On the island of Santorini, a team of archaeologists uncover a find that could change the world's understanding of history. Across the globe in Australia, two detectives struggle to solve a mysterious murder only to find that it is part of a far darker conspiracy. The sunshine of the Gold Coast is darkened by a fierce storm as a group of teenagers fight to survive an attack by strange mythical creatures. In France, a Napoleonic historian uncovers clues to a mystery over three thousand years old. As they each seek the truth they are all drawn together to fight a common enemy. After three thousand years, the race of Rataal has returned to earth to reclaim their king.

Everyone knows that the best way to create customer loyalty is with service so good, so over the top, that it surprises and delights. But what if everyone is wrong? In their acclaimed bestseller The Challenger Sale, Matthew Dixon and his colleagues at CEB busted many longstanding myths about sales. Now they’ve turned their research and analysis to a new vital business subject—customer loyalty—with a new book that turns the conventional wisdom on its head. The idea that companies must delight customers by exceeding service expectations is so entrenched that managers rarely even question it. They devote untold time, energy, and resources to trying to dazzle people and inspire their undying loyalty. Yet CEB’s careful research over five years and tens of thousands of respondents proves that the “dazzle factor” is wildly overrated—it simply doesn’t predict repeat sales, share of wallet, or positive wordof-mouth. The reality: Loyalty is driven by how well a company delivers on its basic promises and solves day-to-day problems, not on how spectacular its service experience might be. Most customers don’t want to be “wowed”; they want an effortless experience. And they are far more likely to punish you for bad service than to reward you for good service. If you put on your customer hat rather than your manager or marketer hat, this makes a lot of sense. What do you really want from your cable company, a free month of HBO when it screws up or a fast, painless restoration of your connection? What about your bank—do you want free cookies and a cheerful smile, even a personal relationship with your teller? Or just a quick in-and-out transaction and an easy way to get a refund when it accidentally overcharges on fees? The Effortless Experience takes readers on a fascinating journey deep inside the customer experience to reveal what really makes customers loyal—and disloyal. The authors lay out the four key pillars of a low-effort customer experience, along the way delivering robust data, shocking insights and profiles of companies that are already using the principles revealed by CEB’s research, with great results. And they include many tools and templates you can start applying right away to improve service, reduce costs, decrease customer churn, and ultimately generate the elusive loyalty that the “dazzle factor” fails to deliver. The rewards are there for the taking, and the pathway to achieving them is now clearly marked.

Four years ago, the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales. Now their latest research reveals something even more surprising: Being a Challenger seller isn’t enough. Your success or failure also depends on who you challenge. Picture your ideal customer: friendly, eager to meet, ready to coach you through the sale and champion your products and services across the organization. It turns out that’s the last person you need. Most marketing and sales teams go after low-hanging fruit: buyers who are eager and have clearly articulated needs. That’s simply human nature; it’s much easier to build a relationship with someone who always makes time for you, engages with your content, and listens attentively. But according to brand-new CEB research—based on data from thousands of B2B marketers, sellers, and buyers around the world—the highest-performing teams focus their time on potential customers who are far more skeptical, far less interested in meeting, and ultimately agnostic as to who wins the deal. How could this be? The authors of The Challenger Customer reveal that high-performing B2B teams grasp something that their average-performing peers don’t: Now that big, complex deals increasingly require consensus among a wide range of players across the organization, the limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is. It turns out only a very specific type of customer stakeholder has the credibility, persuasive skill, and will to effectively challenge his or her colleagues to pursue anything more ambitious than the status quo. These customers get deals to the finish line far more often than friendlier stakeholders who seem so receptive at first. In other words, Challenger sellers do best when they target Challenger customers. The Challenger Customer unveils research-based tools that will help you distinguish the "Talkers" from the "Mobilizers" in any organization. It also provides a blueprint for finding them, engaging them with disruptive insight, and equipping them to effectively challenge their own organization.

