing. It was hard to convince companies to create a Macintosh word processor when Apple was giving away MacWrite. CREATE AN OPEN SYSTEM. An “open system” means that there are minimal requirements to participating and minimal controls on what you can do. A “closed system” means that you control who participates and what they can do. Either can work, but I recommend an open system because it appeals to my trusting, anarchic personality. This means that members of your ecosystem will be able to write apps, access data, and interact with your product. I’m using software terminology here, but the point is to enable people to customize and tweak your product. PUBLISH INFORMATION. The natural complement of an open system is publishing books and articles about the product. This spreads information to people on the periphery of a product. Publishing also communicates to the world that your startup is open and willing to help external parties. FOSTER DISCOURSE. The definition of “discourse” is “verbal exchange.” The key word is “exchange.” Any company that wants an ecosystem should foster the exchange of ideas and opinions. This means your website should provide a forum where people can engage with other members as well as your employees. This doesn’t mean that you let the ecosystem run your company, but you should hear what members have to say. WELCOME CRITICISM. Most organizations feel warm and fuzzy toward their ecosystem as long as the ecosystem says nice things, buys their products, and never complains. The minute that the ecosystem says anything negative, however, many organizations freak out and get defensive. This is dumb. A healthy ecosystem is a long-term relationship, so an organization shouldn’t file for divorce at the first sign of discord. Indeed, the more an organization welcomes—or even celebrates—criticism, the stronger its bonds to its ecosystem become. CREATE A NONMONETARY REWARD SYSTEM. You already know how I feel about paying people off to help you, but this doesn’t mean you shouldn’t reward people in other ways. Things as simple as public recognition, badges, points, and credits have more impact than a few bucks. Many people don’t participate in an ecosystem for the money, so don’t insult them by rewarding them with it.

Jack and Caleb stood in the driveway, the cars’ engines revving, and talked about their new toys. The lights from the porch spilled down to them. Jenna stood, leaning against the post, watching, enjoying seeing their bond and appreciation of the cars. “Boys with toys.” She smiled from the top step. “You guys look happy.” “What’s not to be happy about? These are the coolest cars ever,” Caleb said with the exuberance of a teen with his very own custom hot rod. “You owe me a ride, Jack.” “Honey, I aim to give you the ride of your life as soon as this one goes home to his wife.” Jack gave her a wicked grin and closed the hood of his car. Jenna laughed and smiled. “You have a one-track mind.” When was the last time she felt this light? “Honey, my mind hasn’t been off you since I saw you in the diner.” “I got the hint. I’m going.” Caleb closed the hood of his car, still purring like a really big kitten. He walked over to Jenna as she came down the porch steps to the gravel drive. He wrapped his arms around her, careful of her healing back, and she wrapped hers around him. So easy to do now that she’d opened herself to him, the whole family. He bent and whispered into her ear, “Thank you. Thank you for what you gave to my wife, my children, and me. I’ll never be able to repay you. If you ever need me, I’ll be there for you, no matter what. You can count on me. You’re an angel, an absolute angel.” “Get your hands off my woman. You have one of your own at home.” Jack watched his brother-in-law with Jenna. They’d created a close bond, the same as with his sister. She didn’t shy away from him when he embraced her; instead she held him and drew on his strength. Caleb would be like a big brother to her. He would protect her. Caleb drew Jenna away just enough to look into her eyes. He put his hand to her cheek, his other arm still wrapped around her. “Thank you.” “You’re welcome, Caleb. You’re a good man.” “You make me want to be a better one.” “I just want you and your family to have a happy life.” “We will, thanks in part to you and Jack. You’re part of that family now, too. Don’t ever forget that.” “Thank you.” “Don’t thank me. You’re a wonderful person. The best I’ve ever met.” He kissed her cheek and released her, turning back toward Jack. “I already punched you for kissing my sister. I guess I have to punch you for kissing her now, too,” Jack teased. Caleb didn’t rise to the bait. “You hurt her, and I’ll be the one throwing the punches.” He smiled back at Jack, then walked over and gave him a big bear hug. “Thanks for what you did for me, Summer, and the kids. It means everything to us. I’ll see you tomorrow.” He smacked Jack on the back before getting into his car. Caleb revved the engine, beamed them an excited smile, and took off like a rocket toward home. “You going to hurt me, Jack?” “Not if I can help it. I’ll spend the rest of my life and yours trying to make you happy. How’s that sound?” “Like heaven. Take me for a ride.” -Jenna, Caleb, & Jack

