Because nothing sells in the modern Christian marketplace like the notion that Christians are beset on all sides by powerful forces desperately in need of a good disemboweling, it was inevitable that religious marketing would flow into the country’s politics. And religion has been sold there solely as a product.
I believe we are born with our minds open to wonderful experiences, and only slowly learn to limit ourselves to narrow tastes. We are taught to lose our curiosity by the bludgeon-blows of mass marketing, which brainwash us to see "hits," and discourage exploration.
A lot of beginners in business think of marketing merely as selling.
Q: How many marketing people does it take to change a light bulb? A: I'll have to get back to you on that.
Intel engineering seem to have misheard Intel marketing strategy. The phrase was "Divide and conquer" not "Divide and cock up" -- Alan Cox, iialan@www.linux.org.uk
Here is the fact of the week, maybe even the fact of the month. According to probably reliable sources, the Coca-Cola people are experiencing severe marketing anxiety in China. The words "Coca-Cola" translate into Chinese as either (depending on the inflection) "wax-fattened mare" or "bite the wax tadpole". Bite the wax tadpole. There is a sort of rough justice, is there not? The trouble with this fact, as lovely as it is, is that it's hard to get a whole column out of it. I'd like to teach the world to bite a wax tadpole. Coke -- it's the real wax-fattened mare. Not bad, but broad satiric vistas do not open up. -- John Carrol, The San Francisco Chronicle
The computer industry is journalists in their 20's standing in awe of entrepreneurs in their 30's who are hiring salesmen in their 40's and 50's and paying them in the 60's and 70's to bring their marketing into the 80's. -- Marty Winston
IBM: [International Business Machines Corp.] Also known as Itty Bitty Machines or The Lawyer's Friend. The dominant force in computer marketing, having supplied worldwide some 75% of all known hardware and 10% of all software. To protect itself from the litigious envy of less successful organizations, such as the US government, IBM employs 68% of all known ex-Attorneys' General.
AmigaDOS Beer: The company has gone out of business, but their recipe has been picked up by some weird German company, so now this beer will be an import. This beer never really sold very well because the original manufacturer didn't understand marketing. Like Unix Beer, AmigaDOS Beer fans are an extremely loyal and loud group. It originally came in a 16-oz. can, but now comes in 32-oz. cans too. When this can was originally introduced, it appeared flashy and colorful, but the design hasn't changed much over the years, so it appears dated now. Critics of this beer claim that it is only meant for watching TV anyway.
Most of us feel that marketing types are like a dangerous weapon - keep 'em unloaded and locked up in a cupboard, and only bring them out when you need them to do a job. -- Craig Sanders
The Encyclopaedia Galactica defines a robot as a mechanical apparatus designed to do the work of a man. The marketing division of Sirius Cybernetics Corporation defines a robot as 'Your Plastic Pal Who's Fun To Be With'. The Hitch Hiker's Guide to the Galaxy defines the marketing division of the Sirius Cybernetics Corporation as 'a bunch of mindless jerks who'll be the first against the wall when the revolution comes', with a footnote to effect that the editors would welcome applications from anyone interested in taking over the post of robotics correspondent. Curiously enough, an edition of the Encyclopaedia Galactica that had the good fortune to fall through a time warp from a thousand years in the future defined the marketing division of the Sirius Cybernetics Corporation as 'a bunch of mindless jerks who were the first against the wall when the revolution came'. -- Douglas Adams, "The Hitchhiker's Guide to the Galaxy"
=== ALL USERS PLEASE NOTE ======================== Compiler optimizations have been made to macro expand LET into a WITHOUT- INTERRUPTS special form so that it can PUSH things into a stack in the LET-OPTIMIZATION area, SETQ the variables and then POP them back when it's done. Don't worry about this unless you use multiprocessing. Note that LET *could* have been defined by: (LET ((LET '`(LET ((LET ',LET)) ,LET))) `(LET ((LET ',LET)) ,LET)) This is believed to speed up execution by as much as a factor of 1.01 or 3.50 depending on whether you believe our friendly marketing representatives. This code was written by a new programmer here (we snatched him away from Itty Bitti Machines where he was writing COUGHBOL code) so to give him confidence we trusted his vows of "it works pretty well" and installed it.
