Wholesale Business Quotes

What are you working on?” “I’m trying to set up a store to sell baskets of none-of-your-fucking-business at wholesale prices.

This sort of bullying isn’t just present at the universities. It has taken over the media wholesale. For the media, all arguments are character arguments. If you disagree with the members of the media about something, you are a fundamentally bad human being. The same is eminently true in Hollywood, where moral narrative is the heart of the business.

When you are calculating an hourly labor rate, add in an additional thirty percent to that rate cover employment taxes.

the complex of seven luxurious homes, swimming pools and lavish stables was surrounded by a twelve-foot wall patrolled by what we believed to be Albanians armed with Skorpion machine pistols. This was strange, given that the family was in the wholesale floristry business. Maybe flower theft was a bigger problem in northern Greece than most people realized.

When adding descriptions to your online listings or printed materials, lead with benefits and follow with features.

Our essential difficulty is that we are seeking in a mechanism, which is necessary, qualities it simply does not possess. The market does not lead, balance or encourage democracy. However, properly regulated it is the most effective way to conduct business. It cannot give leadership even on straight economic issues. The world-wide depletion of fish stocks is a recent example. The number of fish caught between 1950 and 1989 multiplied by five. The fishing fleet went from 585,000 boats in 1970 to 1.2 million in 1990 and on to 3.5 million today (1995). No one thought about the long- or even medium-term maintenance of stocks; not the fishermen, not the boat builders, not the fish wholesalers who found new uses for their product, including fertilizer and chicken feed; not the financiers. It wasn't their job. Their job was to worry about their own interests. (IV - From Managers and Speculators to Growth)

Naming your packaged products helps call attention to how the deal is special. Call the product bundle a collector’s set, a gift basket, or holiday set, and give each one a name; something like The Artisan’s Selection or Your Name’s Gift Set.

The man who wields the blood-clotted cowskin during the week fills the pulpit on Sunday, and claims to be a minister of the meek and lowly Jesus. The man who robs me of my earnings at the end of each week meets me as a class- leader on Sunday morning, to show me the way of life, and the path of salvation. He who sells my sister, for purposes of prostitution, stands forth as the pious advocate of purity. He who proclaims it a religious duty to read the Bible denies me the right of learning to read the name of the God who made me. He who is the religious advocate of marriage robs whole millions of its sacred influence, and leaves them to the ravages of wholesale pollution. The warm defender of the sacredness of the family relation is the same that scatters whole families,— sundering husbands and wives, parents and children, sisters and brothers,—leaving the hut vacant, and the hearth desolate. We see the thief preaching against theft, and the adulterer against adultery. We have men sold to build churches, women sold to support the gospel, and babes sold to purchase Bibles for the poor heathen! all for the glory of God and the good of souls! The slave auctioneer’s bell and the church-going bell chime in with each other, and the bitter cries of the heart-broken slave are drowned in the religious shouts of his pious master. Revivals of religion and revivals in the slave-trade go hand in hand together. The slave prison and the church stand near each other. The clanking of fetters and the rattling of chains in the prison, and the pious psalm and solemn prayer in the church, may be heard at the same time. The dealers in the bodies and souls of men erect their stand in the presence of the pulpit, and they mutually help each other. The dealer gives his blood-stained gold to support the pulpit, and the pulpit, in return, covers his infernal business with the garb of Christianity. Here we have religion and robbery the allies of each other—devils dressed in angels’ robes, and hell presenting the semblance of paradise.

Virtually every Chinese citizen whom I came to know well was doing something technically illegal, although usually the infraction was so minor that they didn’t have to worry. It might be a sketchy apartment registration or a small business that bought its products from unlicensed wholesalers. Sometimes, it was comic: late at night, there were always people out walking their dogs in Beijing, because the official dog registration was ridiculously expensive. The dogs were usually ratlike Pekingese, led by sleepy owners who snapped to alertness if they saw a cop. They were guerillas walking toy dogs.

Then I get worried that if anyone is really paying attention to Happy's predilections, they might become wary of his wholesale compassion and suspect him of being an imaginary character, created by a journalist, to trick businesses into inadvertently revealing their data-trafficking practices. So I untick tigers.

In a mass society where obtaining credit is as easy as it is, there’s probably no way to efficiently collect on delinquent accounts by writing real affidavits, filing legitimate, error-free lawsuits, and serving legitimate summonses in each and every individual case. Without the shortcuts, it doesn’t work. So techniques like robo-signing and sewer service are essential to the profitability of the business. Plenty of people—consumers and merchants both—are probably glad that so much credit is available, but they don’t realize that systematic fraud is part of what makes it available. Legally, there’s absolutely no difference between a woman on welfare who falsely declares that her boyfriend no longer lives in the home and a bank that uses a robo-signer to cook up a document swearing that he has kept regular records of your credit card account. But morally and politically, they’re worlds apart. When the state brings a fraud case against a welfare mom, it brings it with disgust, with rage, because in addition to committing the legal crime, she’s committed the political crime of being needy and an eyesore. Banks commit the legal crime of fraud wholesale; they do so out in the open, have entire departments committed to it, and have employees who’ve spent years literally doing nothing but commit, over and over again, the same legal crime that some welfare mothers go to jail for doing once. But they’re not charged, because there’s no political crime. The system is not disgusted by the organized, mechanized search for profit. It’s more like it’s impressed by it.

