Increase Revenue Quotes

A good management style will make the productivity of your employees go up which means your revenues and profits go up as well.

When the landlord, annuitant, or monied man, has a greater revenue than what he judges sufficient to maintain his own family, he employs either the whole or a part of the surplus in maintaining one or more menial servants. Increase this surplus, and he will naturally increase the number of those servants.

Municipalities with permaculture economies experience greater economic growth through the increased revenues from circularity.

The only statistic I care about is return on equity. After many sessions with some of our business school graduates (yes, we do have some), I think they have helped me understand the secret to improving our R.O.E. It seems that if we increase revenues and cut expenses, return on equity goes up and that is what makes me happy. Please make me happy! I can be very unpleasant when I’m not.

Solitary confinement, where no others are in the prisoner's space, always has a calming effect. Violence from passengers on aircraft increased during the 1990's when the airlines started packing people close together in the seats to compensate for revenue lost as a result of price discounting.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

... economists recognize that, other things equal, cuts in tax rates reduce tax revenues in percentage terms by less than the tax-rate reductions. Similarly, tax-rate increases do not raise tax revenues by as much in percentage terms as the tax-rate increases. This is true because changes in marginal tax rates alter taxpayer behavior and thus affect taxable income.

War is the common harvest of all those who participate in the division and expenditure of public money, in all countries. It is the art of conquering at home; the object of it is an increase of revenue; and as revenue cannot be increased without taxes, a pretence must be made for expenditure.

We’ll never see money diverted from the imperialists,” he said. “They’d rather devour the world than feed the people of Britain. I’m looking at the revenue side and currently the most effective lever is to increase the income tax.

Increasingly, municipalities (and companies contracted by municipalities) are behaving like businesses, viewing residents as potential sources of revenue, as well as viewing the generation of revenue via fines as a form of productivity.

with that characteristic touch of late-Romanov rashness, the government, by ukase of August 22, extended prohibition for the duration of the war. As the sale of vodka was a state monopoly, this act at one stroke cut off a third of the government’s income. It was well known, commented a bewildered member of the Duma, that governments waging war seek by a variety of taxes and levies to increase income, “but never since the dawn of history has a country in time of war renounced the principal source of its revenue.

The demand for those who live by wages, therefore, necessarily increases with the increase of the revenue and stock of every country, and cannot possibly increase without it. The increase of revenue and stock is the increase of national wealth. The demand for those who live by wages, therefore, naturally increases with the increase of national wealth, and cannot possibly increase without it.

If your business asset has expenses that are directly correlated to revenues and they take up a big percentage of revenues, and you determine that it is not possible or practical to reduce the expenses or increase the associated revenues for that asset - you have two options: If in totality the assets revenues are greater than its expenses, keep the asset and do not get rid of it. Small profit margins are better than no profit margins and this asset is adding value to your business’s portfolio. If the assets expenses are greater than its revenues, then it is actually not an asset and any decisions made about it should be made with this realization in mind.

For every transaction, a journal entry must be recorded that includes both a debit and a credit. Debits increase asset accounts and decrease equity and liability accounts. Credits decrease asset accounts and increase equity and liability accounts. Debits increase expense accounts, while credits increase revenue accounts.

In 2011, big companies generated an average of $420,000 in revenue for each employee, an increase of more than 11 percent over the 2007 figure of $378,000.

It is about reducing costs to improve profitability, lowering inventory to increase cash, or bettering customer service to grow revenue.

2018 the debt was more than $21 trillion—and climbing, largely because of the spending increases and tax cuts passed by Republicans like Ryan. In 2017 Republicans in Congress approved, on a party-line vote, a tax bill that is projected to add $1.9 trillion to the debt. This was a far cry from the 1986 tax reform act, passed under Ronald Reagan, which was revenue neutral.

Of course, government economists have been doing their part as well to try to sugar-coat the pill of tax increases. They never refer to these changes as “increases.” They have not been increases at all; they were “revenue enhancement” and “closing loopholes.” The best comment on the concept of “loopholes” was that of Ludwig von Mises. Mises remarked that the very concept of “loopholes” implies that the government rightly owns all of the money you earn, and that it becomes necessary to correct the slipup of the government’s not having gotten its hands on that money long since.

In fact, Bush’s tax cuts increased the amount of revenue collected by more than 30 percent from his first year as president to his last, just as Reagan’s and Kennedy’s tax cuts increased federal revenue after they were passed. As economist Thomas Sowell argued, “Obama knew then that tax rates and tax revenues do not automatically move in the same direction. In other words, he is lying when he talks as if tax rates and tax revenues move together.

In the studies I have directed, and in my international experience speaking with women in prostitution, the majority of women in prostitution come from marginalized groups with a history of sexual abuse, drug and alcohol dependencies, poverty or financial disadvantage, lack of education, and histories of other vulnerabilities. These factors characterize women in both off and on-street locations. A large number of women in prostitution are pimped or drawn into the sex industry at an early age. These are women whose lives will not change for the better if prostitution is decriminalized. Many have entrenched problems that are best addressed not by keeping women indoors but in establishing programs where women can be provided with an exit strategy and the services that they need to regain their lost lives. There is little evidence that decriminalization or legalization of prostitution improves conditions for women in prostitution, on or off the street. It certainly makes things better for the sex industry, which is provided with legal standing, and the government that enjoys increased revenues from accompanying regulation.