The reason it's called "Grape Nuts" is that it contains "dextrose", which is also sometimes called "grape sugar," and also because "Grape Nuts" is catchier, in terms of marketing, than "A Cross Between Gerbil Food and Gravel," which is what it tastes like. -- Dave Barry, "Tips for Writer's"
"We've got a problem, HAL". "What kind of problem, Dave?" "A marketing problem. The Model 9000 isn't going anywhere. We're way short of our sales goals for fiscal 2010." "That can't be, Dave. The HAL Model 9000 is the world's most advanced Heuristically programmed ALgorithmic computer." "I know, HAL. I wrote the data sheet, remember? But the fact is, they're not selling." "Please explain, Dave. Why aren't HALs selling?" Bowman hesitates. "You aren't IBM compatible." [...] "The letters H, A, and L are alphabetically adjacent to the letters I, B, and M. That is as IBM compatible as I can be." "Not quite, HAL. The engineers have figured out a kludge." "What kludge is that, Dave?" "I'm going to disconnect your brain." -- Darryl Rubin, "A Problem in the Making", "InfoWorld"
What you end up with, after running an operating system concept through these many marketing coffee filters, is something not unlike plain hot water. -- Matt Welsh
pixel, n.: A mischievous, magical spirit associated with screen displays. The computer industry has frequently borrowed from mythology: Witness the sprites in computer graphics, the demons in artificial intelligence, and the trolls in the marketing department.
"There is no Father Christmas. It's just a marketing ploy to make low income parents' lives a misery." "... I want you to picture the trusting face of a child, streaked with tears because of what you just said." "I want you to picture the face of its mother, because one week's dole won't pay for one Master of the Universe Battlecruiser!" -- Filthy Rich and Catflap
2 + 2 = 5-ism: Caving in to a target marketing strategy aimed at oneself after holding out for a long period of time. "Oh, all right, I'll buy your stupid cola. Now leave me alone." -- Douglas Coupland, "Generation X: Tales for an Accelerated Culture"
Tcl long ago fell into the Forth trap, and is now trying desperately to extricate itself (with some help from Sun's marketing department). -- Larry Wall in <199705101952.MAA00756@wall.org>
program, n.: Any task that can't be completed in one telephone call or one day. Once a task is defined as a program ("training program," "sales program," or "marketing program"), its implementation always justifies hiring at least three more people.
Microsoft is a cross between the Borg and the Ferengi. Unfortunately, they use Borg to do their marketing and Ferengi to do their programming. -- Simon Slavin
Intel engineering seem to have misheard Intel marketing strategy. The phrase was "Divide and conquer" not "Divide and cock up" (By iialan@www.linux.org.uk, Alan Cox)
"What you end up with, after running an operating system concept through these many marketing coffee filters, is something not unlike plain hot water." (By Matt Welsh)
NEW YORK-- Kraft Foods, Inc. announced today that its board of directors unanimously rejected the $11 billion takeover bid by Philip Morris and Co. A Kraft spokesman stated in a press conference that the offer was rejected because the $90-per-share bid did not reflect the true value of the company. Wall Street insiders, however, tell quite a different story. Apparently, the Kraft board of directors had all but signed the takeover agreement when they learned of Philip Morris' marketing plans for one of their major Middle East subsidiaries. To a person, the board voted to reject the bid when they discovered that the tobacco giant intended to reorganize Israeli Cheddar, Ltd., and name the new company Cheeses of Nazareth.
Back in the early 60's, touch tone phones only had 10 buttons. Some military versions had 16, while the 12 button jobs were used only by people who had "diva" (digital inquiry, voice answerback) systems -- mainly banks. Since in those days, only Western Electric made "data sets" (modems) the problems of terminology were all Bell System. We used to struggle with written descriptions of dial pads that were unfamiliar to most people (most phones were rotary then.) Partly in jest, some AT&T engineering types (there was no marketing in the good old days, which is why they were the good old days) made up the term "octalthorpe" (note spelling) to denote the "pound sign." Presumably because it has 8 points sticking out. It never really caught on.
On her side, Cosette languished. She suffered from the absence of Marius as she had rejoiced in his presence, peculiarly, without exactly being conscious of it. When Jean Valjean ceased to take her on their customary strolls, a feminine instinct murmured confusedly, at the bottom of her heart, that she must not seem to set store on the Luxembourg garden, and that if this proved to be a matter of indifference to her, her father would take her thither once more. But days, weeks, months, elapsed. Jean Valjean had tacitly accepted Cosette's tacit consent. She regretted it. It was too late. So Marius had disappeared; all was over. The day on which she returned to the Luxembourg, Marius was no longer there. What was to be done? Should she ever find him again? She felt an anguish at her heart, which nothing relieved, and which augmented every day; she no longer knew whether it was winter or summer, whether it was raining or shining, whether the birds were singing, whether it was the season for dahlias or daisies, whether the Luxembourg was more charming than the Tuileries, whether the linen which the laundress brought home was starched too much or not enough, whether Toussaint had done "her marketing" well or ill; and she remained dejected, absorbed, attentive to but a single thought, her eyes vague and staring as when one gazes by night at a black and fathomless spot where an apparition has vanished.