I turned and flipped the latch on the door, then pulled hard on the handle, stumbling over the threshold into the fresh air. I would have fallen in the dirt for the second time that day except that someone standing outside caught me. Terrified that my escape was being thwarted, I struck out at whoever it was, feeling a sharp pain when my fist connected with the person’s jaw. “Empress, you hit hard!” a male voice exclaimed, then he captured my arms and trapped them behind my back. By the strange expletive he had used, I knew him to be Cokyrian--my luck was golden. “What’s going on here?” The butcher staggered into the doorway, squinting in the sunlight. “Your girl’s a thief,” he muttered at sight of the man who held me, sparing a glower for me as though warning me to be quiet. I ground my teeth and looked away, intending to do just that. Now that I had stopped struggling, the Cokyrian soldier released me, and I considered whether or not to run. Then I saw who had been restraining me--Saadi, the man with whom Narian and my uncle had dealt after my failed prank. There would be no point in running if he remembered who I was. “My girl?” Saadi repeated, his pale blue eyes calculating. “She is no Cokyrian. Besides, I would expect you to show any comrade of mine more respect than that.” “My apologies,” the butcher forced himself to say, and rage filled me at his newly respectful attitude. “She broke into my store and I assumed from her clothing…I also assume you’ll see her punished for her crime.” “You were about to punish her yourself, weren’t you?” Saadi scrutinized me, noting the red marks around my wrists and perhaps the beginnings of the bruises I would have across my mouth. “In Cokyri, you would be killed for what you did to her--what you tried to do.” “It’s good we’re not in Cokyri then,” the butcher sneered. Saadi’s jaw clenched, and he seemed to be fighting a deep urge to pummel the merchant who stood before him. “I should take you to join the men at the gallows.” “I would welcome it.” “I can see why,” Saadi coldly retorted, with a subtle look up and down at the heavyset man. “But I’m afraid the lack of your business might dampen the economy in the province, and that is something my sister would frown upon. She’ll be disappointed, though--she does so enjoy seeing men like you hang.” “And I enjoy seeing women in skirts as God intended.” Another strained moment passed, then Saadi laughed. “Perhaps if your God had paid less attention to clothing and more to abilities, you and your kind wouldn’t be in this position right now.” The butcher shifted uncomfortably, and Saadi quickly dispensed with him. “If you want me to arrest her for thievery, I’ll also arrest you for assault. So I would advise that you go back to your meat and your customers, may they be few.” The man did not need to be told twice. He slammed the door in our faces, and I could hear the lock click into place. It was then that I noticed the canvas bag at Saadi’s feet. He must have seen flight in my eyes, for he started running at almost the same moment I did.

What’s more, when Grant plotted total revenue over the three months against employees’ scores on the 1-to-7 scale, he found a distinct, and revealing, pattern. Indeed, revenue peaked between 4 and 4.5—and fell off as the personality moved toward either the introvert or extravert pole. Those highest in extraversion fared scarcely better than those highest in introversion, but both lagged behind their coworkers in the modulated middle.31 “These findings call into question the longstanding belief that the most productive salespeople are extraverted,” Grant writes.32 Instead, being too extraverted can actually impair performance, as other research has begun to confirm. For example, two recent Harvard Business Review studies of sales professionals found that top performers are less gregarious than below-average ones and that the most sociable salespeople are often the poorest performers of all.33 According to a large study of European and American customers, the “most destructive” behavior of salespeople wasn’t being ill-informed. It was an excess of assertiveness and zeal that led to contacting customers too frequently.34 Extraverts, in other words, often stumble over themselves. They can talk too much and listen too little, which dulls their understanding of others’ perspectives. They can fail to strike the proper balance between asserting and holding back, which can be read as pushy and drive people away.* The answer, though, isn’t to lurch to the opposite side of the spectrum. Introverts have their own, often reverse, challenges. They can be too shy to initiate and too timid to close. The best approach is for the people on the ends to emulate those in the center. As some have noted, introverts are “geared to inspect,” while extraverts are “geared to respond.”35 Selling of any sort—whether traditional sales or non-sales selling—requires a delicate balance of inspecting and responding. Ambiverts can find that balance. They know when to speak up and when to shut up. Their wider repertoires allow them to achieve harmony with a broader range of people and a more varied set of circumstances. Ambiverts are the best movers because they’re the most skilled attuners. For most of you, this should be welcome news. Look again at the shape of the curve in that second chart. That’s pretty much what the distribution of introverts and extraverts looks like in the wider population.36 A few of us are extraverts. A few of us are introverts. But most of us are ambiverts, sitting near the middle, not the edges, happily attuned to those around us. In some sense, we are born to sell.

12 Ways to Improve & Project Confident Posture 1. Go people watching. Note how you interpret the different postures you observe. This will expand your awareness of how posture impacts first impressions and will help you become more aware of yours. 2. Stand in front of a mirror to see what other people are seeing. Are your shoulders level? Are your hips level? Do you appear aligned? Are you projecting confidence or timidity? 3. Take posture pictures to provide you with points of reference and a baseline over time. Look at past photos of yourself. 4. Stand with your back against a wall and align your spine. 5. Evenly balance on both feet, spaced hip-width apart. 6. Take yoga or Pilates classes to strengthen your core muscles, improve flexibility, and balance, all which support your posture. 7. Consciously pull your shoulders back, stand erect with chin held high. 8. Practice tucking in your stomach, pulling your shoulders back, raising your chin, and looking straight ahead. 9. Sit up straight without being rigid. 10. Enter a room like you belong there or own it. 11. Stand with an open stance to be welcoming and approachable. 12. Angle your body towards the person to whom you are speaking. Angling your body away may signify that you are indifferent, fearful, putting up a barrier, or trying to get away from them.

