In his international blockbuster Built to Last, which rode the business bestseller lists for five years, Jim Collins and his coauthor, Jerry Porras, revealed the success secrets of companies that were outstanding at their founding and then sustained greatness. In his new book, Collins has chosen to research an entirely new line of inquiry. Is transformation really possible? Are there mediocre companies that have turned themselves around and achieved sustained excellence after a decade of more of ordinary performance? And what is it about these companies that can explain their success? For nearly five years, Collins and his research team undertook a massive study of every company that has made the Fortune 500 since the advent of that listing in 1965—over 1400 companies in all. The result of that research was astounding—only 11 companies had successfully turned a mediocre enterprise into a true long term champion. The surprising secrets of how they did it—and how any company can—are brilliantly unlocked in this visionary new work.

Place: A Sacred fig, Bharatpur Bird Sanctuary. Bharatpur Bird Sanctuary (Keoladeo Ghana National Park) in Rajasthan, India is a famous avifauna sanctuary that sees thousands of rare and highly endangered birds such as the Siberian Crane come here during the winter season. Over 230 species of birds are known to have made the National Park their home. Little Sparrow - “Dad, they are my friends. We do few things together and spend some time. At the end of the day, I return to home. I have my mind, family and life. It’s just a fraction of a day we are together. That too, not on daily basis. Sorry, I don’t understand your Good company-Bad company theory.” Daddy Sparrow – “Beta, surroundings, neighbours, friends, colleagues, etc make a lifelong impact on almost all the creatures.” Little Sparrow – “No, Papa, I disagree....” Daddy Sparrow - “Alright, I will explain this with the help of some practical examples. Go and chat with that group of ‘Asian Koels’ near the lake.” After Half an Hour. Little Sparrow – Daddy, they are awesome birds. They knew so much about life, karma and all. They are helping numerous old and injured Birds of this place. They gave me few herbs as a present. Daddy Sparrow – “Where do they come from?” Little Sparrow – “Himalayas, near the ashrams of Sadhus, Yogis and even Buddhist Monasteries.” Daddy Sparrow – “Good, now similarly make friends with those stylish and funky migratory birds, 'Greater Flamingos' stationed at the other side of the lake.” Few Moments Later. Little Sparrow - “Ouch Daddy, You knew everything? They poked me everywhere, snatched my herbs. They were constantly bullying, abusing and eve teasing me and many other birds. They captured few nests beating the native birds..and...” Daddy Sparrow – “Oh! And?” Little Sparrow – “They were from those areas of Afghanistan with many terrorist camps and bases.” The End! Author notes : *) - A Sacred fig, is a species of banyan fig native to Bangladesh, India, Nepal, Pakistan, Sri Lanka, southwest China and Indochina. It is a large dry season-deciduous or semi-evergreen tree up to 30 m tall and with a trunk diameter of up to 3 m. *) – Beta = Son. (Hindi) *) - Greater Flamingos are the largest member of the flamingo family and they are the most widespread. They stand at 1.5 m (5 ft) tall, they have a wingspan between 1.4 and 1.7 m (4.5 - 5.5 ft) and they weigh up to 4 Kgs (8.75 lbs). They are pinkish white in colour but immature birds are grey before they get their full adult plumage. They have long, pink legs with relatively small webbed feet, and a very long neck.