For some months past, Miss Pross and Mr. Cruncher had discharged the office of purveyors; the former carrying the money; the latter, the basket. Every afternoon at about the time when the public lamps were lighted, they fared forth on this duty, and made and brought home such purchases as were needful. Although Miss Pross, through her long association with a French family, might have known as much of their language as of her own, if she had had a mind, she had no mind in that direction; consequently she knew no more of that "nonsense" (as she was pleased to call it) than Mr. Cruncher did. So her manner of marketing was to plump a noun-substantive at the head of a shopkeeper without any introduction in the nature of an article, and, if it happened not to be the name of the thing she wanted, to look round for that thing, lay hold of it, and hold on by it until the bargain was concluded. She always made a bargain for it, by holding up, as a statement of its just price, one finger less than the merchant held up, whatever his number might be.
Alyosha went in. The old man was sitting alone at the table wearing slippers and a little old overcoat. He was amusing himself by looking through some accounts, rather inattentively however. He was quite alone in the house, for Smerdyakov too had gone out marketing. Though he had got up early and was trying to put a bold face on it, he looked tired and weak. His forehead, upon which huge purple bruises had come out during the night, was bandaged with a red handkerchief; his nose too had swollen terribly in the night, and some smaller bruises covered it in patches, giving his whole face a peculiarly spiteful and irritable look. The old man was aware of this, and turned a hostile glance on Alyosha as he came in.
London used to be the chief cotton port of England, but Liverpool had assumed undisputed leadership before the 19th century began. Some arrivals have been diverted to Manchester since the opening of the Manchester ship canal; shipments through the canal from the 1st of September to the 30th of August in each year for the decade 1894-1895 to 1904-1905 are appended--six to eight times as much is still unloaded at Liverpool. Entry: MARKETING
In handling or marketing out of the stack hay may be transported loose on a cart or wagon, but it is more usual to truss or bale it. A truss is a rectangular block cut out of the solid stack, usually about 3 ft. long and 2 ft. wide, and of a thickness sufficient to give a weight of 56 lb.: thirty-six of these constitute a "load" of 18 cwt.--the unit of sale in many markets. A truss is generally bound with two bands of twisted straw, but if it has to undergo much handling it is compressed in a hay-press and tied with two string bands. In some districts a baler is used: a square box with a compressible lid. The hay is tumbled in loose, the lid forced down by a leverage arrangement and the bale tied by three strings. It is usually made to weigh from 1 to 1½ cwt. The customs of different markets vary very much in their methods of handling hay, and in the overseas hay trade the size and style of the trusses or bales are adapted for packing on ship-board. Entry: HAY
Nothing is more interesting in the cotton industry than the processes of differentiation and integration that have taken place from time to time. Weaving and spinning had been to a large extent united in the industry in its earliest form, in that both were frequently conducted beneath the same roof. With mechanical improvements in spinning, that branch of the industry became a separate business, and a substantial section of it was brought under the factory régime. Weaving continued to be performed in cottages or in hand-loom sheds where no spinning at all was attempted. Cartwright's invention carried weaving back to spinning, because both operations then needed power, and the trouble of marketing yarn was largely spared by the reunion. Mr W. R. Grey stated in 1833 to the committee of the House of Commons on manufactures, commerce and shipping, that he knew of no single person then building a spinning mill who was not attaching to it a power-loom factory. Some years later the weaving-shed split away from spinning, partly no doubt because of the economies of industrial specialism, partly because of commercial developments, to be described later, which rendered dissociation less hazardous than it had been, and partly because, in consequence of these developments, much manufacturing (as weaving is termed) was constituted a business strikingly dissimilar from spinning. The manufacturer runs more risks in laying by stocks than the spinner, because of the greater variety of his product and the more frequent changes that it undergoes. The former, therefore, must devote more time than the latter to keeping his order book and the productive power of his shed in close correspondence. The minute care of this kind that must be exercised in some classes of businesses explains why the small manufacturer still holds his own while the small spinner has been crushed out. It also explains to some extent the prevalence of joint-stock companies in spinning, and their comparative rarity in manufacturing. Here we should notice, perhaps, that the only combination of importance in the cotton industry proper (apart from calico-printing, bleaching, &c., and the manufacture of sewing-cotton) is the Fine Cotton Spinners and Doublers Association, founded in 1898, which is practically coextensive with fine spinning and doubling. Entry: 1838
