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During the last months of the war, Josef Pieper saw the realization of a long-cherished plan to escape from the “lethal chaos” that was the Germany of that time, “plucked,” he writes, “as was Habakkuk, by the hair of his head . . . to be planted into a realm of the most peaceful seclusion, whose borders and exists were, of course, controlled by armed sentries.” There he made contact with a friend close-by, who possessed an amazing library, and Pieper hit upon the idea of reading the letters of Goethe from that library. Soon, however, he decided to read the entire Weimar edition of fifty volumes, which were brought to him in sequence, two or three at a time.The richness of this life revealing itself over a period of more than sixty years appeared before my gaze in its truly overpowering magnificence, which almost shattered my powers of comprehension – confined, as they had been, to the most immediate and pressing concerns. What a passionate focus on reality in all its forms, what an undying quest to chase down all that is in the world, what strength to affirm life, what ability to take part in it, what vehemence in the way he showed his dedication to it! Of course, too, what ability to limit himself to what was appropriate; what firm control in inhibiting what was purely aimless; what religious respect for the truth of being! I could not overcome my astonishment; and the prisoner entered a world without borders, a world in which the fact of being in prison was of absolutely no significance. But no matter how many astonishing things I saw in these unforgettable weeks of undisturbed inner focus, nothing was more surprising or unexpected than this: to realize how much of what was peculiar to this life occurred in carefully preserved seclusion; how much the seemingly communicative man who carried on a world-wide correspondence still never wanted to expose in words the core of his existence. It was precisely in the seclusion, the limitation, the silence of Goethe that made the strongest impact on Pieper. Here was modern Germany’s quintessential conversationalist intellectual, but the strength of his words came from the restraint behind them, even to the point of purposeful forgetting:The culmination is when the eighty-year-old sees forgetting not as a convulsive refusal to think of things, but as what could almost be termed a physiological process of simple forgetting as a function of life. He praises as “a great gift of the gods” . . . “the ethereal stream of forgetfulness” which he “was always able to value, to use, and to heighten.” However manifold the forms of this silence and of their unconscious roots and conscious motives may have been, is it not always the possibility of hearing, the possibility of a purer perception of reality that is aimed at? And so, is not Goethe’s type of silence above all the silence of one who listens? . . . This listening silence is much deeper than the mere refraining from words and speech in human intercourse. It means a stillness, which, like a breath, has penetrated into the inmost chamber of one’s own soul. It is meant, in the Goethean “maxim,” to “deny myself as much as possible and to take up the object into myself as purely as it is possible to do.” . . . The meaning of being silent is hearing – a hearing in which the simplicity of the receptive gaze at things is like the naturalness, simplicity, and purity of one receiving a confidence, the reality of which is creatura, God’s creation. And insofar as Goethe’s silence is in this sense a hearing silence, to that extent it has the status of the model and paradigm – however much, in individual instances, reservations and criticism are justified. One could remain circumspectly silent about this exemplariness after the heroic nihilism of our age has proclaimed the attitude of the knower to be by no means that of a silent listener but rather as that of self-affirmation over against being: insight and knowledge are naked defiance, the severest endangering of existence in the midst of the superior strength of concrete being. The resistance of knowledge opposes the oppressive superior power. However, that the knower is not a defiant rebel against concrete being, but above all else a listener who stays silent and, on the basis of his silence, a hearer – it is here that Goethe represents what, since Pythagoras, may be considered the silence tradition of the West.Pieper concludes his remarkable find with this summation:When such talk, which one encounters absolutely everywhere in workshops and in the marketplace – and as a constant temptation – , when such deafening talk, literally out to thwart listening, is linked to hopelessness, we have to ask is there not in silence – listening silence – necessarily a shred of hope? For who could listen in silence to the language of things if he did not expect something to come of such awareness of the truth? And, in a newly founded discipline of silence, is there not a chance not merely to overcome the sterility of everyday talk but also to overcome its brother, hopelessness – possibly if only to the extent that we know the true face of this relationship? I know that here quite different forces come into play which are beyond human control, and perhaps the circulus has to be broken through in a different place. However, one may ask: could not the “quick, strict resolution” to remain silent at the same time serve as a kind of training in hope?