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Longtime leader in the luxury goods sector and former Chairman of LVMH Mo t Hennessy Louis Vuitton North America reinvents the art and science of brand-building under the rubric of Aesthetic Intelligence. In a world in which people have cheap and easy access to most goods and services, yet crave richer and more meaningful experiences, aesthetics has become a key differentiator for most companies and a critical factor of their success and even their survival. In this groundbreaking book, Pauline Brown, a former leader of the world's top luxury goods company and a pioneer in identifying the role of aesthetics in business, shows executives, entrepreneurs, and other professionals how to harness the power of the senses to create products, services, and experiences that stand out, resonate with their customers, and create long-term value for their businesses. The power is rooted in Aesthetic Intelligence--or "the other AI," as Brown refers to it. Aesthetic Intelligence can be learned. Indeed, people are born with far more capacity than they use, but even those that are naturally gifted must continue to refine their skills, lest their aesthetic advantage atrophy. Through a combination of storytelling and practical advice, the author shows how aesthetic intelligence creates business value and how executives, entrepreneurs and others can boost their own AI and successfully apply it to business. Brown offers research, strategies and practical exercises focused on four essential AI skills. Aesthetic Intelligence provides a crucial roadmap to help business leaders build their businesses in their own authentic and distinctive way. Aesthetic Intelligence is about creating delight, lifting the human spirit, and rousing the imagination through sensorial experiences. Product DetailsISBN-13: 9780062883308 Media Type: Hardcover Publisher: HarperCollins Publishers Publication Date: 11-26-2019 Pages: 288 Product Dimensions: 6.20(w) x 9.10(h) x 0.90(d)About the Author For more than 25 years, Pauline Brown has acquired, built, and led global luxury brands. In January of 2016, she joined the faculty of the Harvard Business School, where she introduced a new course for graduate students, called “The Business of Aesthetics.” Since 2016, she also has been hosting a weekly talk show on SiriusXM, called “Tastemakers,” on which she interviews business leaders, innovators, and influencers in creative sectors. Prior to her career as a writer, speaker, and lecturer, Pauline was the Chairman of North America for the world’s leading luxury goods company, LVMH Moët Hennessy Louis Vuitton, where she provided regional leadership for 70 brands in 5 sectors, including fashion & leather goods, watches & jewelry, perfumes & cosmetics, wines & spirits, and selective retailing. While at LVMH, Pauline also served on the Board of Directors of L Capital, a private equity fund backed by LVMH, as well as the Boards of several LVMH subsidiaries, including Donna Karan, Marc Jacobs, and Fresh Cosmetics.Table of Contents Table of Contents Introduction: Aesthetics Matter ix Part I Mastering the Other AI Chapter 1 The Aesthetic Advantage 3 Chapter 2 Coming to Our Senses 23 Chapter 3 Cracking the Code 49 Chapter 4 Designed to Last 71 Part II Boost Your AQ Chapter 5 Tuning In to Taste 101 Chapter 6 Interpreting (and Reinterpreting) Personal Style 121 Chapter 7 The Art of Curation: Restoring Harmony and Balance 147 Chapter 8 Articulating Artistry 173 Part III The Aesthetic Future Chapter 9 The Future of Aesthetics 203 Conclusion 217 Acknowledgments 221 Notes 225 Index 251 Show More

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Ten billion dollars?!Charlie was shocked. His eyes wide open, his mouth wide agape.He knew that his grandfather was very wealthy, but back then, he was too young to understand the concept of money. He only knew that the Wade family was one of the wealthiest families in Eastcliff and even the country

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Welcome to the Bean Hive Coffeehouse where the coffee is as hot as the gossip! Maxine Bloom has always wanted to try her hand at acting and when Loretta Bebe is desperate for someone to fill a role in the local play she's directing for the Honey Springs Theater Company, she asks Maxi to fill in and Roxy knows Aunt Maxi's head will grow like the gossip. Aunt Maxi leaps at the chance for big theatrical debut in the charming play. When the producer of the play turns up dead the play comes to a complete halt until Sheriff Spencer Shepard lets Loretta reopen after the crime scene is fully swept. In the meantime rumors are swirling like the snowflakes in Honey Springs and Roxy finds that she just can't stop from hearing the gossip and trying to figure out who killed the amateur actress ... after all the show must go on!--Amazon website. | Author: Tonya Kappes | Publisher: Independently Published | Publication Date: Feb 13, 2020 | Number of Pages: 186 pages | Language: English | Binding: Paperback | ISBN-10: 170841018X | ISBN-13: 9781708410186

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Improving the performance of your employees involves one of the hardest challenges in the known universe: changing the way they think. In constant demand as a coach, speaker, and consultant to companies around the world, David Rock has proven that the secret to leading people (and living and working with them) is found in the space between their ears. "If people are being paid to think," he writes, "isn't it time the business world found out what the thing doing the work, the brain, is all about?" Supported by the latest groundbreaking research, Quiet Leadership provides a brain-based approach that will help busy leaders, executives, and managers improve their own and their colleagues' performance. Rock offers a practical, six-step guide to making permanent workplace performance change by unleashing higher productivity, new levels of morale, and greater job satisfaction. Product DetailsISBN-13: 9780060835910 Media Type: Paperback Publisher: Harper Business Publication Date: 10-01-2007 Pages: 288 Product Dimensions: 7.90h x 5.20w x 1.00dAbout the Author Rock, David: - David Rock is a consultant and leadership coach who advises corporations around the world. The author of Coaching with the Brain in Mind, Quiet Leadership, and Personal Best, he is the CEO of Results Coaching Systems, a leading global consulting and coaching organization. He is on the advisory board of the international business school CIMBA and the cofounder of the NeuroLeadership Institute and Summit. He lives in Sydney, Australia, and New York City.