It Was Never Stolen Land. It Was Bought and Paid For. Now the Indians Are Trying to Renege.” By James Fulford, December 4, 2020, VDARE [Fulford is quoting Felix S. Cohen:] Fortunately for the security of American real estate titles, the business of securing cessions of Indian titles has been, on the whole, conscientiously pursued by the Federal Government, as long as there has been a Federal Government. The notion that America was stolen from the Indians is one of the myths by which we Americans are prone to hide our real virtues and make our idealism look as hard-boiled as possible. We are probably the one great nation in the world that has consistently sought to deal with an aboriginal population on fair and equitable terms. We have not always succeeded in this effort but our deviations have not been typical. It is, in fact, difficult to understand the decisions on Indian title or to appreciate their scope and their limitations if one views the history of American land settlement as a history of wholesale robbery." The quotation is from The Legal Conscience: Selected Papers Of Felix S Cohen,1960.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

...the centrality of competitiveness as the key to growth is a recurrent EU motif. Two decades of EC directives on increasing competition in every area, from telecommunications to power generation to collateralizing wholesale funding markets for banks, all bear the same ordoliberal imprint. Similarly, the consistent focus on the periphery states’ loss of competitiveness and the need for deep wage and cost reductions therein, while the role of surplus countries in generating the crisis is utterly ignored, speaks to a deeply ordoliberal understanding of economic management. Savers, after all, cannot be sinners. Similarly, the most recent German innovation of a constitutional debt brake (Schuldenbremse) for all EU countries regardless of their business cycles or structural positions, coupled with a new rules-based fiscal treaty as the solution to the crisis, is simply an ever-tighter ordo by another name. If states have broken the rules, the only possible policy is a diet of strict austerity to bring them back into conformity with the rules, plus automatic sanctions for those who cannot stay within the rules. There are no fallacies of composition, only good and bad policies. And since states, from an ordoliberal viewpoint, cannot be relied upon to provide the necessary austerity because they are prone to capture, we must have rules and an independent monetary authority to ensure that states conform to the ordo imperative; hence, the ECB. Then, and only then, will growth return. In the case of Greece and Italy in 2011, if that meant deposing a few democratically elected governments, then so be it. The most remarkable thing about this ordoliberalization of Europe is how it replicates the same error often attributed to the Anglo-American economies: the insistence that all developing states follow their liberal instruction sheets to get rich, the so-called Washington Consensus approach to development that we shall discuss shortly. The basic objection made by late-developing states, such as the countries of East Asia, to the Washington Consensus/Anglo-American idea “liberalize and then growth follows” was twofold. First, this understanding mistakes the outcomes of growth, stable public finances, low inflation, cost competitiveness, and so on, for the causes of growth. Second, the liberal path to growth only makes sense if you are an early developer, since you have no competitors—pace the United Kingdom in the eighteenth century and the United States in the nineteenth century. Yet in the contemporary world, development is almost always state led.

determine profit take the Amazon price and multiply it by .85 because Amazon takes out a 15% commission. Then if you’re using FBA, Amazon has a per unit fee and a per order fee and then a weight handling fee. We use $2.50 for our items because the per unit fee is $1, the order fee is $1, and the weight based fee is usually around $.50 depending on the weight of the item. Also, you have to figure in the cost of shipping it to you and the cost of shipping it to Amazon.

$25*.15 (Amazon's Commission) = $3.75 Amazon commission $25 - $3.75 = $21.25 (Or just take the $25*.85 to save a step) $21.25 - $2.50 (per unit fee, per order fee, weight handling fee) = $18.75

THE LIVING SKIN Summarising, it should be clear by now that the skin is anything but a mere expanse of leather covering the living body. It is itself a living organ of complex function and extraordinary activity. It has to combine many conflicting characteristics: mechanical strength with pliability and elasticity; durability to wear with a high degree of sensitivity; permeability to wastes being driven from the body and impermeability to poisons or micro-organisms seeking entry; regulation of the body's temperature while itself suffering extremes; absorption of beneficial forms of light and automatic adaptation to excessive amounts. In all these activities, it works best when kept busy, being subjected to all manner of variation and handling difficult situations. It is weakened by pampering, deadened by kindness and poisoned by attempts to “feed” it from without. It likes to meet the elements, in as natural and wholesale a form as possible, but welcomes them even in little civilised packets. When it throws waste out, it prefers to be done with it as completely and promptly as possible; it hates to be kept in a sour, greasy, stale atmosphere, held against it by close- fitting, non- porous clothing. It loves to have its surface scraped, scratched and 24

The Four Global Options Now that you grasp the BIG picture, which includes your life values, your career values, your T-Bar, and current market conditions, it’s time to consider the four global options. I call these global options because, in reality, these are the only four job or career options you have. Option #1: Same job–same industry. Choosing Option #1 means you enjoy both and, most likely, need only conduct a job transition campaign to seek out a new company or organization. For example, a fifth grade teacher who is teaching in a public school may seek the same job (teacher) in the same industry (public school system); this teacher only needs to look at a new school in the same school district or to apply for a teacher’s position in a new school district. Option #2: New job–same industry. Option #2 means you enjoy the industry but need to identify a new job within that industry. Using the fifth grade teacher as an example again, she might seek a new job as an assistant principal or librarian. Or maybe she wants to earn more money than she would make as a teacher, so she becomes a sales professional and sells textbooks to educational institutions. The job transition campaign will take place within education, but she will identify and pursue a new, more inspiring, and more rewarding job within that industry. Option #3: Same job–new industry. If you select Option #3, it means you enjoy your job or vocation, but you need to identify a new industry or environment to perform that job in. The fifth grade teacher might get a job teaching for a private school (new industry or venue) or a private learning center, or she might even start her own tutoring business. In this case, the job transition campaign will focus on teaching but in a new, more appealing industry or venue. Option #4: New job–new industry. This option means you are ready for a wholesale change. Oftentimes this option is the option of choice if there’s a career or job you’ve always dreamt about. Or possibly you have a nice severance package or the financial means to return to school and prepare for an entirely new career. Possibly the fifth grade teacher always had a passion for antiques. In this case, she might pursue a job as a manager or even an owner of an antique store. Perhaps she’ll make the decision to stay home and be a full-time mom. The job transition campaign will focus on an entirely new job or activity in an entirely new industry or venue.