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Praise for MANAGING THE NEW CUSTOMER RELATIONSHIP “Gordon delivers an impressive synthesis of the newest methods for engaging customers in relationships that last. No organization today can succeed without the mastery of customer relationship management strategy fundamentals. But to win in the decades ahead, you must also understand and capitalize on the rapidly evolving social computing, mobility and customer analytics technologies described in this book. Checklists, self-assessments and graphical frameworks deliver pragmatic value for the practicing manager.” — William Band, Vice-President, Principal Analyst, Forrester Research Inc., Cambridge, MA “A very comprehensive and practical book on managing relationships with existing customers in the age of social media! I particularly enjoyed reading chapters on teaching customers new behaviors, which were illustrated by excellent case studies.” — Jagdish N. Sheth, Ph.D. , Charles H. Kellstadt Professor of Marketing, Emory University, Atlanta, GA “The strategic breadth and depth of this book is impressive as Gordon explores the new customer and how to plan and manage the new customer relationship. I found his review of strategies, techniques and technologies for social, mobile, mass customization and customer analytics to be particularly insightful. Gordon urges marketers to live and breathe one-through-one marketing and to master social engagement techniques. The checklists, cases and examples make the content grounded and actionable. This is an important, current and detailed book to which every organization should pay close attention to improve customer relationships and create shareholder value.” — Marcus Ruebsam, Vice-President, Line-of-Business Marketing Solutions, SAP AG, Walldorf, Germany “There are many books on CRM, but I recommend this one because Gordon’s book does what others do not. He considers CRM strategy and evolves it to recognize a new customer, one who is always connected, socially available and influential. The book doesn’t just discuss many point solutions for specific marketing challenges; it integrates technology with strategy, people, process and customer analytics to develop relationships continuously. This book is a broad and deep exploration of CRM, providing practical, fact-based perspectives that every company can use to validate and rethink their customer and stakeholder relationships.” — Helmuth Cepeda, Small, Medium and Distribution Director, Microsoft Mexico, Mexico City, Mexico Marketing has changed fundamentally in the last few years and has become an entirely new discipline, one that focuses on a new customer and a new relationship, framed by new principles, strategies, processes, roles and tactics. Individual customers are economically targeted and served, and treated as segments of one rather than members of a target market. Word of mouth and recommendations are vital as customers influence one another more than a company can do within its own advertising or customer dialogs. Today’s customer is always online, accessible and connected. Now marketing is not only direct and customer-specific but a continuous process by which companies seek to engage customers and be progressively more relevant, attractive and valuable. This is the era of a new customer relationship—an individual relationship that is social, mobile and local, influenced by peers and shaped by cognitive, behavioural and social psychological principles. New techniques, processes and technologies transform what it means to implement marketing strategy and achieve improved business results. The new customer relationship requires that even those companies that have embraced customer relationship management ought to reassess their customer management. Now every marketing decision, whether online or in the physical world, whether of a technological nature, whether it affects customer experience, communications, dialogs, teaching or organizational memory, every decision should be seen through a single lens focused on the individual customers who matter most. Managing the New Customer Relationship provides a strategic and practical guide to help companies attract, develop, sustain and build more valuable relationships by: Expanding upon existing customer relationship management theories, concepts and methods to make these considerations more useful, strategic and contemporary Recognizing the profound importance of social media and how to plan customer engagement in the social context of each customer Exploring new technologies that offer new opportunities for engaging customers, including mobile, local, the cloud and customer analytics Demonstrating how to develop customer-specific understanding, predict what customers will want next, and how to manage each individual customer, and Offering perspectives to help the organization endure by focusing a chain of relationships on the end customer and creating meaning for stakeholders that can make relationships more intense and robust. Managing the New Customer Relationship is for organizations of all sizes in all industries, for private- and public-sector organizations and not-for-profits. In short, every organization can apply the new principles, strategies, techniques and technologies discussed here to recognize important marketplace changes, plan to improve relationship and financial results and capture new shareholder value from new customer relationships.