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Whether it's selling your company's product in the boardroom or selling yourself on eating healthy, everything in life can--and should--be treated as a sale. And as sales expert Grant Cardone explains, knowing the principles of selling is a prerequisite for success of any kind. In Sell or Be Sold, Cardone breaks down the techniques and approaches necessary to master the art of selling in any avenue. You will learn how to handle rejection, turn around negative situations, shorten sales cycles, and guarantee yourself greatness. Cardone will also teach you the success essentials of - Selling in a bad economy - Overcoming call reluctance - Filling your pipeline with new business - Staying positive, despite rejection With the experience of a seasoned sales vet at the helm, Sell or Be Sold will change the way you perceive the sale--and life. Product DetailsISBN-13: 9781608322565 Media Type: Hardcover Publisher: Greenleaf Book Group Press Publication Date: 03-01-2012 Pages: 200 Product Dimensions: 5.80(w) x 8.60(h) x 1.10(d)About the Author GRANT CARDONE is an international sales training expert and New York Times bestselling author whose books and programs have positively affected hundreds of thousands of people and organizations worldwide. Appearing regularly on Fox, Grant has also been covered on CNBC, CNN, Bloomberg, Huffington Post, Wall Street Journal and over 700 radio shows nationwide. Grant also stars in his own reality TV show, Turnaround King, where he demonstrates how to turn businesses around and get back to prosperity despite tough economic times. Grant’s unique, commonsense approach, along with his humor, wit, and infectious energy, allow him to connect with any audience, giving him the title of the “Entrepreneur of the 21st Century.” With his core tenets built on the basics, Grant believes that companies and individuals succeed only through selling and that even the family unit relies on selling to improve their station in life. Grant Cardone currently resides with his wife, actress Elena Lyons, and family in Los Angeles.Table of Contents Table of Contents Preface xv Chapter 1 Selling—A Way of Life 1 Selling Is a Prerequisite for Life 1 The Commission 3 Beware of False Data 6 Selling—Critical to Survival 8 Chapter One Questions 11 Chapter 2 Salespeople Make the World Go Round 13 Salespeople Drive Entire Economies 13 Sales or College? 15 All Professions Rely on Sales 17 Chapter Two Questions 19 Chapter 3 Professional or Amateur? 21 The Professional 21 The Amateur 22 The Great Shortage 23 Chapter Three Questions 25 Chapter 4 The Greats 27 Commitment 27 Greener Pastures 28 The Power of Prediction 32 The Only Reason You Won't Like Selling (As a Career or in Life) 35 To Qualify As Great! 37 Chapter Four Questions 40 Chapter 5 The Most Important Sale 43 Selling Yourself 43 Conviction is the Make-or-Break Point 45 Overcoming the Ninety-Day Phenomenon 49 Get Sold or Be Sold 52 Put Your Money Where Your Mouth Is 53 Ice to an Eskimo? 54 The Vital Point 56 Chapter Five Questions 57 Chapter 6 The Price Myth 59 It's Almost Never Price 59 The Price Experiment 60 It's Love, Not Price 61 Move Up, Don't Move Down 63 Salespeople, Not Customers, Stop Sales 66 $4 Coffee and $2 Water 68 Chapter Six Questions 69 Chapter 7 Your Buyer's Money 71 There is No Shortage of Money 71 Your Buyer and His Money 72 Second Money is Easier than First Money 73 The More They Spend, the Better They Feel 76 Chapter Seven Questions 77 Chapter 8 You are in the People Business 79 The People Business, Not the "X" Business 79 The Most Interesting Person in the World 82 Communication = Sales 84 People are Senior to Products (Critical for Executives) 86 Chapter Eight Questions 89 Chapter 9 The Magic of Agreement 91 Always Agree with the Customer 91 It Only Takes One 92 The Agreement Challenge 93 How to Soften Any Buyer 96 The Magic Words 97 Chapter Nine Questions 99 Chapter 10 Establishing Trustp101 Show, Don't Tell 101 Prospects Don't Make Sales—Salespeople Do 102 Credibility = Increased Sales 104 People Believe What They See, Not What They Hear 105 How to Handle the Buyer's Distrust 107 Tips on Using Written and Visual Information to Close 110 Help 'Em Believe You 111 Chapter Ten Questions 112 Chapter 11 Give, Give, Give 115 The Magic of Give, Give, Give 115 Love the One You're With 118 Are You a Holiday Inn or a Ritz-Carlton? 