Business Budgeting Quotes

Misuse of budget happens when business owners are not able to see far ahead in the future or don’t take the budget seriously.

One important thing that you have to remember is that the human brain is always looking for instant gratification and instant results which is why many of us end up spending more budget on making our office or store prettier rather than on marketing.

If you want to retain your customers, attract more customers, and don’t want to unnecessarily spend your budget in marketing campaigns which will fail because of your increasing number of dissatisfied customers, start working on your customer service strategy right now.

The easiest thing to sell is truth.

Many people object to “wasting money in space” yet have no idea how much is actually spent on space exploration. The CSA’s budget, for instance, is less than the amount Canadians spend on Halloween candy every year, and most of it goes toward things like developing telecommunications satellites and radar systems to provide data for weather and air quality forecasts, environmental monitoring and climate change studies. Similarly, NASA’s budget is not spent in space but right here on Earth, where it’s invested in American businesses and universities, and where it also pays dividends, creating new jobs, new technologies and even whole new industries.

John Maxwell says a budget (for your money) is telling your money where to go instead of wondering where it went. Managing time is the same; you will either tell your day what to do or you will wonder where it went.

A well-planned budget will save you from any kind of unexpected surprises.

we all make vows, Jimmy. And there is something very beautiful and touching and noble about wanting good impulses to be permanent and true forever," she said. "Most of us stand up and vow to love, honor and cherish someone. And we truly mean it, at the time. But two or twelve or twenty years down the road, the lawyers are negotiating the property settlement." "You and George didn't go back on your promises." She laughed. "Lemme tell ya something, sweetface. I have been married at least four times, to four different men." She watched him chew that over for a moment before continuing, "They've all been named George Edwards but, believe me, the man who is waiting for me down the hall is a whole lot different animal from the boy I married, back before there was dirt. Oh, there are continuities. He has always been fun and he has never been able to budget his time properly and - well, the rest is none of your business." "But people change," he said quietly. "Precisely. People change. Cultures change. Empires rise and fall. Shit. Geology changes! Every ten years or so, George and I have faced the fact that we have changed and we've had to decide if it makes sense to create a new marriage between these two new people." She flopped back against her chair. "Which is why vows are such a tricky business. Because nothing stays the same forever. Okay. Okay! I'm figuring something out now." She sat up straight, eyes focused somewhere outside the room, and Jimmy realized that even Anne didn't have all the answers and that was either the most comforting thing he'd learned in a long time or the most discouraging. "Maybe because so few of us would be able to give up something so fundamental for something so abstract, we protect ourselves from the nobility of a priest's vows by jeering at him when he can't live up to them, always and forever." She shivered and slumped suddenly, "But, Jimmy! What unnatural words. Always and forever! Those aren't human words, Jim. Not even stones are always and forever.

In business, when it comes to implementing change, there's a lot of redefining that often needs to happen... that might include redefining budgets, redefining resources, redefining business processes, and redefining value.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

See money – currency - as the flow of energy and giving that cycles between you, others and me. Now let it flow kindly, fairly and mindfully.

Now public business takes up so much of my time that I must get time a Sundays or a nights to look after my own matters.

Criticism is a tax you pay, and it always comes due. Better to accept that now—just like businesses budget in the amount of tax they have to pay each year—than to act shocked every time you see the bill.

be in the efforts business, not the results business.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

If George Osborne had dressed up as a cross between Flashman and the Grim Reaper instead of a business suit when he delivered his budgets, perhaps we would have had a more appropriate vision of who was controlling the nation’s finances.

Budgeting for liquidity is important. You have to include liquidity into the budget. Otherwise you could end up selling your farm in winter to buy someone else’s summer crops just to survive. Then come next planting season you’re starting from scratch.

Rory’s Rules of Alchemy The opposite of a good idea can also be a good idea. Don’t design for average. It doesn’t pay to be logical if everyone else is being logical. The nature of our attention affects the nature of our experience. A flower is simply a weed with an advertising budget. The problem with logic is that it kills off magic. A good guess which stands up to observation is still science. So is a lucky accident. Test counterintuitive things only because no one else will. Solving problems using rationality is like playing golf with only one club. Dare to be trivial. If there were a logical answer, we would have found it.

You don’t need budget to create experiences.

Small budgets require brave ideas.

When telling a story you can utilize numerous ways to create an attractive narrative that will enchant your audience aka ideal customers and clients.

You know this business, Cole. Your production budget is climbing faster than Lindsay Lohan’s chance of a crack baby pregnancy.

For most businesses, the best predictor of next year’s budget is still this year’s budget, plus or minus a few percent, of course.

Time management Delegation Budgeting Hiring

The Lean Startup asks people to start measuring their productivity differently. Because startups often accidentally build something nobody wants, it doesn’t matter much if they do it on time and on budget. The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible. In other words, the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

In August 2018, Yamal LNG dispatched its first cargo to China, going east along the Arctic coast, through the ice of the Northern Sea Route. Yamal LNG had come in on time and on budget. The Financial Times observed another noteworthy aspect of the project. “No other business venture,” it said, “better illustrates Russia’s resilience in the face of international sanctions.

If you spend the same amount of time and energy developing people as you do on the budgeting, strategic planning, and financial monitoring, the payoff will come in sustainable competitive advantage.

Let’s see, you will need a project plan, resource allocation, a timeline, test cycles, a budget, a contingency budget, lots of diagrams, flowcharts, a media release, a strategic vision, a charter, technical specifications, business rules, travel expenses, a development environment, deployment instructions, a user acceptance test, stationary, overtime schedule, a mock-up, prototypes…” “Tell me,” she said, “did the people who built the pyramids have any of those?” “Mostly, they had beer. Come to think of it, if there had been such a thing as a Business Analyst in ancient Egypt, then the hieroglyph for it would have been very graphical, if you know what I mean.

In this book, I’ll refer to the work that you do to decide what to build as discovery and the work that you do to build and ship a product as delivery.1 This distinction matters. As you’ll see, many companies put a heavy emphasis on delivery—they focus on whether you shipped what you said you would on time and on budget—while under-investing in discovery, forgetting to assess if you built the right stuff. This book aims to correct for that imbalance.

Ever since 1945 the federal government has held and indeed increased its importance as the first customer of the American economy. Government spending had been the primary economic stimulant and to increase it had been the goal of hundreds of interest groups; hopes of balanced budgets and cheap, business-like administration always ran aground upon this fact. What was more, the United States was a democracy; whatever the doctrinaire objections to it, and however much rhetoric might be devoted to attacking it, a welfare state slowly advanced because voters wanted it that way. These facts gradually made the old ideal of totally free enterprise, unchecked and uninvaded by the influence of government, unreal.

The construction industry is the world’s second largest (after agriculture), worth $8 trillion a year. But it’s remarkably inefficient. The typical commercial construction project runs 80% over budget and 20 months behind schedule, according to McKinsey.

The question now is, do we have the morality and courage required to live together as brothers and not be afraid? One of the most persistent ambiguities we face is that everybody talks about peace as a goal, but among the wielders of power peace is practically nobody’s business. Many men cry “Peace! Peace!” but they refuse to do the things that make for peace. The large power blocs talk passionately of pursuing peace while expanding defense budgets that already bulge, enlarging already awesome armies and devising ever more devastating weapons. Call the roll of those who sing the glad tidings of peace and one’s ears will be surprised by the responding sounds. The heads of all the nations issue clarion calls for peace, yet they come to the peace table accompanied by bands of brigands each bearing unsheathed swords.