The payments system is the heart of the financial services industry, and most people who work in banking are engaged in servicing payments. But this activity commands both low priority and low prestige within the industry. Competition between firms generally promotes innovation and change, but a bank can gain very little competitive advantage by improving its payment systems, since the customer experience is the result more of the efficiency of the system as a whole than of the efficiency of any individual bank. Incentives to speed payments are weak. Incrementally developed over several decades, the internal systems of most banks creak: it is easier, and implies less chance of short-term disruption, to add bits to what already exists than to engage in basic redesign. The interests of the leaders of the industry have been elsewhere, and banks have tended to see new technology as a means of reducing costs rather than as an opportunity to serve consumer needs more effectively. Although the USA is a global centre for financial innovation in wholesale financial markets, it is a laggard in innovation in retail banking, and while Britain scores higher, it does not score much higher. Martin Taylor, former chief executive of Barclays (who resigned in 1998, when he could not stop the rise of the trading culture at the bank), described the state of payment systems in this way: ‘the systems architecture at the typical big bank, especially if it has grown through merger and acquisition, has departed from the Palladian villa envisaged by its original designers and morphed into a gothic house of horrors, full of turrets, broken glass and uneven paving.

The God whom science recognizes must be a God of universal laws exclusively, a God who does a wholesale, not a retail business. He cannot accommodate his processes to the convenience of individuals.

Established Sino-Burmese businessmen continue to remain at the helm of Myanmar's economy, where the Chinese minority have been transformed almost overnight into a garishly distinctive prosperous business community. Much of the foreign investment capital into the Burmese economy has been from Mainland Chinese investors and channeled through Burmese Chinese business networks for new startup businesses or foreign acquisitions. Many members of the Burmese Chinese business community act as agents for Mainland and overseas Chinese investors outside of Myanmar. In 1988, the State Law and Order Restoration Council (SLORC) came to power, and gradually loosened the government's role in the economy, encouraging private sector growth and foreign investment. This liberalization of state's role in the economy, if slight and uneven, nonetheless gave Burmese Chinese-led businesses extra space to expand and reassert their economic clout. Today, virtually all of Myanmar's retail, wholesale and shipping firms are in Chinese hands. For example, Sein Gayha, a major Burmese retailer that began in Yangon's Chinatown in 1985, is owned by a Burmese Hakka family. Moreover, ethnic Chinese control the nations four of the five largest commercial banks, Myanmar Universal Bank, Yoma Bank, Myanmar Mayflower Bank, and the Asia Wealth Bank. Today, Myanmar's ethnic Chinese community are now at the forefront of opening up the country's economy, especially towards Mainland China as an international overseas Chinese economic outpost. The Chinese government has been very proactive in engaging with the overseas Chinese diaspora and using China's soft power to help the Burmese Chinese community stay close to their roots in order to foster business ties.[9] Much of the foreign investment from Mainland China now entering Myanmar is being channeled through overseas Chinese bamboo networks. Many members of the Burmese Chinese business community often act as agents for expatriate and overseas Chinese investors outside of Myanmar.

That was the start of a lot of the practices and philosophies that still prevail at Wal-Mart today. I was always looking for offbeat suppliers or sources. I started driving over to Tennessee to some fellows I found who would give me special buys at prices way below what Ben Franklin was charging me. One I remember was Wright Merchandising Co. in Union City, which would sell to small businesses like mine at good wholesale prices. I’d work in the store all day, then take off around closing and drive that windy road over to the Mississippi River ferry at Cottonwood Point, Missouri, and then into Tennessee with an old homemade trailer hitched to my car. I’d stuff that car and trailer with whatever I could get good deals on—usually on softlines: ladies’ panties and nylons, men’s shirts—and I’d bring them back, price them low, and just blow that stuff out the store.

Pirate Packaging is a specialist wholesale packaging company based in Bolton. We offer luxury, bespoke packaging for takeaways, bakeries, caterers and more. At Pirate Packaging, we aim to help our customers achieve their goals. When it comes to business branding, your packaging should reflect the values of your company and this is why quality and sustainability is key. That's why we understand that brand identity needs to be unique and sometimes taking a risk is crucial.

Carry individual items as opposed to whole lines. We wouldn’t try to carry a whole line of spices, or bag candy, or vitamins. Each SKU (a single size of a single flavor of a single item) had to justify itself, as opposed to riding piggyback into the stores just so we had a “complete” line. Depth of assortment now was of no interest. As soon as Fair Trade ended in 1978, we began to get rid of the hundred brands of Scotch, seventy brands of bourbon, and fifty brands of gin. And slowly (it was like pulling teeth) we dismantled the broad assortment of California boutique wines. No fixtures. By 1982, the store would have most of its merchandise displayed in stacks with very little shelving. This implied a lower SKU count: a high-SKU store needs lots of shelves. The average supermarket carries about 27,000 SKUs in 30,000 square feet of sales area, or roughly one SKU per square foot. Trader Joe’s, by 1988, carried one SKU per five square feet! Price-Costco, one of my heroes, carried about one SKU per twenty square feet. As much as possible I wanted products to be displayed in the same cartons in which they were shipped by the manufacturers. This was already a key element in our wine merchandising. Each SKU would stand on its own two feet as a profit center. We would earn a gross profit on each SKU that was justified by the cost of handling that item. There would be no “loss leaders.” Above all we would not carry any item unless we could be outstanding in terms of price (and make a profit at that price per #7) or uniqueness. By the end of 1977, we increased the size of the buying staff, adding one very key person, Doug Rauch, whom we hired out of the wholesale health food trade. Leroy, Frank Kono, Bob Berning, and Doug rolled out Five Year Plan ’77, which for purposes of this history I call Mac the Knife. Back in those days we had no idea how sharp that knife would become! We just wanted to survive deregulation. Everything now depended on buying. So here we go into the next chapter, Intensive Buying.

