A Quote by Ken Hakuta
I want the Wallwalker in the back of consumers' minds, but not actively thought about. When it returns, they'll react, 'Oh, there they are!' and they'll buy them again as impulse items.
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Generally, successful fads have some kind of play value, like the Frisbee, Slinky, Silly Putty, my Wallwalker. They're generally inexpensive items, impulse items. They tend to be rather useless items, too. They provide a few minutes of amusement.
How wicked I was to wish that something dramatic would happen!' she thought. 'Oh, if we could only have those dear, monotonous, pleasant days back again! I would *never* grumble about them again.
Mitt Romney was treated very unfairly. Mitt Romney didn't want to give his tax returns, because people don't understand returns that are complicated, and complex. And he didn't give it. He fought it, fought it, fought it, all the way into September. A month before the election, he gave his tax returns. And they picked out two items that were absolutely perfect. He did nothing wrong. And his returns are very much smaller than my returns.
Films exhaust me, they do, and I often want nothing more to do with them, but I'm continually surprised at the resurgence of the impulse to come back and do it all over again.
In the morning was again distressed as soon as I waked, hearing much talk about the world and the things of it. I perceived the men were in some measure afraid of me; and I discoursed something about sanctifying the sabbath, if possible to solemnize their minds: but when they were at a little distance, they again talked freely about secular affairs. Oh, I thought what a hell it would be, to live with such men to eternity!
You always want to be able to convey items of interest, items that make the fan see what's happening, help them in their conversations of comparing teams or players and then be able to back it up to open his eyes to the history of the league.
When something you use again and again is on sale, take advantage. This strategy doesn't apply to perishable items, and you don't want to buy so much more than you need just to get a deal, but if you know you're going to use a product eventually, it pays to take advantage of the cheaper price.
I want to go to Heaven, and I don't want to come back. I don't wanna come back and be a baby, and be a teenager again. Oh my God, no! No, I don't want to be a teenager again. It's too awkward.
The products I review are typically lent to me by their manufacturers for a few weeks or months. I return any products I am lent for review, except for items of minor value that companies typically don't want back. In the case of these items, I either discard them or give them away to charity.
Consumers fall in love with a brand and it's important for a brand to develop and stretch itself to provide for their consumers. I don't suspect that a customer will walk into a store to buy a pair of jeans and end up buying a sofa, but it's about providing loyal consumers with a choice to create a lifestyle.
The trick is to keep exploring and not bail out, even when we find out that something is not what we thought. That's what we're going to discover again and again and again. Nothing is what we thought. I can say that with great confidence. Emptiness is not what we thought. Neither is mindfulness or fear. Compassion––not what we thought. Love. Buddha nature. Courage. These are code words for things we don't know in our minds, but any of us could experience them. These are words that point to what life really is when we let things fall apart and let ourselves be nailed to the present moment.
Consumers learn the value of being sure that what you want to buy is what you buy.
I think the central metaphor of the movie is this notion of what the advertising industry does. In order to make someone want to buy something, they first have to make them feel bad about who they are in order to sell them that thing which will make them whole again, and happy again.
Neoclassical economics insists that advertising cannot force consumers to buy anything they don't already want to buy.
Always treat your employees exactly as you want them to treat your best customers. You can buy a person's hand, but you can't buy his heart; his heart is where his enthusiasm is. You can buy his back, but you can't buy his brain. That's where his creativity is. Treat employees as volunteers just as you treat customers as volunteers, because that's what they are. They volunteer the best parts - their hearts and minds.
We're getting to the point where it's important for each platform to have unique, differentiated titles -- so that if consumers want to buy that game, they have to buy that system
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