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ONE FAMILY’S REVOLT AGAINST EVERYDAY POLLUTION When a beanbag sent thousands of polystyrene balls flying through her garden, Kate Hughes decided to make a break with the throwaway society. She and her husband transformed the lives of their ordinary family of four. They ditched plastic, shunned supermarkets, cooked all meals from scratch, bought only second-hand clothes, and made their own cleaning agents. Then they went deeper – greening every aspect of their home life, from their gas and electricity to their car, from their money to their IT. The Hugheses have achieved the ‘zero waste’ goal of sending nothing to landfill. Now they are going even further… Told with refreshing humility and humour, this eye-opening story shows that a well-lived life doesn’t have to come wrapped in plastic. Packed with handy tips, it reveals much about what makes a fulfilling modern family – and how readers can empower themselves to preserve the climate, forests and seas. And, heart-warmingly, how that can lead to a more relaxing life. Extract Cooking our own meals Wrestling out of the firm grip of the supermarkets has had other, unexpected benefits, too. It’s undoubtedly cheaper to cook from scratch, especially if you can batch cook and fill every available space in your oven to reduce energy costs. The need to become the more organised, list-writing type of shoppers has also helped dramatically cut our food waste. We’re lucky that we can and do buy our raw ingredients from small, independent retailers that source from nearby suppliers and growers and pass on our questions about sustainability, sometimes even with enthusiasm. But what we hadn’t anticipated were the indirect effects of a brand vacuum. If you ever pop round to ours and start randomly opening our kitchen cupboards, fridge or freezer they would probably remind you of a blind taste test or an episode of the BBC’s Eat Well for Less. There’s definitely food in there, but it’s all in label-less jars, paper bags or sometimes even sacks for bulk items like bread flour and oats. At first, visitors find the lack of familiar packaging quite unsettling. We get a lot of questions that start: ‘Is this proper/real/like…?’ as guests hold jars up to the light with badly disguised scepticism. On the plus side, our children now have zero pester power. We don’t need to navigate the snack shuffle at the supermarket checkout because they have no hope of deploying the ‘It’s not the one I like’ argument at mealtimes. Nor, for that matter, have the adults. ... But we were starting to realise that making the journey was leading to more questions than answers, more grey areas, misinformation and conflicts of interest than we ever imagined – and that was just about food. We hadn’t even got started on anything else that came into our home yet. Take a single, uncontroversial ingredient, let’s say peppers. Should we buy them grown in a UK hothouse or ones trucked in from Spain? What if the Spanish ones are organic? Or the only UK option is wrapped in plastic? Which is better for the environment? Or at least less harmful? If we ever want to eat peppers again without negatively impacting the planet in some way are we going to have to grow our own? Because self-sufficiency wasn’t really part of the plan.... All we could do was dive in and hope we didn’t drown in the detail as we swam around looking for food that worked for us and the planet. We started with the problem of transport because food mileage was a well established measure that meant we could actually make some decisions based on numbers for once. Or, at least, we thought we could. Three quarters of all the fruit and veg now eaten in the UK is imported. Almost all the fruit we eat has been grown overseas, and soft fruit in particular is flown in. It turns out that the UK only produces half of all the food that is consumed on these shores – which is somewhat patriotically disconcerting as well as practically unsustainable. Global sourcing is not a new approach to feeding a nation. One of our family stories is the recollection of the first banana my great uncle ever tasted after the Second World War, shipped from the other side of the world and unloaded onto the Liverpool docks. We were very aware that bananas came from overseas. But the fact that such a vast proportion of the apples eaten in Britain are imported from South Africa, or at best France, when the fruit grows very well in the miles of orchards you can see from the motorway near our house seemed to be absurd. The obvious solution appeared to be only to buy food produced not just in the UK but as close to our immediate vicinity as possible. That immediately threw up two questions. The first we were becoming increasingly familiar with. Were we really prepared to give up things we took great pleasure in for the sake of an unquantifiable, but undoubtedly minuscule effect? Or even just to settle for not adding to the runaway levels of damage that our disconnected food shop was causing each and every day? We are children of the 90s. We grew up safe in the knowledge that the world’s produce was at our fingertips at any time of the year. When we were kids, cuisine was regularly valued on the exoticism of its ingredients. Even if your palate was resolutely British, a Sunday roast at an ageing auntie’s always included the smug mention that the family was consuming lamb imported from the other side of the world. Even in our twenties, the craze for exotic bottled water shipped, plastic encased, in vast quantities from tropical islands thousands of miles away, packed a serious economic punch. And then there’s the avocado – a native of Mexico and now all but a dictionary definition of the British Millennial. We had come of age and then brought our children into the world on the assumption that it was normal to buy exotic food cheaply all year round. Things were clearly going to have to change, starting with my obsession with avocado on toast. But the second question was whether a straightforward food mile approach was even a worthwhile aim. When I put the question of food miles to Riverford Organic Farmers, the sustainably produced veg box people, they told me that for most of the year our carbon impact would be smaller if we bought organic tomatoes trucked in from Spain than those heated thanks to fossil fuels in a UK hothouse. That means the answer has to be to eat food grown in the UK at the time of year it is traditionally produced. We finally arrived at a robust solution – seasonal, native eating. Buy the book to find out how they tackled this!

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