Why The Internet Doesn't Work

Written by Dale Armin Miller

I started selling things inrepparttar fifth grade. Seeds, door to door.

Some of my friends would try that for a couple days, too. Even a month. Then they would hold meetings about how selling seeds didn't work.

Well, at least that's howrepparttar 124099 meetings started -- I always had to leave early to do more selling ... or collect my money.

I've heard "It doesn't work!" about everything.

For example:

"I spent $600 on an Xer-Cycle eight months ago, and I haven't lost a pound." ... although usually it's just "Xer-Cycle? It doesn't work."

Well, dorepparttar 124100 pedals turn?

"I mean I haven't lost a pound."

Well, did you followrepparttar 124101 directions?

"Yes, I readrepparttar 124102 directions."

Did you followrepparttar 124103 directions?

"I already told you I read them!"

That's not what I asked. I asked if you followed them -- and, if so, for how long?

Sometimesrepparttar 124104 spouse will reveal thatrepparttar 124105 Xer-Cycle was used for 20 minutesrepparttar 124106 first day, ten minutesrepparttar 124107 next, and, well, "It doesn't work."

The truth is that nothing works, includingrepparttar 124108 Internet. Not one damn thing.

Lee Iacocca, King of Detroit

Written by Dave Cole

Lee Iacocca,repparttar son of a poor immigrant, has become one of America's most respected business men. From lowly beginnings and through many adversities, he worked his way up to President ofrepparttar 124098 Chrysler Corporation.

Just out of college, he began working forrepparttar 124099 Ford Motor Company as a student engineer. Onrepparttar 124100 assembly line, he learned every aspect of how automobiles were put together.

Although he was awkward and bashful, Lee was promoted to a salesman. It was there that he met a man who took him under his wings and taught Iacocca how to berepparttar 124101 best salesman he could.

In 1956 sales were slumping at Ford. Iacocca suggested offering a new 1956 Ford for a modest down payment, followed by three years of $56 payments. The "56 for 56" idea took off like a rocket.

After 10 long years of hard work, Lee had become an "overnight success."

Soon he was promoted to work as manager for Ford's national truck marketing, then another promotion to headrepparttar 124102 company's car marketing.

Not stopping there, Iacocca set out to develop his own style of car. In 1964 Ford introducedrepparttar 124103 Mustang. Ford dealerships were literally mobbed with people wanting to buyrepparttar 124104 car and a new yearly sales record was established.

In 1970, Lee was promoted torepparttar 124105 ultimate position, president of Ford Motor Company, second in command under Henry Ford II.

Never wanting to stop at success, he kept coming up with innovative and cost cutting ideas.

But, trouble lay ahead.

Ford was in control, like it or not, and he liked to exercise that control whateverrepparttar 124106 consequences might be. Ford began to worry about this "son of an immigrant" taking overrepparttar 124107 family business.

It was salami slicing time at Ford. And Henry did it one slice at a time. Finally, Lee learned through a friend that he too had gotten the


Underrepparttar 124108 terms of resignation, Iaccoca was given an office until he found a job. It turned out to be in an obscure warehouse. A little cubicle with a small desk, one telephone, and cracked linoleum onrepparttar 124109 floor.

For Iaccoca it was like being sent to Siberia.

It wasn't long before he was offeredrepparttar 124110 presidency of Chrysler Corporation. Not exactly a cushy position. Chrysler was in trouble, big trouble. The same day Chrysler announcedrepparttar 124111 hiring of Lee Iaccoca, they also announced their worst deficit in history.

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