The Warm Welcome of Hospitality. Walt Disney World is the epitome of world-class customer service. Employees must be hyper-vigilant of spatial orientation to engage, impress, and interact with guests. For simply being near a guest, employees are trained to: • Make eye contact and smile. • Greet and welcome each and every guest. • Seek out guest contact. • Provide immediate service recovery. • Always display appropriate body language. • Preserve the “magical” guest experience. • Thank each guest and demonstrate that appreciation.

Many hospitality companies follow the "5 and 10 Rule," whereby when a customer is within ten feet of the employee, they should provide acknowledgement with eye contact and a genuine smile. When the customer is within five feet, it is encouraged to provide a warm welcome, sincere greeting, a friendly gesture, and offer to help, or to engage him or her in conversation.

Imagine how many new friends you would make, how much new business you could create, and how much fun you could have by simply taking the initiative to be the inviter. Try it today. Welcome new relationships into your life that would never have occurred otherwise.

Mix • Be situationally aware and pay attention to the people in the room. • Introduce guests or help strike up a conversation. • Be the one who takes the initiative and makes and effort to “work the room.” • Make eye contact and acknowledge others with a smile and friendly gestures. • Greet people as they arrive, even if it is not your expected role. • Spot the people who may be first timers or guests and help them feel more welcomed and embraced.

Humor lightens our spirits, comforts us through the challenge, brings people together, and helps us to remember the positive sides of life. When your presence and personality bring this welcomed delight and joy to others, you are a pleasure to know and you leave them wanting more.

Amateur musical performances were extremely important for all of us during the war, and my experience of them started at the age of ten or eleven, when my friends and I took part in a custom that was very popular back then but now seems to have died out altogether. It was carried out at Halloween, but instead of going round asking for trick or treats we did something called ‘Guising’. A group of us lads would go to the front door of a house we thought might be welcoming and politely ask if we could come in and perform. Our particular playlet was suggested by my father; it was one he had performed when he was a lad, although whether there was any deeper tradition behind the verses we recited I cannot say. We were all dressed up in costumes, with one boy dressed as a king with a cardboard crown on his head. Once all were in the house most of us would cluster behind the sitting-room door, then the first boy would enter the room on his own and say, ‘Red up sticks and red up stools here comes in a pack of fools, a pack of fools behind that door. Step in King George and clear the floor.’ The boy with the crown on his head would enter and recite, ‘King George is my name, sword and pistol by my side, I hope to win the game.’ The first boy would answer, ‘The game, sir, the game, sir, is not within your power. I will slash you and slay you within half an hour.’ These two boys would then have a duel with toy swords and the first boy would drop down as though dead, at which the king would kneel down and say, ‘Is there a doctor in the town?’ A small boy with a little attaché case would then pop out from behind the door saying, ‘My name is Doctor Brown, the best little doctor in the town. A little to his nose and a little to his bum, now rise up, jock, and sing a song.’ It was an absurd little sketch, but we used to get showered with pieces of cake and home-made toffees and fudge, and we would pass from house to house performing the same sketch. Even now I can recall the words perfectly.

Today Protestants provide their customers with over 33,800 denominational options—33and this from a movement whose founder prayed, "That they all may be one" (John 17:21). It is no wonder people question our sincerity.

What had happened to the prudish girl who wore her ugly woolen stola as a shield? The Roman virtue of modesty had been instilled in Caecilia from childhood. She’d shied from intimacy, reluctant to stand naked before either man or woman. Yet Cytheris had encouraged her to welcome Vel’s embrace. And he’d taught her there was no shame in sensuality or being greedy for sensation. To seek the touch and scents and tastes of passion. To forget Roman strictures and custom, and accept pleasure was not a sin. She

How can we send a signal over the phone, when the customer calls with a question, that we are different than the other companies, and they are going to feel more welcome and at home with us? How do we create a relationship right there at the point of that call? What

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When Sony was introducing the boom box, the company gathered a group of potential customers and held a focus group on what colour the new product should be: black or yellow. After some discussion among the group of likely buyers, everyone agreed that consumers would better respond to yellow. After the session, the facilitator thanked the group, and then mentioned that, as a bonus, they were welcome to take a free boom box on the way out. There were two piles of boom boxes: yellow and black. Every person took a black boom box.’5 Clearly what people say isn’t always a true reflection of what they think, so we need a way of getting into these shadowy issues and seeing how they affect the customer’s goals.