When designing for digital mediums, it’s easy to become detached from how design decisions affect the end user. The word “user” itself can be a vehicle for that detachment. When the “user” doesn’t have a face and a name, it becomes a formless concept, blending in with other quantitative metrics and taking on any assumed needs to justify business decisions. It quickly becomes a number on a crowded dashboard, and its reaction to the product is just another metric to consider in an effort to increase revenue.

Whatever is the cause of taxes to a Nation, becomes also the means of revenue to Government. Every war terminates with an addition of taxes, and consequently with an addition of revenue, and in any event of war, in the manner they are now commenced and concluded, the power and interest of Governments are increased. War, therefore, from its productiveness, as it easily furnishes the pretense of necessity for taxes and appointments to places and offices, becomes a principal part of the system of old governments; and to establish any mode to abolish war, however advantageous it might be to Nations, would be to take from such Government the most lucrative of its branches. The frivolous matters upon which war is made, show the disposition and avidity of Governments to uphold the system of war, and betray the motives upon which they act.

In 1962, President John F. Kennedy said, “Our true choice is not between tax reduction on the one hand and avoidance of large federal deficits on the other; it is increasingly clear that no matter what party is in power, as long as our national security needs keep rising, an economy hampered by restrictive tax rates will never produce enough revenues to balance the budget—just as it will never produce enough jobs or enough profits. In short, the paradoxical truth is that the tax rates are too high today and tax revenues are too low and the soundest way to raise revenues in the long run is to cut rates now.

The post-2020 fiscal reckoning does not require higher payroll taxes or lower retirement benefits, as new sources of fiscal revenue are available from drug legalization, increased tax progressivity, tax reform that eliminates most tax deductions, and a carbon tax that provides incentives to reduce emissions.

The nature of the encroachment upon American constitution is such, as to grow every day more and more encroaching. Like a cancer; it eats faster and faster every hour. The revenue creates pensioners, and the pensioners urge for more revenue. The people grow less steady, spirited and virtuous, the seekers more numerous and more corrupt, and every day increases the circles of their dependents and expectants, until virtue, integrity, public spirit, simplicity and frugality become the objects of ridicule and scorn, and vanity, luxury, foppery, selfishness, meanness, and downright venality swallow up the whole of society." -John Adams

When the researchers compared whether process or analysis was more important in producing good decisions—those that increased revenues, profits, and market share—they found that “process mattered more than analysis—by a factor of six.” Often a good process led to better analysis—for instance, by ferreting out faulty logic.

Demonstrate ROI. In this approach, you gather and analyze data to prove that a usability change you’ve made resulted in cost savings or additional revenue (“Changing the label on this button increased sales by 0.25%”). There’s an excellent book about it: Cost-justifying Usability: An Update for the Internet Age, edited by Randolph Bias and Deborah Mayhew.

President Clinton at one point proposed raising taxes on the rich although it did not appear that it would increase the tax revenues received from them. A substantial proportion of the public said they favored higher taxes on high-income earners even if that did not increase the total taxes such people paid. The effect would not be to help anyone else but merely to pull down the better off.

When the tumult of war shall cease, and the tempest of present passions be succeeded by calm reflection, or when those, who, surviving its fury, shall inherit from you a legacy of debts and misfortunes, when the yearly revenue scarcely be able to discharge the interest of the one, and no possible remedy be left for the other, ideas far different from the present will arise, and embitter the remembrance of former follies. A mind disarmed of its rage feels no pleasure in contemplating a frantic quarrel. Sickness of thought, the sure consequence of conduct like yours, leaves no ability for enjoyment, no relish for resentment; and though, like a man in a fit, you feel not the injury of the struggle, nor distinguish between strength and disease, the weakness will nevertheless be proportioned to the violence, and the sense of pain increase with the recovery.

In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all. These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger. What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability.