119 Service Is Seniorto Selling 121 Chapter Eleven Questions 123 Chapter 12 Hardsell 125 The Hard Sell 125 The Formula for Hard Sell 127 Closing Is Like a Recipe 128 Standing Is for Losing, Sitting Is for Closing 129 Chapter Twelve Questions 130 Chapter 13 Massive Action 133 Take Massive Action 133 The Four Kinds of Action 135 Massive Action = New Problems 136 Production Yields Happiness 137 The10X Rule 139 Act Like a Madman 140 Chapter Thirteen Questions 141 Chapter 14 The Power Base 143 Work Your Power Base 143 How to Build Your Power Base 144 Impose on Them or Help Them? 146 Capitalize on the Easy Sale 148 Creating Power! 149 Chapter Fourteen Questions 151 Chapter 15 Time 153 How Much Time Do You Have? 153 Use Every Moment to Sell 154 How Much Time Are You Wasting? 155 The Lunch Opportunity 156 Lunch Out = Sales Up! 158 Chapter Fifteen Questions 159 Chapter 16 Attitude 161 A Great Attitude Is Worth More than a Great Product 161 Treat'Em Like Millionaires 163 A Product of Your Environment 166 Tips for Having a Great Attitude 168 Chapter Sixteen Questions 170 Chapter 17 The Biggest Sale of My Life 173 Summary 178 Chapter Seventeen Question 179 Chapter 18 The Perfect Sales Process 181 Step 1 Greet 185 Step 2 Determine Wants and Needs 186 Step 3 Select Product and Present/Build Value 187 Step 4 Make Proposal 190 Step 5 Close the Deal or Exit 190 Chapter 19 Success in Selling 193 Ask Yourself These Questions 194 Be Honest with Yourself: Never Justify Failure 196 Chapter 20 Sales-Training Tips 199 My Training Regimen for You 203 Chapter 21 Create a Social Media Presence 205 $250,000 Sale Success Schedule 210 The Professional Salesperson's Daily Commitments 272 The Ten Commandments of Sales 213 Chapter 22 Quick Tips to Conquer the Biggest Challenges in Selling 217 Rejection 217 Negative Surroundings 219 Discipline 220 The Economy 221 Competition 222 Product Knowledge 222 Follow-up 223 Organization 225 Call Reluctance 226 Fill the Pipeline 227 Closing the Deal 228 Calls Not Returned 229 Fear 231 Peoples Emotions 233 Negative Connotations of Sales 235 Not Having the Right Response 237 Overwhelmed by Customer Objections 239 Feeling Like an Idiot 247 Meeting New People 242 Breaking the Ice 244 Staying Motivated 245 Starting Over with New Clients 246 Losing Business to Others 247 Lack of Consistency 248 Cold-Calling/Prospecting 249 Commission Only/No Security 250 Long Hours 257 Traits of a Great Salesperson 252 About the Author 257 Show More

NEW YORK TIMES BESTSELLER USA TODAY BESTSELLER Amazon, Apple, Facebook, and Google are the four most influential companies on the planet. Just about everyone thinks they know how they got there. Just about everyone is wrong. For all that’s been written about the Four over the last two decades, no one has captured their power and staggering success as insightfully as Scott Galloway. Instead of buying the myths these compa­nies broadcast, Galloway asks fundamental questions. How did the Four infiltrate our lives so completely that they’re almost impossible to avoid (or boycott)? Why does the stock market forgive them for sins that would destroy other firms? And as they race to become the world’s first trillion-dollar company, can anyone chal­lenge them? In the same irreverent style that has made him one of the world’s most celebrated business professors, Galloway deconstructs the strategies of the Four that lurk beneath their shiny veneers. He shows how they manipulate the fundamental emotional needs that have driven us since our ancestors lived in caves, at a speed and scope others can’t match. And he reveals how you can apply the lessons of their ascent to your own business or career. Whether you want to compete with them, do business with them, or simply live in the world they dominate, you need to understand the Four. Product DetailsISBN-13: 9780735213678 Media Type: Paperback(Reprint) Publisher: Penguin Publishing Group Publication Date: 09-04-2018 Pages: 336 Product Dimensions: 5.40(w) x 8.20(h) x 0.90(d)About the Author Scott Galloway is a professor at New York University’s Stern School of Business, where he teaches brand strategy and digital marketing to second-year MBA students. A serial entre­preneur, he has founded nine firms, including L2, Red Envelope, and Prophet. In 2012, he was named one of the “World’s 50 Best Busi­ness School Professors” by Poets & Quants. His weekly YouTube series, “Winners and Losers,” has generated tens of millions of views. This is his first book.Read an Excerpt Read an Excerpt Chapter 1 The Four Over the last twenty years, four technology giants have inspired more joy, connections, prosperity, and discovery than any entity in history. Along the way, Apple, Amazon, Facebook, and Google have created hundreds of thousands of high-paying jobs. The Four are responsible for