I walked the short distance to Nogizaka, then strolled up and down Gaienhigashi-dori. It took awhile, but I finally spotted it. There was no sign, only a small red rose on a black awning. The entrance was flanked by two black men, each of sufficient bulk to have been at home in the sumo pit. Their suits were well tailored and, given the size of the men wearing them, must have been custom-made. Nigerians, I assumed, whose size, managerial acumen, and relative facility with the language had made them a rare foreign success story, in this case as both middle management and muscle for many of the area’s entertainment establishments. The mizu shobai, or “water trade” of entertainment and pleasure, is one of the few areas in which Japan can legitimately claim a degree of internationalization. They bowed and opened the club’s double glass doors for me, each issuing a baritone irasshaimase as they did so. Welcome. One of them murmured something into a microphone set discreetly into his lapel. I walked down a short flight of stairs. A ruddy-faced, prosperous-looking Japanese man whom I put at about forty greeted me in a small foyer. Interchangeable J-Pop techno music was playing from the room beyond. “Nanmeisama desho ka?” Mr. Ruddy asked. How many? “Just one,” I said in English, holding up a finger. “Of course.” He motioned that I should follow him. The room was rectangular, flanked by dance stages on either end. The stages were simple, distinguished only by mirrored walls behind them and identical brass poles at their centers. One stage was occupied by a tall, long-haired blonde wearing high heels and a green g-string and nothing more. She was dancing somewhat desultorily, I thought, but seemed to have the attention of the majority of the club’s clientele regardless. Russian, I guessed. Large-boned and large-breasted. A delicacy in Japan. Harry hadn’t mentioned floorshows. Probably he was embarrassed. My sense that something was amiss deepened.

While some may consider being friendly an appealing personality trait, I challenge you to see it as a valuable skill. In a world where we are continuously bombarded with negativity and anxiety is at an all-time high, a warm and friendly person is a welcome relief. Training yourself to be the friendly “calm in the storm” makes you a true asset to your business, your family, and your community.

Instant Access “When my twins were born, I moved abruptly from being a professional career woman to a full-time, stay-at-home mom. The role shift opened a new door of commonality which surprised and delighted me. I was instantly welcomed into a special “Motherhood Club,” where before I never would have related. It felt as if I was suddenly bonded with mothers worldwide. It's important to remember—nothing stays the same, nor do we.

Yo! Welcome to my first video :) In this video you'll see my process of making Crossbill, a 3-layer reduction linocut print (aka suicide print) of a bird skeleton. I'll be talking about the relief printing technique, the tools I'm using, and the inspiration behind the print.

Prioritizing Your Email Roadmap Chances are you’ll need a Hail Mary. And a Net Promoter Score survey email. And a newsletter. And… And… And… If you are getting started with your email program, the list of emails you’ll need will probably be very long. Do you need to do everything at once? Definitely not. In fact, it’s best to start your program by aligning with business priorities and getting results before thinking about expanding. What areas are most troublesome in your business right now? What metric are you expected to move with email? Is it: Engagement? Retention? Conversion? Revenue? Signups? If none of those stick out above the rest, start from the top. Welcome and onboarding emails set the tone for product usage. Better onboarding and value communication lead to reductions in churn and disengagement down the road. Welcome and onboarding emails are also sent to most, if not all, of your users, thus they have a greater potential to influence user behaviors. At Highlights, for example, we set up a welcome email, five onboarding emails, and an upsell email the week before we launched the product. The goal was to maximize the number of people in a position to convert. It also allowed us to start getting some data to optimize performance. In general, you’ll want to prioritize emails that: send a lot (large volume of sends); send consistently (every day, or every week at least); and have the potential to have a big impact on a key business goal. In the beginning especially, you want to make sure that you have a clear goal or metric to monitor with the aim of evaluating performance with user data. Start implementing a first sequence, test, gather data, and move on to the next sequence.

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There are many ways to ask customers why they churn. At Drip, any customer that canceled their account received an automated email within ten minutes of canceling. It said, “Hello, I’m one of the founders of Drip, and I’d love to hear why you decided to cancel your account.” We got a wide range of responses. Some people would tell us they were shutting their business down—which isn’t something we could fix. Others would say they switched to a cheaper tool because they didn’t need our more powerful product. Others switched to a competitor because they needed a feature we didn’t have. The key to getting useful data points out of an exit survey is to keep it short and direct, create a connection (“I’m the founder, and your feedback would help me build a better product!”), and ask for a reply—even if it’s just four or five words. This can give you a glimpse into what potential customers want, which helps guide product decisions. More often than not, you can get a quick win with churn using tactics like an email welcome sequence and in-app onboarding tools to make sure new users see value early. However, pushing churn below 2% or 3% is a long road that unfolds slowly as you refine your marketing and sales language, learn more about your ideal customer, and add more features those customers love (we covered that in the Market chapter).