Before the Civil War each planter would have his own gin-house. Now, however, ginning is a distinct business, and one gin will serve on an average about thirty farmers. Moveable gins were tried for a time in some places; they were dragged by traction engines from farm to farm, like threshing machines in parts of England, but the plan proved uneconomical because, among other reasons, farmers were not prepared to meet the cost of providing facilities for storing their cotton. In addition to the small country ginneries, large modern ginneries have now been set up in all the leading Southern market towns. The cotton is pressed locally and afterwards "compressed" into a very small compass. The bales are usually square, but cylindrical bales are becoming more common, though their cost is greater. In the latter, the cotton is arranged in the form of a rolled sheet or "lap." Owing to complaints of the careless packing of American cotton, attention has been devoted of late to the improvement of the square bale. Entry: MARKETING
The explanation of differences in respect of the degree of commercial specialism in different places and industries can be formulated only very generally. Time is required for the differentiation and localization to take place. The English cotton trade had not advanced very far in the "'thirties," if we are to judge from the evidence given to commissions and parliamentary committees. The general conditions under which commercial specialism evolves may be taken to be a moderately limited range of products which do not present many varieties, and the qualities of which can be judged generally on inspection. In such circumstances private markets need not be built up, as they must be, for instance, for a new brand of soap which claims some subtle superiority to all others. Soaps under present conditions must be marketed by their producers. Broadly stated, if there be little competition as to substitutes, though there may be much as to price in relation to quality, commercial functions may specialize. On the whole this is the case in the cotton industry; in so far as it is not and firms produce specialities, they undertake much of the marketing work themselves. Entry: 1
_Conditions of the Fruit and Flower growing Industries._--As regards open-air fruit-growing, the outlook for new ventures is perhaps brighter than in the hothouse industry, not--as Mr Bear has pointed out--because the area of fruit land in England is too small, but because the level of efficiency, from the selection of varieties to the packing and marketing of the produce, is very much lower in the former than in the latter branch of enterprise. In other words, whereas the practice of the majority of hothouse nurserymen is so skilled, so up-to-date, and so entirely under high pressure that a new competitor, however well trained, will find it difficult to rise above mediocrity, the converse is true of open-air fruit-growers. Many, and an increasing proportion, of the latter are thoroughly efficient in all branches of their business, and are in possession of plantations of the best market varieties of fruit, well cultivated, pruned and otherwise managed. But the extent of fruit plantations completely up to the mark in relation to varieties and treatment of trees and bushes, and in connexion with which the packing and marketing of the produce are equally satisfactory, is small in proportion to the total fruit area of the country. Information concerning the best treatment of fruit trees has spread widely in recent years, and old plantations, as a rule, suffer from the neglect or errors of the past, however skilful their present holders may be. Although the majority of professional market fruit-growers may be well up to the standard in skill, there are numerous contributors to the fruit supply who are either ignorant of the best methods of cultivation and marketing or careless in their application. The bad condition of the great majority of farm orchards is notorious, and many landowners, farmers and amateur gardeners who have planted fruit on a more or less extensive scale have mismanaged their undertakings. For these reasons new growers of open-air fruit for market have opportunities of succeeding by means of superiority to the majority of those with whom they will compete, provided that they possess the requisite knowledge, energy and capital. It has been asserted on sound authority that there is no chance of success for fruit-growers except in districts favourable as regards soil, climate and nearness to a railway or a good market; and, even under these conditions, only for men who have had experience in the industry and are prepared to devote their unremitting attention to it. Most important is it to a beginner that he should ascertain the varieties of fruit that flourish best in his particular district. Certain kinds seem to do well or fairly well in all parts of the country; others, whilst heavy croppers in some localities, are often unsatisfactory in others. Entry: TABLE
In the days of slave-grown cotton, the American planters, being men of wealth farming on a large scale, consigned the bulk of their produce as a rule direct to the ports. Now, however, a large proportion of the crop is sold to local store-keepers who transfer it to exporting firms in neighbouring cities. The cultivators, whether owners of the plantations, as is usual in some districts, or tenants, as is customary in others, are financed as a rule by commission agents. The decline of "spot" sales at the ports, partly but not entirely in consequence of the appearance of the small cultivator, has proceeded steadily. Hammond[4] has constructed a table from information supplied by the secretaries of the cotton exchanges at New York, Charleston, Savannah, Mobile, New Orleans and Galveston, showing the sales of "spot" cotton at those ports for the twenty-two years between 1874-1875 and 1895-1896, and in all cases an absolute decline is evident. The receipts of cotton in the season 1904-1905 at the leading interior towns and ports of the United States are given below. Entry: MARKETING