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Gaanjō is a new way to conduct business. At its heart is a contract between the company and consumers of Gaanjō's products, and between donors and Childhood Disintegrative Disorder Research, the charity Gaanjō supports.

The contract:
• Caps salaries and bonuses.
• Makes employees subject to civil lawsuits.
• Guarantees jobs to CDDR employees with Gaanjō once Childhood Disintegrative Disorder is completely understood and the    organization is dissolved.
• Gaanjō must contribute 25% of after-tax profits to CDD Research.
• States all intellectual property—including patents, logos, and any brands created—are converted to public property if the contract is substantially changed    or the company is sold.
• Is enforcable by consumers and donors through the use of civil lawsuits, if the contract is ever changed or the rules violated.

Understanding CDD is a business goal of Gaanjō. In order to maximize profits, Gaanjō needs to facilitate as quickly as possible a complete understanding of CDD. Only by achieving a complete understanding of CDD can Gaanjō be free of donating 25% of after tax profits to CDD Research. Ample motivation to achieve a noble goal.

Gaanjō will make products designed to empower consumers by building and selling products that last, thereby freeing a consumer's future earnings and time from addressing the same need over again. Gaanjō's first product is a step stool called the cornerstep.

Rather than use plastic or compressed wood chips, cornersteps are made from durable species of wood. Assembled using screws and glue, these simple step stools will remain functional for centuries.

Products that can be handed down from generation to generation empower consumers by freeing up time. They are also good for the environment. An inexpensive product with a short usable life-span of 5 to 15 years, even if made with recycled material is not good for the environment when considered over a long period of time. The energy expenditure needed to create the same product over and over is detrimental to the environment.

Short-lived products also create future costs for consumers. A step stool that falls apart after a few years will have to be replaced. By saving money in the short-term a consumer is committing future earnings to solve the same problem again. The need for a step stool will still exist after the cheaply made step stool falls apart. The consumer will not grow taller during the interim. Choosing to buy short-lived products is also choosing to remain on a consumer treadmill where no matter how fast one runs, no distance is travelled. Cheaply constructed products enslave consumers.

Some products need not be built to last for long periods of time. Telephones, due to advances in technology, are a good example. Gaanjō will focus on products that can and should be built to last for long periods of time. Technological advances will not significantly impact the step stool market. As long as there are short-statured people, a market for well-built step stools will exist.

The word Gaanjō is derived from a Japanese word that means "sturdy." Gaanjō's products will be built to last. Gaanjō's corporate motto is, "There Is No Box." Businesses, in accounting terms, are in a different category or "box" than charities. The goals of the two are supposed to be different. Gaanjō intends to be a profitable enterprise that supports a charitable cause as one of its chief business goals.

Social constructs like accounting categories tend to shape corporate cultures. They are man made. They do not exist as immutable forces of nature, like gravity. They are fictions created by man and can be changed. They are not real. There is no box.  "Dream, Plan, and DO" speech, a lesson I taught my step daughter.


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