used to call their moveable gathering . “Come to the Covenant, you’re welcome, brother.” I mean, Jesus Christ, I don’t know how important this is in their terms, but if I’m asked to go, I’ll go. Quite honestly you couldn’t see a thing, the place would be covered in smoke. They used to smoke the chalice, a coconut with a huge earthenware jar on top and about half a pound of weed in it and a rubber pipe coming out the end. It was a question of who could smoke more than anybody else. The daring chaps would fill the coconut with white rum like a hubbly bubbly and smoke it through the rum. You set the earthenware container ablaze, bursting into flames with clouds of smoke. “Fire burn, Jah wonderful!” Who was I to defy local custom? OK, I’ll try and hang in here. This is powerful weed. Funnily enough, I never flaked out. That’s why I think I impressed them. I was a smoker for quite a few years before that, but never that amount. It was just like a dare, in a way. You know, watch whitey fall to the floor. And I was telling myself, not gonna go to the floor, not gonna go to the floor.

AMT Statistical surveying arises as a main think-tank in Myanmar, eminent for thorough bits of knowledge and vital arrangements drive business achievement. With a solid groundwork in statistical surveying greatness, AMT Statistical surveying brags a different reach administrations custom fitted to meet the unique necessities of clients in different ventures. This article digs into the center contributions of AMT Statistical surveying, featuring its industry skill, creative procedures, and obligation to conveying noteworthy knowledge. Investigate how AMT Statistical surveying is reshaping the exploration scene in Myanmar through state of the art draws near and a group of experienced experts committed to opening learning experiences for organizations. 1. Prologue to AMT top research company in Myanmar Outline of AMT Statistical surveying Organization Welcome to the universe of AMT top research company in Myanmar! In the event that you're searching for a top think-tank to unravel the secrets of the Myanmar market, you've come to the perfect locations. AMT isn't simply any ordinary examination firm; we're the bosses of the business, offering a new point of view and sharp experiences of real value. 2. Key Administrations Presented by AMT Statistical surveying Statistical surveying and Investigation Administrations Counseling and Warning Administrations At AMT Statistical surveying, we offer a buffet of administrations to meet your statistical surveying needs. From doing the math and breaking down patterns to giving key counsel that will make your rivals green with envy, we take care of you. Whether you want a profound jump into purchaser conduct or direction on your next large move, our specialists are here to help. 3. Industry Aptitude and Specializations Center around Unambiguous Areas in Myanmar Inside and out Information on Nearby Market Elements What separates AMT Statistical surveying from the rest is our careful attention to explicit areas in Myanmar. We don't simply skim the surface; we jump profound into the complexities of enterprises to uncover unlikely treasures of data. With our top to bottom information on neighborhood market elements, we're similar to showcase whisperers, disentangling the mysteries that will give you the edge in your business attempts. 4. Client Examples of overcoming adversity and Tributes Feature of Fruitful Ventures Clients' Criticism and Suggestions Our examples of overcoming adversity

Statistical surveying assumes a critical part in grasping business sector elements, customer conduct, and industry patterns, especially in arising economies like Myanmar. As organizations in Myanmar look to explore a quickly developing business sector scene, the administrations presented by statistical surveying firms become progressively important. In this article, we will investigate the universe of market research firms in Myanmar , with a particular spotlight on AMT Statistical surveying. From their administrations and industry experiences to their effect on business development, we will dive into the key viewpoints that make statistical surveying fundamental for progress in Myanmar's business climate. 1. 1. Prologue to Statistical surveying Firms in Myanmar Understanding the Statistical surveying Industry in Myanmar Welcome to the universe of market research firms in Myanmar! In a nation overflowing with potential and valuable learning experiences, statistical surveying firms assume a vital part in assisting organizations with exploring the unique scene. 2. Outline of AMT Statistical surveying in Myanmar Foundation and History of AMT Statistical surveying AMT Statistical surveying isn't your regular person in the business. With a set of experiences as brilliant as a rainbow and a standing that sparkles more splendid than a disco ball, AMT has cut its name as a believed accomplice for organizations looking for bits of knowledge in Myanmar. Key Differentiators of AMT Statistical surveying What separates AMT from the rest? Consider them the Sherlock Holmes of statistical surveying - sharp, clever, and consistently a stride ahead. Their mystery ingredient lies in their capacity to mix information with instinct, giving clients a triumphant edge on the lookout. 3. Administrations Presented by AMT Statistical surveying Statistical surveying and Investigation Administrations AMT doesn't simply do the math and regurgitate reports. They jump profound into the dim waters of market patterns, purchaser conduct, and contender experiences to present a platter of key suggestions that hit the bullseye without fail. Counseling and Warning Administrations Need a directing hand in the deceptive territory of the Myanmar market? AMT's counseling and warning administrations resemble a compass, pointing you in the correct heading and assisting you with avoiding entanglements. Think of them as your market whisperers. 4. Industry Bits of knowledge and Patterns in Myanmar Key Businesses in Myanmar's Market From the clamoring roads of Yangon to the quiet shores of Inle Lake, Myanmar's market is a blend of different businesses. Whether it's the roaring tech area or the customary rural industry, AMT Statistical surveying keeps a finger on the beat, all things considered, Arising Patterns and Potential open doors What's hot and what's not in Myanmar? AMT Statistical surveying has their radio wires up, scouring the skyline for arising patterns and once in a lifetime kinds of chances that could be a distinct advantage for organizations. Remain tuned with them to ride the flood of progress in Myanmar's always developing market.## 5. Significance of Statistical surveying in Myanmar's Business Scene Statistical surveying assumes a urgent part in assisting organizations with exploring the unique scene of Myanmar. By giving significant bits of knowledge into purchaser inclinations, market patterns, and contender techniques, statistical surveying engages organizations to pursue informed choices that drive development and achievement.