When building foliage, a tree must budget for each leaf individually and allocate for each position relative to the other leaves. A good business plan will allow our tree to triumph as the largest and longest-living being on your street. But it ain’t easy, and it ain’t cheap. The

My friend John Maxwell says a budget (for your money) is telling your money where to go instead of wondering where it went. Managing time is the same; you will either tell your day what to do or you will wonder where it went. The weird thing is that the more efficient, on task, on goal you are with your time, the more energy you have. Working with no traction, or for that matter simply wasting away a day, does not relax you, it drains you. Have you ever taken a day off, slept late, wandered around with no plan or thought for the day, watched some stupid rerun of a bad movie as you surfed the TV, and at the end of your great day off found yourself absolutely exhausted? Strange as it may seem, when you work a daily plan in pursuit of your written goals that flow from your mission statement born of your vision for living your dreams, you are energized after a tough long day.

Cash flow is the life blood of your business. It allows you to develop a product, undertake research, cover overhead costs, and invest in future projects. You should review your financial situation regularly to anticipate future expenses and allocate your budget appropriately to ensure they are covered.

Because of the destruction of the Afghan and Iraqi infrastructure, the enormous problem of policing, the incredible expense of rebuilding, and the $700 billion U.S. defense budget, it was foreseeable that the “military conflict” there could go on for decades, to the delight of military contractors like Halliburton, Lockheed and General Dynamics. War is good for business.

But we will never allow Berkshire to become some monolith that is overrun with committees, budget presentations and multiple layers of management. Instead, we plan to operate as a collection of separately-managed medium-sized and large businesses, most of whose decision-making occurs at the operating level. Charlie and I will limit ourselves to allocating capital, controlling enterprise risk, choosing managers and setting their compensation.

HOW TO DRIVE A WRITER CRAZY “1. When he starts to outline a story, immediately give him several stories just like it to read and tell him three other plots. This makes his own story and his feeling for it vanish in a cloud of disrelated facts. "2. When he outlines a character, read excerpts from stories about such characters, saying that this will clarify the writer's ideas. As this causes him to lose touch with the identity he felt in his character by robbing him of individuality, he is certain to back away from ever touching such a character. "3. Whenever the writer proposes a story, always mention that his rate, being higher than other rates of writers in the book, puts up a bar to his stories. "4. When a rumor has stated that a writer is a fast producer, invariably confront him with the fact with great disapproval, as it is, of course, unnatural for one human being to think faster than another. "5. Always correlate production and rate, saying that it is necessary for the writer to do better stories than the average for him to get any consideration whatever. "6. It is a good thing to mention any error in a story bought, especially when that error is to be editorially corrected, as this makes the writer feel that he is being criticized behind his back and he wonders just how many other things are wrong. "7. Never fail to warn a writer not to be mechanical, as this automatically suggests to him that his stories are mechanical and, as he considers this a crime, wonders how much of his technique shows through and instantly goes to much trouble to bury mechanics very deep—which will result in laying the mechanics bare to the eye. "8. Never fail to mention and then discuss budget problems with a writer, as he is very interested. "9. By showing his vast knowledge of a field, an editor can almost always frighten a writer into mental paralysis, especially on subjects where nothing is known anyway. "10. Always tell a writer plot tricks, as they are not his business.

Government courts seek to stay in power and maintain their influence. They depend on other parts of government for their budgets and have no incentive to go against the general agenda. Once this relationship is established, it is easy for politicians to pass laws that go completely against any rational sense of justice and have the courts behind them. Courts become part of the machine, convicting us of victimless crimes to keep police busy, keeping the politicians and their sponsors happy, and providing a flow of bodies to the prisons.

Recommended Reading The Definitive Guide to Getting Your Budget Approved by Johannes Ritter and Frank Röttgers provides a systematic guide for creating a financial business case. The book includes examples as well as the methods for using Monte Carlo simulation and sensitivity analysis to create the business case. The methods described in the book can also be used for quantifying risks and project costs. Mary and Tom Poppendieck in their book Lean Software Development: describe the lean principles and the types of waste in software projects.

it’s easy for businesses to increase supply in response to more spending. But as an economy moves closer to its full employment limit, real resources become increasingly scarce. Rising demand can begin to put pressure on prices, and bottlenecks can develop in industries that are experiencing the greatest strain on capacity. Inflation can heat up. Once the economy hits this full employment wall, any additional spending (not just government spending) will be inflationary. That’s overspending, and it can even happen if the government’s budget is balanced or in surplus.

The single biggest structural problem facing leaders of meetings is the tendency to throw every type of issue that needs to be discussed into the same meeting, like a bad stew with too many random ingredients. Desperate to minimize wasted time, leaders decide that they will have one big staff meeting, either once a week or every other week. They sit down in a room for two or three or four hours and hash everything out—sales strategies, expense policies, potential mergers, employee recognition programs, budgets, and branding—so that everyone can get back to their “real work.

We had a massive budget shortfall with a structural budget deficit and seemingly no way to close it; the city had been spending at levels way beyond its recurring revenue for years, and the nonrecurring revenue streams were drying up as we entered office, leaving us with no good options. The structural deficit was about $180 million on a roughly $600 million general fund—which meant that if we were to eliminate our debt, we would have to develop or attract new housing and businesses that could generate tax income, identify other sources of revenue, or cut our government by one-third.

I have no illusions that I, by myself, pose any threat to the current status quo. They, who have effectively neutered and marginalized the population so greatly, that a coffee-table book of Madonna’s twat constitutes a greater threat in Americans’ minds than does a 150-billion-dollar defense budget during peacetime (more on Madonna’s twat later.)... ...For all the lip service being paid by our candidates for the need to change, it looks like Business As Usual here in America. So, who am I supporting? Which candidate best represents my interests? As for me, I’m voting for Madonna’s twat.

we know intuitively and from experience that we work better in a complex interdependent task with someone we know and trust, but we are not prepared to spend the effort, time, and money to ensure that such relationships are built. We value such relationships when they are built as part of the work itself, as in military operations where soldiers form intense personal relationships with their buddies. We admire the loyalty to each other and the heroism that is displayed on behalf of someone with whom one has a relationship, but when we see such deep relationships in a business organization, we consider it unusual. And programs for team building are often the first things cut in the budget when cost issues arise. The

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an “island of freedom” where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit’s senior management.

millions—often more than the budget of the movie itself—studios regularly write off major releases as complete washes. And when they do succeed, no one has any idea why or which of the ingredients were responsible for it. As screenwriter William Goldman famously put it, nobody knows anything—even the people in charge. It’s all a big gamble. Which is fine, because their system is designed to absorb these losses. The hits pay for the mistakes many times over. But there is a big difference between them and everyone else in the world. You can’t really afford for your start-up to fail; your friend has sunk everything into her new business; and I can’t allow my book to flop. We don’t have ten other projects coming down the pike. This is it.

Ever since, a select group of corporations has been attempting to free itself from the corporeal world of commodities, manufacturing and products to exist on another plane. Anyone can manufacture a product, they reason (and as the success of private-label brands during the recession proved, anyone did). Such menial tasks, therefore, can and should be farmed out to contractors and subcontractors whose only concern is filling the order on time and under budget (ideally in the Third World, where labour is dirt cheap, laws are lax and tax breaks come by the bushel). Headquarters, meanwhile, is free to focus on the real business at hand — creating a corporate mythology powerful enough to infuse meaning into these raw objects just by signing its name.

Here are the real objections... Doesn't have the money. Has the money, but is too damn cheap to spend it. Can't get the credit needed. Can't decide on his or her own. Doesn't have authority to spend over budget, or without someone else's financial approval. Thinks (or knows) he can get a better deal elsewhere. Has something else in mind, but won't tell you. Has a friend, connection, or satisfactory relationship in the business. Does not want to change vendors. Wants to shop around. Too busy with other more important things at this time. Doesn't need (or thinks he doesn't need) your product now. Thinks (or knows) your price is too high. Doesn't like or have confidence in your product. Doesn't like, trust, or have confidence in your company. Doesn't like, trust, or have confidence in you.

