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In the boiling heat of summer, a broken remote control for an air conditioner threatens life as we know it in this reality-bending, time-slipping sequel to The Tatami Galaxy. During a scorching August in Kyoto, our protagonist and his worst friend, Ozu, are locked in a glaring contest in a four-and-a-half-tatami-mat room. Ozu has spilled Coke on the air conditioner’s remote control—the only AC in Shimogamo Yusuisuiso, their famously shabby sweatbox of an apartment building. Vengeful and despairing, our protagonist discusses countermeasures with his secret crush, the reliably blunt Akashi, when Tamura, a strange young man with a bad haircut, appears. Tamura claims to be a time traveler from 25 years in the future, and shows off the time machine he uses to travel. Our protagonist has a brilliant idea: the sweetest revenge would be to go back one day in time and retrieve the functioning remote control. His simple fix is complicated by Ozu and several others who are also eager to take a ride back in time. But in attempting to alter the past, our protagonist foresees the world's extinction. Even more troublingly, Akashi mentions she’s bringing someone to the upcoming bonfire . . . and it's not him. Only one thing remains certain: it's going to be a very long month. Obliteration? Salvation? Coca-Cola? Castella cake? What does the time machine hold for our (not quite) heroes? It all depends on which one gets there first. Translated from the Japanese by Emily Balistrieri

THE RULES THAT MAKE US 'With the eye of an anthropologist and the clarity of a storyteller , Oliver Sweet helps us see the water we all swim in - the invisible systems that shape our choices, our communities, and even our sense of self. This book doesn't just explain culture; it restores our ability to see it - to notice what we have stopped noticing ... I read it with gratitude and a sense of recognition: this is how deep seeing begins.' Christian Madsbjerg, author of Look and Sensemaking 'Oliver Sweet does something rare: he captures cultural complexity without flattening it into easy answers. The evidence is rigorous , the thinking is nuanced , and the whole thing feels genuinely contemporary .' Rob Scotland, head of brand marketing at Veo ' A must-read for anyone who wants to understand how the world really works.' Erin Meyer, author of The Culture Map ' Anthropology in technicolour - accessible, sharp and unsettling in all the right ways. It reminds us that culture doesn't just describe who we are; it scripts what we believe is possible.' Dr Lollie Mancey, programme director at UCD Innovation Academy Oliver Sweet's book is not only a highly informative read and riotously entertaining , but it's an important book ... It is a brilliant and truthful account of how culture shapes us, and more importantly how it unites us more than divides us.' Chloe Combi, author, speaker, columnist, consultant 'Policy makers, think tankers, businesses, consultants, listen up: Forget "nudge" and "behaviour change" - culture is where it's at!' Professor Martin Holbraad, director of Ethnographic Insights Lab, UCL 'The Rules That Make Us is more than a guide to culture; it's a framework for seeing the systems that shape belief, behaviour, and belonging. What makes it powerful is that it's not just theory - it's lived anthropology, translated into a way of thinking that anyone can use. This book doesn't just describe the world; it helps you understand how to work with it. ' Murray Standford, head of anthropology, Coca-Cola

Der Blickfang für jede Party: Gekühlte Drinks im Kult-Design Suchen Sie nach einer Möglichkeit, Ihre Getränke für Gäste, die Familie oder einfach für sich selbst optimal zu kühlen und gleichzeitig ein Design-Statement zu setzen? Der CUBES Getränkekühlschrank im ikonischen Coca-Cola-Look ist die ideale Lösung für Ihr Zuhause, das Büro oder den Partykeller. Wie viel passt in den Kühlschrank? Mit 115 Litern Nutzinhalt und vier verstellbaren Einlegeböden aus beschichtetem Metall bietet der Kühlschrank reichlich Platz. Sie können bis zu 46 Flaschen (0,75l) lagern und den Innenraum flexibel für Dosen und Flaschen unterschiedlicher Größe anpassen. Kann ich meine Getränke sehen, ohne die Tür zu öffnen? Ja, absolut. Die Glastür im klassischen Coca-Cola-Design ermöglicht zusammen mit der zuschaltbaren Innenbeleuchtung jederzeit einen klaren Blick auf Ihren Vorrat. So werden Ihre Getränke ansprechend in Szene gesetzt, ohne dass Sie unnötig Energie verbrauchen. Ist der Kühlschrank flexibel aufstellbar? Als freistehendes Gerät mit wechselbarem Türanschlag passt sich der Kühlschrank mühelos jeder Raumsituation an. Dank der höhenverstellbaren Füße steht der Flaschenkühlschrank auch auf unebenen Böden stets stabil und sicher. Sind meine Getränke sicher aufbewahrt? Der Getränkekühlschrank ist abschließbar. Das ist besonders praktisch, wenn Sie Ihre Getränke im Büro, im Vereinsheim oder vor neugierigen Kinderhänden sichern möchten. Wie laut ist der Betrieb? Der Kühlschrank arbeitet angenehm leise. Er stört weder im Wohnbereich noch im Büro und sorgt unauffällig für perfekt gekühlte Erfrischungen im Temperaturbereich von 5 °C bis 15 °C. Der CUBES HC 350 E WM 2026 ist mehr als nur ein Kühlschrank – er ist ein funktionales Designobjekt. Die Kombination aus großzügigem Stauraum, flexibler Innenraumgestaltung und dem stilvollen Glas-Design macht ihn zum Mittelpunkt jeder geselligen Runde. Die abschließbare Tür und der leise Betrieb runden das durchdachte Konzept ab und machen ihn zu einem verlässlichen Partner für jede Gelegenheit. Verleihen Sie Ihrem Raum das gewisse Etwas und genießen Sie jederzeit eiskalte Erfrischungen. Bestellen Sie den CUBES Getränkekühlschrank jetzt!

