“The customer is always right” is a very common phrase in American business. It was first made popular in the early 20th century when it was used as the slogan for Marshall Field’s Department Store in Chicago and London’s Selfridges Store (founded by American Harry Gordon Selfridge).
Both of these stores became extremely profitable, primarily because they had a reputation for good customer service. As a result, many American businesses have attempted to model their processes on the principle that the customer is always right.
In 1911, in an attempt to promote a local business, the Kansas City Star newspaper included an article about the business owner George E. Scott, saying: “Scott has done in the country what Marshall Field did in Chicago, Wanamaker did in New York and Selfridge in London. In his store he follows the Field rule and assumes that the customer is always right.“
Robert H. Goddard, now considered the American father of modern rocketry, was often mocked and ridiculed by his fellow Americans during his lifetime, but was well-respected in Germany, largely because of his persuasive techniques.
Early in his rocketry research, Goddard funded his own testing, but as his work grew in scope he began to seek outside funding. However, as a publicity-shy man who tried to keep media-focus on his work instead of himself, most of his attempts to solicit financial assistance failed, with the exception of the Smithsonian Institution, which agreed to grant Goddard modest funding.
In 1917, Goddard made several proposals to the U.S. Army and Navy about the possibility of his rocket research being used in the military. Although both organizations were interested, the only one of Goddard’s proposals that he was allowed to develop was his idea for a tube-based rocket launcher to be used as a light infantry weapon. This launcher became the precursor to the bazooka.
After WWI, Goddard returned to researching rockets, and in 1919 he published a book titled A Method of Reaching Extreme Altitudes. As part of this book, he mentioned the possibility of sending rockets to the moon. At the time, this was considered an outlandish and impossible suggestion. Although this was only a small part of the book, Goddard was soon subjected to what David Lasser, the co-founder of the American Rocket Society, called the “most violent attacks.”
In 1926, Goddard successfully launched the world’s first liquid-fueled rocket. Partly due to Goddard’s poor reputation and partly due to his media-shyness, this launch was largely unnoticed. In 1929, following one of Goddard’s rocket launches, a local newspaper mockingly printed the headline “Moon rocket misses target by 238,799.5 miles”
Although Goddard had difficulty convincing Americans that his ideas were useful, his work was very persuasive to Germans, and it wasn’t long after his book was published that Goddard began receiving queries from German engineers asking about his work. Initially Goddard answered these queries (his help is even acknowledged in Hermann Oberth’s 1923 book Die Rakete zu den Planetenräumen) , however, increasing aggression from Germany began to worry him, and by 1940 he had stopped responding to the engineers’ questions.
Realizing that he may have inadvertently assisted in German development of long-range missiles, Goddard attempted to warn the U.S. Army and Navy about a potential German threat from rockets. Although Goddard was not able to sell his idea that long-range missiles were a possibility (both organizations considered his warnings too far-fetched to be worth contemplation), he was able to sell himself well enough that between 1942 and 1945 the Navy employed him as Director of Research in the Bureau of Aeronautics, where he worked developing experimental engines.
Martin Luther (1483-1546) – German, Catholic priest, Augustinian monk, professor of Theology – was the foremost driving force behind the Protestant Reformation, challenging fundamental teachings of the Church.
In April 1521 Luther was under intense pressure to recant his theological teachings before the Reichstag in Worms, an assembly of Germany’s worldly and religious leaders. Although there is no historical evidence of this, Luther is said to have responded with:
“I cannot and will not recant anything, since it is neither safe nor right to go against conscience. May God help me. Amen.”
MerriamWebster online writes: a person who you like and enjoy being with; a person who helps or supports someone or something; one attached to another by affection or esteem; a favored companion.
Middle English frend, from Old English frēond; akin to Old High German friunt friend, Old English frēon to love, frēo free. First Known Use: before 12th century. Among its synonyms are alter ego, amgo, buddy, chum, compadre. comrade, confidant, crony, familiar, intimate, pal.
What is a Freund?
dwds(dot)de writes: Vertrauter, someone you can trust; jemandem innerlich verbundener Mensch, a person who is especially close to another. Old High German (8th Century) vriunt, friend, next closest, mate, relative.
This is not the place to address how Americans and Germans diverge in the understanding of friend, friendship, what it means to be a friend. But here is a thought:
Is it not the true friend who has your best interests in mind, and therefore is willing to risk the loss of your friendship in order to convey a message which is painfully important for you to hear?
Formulated differently: What true friend, who sees that you are on the wrong path, would not speak to you about it?
Otto von Bismarck was Chancellor of the German Reich from 1871 until 1890. He is best known for a complex web of treaties with the other European powers – France, Great Britain, the Austro-Hungarian Empire, Tsarist Russia. These treaties allowed Germany to grow industrially and militarily without provoking attack by any combination of those rival powers.
Bismarck’s diplomacy ending the Balkan Crisis of 1879 increased Imperial Germany’s international prestige, at the same time limiting Czarist Russia‘s influence in that region. Anticipating a frustrated Moscow, Bismarck wisely sought protection from Austro-Hungary via a mutual defense treaty signed in 1879, a treaty relationship which would hold until the end of the First World War.