I have found it frustrating at times that so few people know what the space program does and, as a result, are unaware that they benefit from it. Many people object to “wasting money in space” yet have no idea how much is actually spent on space exploration. The CSA’s budget, for instance, is less than the amount Canadians spend on Halloween candy every year, and most of it goes toward things like developing telecommunications satellites and radar systems to provide data for weather and air quality forecasts, environmental monitoring and climate change studies. Similarly, NASA’s budget is not spent in space but right here on Earth, where it’s invested in American businesses and universities, and where it also pays dividends, creating new jobs, new technologies and even whole new industries. The

Red Flags And Deal Breakers What signals or signs can you look for, as early in the sales process as possible, to warn you (and the client) that working together is a waste of time? Here are some examples of red flags: They just installed a _______ kind of system. They already have an agency/service provider in place, or a full-time in-house person dedicated to ___. They churn-and-burn the consultants or agencies they hire to do _____________. Know-it-alls / “We know what we’re doing.” Geography. Their monthly budget for ________ is only ________. These industries never seem to work: _____, _____, _____. This area of work is totally new to them, and they don’t understand it yet. (That is, you would have to do a lot of education of the client before they would even understand the value of your service.)

The situation—having to choose between imposing higher retail prices and reducing investments and military spending—created a dilemma for the government: deciding between conflict with the public or with the Party economic elite. But not making a decision heightened the risk that, as the crisis developed, there would be conflict with both the public and the elite.18 The new generation of leaders clearly did not understand this. The traditional management of the economy was oriented on natural, rather than abstract, parameters. The development of cattle breeding was discussed at the highest level more frequently than the country’s budget. Industry and business leaders regarded finances as necessary but dreary bookkeeping.19 In addition, information on the real state of the budget, hard currency reserves, foreign debt, and balance of payments was available only to an extremely narrow circle of people, many of whom understood nothing about it anyway.

Pointsman is the only one here maintaining his calm. He appears unruffled and strong. His lab coats have even begun lately to take on a Savile Row serenity, suppressed waist, flaring vents, finer material, rather rakishly notched lapels. In this parched and fallow time, he gushes affluence. After the baying has quieted down at last, he speaks, soothing: “There’s no danger.” “No danger?” screams Aaron Throwster, and the lot of them are off again muttering and growling. “Slothrop’s knocked out Dodson-Truck and the girl in one day!” “The whole thing’s falling apart, Pointsman!” “Since Sir Stephen came back, Fitzmaurice House has dropped out of our scheme, and there’ve been embarrassing inquires down from Duncan Sandys—“ “That’s the P.M.’s son-in-law, Pointsman, not good, not good!” “We’ve already begun to run into a deficit—“ “Funding,” IF you can keep your head, “is available, and will be coming in before long… certainly before we run into any serious trouble. Sir Stephen, far from being ‘knocked out,’ is quite happily at work at Fitzmaurice House, and is At Home there should any of you wish to confirm. Miss Borgesius is still active in the program, and Mr. Duncan Sandys is having all his questions answered. But best of all, we are budgeted well into fiscal ’46 before anything like a deficit begins to rear its head.” “Your Interested Parties again?” sez Rollo Groast. “Ah, I noticed Clive Mossmoon from Imperial Chemicals closeted with you day before yesterday,” Edwin Treacle mentions now. “Clive Mossmoon and I took an organic chemistry course or two together back at Manchester. Is ICI one of our, ah, sponsors, Pointsman?” “No,” smoothly, “Mossmoon, actually, is working out of Malet Street these days. I’m afraid we were up to nothing more sinister than a bit of routine coordination over the Schwarzkommando business.” “The hell you were. I happen to know Clive’s at ICI, managing some sort of polymer research.” They stare at each other. One is lying, or bluffing, or both are, or all of the above. But whatever it is Pointsman has a slight advantage. By facing squarely the extinction of his program, he has gained a great of bit of Wisdom: that if there is a life force operating in Nature, still there is nothing so analogous in a bureaucracy. Nothing so mystical. It all comes down, as it must, to the desires of men. Oh, and women too of course, bless their empty little heads. But survival depends on having strong enough desires—on knowing the System better than the other chap, and how to use it. It’s work, that’s all it is, and there’s no room for any extrahuman anxieties—they only weaken, effeminize the will: a man either indulges them, or fights to win, und so weiter. “I do wish ICI would finance part of this,” Pointsman smiles. “Lame, lame,” mutters the younger Dr. Groast. “What’s it matter?” cries Aaron Throwster. “If the old man gets moody at the wrong time this whole show can prang.” “Brigadier Pudding will not go back on any of his commitments,” Pointsman very steady, calm, “we have made arrangements with him. The details aren’t important.” They never are, in these meetings of his.

At a certain level, credible deterrence depends on a credible enemy. The Soviet Union disintegrated, but the surviving superpower's instinct to de-escalate intensified: In Kirkuk as in Kandahar, every Lilliputian warlord quickly grasped that you could provoke the infidel Gulliver with relative impunity. Mutually assured destruction had curdled into Massively Applied Desultoriness. Clearly, if one nation is responsible for near half the world's military budget, a lot of others aren't pulling their weight. The Pentagon outspends the Chinese, British, French, Russian, Japanese, German, Saudi, Indian, Italian, South Korean, Brazilian, Canadian, Australian, Spanish, Turkish, and Israeli militaries combined. So why doesn't it feel like that? Well, for exactly that reason: If you outspend every serious rival combined, you're obviously something other than the soldiery of a conventional nation state. But what exactly? The geopolitical sugar daddy is so busy picking up the tab for the global order he's lost all sense of national interest.

The success of authoritarian reforms in China, they argue, was a unique case and could not be repeated under Soviet conditions.55 China, although in many ways a communist clone of the USSR, had fundamentally different starting conditions for reforms. Gorbachev could not release the energy of the peasantry in the way Deng did: Soviet agriculture, no more than 20 percent of the total workforce, had long been a state-subsidized business. China could leave its old industries, 15 percent of the total economy, alone, while creating a new market industrial sector. The Soviet economy was industrialized to an absurd extent, and its mono-industrial cities had no chance of surviving under market conditions. China’s economy tapped into peasants’ savings and foreign investments. The Soviet budget was overloaded by a safety net of 100 billion rubles paid as pensions and social benefits to Soviet citizens, as well as subsidies to external clients and internal republics. Moscow was losing billions of rubles because of oil prices and ill-fated economic decentralization.