Six key themes The real reset has gone much deeper and encompasses six key themes, all of which are linked: 1) The shift from a push system, based on producer dominance, oligopolistic competition, limited supply and restricted access, to a pull system driven by consumer dominance, near-perfect competition, perfect knowledge and ubiquitous access to goods. 2) The change from mass marketing, based on a few research and segmentation studies, to personalized marketing, based on individual customer data. 3) The realization that the e-commerce revolution and the communications revolution (social media, user reviews, influencers, etc.) has broken the traditional supply chain, with its multiple players – manufacturers, branded wholesalers and retailers – all supping from the margin cup and adding their mark-ups to prices, and replaced it with a shorter and more direct route to market. 5) The realization that the stores channel was not the only, or even best, way of moving goods from factories to consumers. Indeed, that it was inferior to the e-commerce channel in many respects as a pure goods-transmission mechanism. 6) That putting the consumer at the heart of the business model required seeing the different channels as the consumer saw them – not competing, but complementary to each other. 7) That based on this, the traditional model of the store, as a ‘warehouse’ piled high with stock and with just a narrow fringe of branding and customer service on top, was obsolete and that only a ruthless attention to the remaining added value of physical stores could ensure their continued relevance and survival.

Others, having started by extending credit to customers, evolved into America’s first investment banks. Lehman Brothers, founded by Henry Lehman, a Jewish immigrant from Bavaria, began as a dry goods store in Montgomery, Alabama, in 1844. Lazard Frères, founded by three Jewish brothers from France, began as a wholesale business in New Orleans in 1848.

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

contract manufacturers—companies that make your product for you and sell it to you at wholesale.

I was in charge of decisions and marketing, and Sean was in charge of research and operations. When we were trying to identify our target customer, he spent a ton of time putting together spreadsheets comparing all the different markets we should consider. When he showed them to me and asked me what I thought, I replied, “Yoga.” Huh? “We could easily do multiple products serving people who do yoga,” I told him. “It’s an emerging trend. And I know a ton of those people; I can ask them what they want. Let’s start a yoga business.” Sean’s initial response was, “That’s not a quantitative analysis, Ryan!” I’ve never been one to overthink things—most people spend way too much time in the research period. I make decisions fast and adjust later. With our target customer identified, we made a list of possible products and chose our gateway product—a yoga mat. With that, we began the process of product development. We looked up the top-selling yoga mats on Amazon and read through the reviews; we asked questions on Facebook groups, subreddits, and Instagram influencer accounts. It didn’t take long before we had an idea of the main pain points we needed to address with our first product. I remembered Don’s advice and began looking for people to make the product. With a quick scroll and a click, we could choose between a wholesaler in China, a private label supplier out of India, or a contract manufacturer in Vietnam. For about fifty bucks, we were able to order a set of yoga mat samples that had the exact features we were looking for. It was that easy. Samples in hand, we needed to refine our product idea to make sure we were really hitting the pain points we’d identified. At that time, I’d done yoga maybe two or three times in my life, and I wasn’t nearly the right demographic for our mats anyway. That forced me to ask questions. We were targeting yoga-loving millennials, so I went where they often congregate: Starbucks. There, I did the kind of tough field work that really makes an entrepreneur sweat: asking young women questions over coffee. “Which yoga mat do you prefer? Why?” “What makes the difference between a bad yoga mat and a good one?” “What’s wrong with your current yoga mat?” “What do you think of this one? And what about this one?” Next, I headed over to local yoga studios to see how our samples stacked up against the strenuous demands of a yoga class. A few classes later, Sean and I had everything we needed to narrow down our product development. Armed with all our data, we went back to the manufacturers. From a couple yoga-clueless guys, we’d become knowledgeable enough to know not just what a good yoga mat looked like, but how it had to feel and perform. We knew what we needed our yoga mat to do. Now we just had to find the manufacturer to supply it.

Find Your Supplier I’ve come to trust and rely on suppliers from Alibaba.com, but I know it has its detractors. When it comes to user experience, the site is, frankly, a bit of a mess. There’s also a certain distance between you and the supplier that the more firm-handshake-loving, look-them-in-the-eye-while-you’re-negotiating types don’t like. These days, though, Alibaba has a lot of competition, so there are plenty of options out there if you want a different path to your product. You can search for wholesalers, manufacturing companies, or contract manufacturers for your chosen product and find any number of smaller companies you can contact personally to get that more direct experience. Or, if you’re feeling particularly old-fashioned, you can attend a trade show in the market you’re going into. Find out where the next event is, hop on a plane, and go speak to a room full of potential manufacturers in a new city. Some people even go so far as to fly to China to meet directly with manufacturers. I’ve never done that—and I never plan to do that—but plenty of my friends swear by it. Of these options, though, I’d still recommend starting on Alibaba or a similar site and ordering ready-made product samples. Something magical happens when you hold a product in your hand: You realize it’s real. While it may seem at the outset like the best way to make your perfect product is to go meet a contract manufacturer in person and get them to build your design from scratch, that option comes with a lot more risk: the risk of lost time. We’re talking about at least three months before you see your first prototype—more likely six, or even twelve. All of that and you won’t even know right away if the resulting prototype will be the one that will make your brand. That’s why I recommend you come up with the idea, get samples, and improve over time. Perfectionists hate the approach, but you can’t expect to make it to a million dollars in twelve months if it takes twelve months just to get a look at what you’re creating.

