Billions Season 1 Quotes

Krista asks,"What is it about society that disappoints you so much?" Elliot thinks, "Oh I don't know, is it that we collectively thought Steve Jobs was a great man even when we knew he made billions off the backs of children? Or maybe it's that it feels like all our heroes are counterfeit; the world itself's just one big hoax. Spamming each other with our burning commentary of bullshit masquerading as insight, our social media faking as intimacy. Or is it that we voted for this? Not with our rigged elections, but with our things, our property, our money. I'm not saying anything new. We all know why we do this, not because Hunger Games books makes us happy but because we wanna be sedated. Because it's painful not to pretend, because we're cowards. Fuck Society." "Mr. Robot" season 1 episode 1, 'ohellofriend.mov

Additionally, he added $3 billion for Dr. Fauci’s new seasonal flu vaccines, and $1 billion for the storage of antiviral medications.53 Bush also demanded that Congress pass the “Biodefense and Pandemic Vaccine and Drug Development Act of 2005” granting liability relief to vaccine manufacturers.

Now Where Do You Find Customers? When novice entrepreneurs search for opportunities, they too often look beyond their Zone of Influence. They think the action is happening somewhere else, in some other location or industry. But seasoned entrepreneurs almost always find and create opportunities within the context of who they are, what they know, and especially who they know. In each of the examples above, the business validation process begins with potential customers in the entrepreneur’s orbit. Actual people with names. Tribes you belong to or are interested in, most of whom are already self-organized online. People you know how to reach, today. Though it’s rarely a part of their official origin stories, the biggest companies in the world—even the viral apps now worth billions—started through personal networks and real human connections. Mark Zuckerberg started Facebook in a weekend by emailing friends to use it. Version 1 did well, validating it. And Microsoft started with Bill Gates building software for a guy in Albuquerque. He had a CUSTOMER FIRST. In the beginning, founders should reach out to their friends, their former colleagues, their communities. You may think your business is unique, but trust me, it’s not. Every successful business can start this way. For example, Anahita loves her dogs and wanted healthier snacks for them. She started taking her homemade organic dog treats to her local dog park. She would sell out every time. A year later she now has a store called the Barkery, a dog bakery. Before you even think about picking a business idea, make sure you have easy access to the people you want to help. An easy way to do this is to think about where you have easy access to a targeted group of people whom you really want to help—like, say, new moms in Austin, cyclists, freelance writers, and taco obsessives (like me!). CHALLENGE Top three groups. Let’s write out your top three groups to target. Who do you have easy access to that you’d be EXCITED to help? This can be your neighbors, colleagues, religious friends, golf buddies, cooking friends, etc. The better you understand your target group, the better you can speak to them. The more specifically you can speak to their problems, the better and easier you can sell (or test products). Note how this process prioritizes communication with people, through starting (taking the first iteration of your solution straight to customers) and asking (engaging them in a conversation to determine how your solution can best fix their problem). Business creation should always be a conversation! Nearly every impulse we have is to be tight with our ideas by doing more research, going off alone to build the perfect product—anything and everything to avoid the discomfort of asking for money. This is the validation shortcut. You have to learn to fight through this impulse. It won’t be easy, but it’ll be worth it.

We analyzed the ten tech companies worth over a billion dollars that went public in 2014 and 2015, and the average company spent a jaw-dropping $0.72 on sales and marketing for every $1.00 of sales during the three-year hypergrowth period before going public. As a matter of fact, one of the companies, Box, spent $1.59 for every $1.00 in sales! You’re probably wondering, how does a company like Box justify spending more money on sales and marketing than they generate in sales? The answer is “customer lifetime value.” Once Box mathematically proved that they could acquire a customer for less than the lifetime value (LTV) of that customer, they raised a war chest of investment capital and didn’t care if they spent more on sales and marketing than they generated in annual sales, because they knew that they would generate a big return in the long run. You probably don’t have access to a massive war chest of investment capital, but that doesn’t mean you are unable to invest more resources on growth. Instead of benchmarking your growth investment against customer lifetime value, benchmark against your bottom-line profits. Here is a list of financial scenarios and corresponding actions: If you desire growth and have a profitable business, operate at a break-even point and reinvest the profit, or a portion of the profit, back into growth. If you are running a break-even or unprofitable business, spend some time going through your expenditures looking for redundancies or unnecessary expenses. If you cannot find any opportunities to save money, prepare yourself to take a temporary pay cut (you can time this around your tax refund or right after your busy period if your business has seasonality). If you are unable to take a temporary pay cut, prepare yourself to work some extra hours (start by batching activities so you can spend a day per week working from home, and use the time you save when not having a work commute to invest in growth). If you are unable to take a temporary pay cut AND unable to work any extra hours, then read the paragraph below.