It’s talk like this that thrills and amazes people in the aerospace industry, who have long been hoping that some company would come along and truly revolutionize space travel. Aeronautics experts will point out that twenty years after the Wright brothers started their experiments, air travel had become routine. The launch business, by contrast, appears to have frozen. We’ve been to the moon, sent research vehicles to Mars, and explored the solar system, but all of these things are still immensely expensive one-off projects. “The cost remains extraordinarily high because of the rocket equation,” said Carol Stoker, the planetary scientist at NASA. Thanks to military and government contracts from agencies like NASA, the aerospace industry has historically had massive budgets to work with and tried to make the biggest, most reliable machines it could. The business has been tuned to strive for maximum performance, so that the aerospace contractors can say they met their requirements. That strategy makes sense if you’re trying to send up a $1 billion military satellite for the U.S. government and simply cannot afford for the payload to blow up.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

I was asked with somewhat puzzling frequency about my own politics, what they “were,” or “where they came from,” as if they were eccentric, opaque, somehow unreadable. They are not. They are the logical product of a childhood largely spent among conservative California Republicans (this was before the meaning of “conservative” changed) in a postwar boom economy. The people with whom I grew up were interested in low taxes, a balanced budget, and a limited government. They believed above all that a limited government had no business tinkering with the private or cultural life of its citizens. In 1964, in accord with these interests and beliefs, I voted, ardently, for Barry Goldwater. Had Goldwater remained the same age and continued running, I would have voted for him in every election thereafter. Instead, shocked and to a curious extent personally offended by the enthusiasm with which California Republicans who had jettisoned an authentic conservative (Goldwater) were rushing to embrace Ronald Reagan, I registered as a Democrat, the first member of my family (and perhaps in my generation still the only member) to do so. That this did not involve taking a markedly different view on any issue was a novel discovery, and one that led me to view “America’s two-party system” with—and this was my real introduction to American politics—a somewhat doubtful eye.

The mythical ‘butterfly effect’ does exist, but we don’t spend enough time butterfly hunting. Here are some recent butterfly effect discoveries, from my own experience: A website adds a single extra option to its checkout procedure – and increases sales by $300m per year. An airline changes the way in which flights are presented – and sells £8m more of premium seating per year. A software company makes a seemingly inconsequential change to call-centre procedure – and retains business worth several million pounds. A publisher adds four trivial words to a call-centre script – and doubles the rate of conversion to sales. A fast-food outlet increases sales of a product by putting the price . . . up. All these disproportionate successes were, to an economist, entirely illogical. All of them worked. And all of them, apart from the first, were produced by a division of my advertising agency, Ogilvy, which I founded to look for counter-intuitive solutions to problems. We discovered that problems almost always have a plethora of seemingly irrational solutions waiting to be discovered, but that nobody is looking for them; everyone is too preoccupied with logic to look anywhere else. We also found, rather annoyingly, that the success of this approach did not always guarantee repeat business; it is difficult for a company, or indeed a government, to request a budget for the pursuit of such magical solutions, because a business case has to look logical.

It is a painful irony that silent movies were driven out of existence just as they were reaching a kind of glorious summit of creativity and imagination, so that some of the best silent movies were also some of the last ones. Of no film was that more true than Wings, which opened on August 12 at the Criterion Theatre in New York, with a dedication to Charles Lindbergh. The film was the conception of John Monk Saunders, a bright young man from Minnesota who was also a Rhodes scholar, a gifted writer, a handsome philanderer, and a drinker, not necessarily in that order. In the early 1920s, Saunders met and became friends with the film producer Jesse Lasky and Lasky’s wife, Bessie. Saunders was an uncommonly charming fellow, and he persuaded Lasky to buy a half-finished novel he had written about aerial combat in the First World War. Fired with excitement, Lasky gave Saunders a record $39,000 for the idea and put him to work on a script. Had Lasky known that Saunders was sleeping with his wife, he might not have been quite so generous. Lasky’s choice for director was unexpected but inspired. William Wellman was thirty years old and had no experience of making big movies—and at $2 million Wings was the biggest movie Paramount had ever undertaken. At a time when top-rank directors like Ernst Lubitsch were paid $175,000 a picture, Wellman was given a salary of $250 a week. But he had one advantage over every other director in Hollywood: he was a World War I flying ace and intimately understood the beauty and enchantment of flight as well as the fearful mayhem of aerial combat. No other filmmaker has ever used technical proficiency to better advantage. Wellman had had a busy life already. Born into a well-to-do family in Brookline, Massachusetts, he had been a high school dropout, a professional ice hockey player, a volunteer in the French Foreign Legion, and a member of the celebrated Lafayette Escadrille flying squad. Both France and the United States had decorated him for gallantry. After the war he became friends with Douglas Fairbanks, who got him a job at the Goldwyn studios as an actor. Wellman hated acting and switched to directing. He became what was known as a contract director, churning out low-budget westerns and other B movies. Always temperamental, he was frequently fired from jobs, once for slapping an actress. He was a startling choice to be put in charge of such a challenging epic. To the astonishment of everyone, he now made one of the most intelligent, moving, and thrilling pictures ever made. Nothing was faked. Whatever the pilot saw in real life the audiences saw on the screen. When clouds or exploding dirigibles were seen outside airplane windows they were real objects filmed in real time. Wellman mounted cameras inside the cockpits looking out, so that the audiences had the sensation of sitting at the pilots’ shoulders, and outside the cockpit looking in, allowing close-up views of the pilots’ reactions. Richard Arlen and Buddy Rogers, the two male stars of the picture, had to be their own cameramen, activating cameras with a remote-control button.

Promises, schedules, and estimates are necessary and important instruments in a well-ordered business. Many fail to realize this, or habitually try to dodge the responsibility for making commitments. You must make promises based upon your own estimates for the part of the job for which you are responsible, together with estimates obtained from contributing departments for their parts. No one should be allowed to avoid the issue by the old formula, “I can’t give a promise because it depends upon so many uncertain factors.” Consider the “uncertain factors” confronting a department head who must make up a budget for an entire department a year in advance! Even the most uncertain case can be narrowed down by first asking, “Will it be done in a matter of a few hours or a few months, a few days or a few weeks?” If it cannot be done in less than three weeks and surely will not require more than five, you’d better say four weeks. This allows one week for contingencies and sets you a reasonable miss under the comfortable figure of five weeks. Both extremes are bad; good businesspeople set schedules that they can meet with energetic effort at a pace commensurate with the significance of the job. As a corollary of the foregoing, you have a right to insist upon having estimates from responsible representatives of other departments. But in accepting promises, or statements of facts, it is frequently important to make sure that you are dealing with a properly qualified representative. Also bear in mind that when you ignore or discount other promises you dismiss their responsibility and incur the extra liability yourself. Of course this is sometimes necessary, but be sure that you do it advisedly. Ideally, other people’s promises should be reliable instruments in compiling estimates.

Although the founders were often good classicists, they took as a model for the American republic the pre-Julius Caesar Roman Republic. For the record, our word democracy comes from the Greek demokratia, which means, literally, “people-power.” History’s only democracy was instituted at Athens in 508 B.C. by Cleisthenes. Every male citizen over eighteen years of age was a citizen, able to gather with his fellows on a hillside, where, after listening to various demagogues, he could vote with the other citizens on matters of war and peace and anything else that happened to be introduced that day. In 322 B.C. Alexander of Macedon conquered Athens and eliminated their democracy, which was never again to be tried by a proper state (as opposed to an occasional New England town meeting). Current publicists for the American Empire have convinced themselves that if other nations, living as they do in utter darkness, would only hold numerous elections at enormous cost to their polity’s plutocracy (or to the benign empire back of these exercises), perfect government would henceforward obtain as The People had Been Heard: one million votes for Saddam Hussein, let us say, to five against. Although the Athenian system might now be revived through technology, voting through some sort of “safe” cybersystem, no one would wish an uneducated, misinformed majority to launch a war, much less do something meaningful like balance the budget of Orange County, California. One interesting aspect of the Athenian system was the rotation of offices. When Pericles told Sophocles, the poet-dramatist, that it was his turn to be postmaster general or some such dull office, Sophocles said he was busy with a play and that, besides, politics was not his business. To which the great Pericles responded, the man who says politics is no business of his has no business.