From the bestselling co-author of The Challenger Sale, a paradigm-shattering approach to overcoming customer indecision and closing more sales In sales, the worst thing you can hear from a customer isn’t “no.” It’s “I need to think about it.” When this happens, deeply entrenched business advice says to double down on your efforts to sell a buyer on all the ways they might win by choosing you and your business. But this approach backfires dramatically. Why? Because it completely gets wrong the primary driver behind purchasing decision-making: once purchase intent is established, customers no longer care about succeeding. What they really care about is not failing. For years, sales expert Matthew Dixon has been busting longstanding business myths. Now in The JOLT Effect, he and co-author Ted McKenna turn their trademark analysis and latest research to the vital and growing problem of customer indecision—and offer a shocking new approach that turns conventional wisdom on its head. Drawing on a brand-new, first-of-its-kind study of more than two and a half million sales conversations from across industry, they reveal the surprising truth that high-performing sales reps grasp and their average-performing peers don’t: only by addressing the customer’s fear of failure can you get indecisive buyers to go from verbally committing to actually pulling the trigger. Packed with robust data, counterintuitive insights, and practical guidance, The JOLT Effect is the playbook for any salesperson or sales leader who wants to close the gap between customer intent and action—and close more sales.

This thesis investigates the grammar of Sheko, an Omotic language spoken in southwest Ethiopia. The study presents an analysis of the phonology, morphology and syntax of the language, amply illustrated by examples. The supplements contain a sample of texts and an extensive word list. Among other things, the author discusses the interrelation between gender, definiteness and number in nominal morphology. Some nominal morphology also occurs on verbal forms. In the verb system, stem formation, aspectual and modal distinctions as well as stance marking are treated. The language has a rich array of complex verb constructions, such as medial clauses and serial verb constructions, next to different types of subordinate clauses. In relative clauses, a resumptive pronoun may occur before the antecedent. One of the divergent ways in which interrogatives are formed is by ‘subtractive morphology’, i.e. dropping off a grammatical element which is obligatorily present in declaratives. Furthermore, subject clitics attach to a variety of hosts in correlation to information structure and focus. These and a number of other issues make the work valuable for specialists of Omotic and Afroasiatic studies as well as for general linguists and anyone interested in the typology of language.

After years of struggling with his sense of self-worth, the author allows a caring mentor to show him how to find a final answer to the question, "What is my true value?" What Jim learns, The Formula, is at the heart of this very personal story of loss and recovery. Read along and learn for yourself the power and freedom that comes from knowing, once and for all time, your true worth.

"He found the Biblical formula for healthy self esteem. Now his victory can be yours!" Many Christians struggle with the concept of self esteem. We wonder if it is consistent with our faith; is it prideful or is it a missing ingredient in being good stewards of ourselves? After years of wrestling with his sense of self-worth, the author allows a caring mentor to show him how to find a final answer to the question, "What is my true value?" What Jim learns, The Formula, is at the heart of this very personal story of loss and recovery. Read along and learn for yourself the power and freedom that comes from knowing, once and for all time, your true worth. In this book you will learn: -- The #1 infallible Key to a new self worth -- The best method to apply this essential truth to your life today -- The way to use the Key to erase the negatives in your life -- The process of using the Key to help you and your loved ones be happier, more confident, and more successful The Formula for Christian Self Esteem is a lesson, a journey, and an intimate sharing of a believer's desire to know his Savior's love and acceptance. This book begins and ends with a prayer for your peace and happiness. Come follow along, learning how much God loves and value you.

The U.S. Air Force is grappling with the challenge of aging fleets and the optimal time to replace them. This monograph examines commercial aviation data to draw inferences about aging aircraft that may be relevant to the Air Force. It focuses on "aging effects"-i.e., how aircraft maintenance costs change as aircraft grow older. Although commercial aircraft clearly differ from military aircraft, the aging-effect estimates might help the Air Force to project changing maintenance costs over time.

As part of a continuing project on aging aircraft and the replacement-or-repair decision, the authors develop a parsimonious model of the decision and apply it to the U.S. Air Force's C-21A transport and KC-135 tanker aircraft. They find that, for the C-21A, it probably would be appropriate to undertake a 20,000 flight hour system and component replacement schedule-prescribed renovation in the 2012 timeframe, but the aircraft should be retired around 2020. For the KC-135 tanker, it would be optimal to replace the KC-135 before the end of the decade