Collier understood and preached this swim-with-current-rather-than-against strategy. Do not arrive as an interruption or disruption, attempting to divert your reader's attention from the object it is focused on, fighting to interest him in something different from what he is already, at this moment, interested in. Instead, align yourself with the subjects already possessing his attention, the matters already garnering his interest, the self-talk conversation already occurring in his mind, and the conversations he is already having around the water-cooler at work or at the kitchen table at home with peers, friends, and family. About this, Collier wrote: “Study your reader first — your product second…. The reader of your letter wants certain things and the desire for them is, consciously or unconsciously, the dominant idea in his mind all the time. He is also engaged by the news or events or public conversations of the day. Put yourself in his place. If you were deep in discussion with a friend over some matter and a stranger came up and said: ‘Mister, I have a fine coat I want to sell you!’ — what would you do? The same thing happens when you approach a man by mail. He is in discussion with himself. If you just butt in, will you be welcome? How would you do it if approaching him and his friend in person? You'd listen and get the trend of the conversation. Then, when you chimed in, it would be with a remark on a related subject. Then you could gradually bring the talk around logically to the point you wanted to discuss. Study your reader. Know what interests him. Listen to the conversation he is already having with himself. Enter where he already is.” There are some obvious, perennially occurring attention dominators, such as seasons and holidays, and linking to these — regardless of whether your business naturally links or not — can be extremely helpful. You need not be a florist, jeweler, or restaurant to utilize Valentine's Day, for example. Beyond that, and deeper than that, every customer group has some shared item on their minds. Know it. Start your conversation with them with it. And be sure to take advantage of one of the great advantages of today's online media, including e-mail, blogs, and social media sites — being day to day, even hour by hour, timely. You can link a marketing message to world or local, financial, or cultural news of the moment — and you should.

When you listen to the introduction to my podcast, I call out the big question that I’m answering on my show: So, the big question is this: “How are entrepreneurs like us, who didn’t cheat and take on Venture Capital, who are spending money from our own pockets, how do we market in a way that lets us get our products and services and the things that we believe in, out to the world, yet still remain profitable?” That is the question, and this podcast will give you the answers. My name is Russell Brunson, and welcome to the Marketing Secrets podcast.

What if a job interview tested one’s ability to ask questions, as well as answer them? The logical way to achieve that would be to ask interviewees to generate questions. While job interviews often end with the interviewee being asked, Do you have any questions?, that’s treated more as a rote throwaway line, and if anything it invites only closed, practical questions (When would I start? How much travel will there be?) as opposed to thoughtful, creative questions. As an alternative approach, tell every person coming in for an interview to bring a few questions with them. Make it clear those questions should be ambitious and open-ended—Why, What If, and How questions are recommended. These should also be relevant to your company or industry. The questions might inquire about ways the company or its offerings could be expanded or improved; a customer or societal challenge that could be tackled by the company; an untapped opportunity to be explored. The questions this person brings will reveal a lot about him or her. Are the questions audacious and imaginative, or more modest and practical? Do the questions indicate that the candidate did some research before forming them (if so, good sign: it indicates the candidate knows how to do contextual inquiry). To test whether the person can question on the fly, you might ask, during the interview, that the candidate build upon one or more of the prepared questions with additional questions (using the Right Question Institute practice of follow-up questioning to improve and advance existing questions). For example, if she has suggested a What If scenario, ask her to now challenge her own assumptions with Why questions, or get her to take her idea to a more practical level by generating How questions. This will show if a person knows how to “think in questions.” If the candidate has come up with at least one interesting question and then improved on that question during the interview, that person is clearly a gifted questioner and is likely a welcome addition to a company’s culture of inquiry.