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

Reading the transcript now, a decade later, I’m struck by how calm and cogent I sound. Maybe I’m surprised because the transcript doesn’t register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn’t fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn’t have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn’t like paying higher taxes—especially when it was to prepare for problems that hadn’t happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who’d done Big Oil’s bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they’d be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn’t have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn’t going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster,

Where should we be if every one had his rights? Fancy every one's having a hand in the government? Can you imagine a city ruled by its citizens? Why, the citizens are the team, and the team cannot be driver. To put to the vote is to throw to the winds. Would you have states driven like clouds? Disorder cannot build up order. With chaos for an architect, the edifice would be a Babel. And, besides, what tyranny is this pretended liberty! As for me, I wish to enjoy myself; not to govern. It is a bore to have to vote; I want to dance. A prince is a providence, and takes care of us all. Truly the king is generous to take so much trouble for our sakes. Besides, he is to the manner born. He knows what it is. It's his business. Peace, War, Legislation, Finance--what have the people to do with such things? Of course the people have to pay; of course the people have to serve; but that should suffice them. They have a place in policy; from them come two essential things, the army and the budget. To be liable to contribute, and to be liable to serve; is not that enough? What more should they want? They are the military and the financial arm. A magnificent rôle. The king reigns for them, and they must reward him accordingly. Taxation and the civil list are the salaries paid by the peoples and earned by the prince. The people give their blood and their money, in return for which they are led. To wish to lead themselves! what an absurd idea! They require a guide; being ignorant, they are blind. Has not the blind man his dog? Only the people have a lion, the king, who consents to act the dog. How kind of him! But why are the people ignorant? because it is good for them. Ignorance is the guardian of Virtue. Where there is no perspective there is no ambition. The ignorant man is in useful darkness, which, suppressing sight, suppresses covetousness: whence innocence. He who reads, thinks; who thinks, reasons. But not to reason is duty; and happiness as well. These truths are incontestable; society is based on them.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

Buy Facebook Ads Accounts $100.00 – $270.00 We guarantee 100% transplantation in various countries including the USA, UK, CA, AU and provide full verified Facebook Ads accounts. We have a huge stock of Facebook Business Manager and Ads Accounts. So buy Facebook Ads accounts from us now without delay. BestGMB.com So Order Now From This Page. We are Online 24 Hours to Serve You. Mail I’d: BestGMB.Co@Gmail.Com WhatsApp: +447366274355 Telegram: @BestGMB Skype: BestGMB How to Buy Facebook Ads Accounts? To buy Facebook Ads Accounts, you need to register with the platform and pay for it. We will provide you with a complete guide on how to do this step-by-step below: Register with Facebook Ads Manager (FAM) – Go through their registration process and create an account if you don’t have one already. You can find out more about it here: www What is the cost of buying Facebook ads accounts? The cost of buying Facebook ads accounts depends on the type of account and number of ad units. The most common types of accounts are: Standard (free): This is the most basic type that allows you to create up to three campaigns, each with a budget limit of $5 per day. A standard account also allows you to run up to five ads per day within these campaigns. Why should I buy Facebook ads accounts? Facebook ads are a great way to reach your target audience. Facebook ads are a great way to get your brand noticed. Facebook ads are a great way to get your message across. Facebook ads are also one of the best ways for businesses to reach new customers and build relationships, which helps grow their business over time as well as increase conversion rates (the percentage of people who buy something after seeing it advertised). Where to buy low cost Facebook ads accounts? There are many ways to buy Facebook ads accounts. But if you are looking for a way to get your account at the lowest price possible, then this article is for you. It’s important to know that there are many different types of accounts and each one has its own set of benefits and drawbacks. For example, some accounts work well for businesses with high traffic numbers while others work better for smaller businesses or organisations who don’t have as much traffic on their page yet want access to more targeted audiences through their social media strategy. You can use this article to learn how to buy Facebook ad accounts. You can use this article to learn how to buy Facebook ad accounts. You can buy Facebook ad accounts from BestGMB and we will help you with the process. We are a friendly company that cares about its customers and wants them to succeed in their business ventures. Facebook ads are a great way to reach new customers, get your brand noticed, and get people to visit your website. If you want to buy Facebook ads accounts y

Where to Buy Verified Bluebird Accounts - Buyer's Guide ⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤ Looking up "Buy Verified Bluebird Accounts"? Maybe you need a prepaid account fast, want multiple cards for business, or lost access to your old one. Before you buy anything, pause. This guide explains what Bluebird accounts are, why people consider buying them, the real legal and security risks, and safer - legal - ways to get what you need. Read on for plain, practical advice written in simple language. ⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤ If You want to more information just contact now 24 Hours Reply/ Contact : – ✅ Telegram: @accsells1 ⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤ ✅ WhatsApp: ‪‪+1 (814) 403–6336‬‬ ⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤ ✅ E-mail: infoaccsells0@gmail.com ⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤ What Is a Bluebird Account? Bluebird is (or was commonly known as) a prepaid financial product often offered in partnership with a major provider (examples include prepaid debit cards and online accounts). A "verified" Bluebird account usually means identity checks (KYC) were completed - the account owner provided ID and perhaps proof of address. Verification lifts some limits and adds trust for transactions. Whatever the exact provider name in your country, verified prepaid accounts link to real identity details and can be used for payments, direct deposits, and online transactions. Why People Search "Buy Verified Bluebird Accounts" People look to buy these accounts for different reasons - some honest, some risky. Legitimate Reasons Business needs: Small teams want separate accounts for payroll or project budgets. Quick access: Someone who lost access to records may want a ready account. Testing and QA: Developers or finance teams may need test accounts that behave like verified ones. Risky / Illicit Reasons (Don't Do This) Avoiding verification for criminal activities. Money laundering or hiding funds. Using multiple accounts to game systems (fraud). If your reason is dishonest or to hide identity, stop - buying accounts can get you into serious trouble. Types of Bluebird Accounts You Might See for Sale ⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤ Our service is always reliable – 100% satisfaction guaranteed ✔ 100% customer satisfaction guaranteed ✔ Fully verified, non-drop Bluebird account ✔ Active and ready-to-use account ✔ Very affordable prices ✔ High quality and reliable service ✔ 100% money back guarantee ✔ 24/7 dedicated customer support ✔ Extra bonuses with every order ✔ Upfront payment required for all purchases Labels can be misleading. Age or "verified" stickers don't guarantee safety or legal ownership. Legal & Policy Risks Buying a verified financial account is a legal minefield: Violates terms of service: Providers often forbid selling/transferring personal accounts. Breach of KYC/AML laws: Accounts used for money transmission are regulated. Transferring ownership outside official procedures can be illegal. Stolen or fraudulently obtained accounts: You could be handling funds tied to theft - criminal exposure is real. Civil liability: Even if not criminal, you may face disputes, frozen funds, or account closure. ⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤⩤ Never assume an online marketplace sale makes an account lawful to use. Security & Privacy Dangers

