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On December 1, 1930, W K Kellogg replaced the three daily eight-hour shifts in his cereal plant with four six-hour shifts. By adding on a new shift he created jobs. When World War II ended, Kellogg's managers abandoned the six-hour shift and began to define progress as more work for more people. This book documents the struggle of workers.
This text seeks to raise the curtain on competitive pricing strategies and asserts that businesses often miss their best opportunity for providing consumers with what they want - an experience. It presents a strategy for companies to script and stage the experiences provided by their products.