In 1881 Bismarck pulled off another diplomatic coup by reducing tensions with Tsarist Russia and signing a treaty of mutual defense with Moscow, thereby preventing a possible anti-German coalition between Russia and France. Bismarck extended this system of alliances in 1882 by crafting a treaty involving the German Reich, Austro-Hungary and Italy, adding Rumania in 1883, defending against a possible French-British alliance against Germany.
Unfortunately, this complex, brilliantly devised system of treaties would fall apart not long after the young and impulsive Kaiser, Wilhelm II., took power and decided that Bismarck‘s time had come to an end. Wilhelm II. went on to antagonize and provoke Europe‘s powers in all the ways in which Bismarck had worked so hard to avoid. In August 1914 the Great War began.
“Build a better mousetrap, and the world will beat a path to your door” is attributed to the American writer Ralph Waldo Emerson from the late 19th century.
It may, however, be a misquotation of “If a man has good corn or wood, or boards, or pigs, to sell, or can make better chairs or knives, crucibles or church organs, than anybody else, you will find a broad, hard-beaten road to his house, though it be in the woods“.
The phrase “to build a better mousetrap”, has come to signify a false belief that companies need only build a better product for them to succeed, as if the sales and marketing of that product played an insignificant role. Americans rarely believe that a product can sell itself.
For Germans the past is present, relevant, of great importance. The past explains who we are, where we come from, how the present has become the way it is. For them the past is not history in the sense of gone, over, goodbye, irrelevant. History is present and future, a part of their identity.
Old buildings, with their stairwells and staircases, ceilings and facades, and many other kinds of cultural monuments are protected in Germany by Denkmalschutz – laws requiring their protection and preservation – even if they are in dire need of reburbishment or reconstruction.
Entire sections of German towns can be placed under Denkmalschutz. History is heritage. Heritage is identity. The battle for and against Stuttgart 21 – a modernization of Stuttgart‘s main train station – went on for several years and became the prominent issue in recent state-wide elections in Baden-Württemberg.
Outdoor museums in Germany show how people of past epochs lived and worked. Castles from the Middle Ages with their fascinating guided tours are popular daytrip destinations. In every German village, town and city one finds remnants of the past. Town gates, walls, even moats, and chapels are integrated seamlessly into the modern.
In elementary schools children learn Heimatkunde – history of their local region. The Heimatfilm – movies set in a specific region such as Bavaria or the Black Forest – remain a constant in the German media landscape, keeping alive regional customs and traditions. Many detective tv series are regionally based, one week in Hamburg in the north, the next in Leipzig in the East, the one thereafter in Cologne in the Rhineland.
Germans think mid- to long-term. Short-term thinking and action is almost always viewed negatively. Germans associate short-term with ungrounded, fleeting, incomplete. When they make decisions they want to know, at least anticipate, what the effect (Auswirkungen) will be in other areas, on other processes, on other colleagues. They strive to understand the mid to long term effects.
Middle High German vrist. Old High German frist: what is current, about to occur; time period in which something should happen; to postpone briefly. Kurz- , mittel- , langfristig means short- , mid- , long-term.
Frederick August, the King of Saxony, was one of history’s great procrastinators. While he began as one of Napoleon’s greatest foes, he soon became his greatest ally. In return, Napoleon elevated him from prince elector to king.
But by 1813, his alliance with Napoleon would cause him to lose the Battle of Leipzig. Though Frederick August was careful in attempting to side himself with the great forces who opposed him, a treaty that he had made with Austria eventually dissolved. Taken into captivity by the Prussians, Frederick August was forced to turn more than half of his territory over to his archrivals.
But why was Frederick August on the losing side of the Battle of Leipzig? Historians consider him to have been incapable of making decisions. He is credited with coining the phrase “no decision is better than a bad decision.”
During the revolt he spent his time sitting almost apathetically in the basement in the city hall of Leipzig. To add to the confusion, Frederick August was an exceptionally unpredictable monarch; very few rulers changed their mind so often.
Not only was he incapable of making decisions, but as soon as a decision was made it essentially would have lost all meaning in the moment of its creation, having already been undermined in significance and seriousness by the probability that Frederick August would again change direction.
“We’re like ducks. We’re not good at either swimming or flying.” This was the response of a graduate student in Wirtschaftsingenieurwesens – a kind of combination of business and engineering, each of them in the lighter form – when asked what subject material her studies involved.
The duck metaphor reveals a conflict in German companies. Those working in sales & marketing are still looked down upon a bit as people who go from door-to-door selling a product (vacuum cleaners is the cliché) which they have neither developed nor manufactured. Even more, colleagues in sales & marketing often feel unfairly blamed when the company does not perform well.
Prestige in the German economy still goes to those who invent, develop and make physical products. Engineers and artisans are among the most highly respected disciplines.
The results of their work can be seen, held, put to work, and depending on their sophistication even marveled at. Whereas the success of capable sales & marketing people can be seen only in dry, impersonal numbers.
In addition, almost all professionals in sales & marketing transitioned into that discipline from another one, perhaps even from engineering. In fact, Germany doesn’t have a traditional Berufsgruppe – occupation category – for sales. There is no guild going back to the Middle Ages as there are for almost all other technical occupations. Thus the duck-metaphor. Neither fish nor fowl.
Nonetheless, the importance of the work “ducks” perform continues to increase in today’s global economy, where quality and technical prowess alone are not enough to sell a product.