Want to Start Advertising Fast? Buy a Google Ads Account Today In the competitive world of digital advertising, Google Ads remains the most powerful platform for businesses to drive traffic, generate leads, and boost sales. With billions of daily searches and a vast network of partner sites, advertising on Google gives brands unparalleled reach. However, managing a Google Ads account isn’t always easy — especially for those just starting out, dealing with suspensions, or running multiple campaigns. That’s why many marketers, freelancers, and agencies turn to an alternative solution: buying a Google Ads account. Buying a ready-made Google Ads account can offer a quick entry into the advertising space without going through the hassle of account setup, verification, or warming up a new profile. For individuals whose accounts have been suspended due to policy violations or repeated disapprovals, purchasing a pre-verified account may seem like the only way forward. These accounts are often aged, have good history, and are less likely to be flagged immediately by Google’s algorithm, making them a desirable option for advertisers under pressure. There are different types of Google Ads accounts available for purchase. Some are newly created accounts with basic setup done, while others are aged accounts with clean advertising history, higher spending limits, and even running ad credits. Depending on the seller and the price, buyers can choose accounts with specific countries, verified billing profiles, or access to Google Partners features. Aged and verified accounts tend to cost more but are considered safer for high-budget or aggressive campaigns. While the benefits may seem appealing, buying a Google Ads account isn’t without risks. First and foremost, it goes against Google’s Terms of Service, which clearly prohibits the transfer or sale of accounts. If detected, the account can be suspended or permanently banned — putting your ad campaigns and funds at risk. There’s also the issue of account ownership and trust. If the original creator retains any control (like recovery email or payment methods), your access can be compromised at any time. Moreover, not all sellers are genuine. Many online marketplaces and forums are filled with low-quality or blacklisted accounts. If you buy from an untrusted source, you could end up with a disabled account or one that gets flagged shortly after your first ad goes live. This not only wastes your money but can also delay your marketing efforts. To minimize risk, it’s essential to do your research, buy from reputable providers, and ensure you receive full access to all account credentials — including recovery email, payment settings, and admin permissions. Also, use dedicated IPs or proxy tools if the account is country-specific, to avoid triggering location mismatches that could lead to account review. In conclusion, buying a Google Ads account can be a strategic shortcut for experienced advertisers, especially when time or account history is critical. However, it's not a guaranteed safe path and should only be considered if you understand the platform’s rules, risks, and limitations. When possible, building and managing your own account organically remains the most secure long-term approach. ⇔Contact For More Information⇔ ✅➤Email: usaoldsmm@gmail.com ✅➤WhatsApp:+1 (928) 4065180 ✅➤Telegram: @usaoldsmm1

Buy Facebook business Manager Accounts Facebook business manager is a tool that helps you to manage your Facebook ads. It allows you to run your ads, analyse your performance and optimise them. It also helps you create campaigns, manage campaigns and monitor campaign performance. Buy Facebook Ads Accounts How much is a Facebook ad account? The cost of a Facebook ad account varies depending on the type of account you’re looking for. You can find accounts that range from as low as $5 per month to as high as $100 per month. The lowest price for an ad account is usually around $10 per month and the highest is usually around $200-$300. That’s why it’s important to look into your options before choosing one that fits your budget! Buy fb business manager Buy Facebook Business Manager Buy Facebook Business Manager Accounts Buy Cheap Facebook Ad Accounts Buy aged Fb ads accounts Buying aged FB ads accounts is the best way to get your target audience and make them aware of your brand. The Facebook platform is now a very mature one, which means that no new audience will be created there any longer. So if you want to increase the reach of your page and make more fans on Facebook, then buy aged Fb ads accounts from BestGMB. Our experts will help you in finding out how much money can be earned by buying aged FB ads accounts from us as well as finding out whether it is worth spending money on such services or not? Facebook Ad Accounts Limits Facebook ad accounts limits Maximum number of Facebook ad accounts that you can create is 10,000. Maximum number of Facebook ad accounts that you can manage is 10,000. Buy Aged Facebook Accounts and Business Managers Buy aged Facebook ads accounts Buy aged Facebook ads accounts Buy aged Facebook ads accounts How do I buy Facebook ads accounts? You can buy Facebook ads accounts from us. We offer you the best rates and lowest fees in the industry, allowing you to drive more traffic and sales with your campaigns. You can buy Facebook Ads Accounts from any country, city or state! Our experts are always on hand to help with any questions or needs that arise during the setup process. Can you buy Facebook accounts? Yes, you can buy Facebook accounts. But we’re not the only ones here. There are plenty of other places where you can get your hands on a social media account with a clean history and no suspicious activity. You’ll find some options listed below: How much do 1,000 Facebook ads cost? 1,000 Facebook ads cost $100. 1,000 Facebook ads cost $30. 1,000 Facebook ads cost $20. 1,000 Facebook ads cost $10 (if you’re new to Facebook advertising). Can you pre purchase Facebook ads? You can pre Buy Facebook ads. You can pre Buy Facebook ads with a discount. You can pre Buy Facebook ads with a discount and get your ad up right away, or you can get it up right away and get your ad up right away. Buy Verified BM Accounts You can buy verified Facebook ads accounts from the following sources: Advertise | Buy Facebook Ads & Boosts This is a trusted source for buying ads and boosts. They offer an excellent price on their Facebook ad accounts, as well as fast delivery times and great customer service. Their website is easy to navigate, too! Benefits to Buy Facebook Ads Accounts? You can buy Facebook ads accounts for a low price. You can buy Facebook ads accounts from a reliable source. You can buy Facebook ads accounts from a trusted source. You can buy Facebook ads accounts from a trusted source with a good reputation.

Buy Verified Stash Bank Account | Ready & Verified ➤Website: USABUYSMM. COM : ➤WhatsApp: +19292439320 ➤Telegram: USABUYSMM Looking to buy verified Stash Bank account We provide fully verified, secure accounts with quick setup 24 support. now and start using immediately Online banking has become essential for both individuals and businesses in the current digital era. Leading mobile banking company Stash Bank makes money management easier by integrating budgeting, investing, and banking into a single, intuitive app. Advantages of buying Verified Stash Bank Account: 1. Immediate Access Compared to registering and waiting for verification through conventional channels, verified accounts are instantaneously usable, saving time. 2. Strengthened Security Since Stash Bank has verified all of the information, a verified account lowers the chance of fraud. 3. Business-Friendly Verified accounts are ideal for freelancers and companies for: Getting paid Payroll administration 4. Complete Access to features. Verified accounts have access to all of Stash Bank’s features, including automated savings, investment options, and budgeting tools. 5. Practicality and Dependability Use accounts that are fully verified and operational to prevent needless delays or blocked accounts. Key Features of a Verified Stash Bank Account Two-Factor Authentication (2FA): Enhances account security. Fraud Monitoring: Automatic alerts for suspicious activity. Automated Savings: Set recurring savings goals. Investment Options: Access to low-risk investment portfolios. Budget Tracking: Categorizes expenses and monitors spending patterns. Buy Verified Stash Bank Account : A Complete Guide to Safe and Quick Online Banking Beginning : Buy Verified Stash Bank Account Managing money online is now a must in today’s fast-paced digital world. Stash Bank is one of the best mobile banking apps, giving people and businesses easy access to all of their banking needs. Buying a verified Stash Bank account is a quick way for people and businesses to get access to banking right away. This guide goes over everything you need to know, from how to understand Stash Bank accounts to how to buy, secure, and use verified accounts safely. Buy Verified Stash Bank Account Buy Verified Stash Bank Account Guide to buy Verified Stash Bank Account from usabuysmm.com Overview Online banking is now required rather than optional in today’s fast-paced digital world. The Stash Bank Account is a popular financial solution in the United States. For easy personal financial management, people are now searching for trustworthy, validated, and operational Stash accounts. The real problem, though, is where to look for a verified account without getting duped. Usabuysmm.com can help with that. We offer fully verified Stash Bank Accounts as a reliable platform, guaranteeing security, prompt delivery, and 24/7 customer service. This guide will explain why you need a verified Stash Bank Account, how to purchase one from usabuysmm.com, and how to avoid common blunders. A Stash Bank Account: What Is It? A Stash Bank Account is a type of financial account linked to the online banking and investing platform Stash. It offers users: A safe method for handling personal finances Features of checking and savings accounts Access to debit cards Setting up a direct deposit Combining investment options Note that Stash is only compatible with personal accounts. Even if your name appears on a business account, it is not permitted.

