A Quote by Merton Miller
As an economics undergraduate, I also worked on a part-time basis in Cambridge, Massachusetts, for a company that was advising customers about portfolio decisions, writing reports.
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I worked in the theater in Cambridge, Massachusetts for years and moved to New York and then to Los Angeles.
I can't imagine having a conversation about 'Celebrity Big Brother' in Cambridge, Massachusetts.
In 1922, I got a small stipend from the Swedish-American Foundation and went to Cambridge, England, for a few months and thereafter to Harvard University. In the summer, Cambridge was rather empty, but I am grateful for many pleasant talks about economics with Austin Robinson who, in the summer of 1922, seemed to be about as lonely as I was.
I feel very much a part of what I'm writing about, and I'm writing about things that concern me on a daily basis. I'm not really interested in writing musical diaries, if you know what I mean.
Cyborg writing must not be about the Fall, the imagination of a once-upon-a-time wholeness before language, before writing, before Man. Cyborg writing is about the power to survive, not on the basis of original innocence, but on the basis of seizing the tools to mark the world that marked them as other...
After two years of undergraduate study, it was clear that I was bored by the regime of problem-solving required by the Cambridge mathematical tripos. A very sensitive mathematics don recommended that I talk to the historian of astronomy, Michael Hoskin, and the conversation led me to enroll in the History and Philosophy of Science for my final undergraduate year.
I picked economics at the end of my undergraduate time because it seemed to be a really nice combination of theory, including mathematical theory on one hand, and things that are quite practical that you can touch and see and feel. So I picked it, and I consciously thought of it as an experiment to see if I liked it. And it worked.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
One of the most productive times in my early writing life was while I had a full-time job as a word processor in a law firm and also worked part-time at night, often working until 11:00 P.M.
I rather stumbled into philosophy. When I began my undergraduate career at Cambridge, I studied mathematics.
The 'No.1 IT company' isn't by volume, it's in relation to business customers because those are my customers, not the consumer. Who do they view as their most important partner? That's my definition of the 'No.1 IT company.'
We are a company that lives and breathes a philosophy that's centered on not only making sound business decisions but also personally and professionally finding ways to contribute to the well being of society. We are also a company that understands community.
My mother and my father taught me to look at the actual problem, not the face of it, not the veneer of it. So for me, I was never - I was impressed that it - racially, I was impressed, right, but now in America it's about economics, and it's been about economics, and honestly, everything's been about economics since I don't want to say the beginning of time, but it's been about economics for a long while.
When I came up to Cambridge (in October 1921) to read economics, I did not have much idea of what it was about.
Every company's greatest assets are its customers, because without customers there is no company.
There are now reports that President Obama will name Massachusetts Senator John Kerry to be the next secretary of defense. Apparently this is part of America's new defense strategy to bore our enemies to death.
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