Why does a soup can feel like a work of art? Why does a starlet's pose become an icon? And why does our present sometimes feel like an endless repetition of images? If you understand Andy Warhol, you understand the mechanics of pop culture, media and fame right up to our own day. This non-fiction book opens the door to an artist who turned advertising into art - and art into a brand: cool, razor-sharp in observation and, surprisingly, deeply human. Andy Warhol (1928-1987) did not begin as a myth, but as Andrej Warhola, the son of an immigrant family from what is now Slovakia - shaped by illness, withdrawal and an early passion for images. Out of that childhood grew a way of seeing that would later change the world. After studying commercial art in Pittsburgh, he moved to New York, to the place where style, consumption and attention ruled. In the 1950s he became successful as a commercial illustrator - and this is the key to his later upheaval. Warhol understood how images work: how they seduce, how they imprint themselves, and how to design them so they will not let you go. When he opened his legendary studio, 'The Factory', in 1962, it became a laboratory of modernity. Warhol perfected screen printing and made reproduction the principle. Suddenly, everyday products and press photographs could appear like holy icons. 'Campbell's Soup Cans', 'Coca-Cola Bottles' and the portrait series of 'Marilyn', 'Elvis' or 'Mao' became symbols of a new era. Yet beneath the smooth surface lay a precise way of thinking about original and copy, about staging and power - about what we accept as real simply because it appears often enough before our eyes. Series such as 'Brillo Boxes' or 'Death and Disaster' revealed how closely consumer gloss and shock imagery sit together, and how ruthlessly the media shapes our perception. This book also takes you into Warhol's radical boundary-crossings. He shot hundreds of experimental films, worked with the band The Velvet Underground, staged light shows under the title 'Exploding Plastic Inevitable', and turned 'The Factory' into a magnet for music, fashion, film and the art market. Then came the 1968 shooting by Valerie Solanas - an rupture that permanently changed Warhol's body and life. The glittering centre became an artist who cultivated distance even more deliberately, and yet mirrored society more sharply than ever. In the 1970s he produced his famous commissioned portraits of celebrities: Polaroids, the magazine 'Interview', stage designs and record sleeves. Warhol's belief that 'business art' was an art form became the blueprint for a present in which attention has become a currency. In the 1980s he sought dialogue with younger artists such as Jean-Michel Basquiat and turned to themes of religion and mortality - crosses, skulls and 'Last Supper' motifs. In 1987 he created a haunting 'self-portrait'. Shortly afterwards he died in New York following complications from surgery. His estate - films, screen prints, photographs and the 'Time Capsules' - shows the extraordinary range of an artist who newly connected advertising, media and high art. In this non-fiction book, Bert Alexander Petzold takes you on a richly factual cultural journey - accessible, entertaining and clearly structured. You gain solid basics that stay with you, and connections that illuminate. Ideal for students preparing for the university entrance qualification, and just as valuable for undergraduates and art lovers who do not want to know Warhol as a poster, but as a thinking machine of modernity. Order your copy now and discover Andy Warhol beyond the clichés. Understand why his images still shape our ideas of fame, consumption and identity - and why this book is the fastest way to truly grasp Pop Art.

Within this book, you'll be able to "go inside" a baker's dozen companies and learn how they use Sales & Operations Planning to run their businesses better. You'll meet large companies and smaller ones, household names and names not widely known, companies whose products you use and companies whose products you've never heard of. You'll also hear from the consultant who helped them implement S&OP. The Best Practices Companies are: Agfa Amcor Cast-Fab Coca-Cola Midi Danfoss Eclipse Eli Lilly EMS Interbake Foods Norse Dairy Products Pyosa The Scotts Company Unicorn Medical Learn: What is this thing called S&OP and why do successful companies use it? What's involved, what are the steps, and how does it work? Where does S&OP work? With which kinds of products? With which kinds of customers? Does it help with the New Product Development and Design process? How are the demand and supply plans for the detailed product mix managed in a way that is consistent with the volume plans from S&OP? Is S&OP really needed in a company using Continuous Improvement methods like Lean Manufacturing or TQM/6 Sigma? How does S&OP work with Supply Chain Management: outside the company, with customers, and with suppliers? In what size company does S&OP work best? How does it work in privately-held companies, global companies and companies using a matrix organization structure? Does S&OP survive ownership or organization changes? How can a company be sure that its financial plans match its operational plans?

Within this book, you'll be able to "go inside" a baker's dozen companies and learn how they use Sales & Operations Planning to run their businesses better. You'll meet large companies and smaller ones, household names and names not widely known, companies whose products you use and companies whose products you've never heard of. You'll also hear from the consultant who helped them implement S&OP. The Best Practices Companies are: Agfa Amcor Cast-Fab Coca-Cola Midi Danfoss Eclipse Eli Lilly EMS Interbake Foods Norse Dairy Products Pyosa The Scotts Company Unicorn Medical Learn: What is this thing called S&OP and why do successful companies use it? What's involved, what are the steps, and how does it work? Where does S&OP work? With which kinds of products? With which kinds of customers? Does it help with the New Product Development and Design process? How are the demand and supply plans for the detailed product mix managed in a way that is consistent with the volume plans from S&OP? Is S&OP really needed in a company using Continuous Improvement methods like Lean Manufacturing or TQM/6 Sigma? How does S&OP work with Supply Chain Management: outside the company, with customers, and with suppliers? In what size company does S&OP work best? How does it work in privately-held companies, global companies and companies using a matrix organization structure? Does S&OP survive ownership or organization changes? How can a company be sure that its financial plans match its operational plans?