Buy TextNow Accounts TextNow is a free calling and messaging app that allows users to make calls and send texts to any phone number in the US and Canada for free. It also offers affordable international calling and texting rates. What are Text Now Accounts? TextNow accounts are innovative virtual communication tools that allow users to send free texts and make calls using Wi-Fi. Think of them as your personal phone service without the hefty monthly fees. Buy TextNow Accounts When you create a TextNow account, you receive a unique number that can be used just like any traditional phone number. This means you can connect with friends, family, or clients easily, regardless of where they are located. The service is particularly popular among those who need additional numbers for various purposes—be it privacy concerns or business needs. With its user-friendly in TextNow is a free calling and messaging app that allows users to make calls and send texts to any phone number in the US and Canada for free. It also offers affordable international calling and texting rates. What are Text Now Accounts? TextNow accounts are innovative virtual communication tools that allow users to send free texts and make calls using Wi-Fi. Think of them as your personal phone service without the hefty monthly fees. Buy TextNow Accounts When you create a TextNow account, you receive a unique number that can be used just like any traditional phone number. This means you can connect with friends, family, or clients easily, regardless of where they are located. The service is particularly popular among those who need additional numbers for various purposes—be it privacy concerns or business needs. With its user-friendly interface and flexibility, managing communications has never been easier. You can access TextNow on multiple devices, including smartphones and computers. This versatility makes it an appealing choice for anyone looking to enhance their connectivity options effortlessly. How to buy textnow USA numbers from us? Purchasing a TextNow USA number from us is straightforward and hassle-free. First, visit our website and navigate to the section dedicated to TextNow accounts. Buy TextNow Accounts Once there, you’ll find various packages tailored to your needs. Select the one that suits you best. We offer options based on volume and duration, ensuring flexibility for every user. After making your selection, proceed to checkout. You’ll be prompted to provide basic information necessary for account setup. This step ensures we can deliver your new number quickly and securely. Payment methods are diverse, allowing convenience in transactions. Following payment confirmation, expect an email containing your new TextNow USA number along with instructions for activation. Activation is quick; just follow the steps provided in the email. Within minutes, you’ll have access to your new communication tool! Why should you buy Text Now Accounts? Buying TextNow accounts offers numerous advantages for both personal and business use. First, the flexibility of having a second phone number can enhance privacy. You can keep your main number separate from work-related calls or online registrations. Buy TextNow Accounts TextNow provides affordable calling and texting options, making it budget-friendly compared to traditional carriers. Users appreciate the convenience of using these services over Wi-Fi, which is especially beneficial in areas with poor cellular reception. If you want more information just contact me now. 24 Hours Reply/Contact WhatsApp: +1 (236) 349-3102 Skype: Buy5StarRanking Telegram:@buy5starranking Email: buy5starranking@gmail.com

Why Buy Verified and Aged Gmail Accounts? In the digital age, Gmail accounts play an essential role in various business operations. From email marketing to account creation for Google services, the importance of having verified and aged Gmail accounts cannot be overstated. Aged accounts—those that have been active for several months or years—are seen as more trustworthy by Google. Verified Gmail accounts, particularly PVA (Phone Verified Accounts), are less likely to be flagged as spam, ensuring a seamless user experience. Whether you're running a marketing campaign, automating your business processes, or engaging in social media outreach, buying verified and aged Gmail accounts can boost your productivity and credibility. This guide explores the best sources for purchasing these types of Gmail accounts, including USAOnlineIT, your trusted partner for quality accounts. If You Want To More Information Just Contact Now: WhatsApp: +15814657662 Telegram: @usaonlineit Email: usaonlineit@gmail.com USAOnlineIT: The Trusted Provider for Verified and Aged Gmail Accounts When it comes to buying high-quality Gmail accounts, USAOnlineIT stands out as a reliable and reputable source. We specialize in providing PVA-verified and aged Gmail accounts, ensuring your business can operate smoothly across multiple platforms. Our accounts are carefully maintained to comply with Google’s security protocols, which significantly reduces the chances of account suspension or being flagged as spam. At USAOnlineIT, we understand the importance of maintaining a consistent online presence, which is why we offer only the best aged Gmail accounts that are ready to use immediately. With a customer-focused approach, fast delivery, and robust post-purchase support, USAOnlineIT is the perfect partner for bulk Gmail account purchases. AccountWarehouse: A Popular Choice for Bulk Gmail Accounts AccountWarehouse is one of the most well-known sources for buying verified and aged Gmail accounts in bulk. They provide PVA accounts with an established history, which is essential for businesses that want to engage in email marketing or automation without encountering issues. AccountWarehouse’s services are reliable, and they offer bulk pricing, making them an attractive option for companies in need of multiple accounts. They also ensure that their Gmail accounts are regularly checked and maintained, reducing the risk of account bans. However, prices may be on the higher side, especially for older accounts. Still, for quality and reliability, AccountWarehouse remains a go-to choice for many businesses. PVAAccounts: Trusted for Verified Gmail Accounts PVAAccounts is another excellent platform that specializes in providing bulk verified Gmail accounts. As the name suggests, all of their accounts are phone verified (PVA), ensuring higher trustworthiness and security. They provide a wide variety of aged Gmail accounts, ranging from a few months to several years in age. PVAAccounts is well-known for its fast delivery and secure payment methods. However, the customer service experience could be improved, which is why USAOnlineIT might be a better alternative if you’re looking for a more personalized customer support experience. Nevertheless, PVAAccounts remains a solid choice for businesses in need of bulk Gmail accounts. AccFarm: Reliable Provider for Aged Gmail Accounts AccFarm is another prominent supplier of aged Gmail accounts. They offer a wide selection of accounts that are both PVA verified and aged for at least six months. The company specializes in bulk orders, making it ideal for digital marketers, SEO professionals, and businesses looking to scale. One of the standout features of AccFarm is their quick delivery and affordability, making them a go-to source for businesses on a budget.

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

Quoting page 74-75: The ability of the minority rights interest groups to win control of the new agencies of civil rights enforcement established in the 1960s followed a traditional pattern in the politics of regulation that students of public administration called “clientele capture.” The practice is as old as Jacksonian democracy, which set the American tradition wherein party patronage ruled the civil service and mission agencies were expected to cater to the needs of their organized constituencies: farmers, veterans, laborers, and business interests. By the 1960s, journalists referred to these arrangements as iron triangles.” They were three-way coalitions of mutual back-scratching, operating in Washington and in state and municipal governments throughout America. Three points of the triangle were organized interests which lobbied legislators to establish or expand programs beneficial to their members; legislative committees, which obliged the lobbyists by authorizing and funding programs for the mission agencies to manage; and government bureaucrats, who expanded their empire building service programs to benefit the interest groups. To complete the triangular cycle, interest groups supported the legislators. … because environmental and consumer protection regulation is cross-cutting and horizontal—covering pollution, for example, from all industrial sources, rather than single industry and vertical … it is a difficult target for capture. The new agencies of civil right regulation, however, were different in ways that made them highly vulnerable to capture. Most important, the cost-benefit structure of civil right regulation is the opposite of that found in environmental and consumer protection regulation. Benefits (jobs, promotions, admissions, contract set-asides) are narrowly concentrated among protected-class clienteles (racial and ethnic minorities, women, the handicapped). Costs, on the other hand, are widely distributed (government and corporate budgets).

