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On December 21 1988, 270 people died when Pan Am 103 was blown out of the sky over Lockerbie. Finally, after 11 years of investigation, political stalemate and legal delays, two Libyan men prepare to face trial for the Lockerbie bombing. But many observers - including legal and law enforcement officials close to the case - say the trial may not produce a satisfying answer to the question of who bombed Pan Am 103.
Shortlisted for the Best Translated Book Award Longlisted for the Believer Book Award Longlisted for the Warwick Prize for Women in Translation A Los Angeles Times Bestseller The English-language debut of an exciting young voice in international fiction, selling 660,000 copies in Japan alone, Convenience Store Woman is a bewitching portrayal of contemporary Japan through the eyes of a single woman who fits into the rigidity of its work culture only too well. The English-language debut of one of Japan’s most talented contemporary writers, selling over 650,000 copies there, Convenience Store Woman is the heartwarming and surprising story of thirty-six-year-old Tokyo resident Keiko Furukura. Keiko has never fit in, neither in her family, nor in school, but when at the age of eighteen she begins working at the Hiiromachi branch of “Smile Mart,” she finds peace and purpose in her life. In the store, unlike anywhere else, she understands the rules of social interaction—many are laid out line by line in the store’s manual—and she does her best to copy the dress, mannerisms, and speech of her colleagues, playing the part of a “normal” person excellently, more or less. Managers come and go, but Keiko stays at the store for eighteen years. It’s almost hard to tell where the store ends and she begins. Keiko is very happy, but the people close to her, from her family to her coworkers, increasingly pressure her to find a husband, and to start a proper career, prompting her to take desperate action… A brilliant depiction of an unusual psyche and a world hidden from view, Convenience Store Woman is an ironic and sharp-eyed look at contemporary work culture and the pressures to conform, as well as a charming and completely fresh portrait of an unforgettable heroine.
Convenience is King When you make it easier for customers to do business with you, they will reward you with their money, their loyalty, and their referrals. There’s a reason they call it a convenience store – because it’s convenient! When you have to pick up a gallon of milk, would you rather stop by a large supermarket or a 7-Eleven? Customers who shop at convenience stores know the selection is smaller and the prices are often higher...yet they still come in droves because of the ease of purchase. What about the minibar in your hotel room? That’s convenient too...but the convenience comes at a cost. Did you ever stop to think that the same $5.00 can of Coca-Cola in the hotel’s mini-fridge can be bought down the hall from the vending machine for just $1.25? Yet even with that can of Coke being four times more expensive, hotels are restocking minibars every day. Customers will pay for convenience. And they’ll choose to do more business over time with the people and companies that make their lives more convenient! Whether you’re trying to out-service a competitor or disrupt an entire industry, creating less friction and being more convenient for your customers should be your strategy. When you raise the convenience bar, you create the next level of amazing customer experience. This book shows you how to leverage convenience as a powerful way to differentiate yourself from your competition. You’ll learn six compelling strategies, supported by numerous examples and case studies that will fuel your plan to create a focus on convenience for your customers. The value proposition is both simple and profound: when you reduce friction and make it easier for customers to do business with you, they’ll reward you with their money, their loyalty, and their referrals. That’s the advantage of being a part of The Convenience Revolution.
Since its founding, the United States has allied with unsavory dictatorships to thwart even more urgent security threats. How well has the United States managed such alliances, and what have been their consequences for its national security? In this book, Evan N. Resnick examines the negotiating tables between the United States and its allies of convenience since World War II and sets forth a novel theory of alliance bargaining. Resnick’s neoclassical realist theory explains why U.S. leaders negotiate less effectively with unfriendly autocratic states than with friendly liberal ones. Since policy makers struggle to mobilize domestic support for controversial alliances, they seek to cast those allies in the most benign possible light. Yet this strategy has the perverse result of weakening leverage in intra-alliance disputes. Resnick tests his theory on America’s Cold War era alliances with China, Pakistan, and Iraq. In all three cases, otherwise hardline presidents bargained anemically on such pivotal issues as China’s sales of ballistic missiles, Pakistan’s development of nuclear weapons, and Iraq’s sponsorship of international terrorism. In contrast, U.S. leaders are more inclined to bargain aggressively with democratic allies who do not provoke domestic opposition, as occurred with the United Kingdom during the Korean War. An innovative work on a crucial and timely international relations topic, Allies of Convenience explains why the United States has mismanaged these “deals with the devil”—with deadly consequences.
A Fresh and Important New Way to Understand Why We Buy Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable? The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.