an array of products and services that are entwined into the daily lives of billions of people. They've put a supercomputer in your pocket, are bringing the internet into developing countries, and are mapping the Earth's land mass and oceans. The Four have generated unprecedented wealth ($2.3 trillion) that, via stock ownership, has helped millions of families across the planet build economic security. In sum, they make the world a better place. The above is true, and this narrative is espoused, repeatedly, across thousands of media outlets and gatherings of the innovation class (universities, conferences, congressional hearings, boardrooms). However, consider another view. The Four Horsemen Imagine: a retailer that refuses to pay sales tax, treats its employees poorly, destroys hundreds of thousands of jobs, and yet is celebrated as a paragon of business innovation. A computer company that withholds information about a domestic act of terrorism from federal investigators, with the support of a fan following that views the firm similar to a religion. A social media firm that analyzes thousands of images of your children, activates your phone as a listening device, and sells this information to Fortune 500 companies. An ad platform that commands, in some markets, a 90 percent share of the most lucrative sector in media, yet avoids anti-competitive regulation through aggressive litigation and lobbyists. This narrative is also heard around the world, but in hushed tones. We know these companies aren't benevolent beings, yet we invite them into the most intimate areas of our lives. We willingly divulge personal updates, knowing they'll be used for profit. Our media elevate the executives running these companies to hero status-geniuses to be trusted and emulated. Our governments grant them special treatment regarding anti-trust regulation, taxes, even labor laws. And investors bid their stocks up, providing near-infinite capital and firepower to attract the most talented people on the planet or crush adversaries. So, are these entities the Four Horsemen of god, love, sex, and consumption? Or are they the Four Horsemen of the apocalypse? The answer is yes to both questions. I'll just call them the Four Horsemen. How did these companies aggregate so much power? How can an inanimate, for-profit enterprise become so deeply ingrained in our psyche that it reshapes the rules of what a company can do and be? What does unprecedented scale and influence mean for the future of business and the global economy? Are they destined, like other business titans before them, to be eclipsed by younger, sexier rivals? Or have they become so entrenched that nobody-individual, enterprise, government, or otherwise-stands a chance? State of Affairs This is where the Four stand at the time of this writing: Amazon: Shopping for a Porsche Panamera Turbo S or a pair of Louboutin lace pumps is fun. Shopping for toothpaste and eco-friendly diapers is not. As the online retailer of choice for most Americans, and increasingly, the world, Amazon eases the pain of drudgery-getting the stuff you need to survive. No great effort: no hunting, little gathering, just (one) clicking. Their formula: an unparalleled investment in last-mile infrastructure, made possible by an irrationally generous lender-retail investors who see the most compelling, yet simple, story ever told in business: Earth's Biggest Store. The story is coupled with execution that rivals D-Day (minus the whole courage and sacrifice to save the world part). The result is a retailer worth more than Walmart, Target, Macy's, Kroger, Nordstrom, Tiffany & Co., Coach, Williams-Sonoma, Tesco, Ikea, Carrefour, and The Gap combined. As I write this, Jeff Bezos is the third wealthiest person in the world. He will soon be number one. The current gold and silver medalists, Bill Gates and Warren Buffet, are in great businesses (software and insurance), but neither sits on top of a company growing 20 percent plus each year, attacking multibillion dollar sectors like befuddled prey. Apple: The Apple logo, which graces the most coveted laptops and mobile devices, is the global badge of wealth, education, and Western values. At its core, Apple fills two instinctual needs: to feel closer to God and be more attractive to the opposite sex. It mimics religion with its own belief system, objects of veneration, cult following, and Christ figure. It counts among its congregation the most important people in the world: the Innovation Class. By achieving a paradoxical goal in business-a low-cost product that sells for a premium price-Apple has