Activation is immediate, takes 10 minutes, and you can set it up on your own. Of course you are welcomed to contact our office for assistance. Watch our tutorial video and step-by-step guides with screenshots. Interactive Voice Response (EVV) is a technology that uses a phone keypad to interact with employees or customers to answer questions on their own. It saves time when a quick and simple questions needs to be answered.

The academic research is overwhelming: when people believe they can speak up at work, the learning, innovation, and performance of their organizations is greater. Teams and organizations in which people believe that their voices are welcome outperform their counterparts.

American Airlines Customer Service Number +1-855-653-0615 American Airlines Customer Service Number +1-855-653-0615 are the steps which show a demo of how to contact the American Airlines Customer Service Welcome to American Airlines Customer Service, how can I help you today? for service in English, press one Tell me the reason of calling. Do you want information about reservations or flight status? Please select from one in all the subsequent four options For flight Reservations, press one, Reservations. Okay, we got your option. Please provide little more information like book a new flight or change my reservations; tell me your choice. Change my reservations. Thank you, please tell me the flight number or if you don’t understand it say continue. Continue. Ok, in this case, what city would the flight depart from? To search for our lowest fare, press two for commonly asked queries, press 3 to book a new flight, press one

But the social media giants offered not only new tech but also man power. Seated beside Molly, Matt, and our data scientists were embedded employees from Facebook, Google, and Twitter, among other tech companies. Facebook called its work with the Trump campaign “customer service plus.”5 Google said it served the campaign in an “advisory capacity.” Twitter called it “free labor.”6 While the Trump team welcomed this help with open arms, the Clinton campaign for some reason decided not to accept such help from Facebook, which must have given Trump a distinct advantage that cannot be easily quantified—a spare set of highly skilled hands goes a long way in a campaign, as it is expertise that does not need to be managed or taught by the campaign manager, who is already working 24/7 with little sleep.

Ganapathy (Mixture of all Indian gods and goddesses), Vijaya Raghavan (Ram - Mixture of all human knowledge and energy) Siddharth (Mano - Mixture of all psychological, manu knowledge) Central Dogma as Ecology - Theory of Everything Masterpiece Legacy - Carl Sagan - Contact Modernity is required - Verzeo / Smartknower - I prefer AI in modernity, what you choose is your choice I welcome Humanism as Central Dogma is Ecology - That is where all religions, Ideologies, customs and practices meet and become one - So Islam is also Included along with all other ideologies Still if you do not understand even after 350+ quotes either you are dumb or You will never understand GOD My love expectations I already told, if not met I will not Marry (If I met then she must be Rajput as well) rather just Brama Chari. So marriage and love is waste of time explaining me. LGBT issues, Prostitution issues, Rape issues I have already quoted , read it again

Choices, choices. From a Southwest Airlines employee…. “Welcome aboard Southwest Flight XXX to YYY. To operate your seat belt, insert the metal tab into the buckle, and pull tight. It works just like every other seat belt, and if you don’t know how to operate one, you probably shouldn’t be out in public unsupervised. In the event of a sudden loss of cabin pressure, oxygen masks will drop from the ceiling. Stop screaming, grab the mask, and pull it over your face. If you have a small child travelling with you, secure your mask before assisting with theirs. If you are travelling with two small children, decide now which one you love more. Weather at our destination is 50 degrees with some broken clouds, but they’ll try to have them fixed before we arrive. Thank you, and remember, nobody loves you, or your money, more than Southwest Airlines.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

This is Rank’s devastating Kierkegaardian conclusion: if neurosis is sin, and not disease, then the only thing which can “cure” it is a world-view, some kind of affirmative collective ideology in which the person can perform the living drama of his acceptance as a creature. Only in this way can the neurotic come out of his isolation to become part of such a larger and higher wholeness as religion has always represented. In anthropology we called these the myth-ritual complexes of traditional society. Does the neurotic lack something outside him to absorb his need for perfection? Does he eat himself up with obsessions? The myth-ritual complex is a social form for the channelling of obsessions. We might say that it places creative obsession within the reach of everyman, which is precisely the function of ritual. This function is what Freud saw when he talked about the obsessive quality of primitive religion and compared it to neurotic obsession. But he didn’t see how natural this was, how all social life is the obsessive ritualization of control in one way or another. It automatically engineers safety and banishes despair by keeping people focussed on the noses in front of their faces. The defeat of despair is not mainly an intellectual problem for an active organism, but a problem of self-stimulation via movement. Beyond a given point man is not helped by more “knowing,” but only by living and doing in a partly self-forgetful way. As Goethe put it, we must plunge into experience and then reflect on the meaning of it. All reflection and no plunging drives us mad; all plunging and no reflection, and we are brutes. Goethe wrote maxims like these precisely at the time when the individual lost the protective cover of traditional society and daily life became a problem for him. He no longer knew what were the proper doses of experience. This safe dosage of life is exactly what is prescribed by traditional custom, wherein all the important decisions of life and even its daily events are ritually marked out. Neurosis is the contriving of private obsessional ritual to replace the socially-agreed one now lost by the demise of traditional society. The customs and myths of traditional society provided a whole interpretation of the meaning of life, ready-made for the individual; all he had to do was to accept living it as true. The modern neurotic must do just this if he is to be “cured”: he must welcome a living illusion.45

For that to happen, she decided to exclude bestsellers from the bookshop. If there was a book that became an overnight hit thanks to a famous person who mentioned it on TV, she would no longer bring in more copies of it after they sold out their existing stock. Not because it wasn’t a good book, but to uphold diversity. In such cases, she would seek out books with similar themes and stock them instead. Customers who came in looking for the title would be directed to these books.