Money can’t buy you happiness but it sure can buy the Hammer truly wireless earbuds, and we are certain the feeling is pretty much the same! With festival season being round the corner and no good ideas on what to gift your loved ones whatsoever, Hammer presents to you its wide range of athleisure products ranging from the truly wireless earbuds, wireless earphones, Hammer bash headphones, fitness bands going all the way to its smart watch and so much more! It’s time to finally go all out and ditch those old school gifting trends with something different than the age-old gifts like clothes and sweets for your friends and family! At Hammer, we understand festivals are full of bliss and joy, and we are all about spreading the joy with our luxurious products in a budget that ensures that you and your loved ones get the best quality and comfort all in one single product. All Hammer products are equipped with the latest Bluetooth V5.0 technology, sweatproof or waterproof, and pairing, along with long hours of battery support. All Hammer products will not only make this special day full of traditions but also a day to appreciate one another and send out gifts as a small token of appreciation for all the special ones in our life. In addition to this the entire range of these Hammer products also make perfect corporate gifts to employee or business clients and partners that will be appropriate for those work calls or that zoom meeting, all while giving you just the right opportunity to make those professional bond all the stronger and for rewarding those hardworking employees together with the most valuable clients of your business this festive season. So now put a stop to your gift hunting all while collecting those precious Hammer devices that will incontestably make for the best festival present this season while you still have time! Hammer best selling products in India for the festive season 1. Hammer KO Sports True Wireless Earbuds with Touch Controls. 2. Hammer Pulse Smart Watch for Body Temperature Measurement 3. Hammer Bash over the Ear Bluetooth Wireless Bluetooth Headphones with HD Mic. 4. Hammer Airflow True Wireless Earbuds with Bluetooth v5.0 (Black, White, Blue Color). 5. Hammer Grip Sports Wireless Bluetooth Earphones.

Where Do Ideas Come From? As you begin to think like an entrepreneur, you’ll notice that business ideas can come from anywhere. When you go to the store, pay attention to the way they display the signage. Check the prices on restaurant menus not just for your own budget but also to compare them with the prices at other places. When you see an ad, ask yourself: What is the most important message the company is trying to communicate? While thinking like this, you’ll notice opportunities for microbusiness projects everywhere you go. Here are a few common sources of inspiration.

To be proficient, an organization needs a governance mechanism suitable for innovation (and usually separate from the planning and budgeting processes of the core business),

rather than heavy annual budgeting processes and efficiency-oriented values, the outlier firms invest in increasing their flexibility, even if this might lead to a small degree of

Such guidelines might be instinctive (a long line at a restaurant probably means business is good) or societally reinforced (it’s a good idea to stretch your budget when buying a house), but in either case, they are sometimes misleading.

In conclusion, smaller companies with a limited budget might opt for open source platforms. Larger, more established, and more demanding companies would typically go with a commercial platform, enabling them to connect their different applications under the same roof. Companies with high growth objectives should leverage scalable cloud-based platforms.

That MMS wasn’t fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn’t have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn’t like paying higher taxes—especially when it was to prepare for problems that hadn’t happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who’d done Big Oil’s bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they’d be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures.

Knowing the path doesn't put you a single step ahead of someone who's blindly walking it. Start executing on your ideas!

and I even buy olives once in a while.”22 Bob’s staff, business partners, and customers were barely aware of the silent partner who held his world together. Shirleigh tirelessly answered every call to duty, from packing theremin kits or feeding 30 seminar participants on a $35-a-month food budget, to balancing the company books. She managed every household and mothering duty—cleaning, canning, cooking, baking, laundry, naptime, trips to the library, bedtime stories—and stole a few spare moments for herself to read a magazine. Her cycle of chores ran in a never-ending loop. Her situation, whether she realized it or not, typified the plight of most American women of her generation.

When a product debuts, it can face opposition and may require significant promotion and explanation. Heinz EZ Squirt ketchup, Crystal Pepsi, and McDonalds’ Arch Deluxe were expected to shake up their categories. The products had huge budgets to introduce and explain different colored ketchups, clear and caffeine free cola, and a gastronomic hamburger for adults. All failed. The Arch Deluxe was a quarter pound of beef on a split-top potato flour sesame seed bun, topped with a circular piece of peppered bacon, leaf lettuce, tomato, American cheese, onions, ketchup, and Dijonnaise. In 1996, McDonald's spent over US$300 million on research, production, and marketing. Despite having the largest promotional budget to that point in fast food history, the “burger with the grownup taste”, neither compelled nor impressed.

Budgeting is used where costs are not allocated in

Again, Amazon builds “failure” into its budgets to give it the flexibility to allocate resources to many things they know will fail. Not only will the few successes overcome the multiple failures, but Amazon learns from, and builds upon, its failures to make other endeavors successful.

Here’s one thing I can offer you C, and I’ll be brief. Please consider the budget. The company spends too much on food meant to allure newcomers. We invite people to events and say there’s Chipotle, and do you know comes? People who like Chipotle. We put our cause on the bottom of our newsletters and the “FREE FOOD” goes bright and center and we wonder why no one stays. If people want to come, they’ll come. We don’t need guacamole. We need people who are hungry for our mission.

By EzeeOnline With cheap website design company in India like us atleast, you don’t need to worry about the website expenses. Whenever the business is started, there are a lot of areas for which cash flow is urgently required. Whether it’s monthly rent, employees’ salary, technical set up, office stationery, expenses are unlimited. One remains in dilemma how much to invest into marketing and how much into operations. Website Designing Company in Delhi NCR Don’t worry! At Ezeeonline.in, we charge minimum amount definitely falling into your budget criteria. All over India, we have served hundreds of clients as a affordable website design company in India. We are among the leading digital marketing companies in Delhi; our website services give wings to your ambitions. Ezeeonline.in is the best cheap website design company in India that accelerates the company growth with best designing services. Web Development Company India Our large and competent experienced web designers conceptualize the killer website for your company. We make sure that the website meets all the latest standards for projecting a highly convincing image of your company. Our Cheap Website Designing Company in Delhi does not interfere with the quality. The loading speed of the website is always great. Consequently the aesthetic look of the website remains enchanting. Guess what! All within economical prices! As your brand is a startup or belongs to the low budged enterprise, we understand your pain. Hence, we offer affordable web design in Delhi; this will help you save cash for investing into operations services. Web Development Company India In today’s hyper competitive environment, it’s important to be in presence in front of your audience most of the time. Ezeeonline.in definitely helps you to overcome competition by offering quality website design services. Web Development Services India So, what are you waiting for? Get quality web design services at best possible affordable cost. Apart from low rates, we always satisfy you on the part of creativity and quality. Our technical and highly professional website design team keeps your services at a fast pace offering impeccable web design services.

That MMS wasn’t fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do.

Division leaders in large, established organizations are adept at using politics to enlarge their budgets but know that those budgets are somewhat loose. They often acquire as large a budget as possible and prepare to defend it against incursions from other departments.

The Financologist is a blog that focuses on topics about personal and business finance. Here you'll find plenty of information to help you make better financial decisions and improve your financial well-being. Whether it be budgeting, financial planning, insurance, we have answers for you. For those in a higher income level, financing your retirement using life insurance can be a terrific strategy for tax-free income at retirement. Contact us to see if you qualify. Phone: (888) 306-8895 Business email: mss@thefinancologist.com

Without action, inertia and stagnation create rigor mortis in the business

Scattershot results from not having a clear target shot. Measuring scattershot is highly difficult for taking your best shot.

A good roadmap will get you to your destination.

Business success depends on management decision-making from hindsight and insight for razor focused foresight without which careful oversight would be difficult at best.

Execute your budget, not your people.

When teams learned something wouldn’t work, they were still expected to deliver it on time and under budget.

(1) What risks do we face and where? (2) What assets and populations are exposed and to what degree? (3) How vulnerable are they? (4) What financial burden do these risks place on individuals, businesses, and the government budget? and (5) How best can we invest to reduce risks and strengthen economic and social resilience?