two entertainers got together to create a 90-minute television special. They had no experience writing for the medium and quickly ran out of material, so they shifted their concept to a half-hour weekly show. When they submitted their script, most of the network executives didn’t like it or didn’t get it. One of the actors involved in the program described it as a “glorious mess.” After filming the pilot, it was time for an audience test. The one hundred viewers who were assembled in Los Angeles to discuss the strengths and weaknesses of the show dismissed it as a dismal failure. One put it bluntly: “He’s just a loser, who’d want to watch this guy?” After about six hundred additional people were shown the pilot in four different cities, the summary report concluded: “No segment of the audience was eager to watch the show again.” The performance was rated weak. The pilot episode squeaked onto the airwaves, and as expected, it wasn’t a hit. Between that and the negative audience tests, the show should have been toast. But one executive campaigned to have four more episodes made. They didn’t go live until nearly a year after the pilot, and again, they failed to gain a devoted following. With the clock winding down, the network ordered half a season as replacement for a canceled show, but by then one of the writers was ready to walk away: he didn’t have any more ideas. It’s a good thing he changed his mind. Over the next decade, the show dominated the Nielsen ratings and brought in over $1 billion in revenues. It became the most popular TV series in America, and TV Guide named it the greatest program of all time. If you’ve ever complained about a close talker, accused a partygoer of double-dipping a chip, uttered the disclaimer “Not that there’s anything wrong with that,” or rejected someone by saying “No soup for you,” you’re using phrases coined on the show. Why did network executives have so little faith in Seinfeld? When we bemoan the lack of originality in the world, we blame it on the absence of creativity. If only people could generate more novel ideas, we’d all be better off. But in reality, the biggest barrier to originality is not idea generation—it’s idea selection. In one analysis, when over two hundred people dreamed up more than a thousand ideas for new ventures and products, 87 percent were completely unique. Our companies, communities, and countries don’t necessarily suffer from a shortage of novel ideas. They’re constrained by a shortage of people who excel at choosing the right novel ideas. The Segway was a false positive: it was forecast as a hit but turned out to be a miss. Seinfeld was a false negative: it was expected to fail but ultimately flourished.

The earth and all life upon it endured and was devastated by what can only be described as a globally distributed firestorm at the onset of the Younger Dryas around 12,800 years ago. In this planetary debacle, 10 million square kilometers of trees and other plant matter burned. To put that in perspective, the United Kingdom was in a state of traumatic shock in late June and early July 2018 after 4,942 acres of Lancashire moorland were consumed by wildfires. That's an area of just 20 square kilometers, but firefighters and emergency services from seven counties were utterly overwhelmed by the blaze and the military had to be brought in to assist. Meanwhile, a report in the Sacramento Bee dated July 2, 2018, opined that California's wildfire season had started early, with two 'major fires' already fought at huge expense and requiring evacuation of local residents. These two fires were estimated to have consumed 85,000 acres, which sounds an awful lot but in fact converts to just 344 square kilometers. The previous years, 2017, was California's most destructive wildfire season then on record, with a total of 1.25 million acres burned. The cost of dealing with the disaster, including fire suppression, insurance, and recovery expenditures, was estimated at US$180 billion. Yet 1.38 million acres converts to just 5,585 square kilometers--an insignificant fraction (around 0.05 percent--that is, a twentieth of 1 percent) of the 10 million square kilometers destroyed in the Younger Dryas wildfires.

In terms of URLs, here are some golden rules. •   Owning the dotcom version of your name is ideal. It confers credibility, trust and a clear leadership position. Launching with a ‘national’ domain (such as .co.uk or .fr) is fine if you have small ambitions but won’t cut it if you’re serious about billion-dollar status. •   Get as close as you can to the pure version of your domain. Starting with variants is perfectly fine: Twitter operated on twittr.com for many years before having the money to purchase twitter.com; similarly Facebook was thefacebook.com for many years; and Uber had ubercab.com before it acquired the sleek uber.com domain. •   Starting out with a domain name like ‘[companyname]app.com’ is great strategy if you’re focused just on the mobile side of things. •   Other alternatives such as ‘get[companyname].com’ and ‘get[companyname]app.com’ are also good ideas to get the ball rolling (ideally, you’ll be able to purchase a cleaner version down the line). •   And, if you’re serious, start the process of communicating with the person who owns your ‘dream domain’ – it may take months, or even years, to eventually acquire it. It used to be true that you could find a great domain name for $10,000, but that’s frankly pretty hard. Fred Wilson, a very seasoned investor behind companies such as Twitter, Tumblr and Etsy (he also invested in Hailo), has revised his guidance to startups about how much they should commit to finding a good domain. In today’s market, he thinks it’s appropriate to fork out up to $50,000.1