One of the key takeaways from the trip was that independent bookshops overseas had their own distinct personality – a personality that reflected that of their owners. To make the bookshop’s personality shine, she needed courage. For her courage to reach the customers, she needed sincerity. Courage. And sincerity.

Her idea was to focus on curating books with depth, even if it might be a little challenging for customers. As for promoting diversity, it was decided that the bookshop would stop carrying bestsellers.

Vespasiano was, as Ferrante told Piero de’ Medici, someone on whom the king relied for “information and experience.” Though Ferrante may not have initiated these reports, he certainly welcomed and encouraged them once they started arriving. In November 1467 he wrote Vespasiano to thank him for a letter sent ten days earlier, saying he was gratified to receive his news and urging Vespasiano to be diligent in reporting “the things happening there.”33 In another letter written a few weeks later, Ferrante thanked Vespasiano for supplying “a great deal of diverse news,” then wrote of making a great effort against “those who have disturbed the peace of Italy”—a reference to the Venetians and the ruler of Ferrara, Borso d’Este, who supported the Angevin claim to the throne of Naples, and who was, like so many other involved parties, Ferrante included, one of Vespasiano’s customers.

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I need to take Longganisa for her morning walk." My adorable dachshund accompanied me to work every day and was content to spend most of the day napping in my office, but I tried to be good dog parent and take her out for multiple walks throughout the day. The Brew-ha Cafe was dog-friendly, and Nisa proved to be one of our most successful promo attempts. Whenever people saw her walking around in her adorable Brew-ha Cafe-themed outfits, custom-made by my friend's daughter, they'd stop and ask to pet her. The perfect opportunity to hand over my business card and invite them to the cafe. Today, Nisa was outfitted in a lemon-yellow Brew-ha Cafe dress and a little flower crown to welcome spring.

Back in the year 960, Christian missionaries invaded Scandinavia and threatened the Vikings: if you persist in your pagan customs you will end up in hell where eternal fires burn. The Vikings welcomed the good news. They trembled from cold, not fear.

The collapse of solidarity and security for many western European working people after the 1970s was compounded by the postwar flood of Third World immigrants into western Europe. When times were good, the immigrants were welcome to do the dirty jobs that the national labor force now spurned. When Europeans began to face long-term structural unemployment for the first time since the Great Depression, however, immigrants became unwelcome. Moreover, European immigration had changed. Whereas earlier immigrants had come from southern or eastern Europe and differed only slightly from their new hosts (with the notable and significant exception of Jews from eastern Europe in the 1880s and the 1930s), the new immigrants came from former colonial territories: North and sub-Saharan Africa, the Caribbean, India, Pakistan, and Turkey. And whereas earlier immigrants (some Jews again excepted) had tended to assimilate quickly and disappear, the new immigrants often clung to visibly different customs and religions. Europeans had to learn to coexist with permanent African, Indian, and Islamic communities that flaunted their separate identities. The immigrant threat was not only economic and social. The immigrants were seen increasingly as undermining national identity with their alien customs, languages, and religions. A global youth culture, mostly marketed by Americans and often associated with black performers, did to local cultural traditions what the global economy had done to local smokestack industry. Anti-immigrant resentment was pay dirt for radical Right movements in western Europe after the 1970s. It was the main force behind the British National Front. The most successful of them—Jean-Marie Le Pen’s Front National in France and Jörg Haider’s Freiheitspartei in Austria—were almost entirely devoted to exploiting anti-immigrant fears, fighting multiculturalism and an alleged immigrant criminal propensity, and proposing the expulsion of the alien poor.

Come to the Covenant, you’re welcome, brother.” I mean, Jesus Christ, I don’t know how important this is in their terms, but if I’m asked to go, I’ll go. Quite honestly you couldn’t see a thing, the place would be covered in smoke. They used to smoke the chalice, a coconut with a huge earthenware jar on top and about half a pound of weed in it and a rubber pipe coming out the end. It was a question of who could smoke more than anybody else. The daring chaps would fill the coconut with white rum like a hubbly bubbly and smoke it through the rum. You set the earthenware container ablaze, bursting into flames with clouds of smoke. “Fire burn, Jah wonderful!” Who was I to defy local custom?