This book in being critical of capitalism as it currently works, is not rejecting it wholesale; it is calling for consequential reform. It is not saying private businesses and profits are bad; it is arguing for real value of emotional laborers to be recognized, so that fair profits can go to them too, it is arguing for an end to exploitative practices; it is arguing for bias- sensitive regulation, oversight, and nondiscriminatory worker rights, it is arguing for an end to abusive belief systems around women and minorities and their work.

AM: My father had arrived in New York all alone, from the middle of Poland, before his seventh birthday… He arrived in New York, his parents were too busy to pick him up at Castle Garden and sent his next eldest brother Abe, going on 10, to find him, get him through immigration and bring him home to Stanton Street and the tenement where in two rooms the eight of them lived and worked, sewing the great long, many-buttoned cloaks that were the fashion then. They sent him to school for about six months, figuring he had enough. He never learned how to spell, he never learned how to figure. Then he went right back into the shop. By the time he was 12 he was employing two other boys to sew sleeves on coats alongside him in some basement workshop. KM: He went on the road when he was about 16 I think… selling clothes at a wholesale level. AM: He ended up being the support of the entire family because he started the business in 1921 or something. The Miltex Coat Company, which turned out to be one of the largest manufacturers in this country. See we lived in Manhattan then, on 110th Street facing the Park. It was beautiful apartment up on the sixth floor. KM: We had a chauffeur driven car. The family was wealthy. AM: It was the twenties and I remember our mother and father going to a show every weekend. And coming back Sunday morning and she would be playing the sheet music of the musicals. JM: It was an arranged marriage. But a woman of her ability to be married off to a man who couldn’t read or write… I think Gussie taught him how to read and to sign his name. AM: She knew she was being wasted, I think. But she respected him a lot. And that made up for a little. Until he really crashed, economically. And then she got angry with him. First the chauffeur was let go, then the summer bungalow was discarded, the last of her jewellery had to be pawned or sold. And then another step down - the move to Brooklyn. Not just in the case of my father but every boy I knew. I used to pal around with half a dozen guys and all their fathers were simply blown out of the water. I could not avoid awareness of my mother’s anger at this waning of his powers. A certain sneering contempt for him that filtered through her voice. RM: So how did the way you saw your father change when he lost his money? AM: Terrible… pity for him. Because so much of his authority sprang from the fact that he was a very successful businessman. And he always knew what he as doing. And suddenly: nothin’. He didn’t know where he was. It was absolutely not his fault, it was the Great Crash of the ‘29, ‘30, ‘31 period. So from that I always, I think, contracted the idea that we’re very deeply immersed in political and economic life of the country, of the world. And that these forces end up in the bedroom and they end up in the father and son and father and daughter arrangements. In Death of a Salesman what I was interested in there was what his world and what his life had left him with. What that had done to him? Y’know a guy can’t make a living, he loses his dignity. He loses his male force. And so you tend to make up for it by telling him he's OK anyway. Or else you turn your back on him and leave. All of which helps create integrated plays, incidentally. Where you begin to look: well, its a personality here but what part is being played by impersonal forces?

But surely this kind of alchemy no longer works today? Well, have you ever eaten Chilean sea bass?* It is the product of a particular sort of alchemy, ‘The Alchemy of Semantics’. The $20 slice of fish that graces plates in high-end restaurants under the name ‘Chilean sea bass’ actually comes from a fish that for many years was known as the Patagonian toothfish. No one is going to pay $20 for a plate of Patagonian toothfish – call it Chilean sea bass, however, and the rules change. An American fish wholesaler called Lee Lentz had the idea, even though, strictly speaking, most of the catch doesn’t come from Chile and the toothfish isn’t even related to the bass.

The food industry is a complex, global network of diverse businesses that supplies most of the food consumed by the world's population. The industry has evolved to become highly diversified, with manufacturing ranging from small, traditional, family-run activities to large, capital-intensive and highly mechanized industrial processes . Food production and sale involve various stages, including agriculture, manufacturing, food processing, marketing, wholesale and food distribution, foodservice, grocery, farmers' markets, public markets, and other retailing. Additionally, there are areas of research such as food grading, food preservation, food rheology, food storage that deal with the quality and maintenance of quality

While I'm writing you I might mention the new novel I'm considering writing; it has to do with the phonograph record business, which I was involved with, at the retail end, for over seven years. I guess I'll make it a S-F novel, though, setting it in the future. My memory tapes (so to speak) have few if any gaps in them about my years in the record business, what with the rip-offs and payola. The small profits for the retailer, the huge chains that are wholesalers-retailers who crowd out the little guy. Provisionally, I will call the record company DOGSHIT RECORDS INC. (Or DRI, as they have now EMI, RCA, MCA, etc.) In my head I've blocked out the tory of an android who has an agent who is another android, but neither knows the other is an invader. (There is a sort of mutual surprise ending, but the main thing is to lay forth the inner workings of an industry for our readership, in a novel of the sort I tend to write and they tend to read.) The musical artist's agent is named (are you ready?) Skim Morewithit, and so forth. There are rip-offs of royalties, two sets of books, all the usual stuff you find today and yesterday in the record business. As to locale, I haven't decided. Maybe on Jupiter, because it will be a (ahem) heavy novel.

The challenges that cooperatives face in getting started are not simply the result of inertia or a lack of familiarity with the cooperative model—they reflect some inherent challenges faced by worker-owned businesses.[76] As a result, they do not represent a viable wholesale alternative to the conventional shareholder-owned firm, despite their many advantages.

