Commerce Commission Quotes

For this end, we must be knit together in this work as one man, we must entertain each other in brotherly affection, we must be willing to abridge our selves of our superfluities for the supply of others' necessities. We must uphold a familiar commerce together in all meekness, gentleness, patience and liberality. We must delight in each other, make others' conditions our own, rejoice together, mourn together, labor, and suffer together, always having before our eyes our commission and community in the work, our community as members of the same body. So shall we keep the unity of the spirit in the bond of peace, the Lord will be our God and delight to dwell among us, as His own people and will command a blessing upon us in all our ways, so that we shall see much more of His wisdom, power, goodness, and truth then formerly we have been acquainted with.

The ICC [Interstate Commerce Commission] illustrates what might be called the natural history of government intervention. A real or fancied evil leads to demands to do something about it. A political coalition forms consisting of sincere, high-minded reformers and equally sincere interested parties. The incompatible objectives of the members of the coalition (e.g., low prices to consumers and high prices to producers) are glossed over by fine rhetoric about “the public interest,” “fair competition,” and the like. The coalition succeeds in getting Congress (or a state legislature) to pass a law. The preamble to the law pays lip service to the rhetoric and the body of the law grants power to government officials to “do something.” The high-minded reformers experience a glow of triumph and turn their attention to new causes. The interested parties go to work to make sure that the power is used for their benefit. They generally succeed. Success breeds its problems, which are met by broadening the scope of intervention. Bureaucracy takes its toll so that even the initial special interests no longer benefit. In the end the effects are precisely the opposite of the objectives of the reformers and generally do not even achieve the objectives of the special interests. Yet the activity is so firmly established and so many vested interests are connected with it that repeal of the initial legislation is nearly inconceivable. Instead, new government legislation is called for to cope with the problems produced by the earlier legislation and a new cycle begins.

The second point is that, in the key industries we have studied, the state failed as an economic developer. It failed first as a subsidizer of industrial growth. Vanderbilt showed this in his triumph over the Edward Collins' fleet and the Pacific Mail Steamship Company in the 1850s. James J. Hill showed this forty years later when his privately built Great Northern outdistanced the subsidized Northern Pacific and Union Pacific. The state next failed in the role of an entrepreneur when it tried to build and operate an armor plant in competition with Charles Schwab and Bethlehem Steel. The state also seems to have failed as an active regulator of trade. The evidence in this study is far from conclusive; but we can see problems with the Interstate Commerce Commission and the Sherman Anti-trust Act, both of which were used against the efficient Hill and Rockefeller.

Poor old Nixon, even his own commissions beat on him. What the hell can he do? He can’t go into every ghetto and fix the plumbing himself. He can’t give every copped-out junkie a million dollars and a Ph.D. Nixon, who’s Nixon? He’s just a typical flatfooted Chamber of Commerce type who lucked his way into the hot seat and is so dumb he thinks it’s good luck. Let the poor bastard alone, he’s trying to bore us to death so we won’t commit suicide.

For this end, we must be knit together in this work as one man, we must entertain each other in brotherly affection, we must be willing to abridge our selves of our superfluities for the supply of others' necessities. We must uphold a familiar commerce together in all meekness, gentleness, patience and liberality. We must delight in each other, make others' conditions our own, rejoice together, mourn together, labor, and suffer together, always having before our eyes our commission and community in the work, our community as members of the same body. So shall we keep the unity of the spirit in the bond of peace...We shall be as a city upon a hill.

The American navy captured fifty merchantmen, but the real damage to British commerce in 1812 was done by what one Republican called “our cheapest & best Navy”—American privateers.181 Congress laid down the rules for privateering a week after the declaration of war, and several days later the administration began issuing commissions.182 The first privateers were small pilot boats armed with one large center-pivot gun, called a “Long Tom,” and carrying fifty or sixty men armed with assorted small arms: muskets, sabers, boarding pikes, and the like. According to one privateer captain, this “was quite enough to capture almost any British merchantman, at this stage of the war.

Moteefee, a platform founded in 2015 and that currently has 2,500 micro-retailers and entrepreneurs, recently raised 4.5 million euros that will be used for further business expansion. According to PaySpace Magazine, Moteefe has raised €4.5 million in a Series A round led by Gresham House and Force Over Mass Capital. The platform for on-demand production of merchandise aims to use the money for further expansion worldwide. What is more, it plans to launch new products for large retailers and scale its operations. Moteefe enables influencers and retailers to create custom and personalized merchandise and then sell them around the world. The Dutch company takes care of the printing, the store, the payment, the customer service, and the fulfillment, charging a commission for every sale. In 2019, Moteefe was the UK’s fastest-growing e-commerce company with revenue growth of over 9,000 percent between 2015 and 2018.

Interstate Commerce Commission

Simultaneously, in a stroke of what can only be called genius, accountants have managed to define those responsibilities so narrowly that they are basically meaningless. Throughout the first decades of the twentieth century, accounting trade groups argued that accounting was an art, not a science, and that they needed flexibility to make the best judgments for different situations. “Accountancy never was or could be an exact science, and every profit or loss . . . is in very substantial measure an expression of opinion,” the Journal of Accountancy wrote in 1912. More than pride underlay this dogma. If accounting was merely a matter of working through a step-by-step checklist, then companies might replace accountants with lower-paid clerks, as had happened in the railroad industry after the Interstate Commerce Commission required uniform reporting procedures.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

In order to take the best precautions possible, the two physicians on the tribunal (the aforementioned Tadino and Senatore Settala, son of the celebrated Lodovico) proposed a ban, with harsh penalties, on the purchase of items of any sort from the soldiers passing through. But it was impossible to make the president of the tribunal understand the need for such an order. “He was a good-hearted man,” wrote Tadino, “who could not believe that so many thousands of people would meet their deaths through commerce with these people and their goods.” I cite this as one of the most remarkable passages of that time. As long as there have been commissions of health, there has never been a president who has made a similar argument, if indeed we can call it an argument.

The act finally deregulated the rail industry, repealing the legislation that had created the Interstate Commerce Commission nearly a century previously.

Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

revered ship-owners and captains, surely had commissions to raid commerce in the Revolution and again in 1812. Very patriotic and virtuous. But to the British they were pirates, and what they took they kept.