become the most profitable company in history. The equivalent is an auto firm with the margins of Ferrari and the production volumes of Toyota. In Q4 of 2016, Apple registered twice the net profits Amazon has produced, in total, since its founding twenty-three years ago. Apple's cash on hand is nearly the GDP of Denmark. Facebook: As measured by adoption and usage, Facebook is the most successful thing in the history of mankind. There are 7.5 billion people in the world, and 1.2 billion people have a daily relationship with Facebook. Facebook (#1), Facebook Messenger (#2), and Instagram (#8) are the most popular mobile apps in the United States. The social network and its properties register fifty minutes of a user's typical day. One of every six minutes online is spent on Facebook, and one in five minutes spent on mobile is on Facebook. Google: Google is a modern man's god. It's our source of knowledge-ever-present, aware of our deepest secrets, reassuring us where we are and where we need to go, answering questions from trivial to profound. No institution has the trust and credibility of Google: About one out of six queries posed to the search engine have never been asked before. What rabbi, priest, scholar, or coach has so much gravitas that he or she is presented with that many questions never before asked of anybody? Who else inspires so many queries of the unknown from all corners of the world? A subsidiary of Alphabet Inc., in 2016, Google earned $20 billion in profits, increased revenues 23 percent, and lowered cost to advertisers 11 percent-a massive blow to competitors. Google, unlike most products, ages in reverse, becoming more valuable with use. It harnesses the power of 2 billion people, twenty-four hours a day, connected by their intentions (what you want) and decisions (what you chose), yielding a whole infinitely greater than the sum of its parts. The insights into consumer behavior Google gleans from 3.5 billion queries each day make this horseman the executioner of traditional brands and media. Your new favorite brand is what Google returns to you in .0000005 second. Show Me the Trillions While billions of people derive significant value from these firms and their products, disturbingly few reap the economic benefits. General Motors created economic value of approximately $231,000 per employee (market cap/workforce). This sounds impressive until you realize that Facebook has created an enterprise worth $20.5 million per employee . . . or almost a hundred times the value per employee of the organizational icon of the last century. Imagine the economic output of a G-10 economy, generated by the population of Manhattan's Lower East Side. The economic value accretion seems to be defying the law of big numbers and accelerating. In the last four years, April 1, 2013-April 1, 2017, the Four increased in value by approximately $1.3 trillion (GDP of Russia). Other tech companies, old and new, big and bigger, are losing relevance. Aging behemoths, incl

Some call it the gig economy. Others call it the peer economy. Others, the collaborative economy, or "collaborative consumption." Still others, the sharing economy. Tomayto, tomahto. More important than what it's called is what it is. As Fast Company contributor Rachael Botsman pointed out in a now-classic article on the topic, the sharing economy has

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Inspired by the hat worn by Sean Connery as the character of "Allan Quatermain" in "The League of Extraordinary Gentleman"   Please allow 4-6 months for completion of your order.  Store credit or exchange only.  Want to know your hat size? * Disclaimer: "The League of Extraordinary Gentleman" is Trademarked (TM) and © (or copyrighted) 2003 by Twentieth Century-Fox Film Corporation. Any reproduction, duplication or distribution of these materials in any form is prohibited. "The Extraordinary" hat is made in the style of classic hats as are standard in the costume industry. Baron Hats, Inc., is not affiliated in any way, nor do they by fact or inference imply to hold any rights or authorization, rights of association or sponsorship or endorsement of the use of any copyrights or trademarks as held by any individuals, or companies mentioned or pictured in association with this offer, including, but not limited to Sean Connery, Alan Moore, Kevin O'Neill, their representatives and assignees, or their Estates and their representatives and assignees, nor to Twentieth Century-Fox Film Corporation, nor their representatives and assignees.

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