We Are Top E Rickshaw Manufacturer in India Prominent & Leading Wholesaler from Muzaffarnagar, We offer E Rickshaw Loader, Sargam E Ride E Rickshaw and E Rickshaw Cargo.

In the course of the 1960s, the left adopted almost wholesale the arguments of the right,” observed Daniel Patrick Moynihan, a domestic policy adviser to all three of the decade’s presidents. “This was not a rude act of usurpation, but rather a symmetrical, almost elegant, process of transfer.” Exaggerating for effect—but not to the point of inaccuracy—Moynihan remembered that by decade’s end, “an advanced student at an elite eastern college could be depended on to avow many of the more striking views of the Liberty League and its equivalents in the hate-Roosevelt era; for example that the growth of federal power was the greatest threat to democracy, that foreign entanglements were the work of demented plutocrats, that government snooping (by the Social Security Administration or the United States Continental Army Command) was destroying freedom, that the largest number of functions should be entrusted to the smallest jurisdictions, and so across the spectrum of this viewpoint.”2 Driven primarily by the expanding war in Vietnam, this new current on the left took up individualistic and anti-statist themes that were once the province of the right. Another part of this convergence was the rise of the economics profession. The new economics appeared a success on its own terms; growth had picked up across the Kennedy years. By 1965, GNP had increased for five straight years. Unemployment was down to 4.9 percent, and would soon drop below the 4 percent goal of full employment. As James Tobin reflected, “economists were riding the crest of a wave of enthusiasm and self-confidence. They seemed, after all, to have some tools of analysis and policy other people didn’t have, and their policy seemed to be working.”3 With institutional economics a vanquished force, most economists accepted the tenets of the neoclassical revolution: individuals making rational choices subject to the incentives created by supply and demand. Approaching policy with an economic lens cut across established political lines, which were often the creation of brokered coalitions, habit, or historical precedent. Economic analysis was at once disruptive, since it failed to honor these accidental accretions, and familiar, since it spoke a market language resonant with business-friendly political culture.4 Amid this ideological confluence, Friedman continued his dour rumblings and warnings. Ignoring the positive trends in basic indicators of economic health, from inflation to unemployment to GDP, he argued fiscal demand management was misguided, warned Bretton Woods was about to collapse, predicted imminent inflation, and castigated the Federal Reserve’s basic approach. Friedman’s quixotic quest—and the media attention it generated—infuriated many of his peers. Friedman, it seemed, was bent on fixing economic theories and institutions that were not broken.

When we use concepts such as the commodification of labor power and the real subsumption of the labor and production process by capital it is with respect to the wholesale transformation of socioeconomic relations that the foregoing entails. The commodification of labor power involves the effective separation of the direct producers from the means of production and livelihood. These means of production are then concentrated in agriculture in the hands of landlords and capitalist farmers and in industry in the hands of the industrial capitalist class. The working class, whether in agriculture or in industry, gains access to the product of their necessary labor only indirectly through the wages they receive. They must then purchase the full spectrum of goods required to sustain their livelihood, and reproduction as a class, in the impersonal cash nexus of the capitalist market. The capitalist market itself is populated by small independent businesses across a division of labor in producer goods, consumer goods and agricultural. The rise of the mechanized cotton industry in Britain thus heralds the first historical embodiment of paradigmatic industrial capital.

- So what do you want me to do, Adam? I cannot be everywhere at the same time. I already have to be in three places at once, not just two. My Spanish is much better than it was half a year ago, but I am not native, Adam - I am not Catalan, I am not Spanish. - Alright, alright, alright. Jesus. - What do you mean, Boss Jesus? I am Tomas, the king of the Goys, not the Jews. - HAHAHA. Get serious now. This costs me money. - You’re kidding. You don’t even pay me a salary and my girlfriend is crazy about it. How do you want me to make over 10,000 Euros in net traffic a month if you are sending me to the same Estanco stores that never order and barely have any traffic, just wasting my time, Adam? - Mario made a lot of business with Estancos. - Bullshit, Boss. Mario, Mister Jerk Twister made monkey-business with a handful of Estancos. He sold a set of twelve crumble-cards with a free display in 2012 Spring and he never showed up again, they said. Was he even in Spain, Adam? - That’s not the point. - OK. So what is the point? - Mario made a lot of business. - Would you like to show me the total sum of wholesale figures Mario allegedly made in 2012, Boss? - No. - Because Mario didn’t make 10 000 Euros traffic in an entire year, Boss. Monkey-business. - You are spending 140 Euros on these two kids for the two catalogs and wasting time here with Rachel. - So do you want Rachel to stay here all night to laminate all this by herself, or may I help her so that we can give the catalogs to the two kids and we at least triple our potential tomorrow, so they can do sales, Adam, so they could go and visit all the Estancos as you wish? - Yeah, sure. - Thank you. Adam the tiny Estancos are seasonal and some of them don’t even keep our kinds of products they rely soley on tobacco sales, elder Catalan people. Clubs are opening at every corner, Adam and they need us to supply them with products. They won’t be so seasonal, they cannot rely on the tourism by law they cannot register walk-ins. - Cccc. They register anyone, what are you talking about? - No. Which club? - Club Alfalfa. The custom card client, Mario and Tom made in 2012. - Yeah, the marijuana club where there were two Police razzias both found cocaine twice behind the booth, so far. - But they are open again. Selling weed. - For how long Adam? How many times can they re-open after the Police had shut the club down twice already because of cocaine? How many members or employees they arrested, Adam? Would you bail me out if I go inside the wrong door one day, representing you?

