A Quote by Charlie Brooker
If I ran a national burger franchise - which I don't - I'd make it a rule that no two customers can be greeted with precisely the same words and that every third customer must be grossly insulted as a matter of course. Just to keep the atmosphere nice and lively. And to keep the staff laughing.
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We are putting a lot of investments behind building customer loyalty. We need to make sure we keep investing in the right tech that will help customers. If we keep doing that well, we will keep progressing.
Heinlein's Rules for Writers Rule One: You Must Write Rule Two: Finish What Your Start Rule Three: You Must Refrain From Rewriting, Except to Editorial Order Rule Four: You Must Put Your Story on the Market Rule Five: You Must Keep it on the Market until it has Sold
To keep the fire burning brightly there's one easy rule: Keep the two logs together, near enough to keep each other warm and far enough apart - about a finger's breadth - for breathing room. Good fire, good marriage, same rule.
"Nasty Man" isn't a laughing matter, but you have to laugh anyway. The song, itself, becomes something of a laughing matter because we'd go crazy if we didn't keep laughing.
The purpose of a business is to get and keep a customer. Without customers, no amount of engineering wizardry, clever financing, or operations expertise can keep a company going.
The charge of being ambiguous and indefinite may be brought against every human composition, and necessarily arises from the imperfection of language. Perhaps no two men will express the same sentiment in the same manner and by the same words; neither do they connect precisely the same ideas with the same words.
My advice is precisely the advice my mother gave me. If you believe you have talent, the next thing you must have is determination. If you keep working, keep striving, and try always to move forward a little bit with every job you do, you'll eventually make it. And I believe that!
Power and those in control concede nothing ... without a demand. Hey never have and never will... Each and every one of us must keep demanding, must keep fighting, must keep thundering, must keep plowing, must keep on keeping things struggling, must speak out and speak up until justice is served because where there is no justice there is no peace.
I am burger obsessed and I love playing with the idea of what a burger can be for people. I make burgers out of everything from grains to seafood to, of course, browned meats of every kind. What I love about the burger is it makes food accessible and fun for everyone.
I have a sense of respect: respect for my suppliers, respect for the staff, respect for the customer - as long as they respect us. When we have a customer who is playing a provocative, disrespectful game, then we just prefer to just throw him out, rather than deal with it. Some people, sometimes, are unhappy themselves. And that can really create a frustrating performance to us and to the staff and all that. I don't throw customers out as much as I used to. In the old days, "You don't like it? Get out!" I'm much nicer now.
We have to make sure as a staff, and I have to make sure as the staff learns, that we just really keep it simple. We get good at the fundamentals. And then, as we perfect that part of the game, now we can add on.
Every sinner must be quickened by the same life, made obedient to the same gospel, washed in the same blood, clothed in the same righteousness, filled with the same divine energy, and eventually taken up to the same heaven, and yet in the conversion of no two sinners will you find matters precisely the same.
We must not pull away from our children. We must keep trying, keep reaching, keep praying, keep listening. We must keep them within the clasp of our arms.
I just kind of keep doing what I'm doing, keep plugging away, kind of hide behind closed doors sometimes, which is nice, kind of the way I'd like to keep it.
The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.
We must think things not words, or at least we must constantly translate our words into the facts for which they stand, if we are to keep to the real and the true.
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