Promotion stocks came to the retailer ahead of the rest of the market. Also, they usually got an extra lot even after the end of the promotion Newly launched products came to the retailer first. The customers got more choice, faster, leading to favourable word-of-mouth publicity Local display and consumer sampling budgets were always directed liberally at the retailer Vendors ensured that no slow moving inventory was stuck in the retailer’s stores; they wanted nothing to choke the pipeline The retailer also received the best in-class margin from the distributor If some items were in short supply, the vendor would ensure the retailer was the last one to go out of stock In effect, the consumers found more products, fresher stocks and more promotions in the retailer’s stores compared to the general market. This wasn’t something actively created by either the vendors or the retailer, but was a byproduct of good trading practices. Just one move based on a trading community insight— everyone has less money in the bank than needed — hurled the retailer into a virtuous growth cycle, with all the vendors pushing in one direction, with them. Most people in the business would not give a second look at changing these trading practices. If the payment norm is eight days why modify it? Surely the wholesalers, too, know what they’re letting themselves in for? And the vast volumes offered by organised retail should offset the stress of extending credit. Isn’t that how it works? One retailer managed to peep behind the curtain of wholesaler business practices and understood what a boon more money in the bank was to the trade. And look at the gains they reaped for this seemingly insignificant insight!

He had a son-in-law named Ed MacLuckie who was looking for a job and who had expressed a liking for the food service business. Ed was working a wholesale hardware territory over in Michigan at the time and it was not going well. So I talked to him. He was one of these whip-lean, nervous types who are often very fussy and fastidious and have great endurance. Just the kind of qualifications I was looking for, so I hired him as a manager of my first store. Art Bender, the McDonald brothers’ manager, came to Des Plaines and helped Ed and me open that store on April 15, 1955.

Mexico is a particularly striking example of the failure of premature wholesale trade liberalization, but there are other examples. In Ivory Coast, following tariff cuts of 40% in 1986, the chemical, textile, shoe and automobile industries virtually collapsed. Unemployment soared. In Zimbabwe, following trade liberalization in 1990, the unemployment rate jumped from 10% to 20%. It had been hoped that the capital and labour resources released from the enterprises that went bankrupt due to trade liberalization would be absorbed by new businesses. This simply did not happen on a sufficient scale. It is not surprising that growth evaporated and unemployment soared.

How can a man be still if he sees such a great wrong being instigated?' 'It's difficult, but it's necessary,' Professor While insisted. 'Science must go on unhindered, and if we bring politics into our work we will cease to be scientists.' 'Will we cease being human?' MacGregor demanded with the rudeness of justifying himself. 'Should we hand over our affairs to men we despise?' 'I suppose that is unanswerable.' Professor White was an deep into it now as MacGregor. 'But when we dabble in politics we suffer what you are suffering now, and it isn't worth it. Is it?' 'I don't know,' MacGregor said morosely. 'Then why destroy yourself?' 'I don't believe a man has much choice any more,' MacGregor said. 'There seems to be some kind of a battle going on for any existence, science and all.' 'You may be right,' the Professor said. 'We are certainly facing a situation of terrible choice. Only yesterday the physicist chaps back from America brought in a petition to sign against control and secrecy of information and research in nuclear physics. Once they start on this secrecy business there is no telling where it will end. It was bad enough when we were working at Tennessee. We cannot have those ignorant politicians telling us what we must do.' 'They are already telling us what we must do,' MacGregor argued. 'The military control so much research that the phyusicist are becoming straight-out weapon makers and nothing else.' 'It's not the physicists' fault...' 'Then why don't they stop working for the military. Now they are talking about radio-active dust clouds and the biologists are producing concentrates of bacteria for wholesale disease-making. What's the matter with them? Have the Generals got them so scared that they meekly do as they are told?' 'Weapons are a part of life,' the Professor commented sadly, 'and since the politicians refuse to be peaceful, at least they ask for weapons and give us a chance we would not otherwise have of making enormous strides in costly research.' 'Perhaps. But don't we care how the products of our research are used?' 'You are looking for logic where there isn't any,' the Professor said. 'It isn't science which shapes the world, young man.' 'No sir, but we are part of it.' 'Really a very small part of it. The ultimate decision on human affairs lies outside science. We may be part of it, but if you are looking for the deciding factor in the shape of existence then I don't know where you'll find it.

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive.

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive. At the time, the Federal Housing Administration and Veterans Administration not only refused to insure mortgages for African Americans in designated white neighborhoods like Ladera; they also would not insure mortgages for whites in a neighborhood where African Americans were present. So once East Palo Alto was integrated, whites wanting to move into the area could no longer obtain government-insured mortgages. State-regulated insurance companies, like the Equitable Life Insurance Company and the Prudential Life Insurance Company, also declared that their policy was not to issue mortgages to whites in integrated neighborhoods. State insurance regulators had no objection to this stance. The Bank of America and other leading California banks had similar policies, also with the consent of federal banking regulators. Within six years the population of East Palo Alto was 82 percent black. Conditions deteriorated as African Americans who had been excluded from other neighborhoods doubled up in single-family homes. Their East Palo Alto houses had been priced so much higher than similar properties for whites that the owners had difficulty making payments without additional rental income. Federal and state hosing policy had created a slum in East Palo Alto. With the increased density of the area, the school district could no longer accommodate all Palo Alto students, so in 1958 it proposed to create a second high school to accommodate teh expanding student population. The district decided to construct the new school in the heart of what had become the East Palo Alto ghetto, so black students in Palo Alto's existing integrated building would have to withdraw, creating a segregated African American school in the eastern section and a white one to the west. the board ignored pleas of African American and liberal white activists that it draw an east-west school boundary to establish two integrated secondary schools. In ways like these, federal, state, and local governments purposely created segregation in every metropolitan area of the nation.

What problem are you solving for your customer? Does your business solve some unmet need? How much competition is there in your market? How will your business be different? Will you sell wholesale, retail, or both? Will your business be bricks and mortar, virtual, or both? Are you selling a product or a service or both? Will you need a foreign manufacturing partner?

Owing to this world-class cost structure and disciplined pricing policy, the Lee Group’s flip-flop business is thriving. A couple of years ago, it was paid the ultimate compliment when Walmart, the world’s largest retailer, came calling. Walmart wanted to know whether the Lee Group would consider becoming its flip-flop supplier. The Lee Group said no. The company has long sold all its flip-flops at its factory gates to local wholesalers, who take the shoes to every corner of Nigeria and into surrounding countries in West Africa. It has never had any trouble selling its entire output and didn’t see the point of disappointing long-standing distributors in order to serve Walmart. It didn’t need the business of the largest retailer in the world because it had found a more efficient production model to serve an even more price-conscious consumer. In some sense, it had outWalmarted Walmart.

Berkshire Hathaway Public Holdings April 4, 2012 Company Holding Value Stake The Coca-Cola Company (KO) $14.69 billion 8.8% International Business Machines (IBM) $13.17 billion 5.4% Wells Fargo (WFC) $12.99 billion 13.0% American Express (AXP) $8.69 billion 2.8% Proctor & Gamble $5.16 billion 2.8% Kraft Foods $3.32 billion 4.9% Wal-Mart Stores $2.36 billion 1.1% ConocoPhillips $2.22 billion 2.3% U.S. Bancorp $2.16 billion 2.3% Johnson & Johnson $1.90 billion 1.1% Moody’s Corp $1.20 billion 12.8% DIRECTV $995 million 2.9% Washington Post Co. $645 million 22.4% M&T Bank Corp $465 million 4.3% Costco Wholesale Corp $386 million 1.0% Visa Inc. $341 million 0.35% Intel Corp. $321 million 0.23% CVS Caremark $315 million 0.55% USG Corp $283 million 16.2% General Dynamics $281 million 1.1% DaVita Inc. $233 million 2.9% Dollar General $210 million 1.3% Torchmark $208 million 4.2% MasterCard Inc. $174 million 0.3% Verisk Analytics $162 million 1.9% General Electric $153 million 0.07% Sanofi SA $153 million 0.15% Liberty Media $149 million 1.4% United Parcel Service $114 million 0.15% GlaxoSmithKline $68 million 0.06% Bank of New York Mellon $43 million 0.15% Ingersoll Rand $26 million 0.2% Gannett $26 million 0.73% Source: CNBC, Warren Buffet Watch.

That a chunk of code written by one person in six weeks could summarize the state of the world was revolutionary. To Google, it was another step toward its stated goal of making the company “an institution that makes the world a better place.” But others in the news business begged to differ. “There are those who think they have a right to take our news content and use it for their own purposes without contributing a penny to its production,” said then News Corp. chairman and CEO Rupert Murdoch. “Their almost wholesale misappropriation of our stories is not fair use. To be impolite, it’s theft.

In a recession, when our wholesale sales are down, our direct sales channels do well because there is no lessened demand for our goods from our loyal customers. In the past, recessions have hurt our competitors and driven customers to us because people became less frivolous in their purchases. They didn’t mind paying more for goods that won’t go out of style and are of such quality that they will last a long time.

In times of economic crisis such as the Great Depression of 1929-38, government dumped millions into the economy to save it from its self-engendered, speculation-mad insolvency. In a word, business adventured, speculated, falsified, and corrupted while the going was good. When the profits were squeezed out of an area business pocketed its gains and moved on to greener pastures, leaving the government to foot the bill. Muckrakers at the turn of the century described the putrid mess of waste, corruption, pillaging of public property, wholesale destruction, and mass murder that resulted from the greed and mad adventurism of private enterprise on-the-make. ….this era of self-criticism was cut short by the 1914-1918 war. When the war ended in Novermber, 1918, veterans returning from Europe eagerly joined hands with corporate wealth and slum gangsterism to drive socialists from office and restore the rat race for wealth and power which had occupied the half century between 1865 and 1915…

Seven hundred chipmunks don't make a lion. You can never build an excellent practice by trying to effect mass religious conversions among the chipmunks. Excellence may be the ultimate liberation, but it limits you to expending your efforts in search of like-minded excellence. Knowing this, and accepting it as a governing reality of your work, is actually the beginning of a business plan. It tells you to forget about 'market share,' and about the percentage of advisors in your territory who are doing business with you, which are the pure essence of chipmunk statistics.... There are, in your territory, a hundred lifers who can become your partners.... One can only help people who believe they can be helped. Seeing is believing, yes, but it's also true that believing is seeing. A true lifer's clients are happy with him, his advice and his service because if they're not, he shows them the door.... Disciplined diversification is the incredibly courageous decision to forego any chance of making a killing, in exchange for the lif-saving blessing of never getting killed.... Act as if. Fake it 'til you make it. Even if you fear you're not a peer yet, do what a peer does, and keep doing it until you're accepted as a peer.... Confucius said, "It matters not how slowly you go, it matters only that you do not stop."... Mark Twain said that a cat, having once walked on a hot stove, would never walk on a hot stove again... nor on a cold stove. [That's how you get people to overcome regret-based fear.]

Realizing that their best opportunities existed in wholesale distribution, the leaders proved themselves adept time and again at letting go and discarding companies and business units that no longer fit the strategic direction of the firm.

The God whom science recognizes must be a God of universal laws exclusively, a God who does a wholesale, not a retail business.

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