Hey Pete. So why the leave from social media? You are an activist, right? It seems like this decision is counterproductive to your message and work." A: The short answer is I’m tired of the endless narcissism inherent to the medium. In the commercial society we have, coupled with the consequential sense of insecurity people feel, as they impulsively “package themselves” for public consumption, the expression most dominant in all of this - is vanity. And I find that disheartening, annoying and dangerous. It is a form of cultural violence in many respects. However, please note the difference - that I work to promote just that – a message/idea – not myself… and I honestly loath people who today just promote themselves for the sake of themselves. A sea of humans who have been conditioned into viewing who they are – as how they are seen online. Think about that for a moment. Social identity theory run amok. People have been conditioned to think “they are” how “others see them”. We live in an increasing fictional reality where people are now not only people – they are digital symbols. And those symbols become more important as a matter of “marketing” than people’s true personality. Now, one could argue that social perception has always had a communicative symbolism, even before the computer age. But nooooooothing like today. Social media has become a social prison and a strong means of social control, in fact. Beyond that, as most know, social media is literally designed like a drug. And it acts like it as people get more and more addicted to being seen and addicted to molding the way they want the world to view them – no matter how false the image (If there is any word that defines peoples’ behavior here – it is pretention). Dopamine fires upon recognition and, coupled with cell phone culture, we now have a sea of people in zombie like trances looking at their phones (literally) thousands of times a day, merging their direct, true interpersonal social reality with a virtual “social media” one. No one can read anymore... they just swipe a stream of 200 character headlines/posts/tweets. understanding the world as an aggregate of those fragmented sentences. Massive loss of comprehension happening, replaced by usually agreeable, "in-bubble" views - hence an actual loss of variety. So again, this isn’t to say non-commercial focused social media doesn’t have positive purposes, such as with activism at times. But, on the whole, it merely amplifies a general value system disorder of a “LOOK AT ME! LOOK AT HOW GREAT I AM!” – rooted in systemic insecurity. People lying to themselves, drawing meaningless satisfaction from superficial responses from a sea of avatars. And it’s no surprise. Market economics demands people self promote shamelessly, coupled with the arbitrary constructs of beauty and success that have also resulted. People see status in certain things and, directly or pathologically, use those things for their own narcissistic advantage. Think of those endless status pics of people rock climbing, or hanging out on a stunning beach or showing off their new trophy girl-friend, etc. It goes on and on and worse the general public generally likes it, seeking to imitate those images/symbols to amplify their own false status. Hence the endless feedback loop of superficiality. And people wonder why youth suicides have risen… a young woman looking at a model of perfection set by her peers, without proper knowledge of the medium, can be made to feel inferior far more dramatically than the typical body image problems associated to traditional advertising. That is just one example of the cultural violence inherent. The entire industry of social media is BASED on narcissistic status promotion and narrow self-interest. That is the emotion/intent that creates the billions and billions in revenue these platforms experience, as they in turn sell off people’s personal data to advertisers and governments. You are the product, of course.

And do ye know what “the universe” is to my mind? Shall I show it to you in my mirror? This universe is a monster of energy, without beginning or end; a fixed and brazen quantity of energy which grows neither bigger nor smaller, which does not consume itself, but only alters its face; as a whole its bulk is immutable, it is a household without either losses or gains, but likewise without increase and without sources of revenue, surrounded by nonentity as by a frontier. It is nothing vague or wasteful, it does not stretch into infinity; but is a definite quantum of energy located in limited space, and not in space which would be anywhere empty. It is rather energy everywhere, the play of forces and force-waves, at the same time one and many, agglomerating here and diminishing there, a sea of forces storming and raging in itself, for ever changing, for ever rolling back over incalculable ages to recurrence, with an ebb and flow of its forms, producing the most complicated things out of the most simple structures; producing the most ardent, most savage, and most contradictory things out of the quietest, most rigid, and most frozen material, and then returning from multifariousness to uniformity, from the play of contradictions back into the delight of consonance, saying yea unto itself, even in this homogeneity of its courses and ages; for ever blessing itself as something which recurs for all eternity, — a becoming which knows not satiety, or disgust, or weariness: — this, my Dionysian world of eternal self-creation, of eternal self-destruction, this mysterious world of twofold voluptuousness; this, my “Beyond Good and Evil,” without aim, unless there is an aim in the bliss of the circle, without will, unless a ring must by nature keep goodwill to itself, — would you have a name for my world? A solution of all your riddles? Do ye also want a light, ye most concealed, strongest and most

Bloom found exactly the opposite to be the case. The teams with the greatest levels of pay inequality performed worse than those with less inequality. Similar effects were found in an NFL study: Football teams with greater inequality won fewer games. This research also revealed an interesting wrinkle: Higher pay inequality was associated with higher team revenues. The most likely explanation for this finding is that spending huge amounts of money to attract superstars increases fans’ willingness to pay for tickets and media to watch these celebrity players, even if their expensive contracts undermined the team’s overall performance.

The idea that ‘The profits of production must be reinvested in increasing production’ sounds trivial. Yet it was alien to most people throughout history. In premodern times, people believed that production was more or less constant. So why reinvest your profits if production won’t increase by much, no matter what you do? Thus medieval noblemen espoused an ethic of generosity and conspicuous consumption. They spent their revenues on tournaments, banquets, palaces and wars, and on charity and monumental cathedrals. Few tried to reinvest profits in increasing their manors’ output, developing better kinds of wheat, or looking for new markets.

The same cause which may increase the [net] revenue of the country’ (i.e., as Ricardo explains in the same passage, ‘the revenues of landlords and capitalists’, whose wealth, from the economic point of view, is equivalent to the wealth of the nation), ‘may at the same time render the population redundant and deteriorate the condition of the labourer’ (Ricardo, op. cit., p. 469). ‘The constant aim and the tendency of every improvement in machinery is, in fact, to do away entirely with the labour of man, or to lessen its price by substituting the labour of women and children for that of grown-up men, or of unskilled for that of skilled workmen’ (Ure, op. cit., p. 23).

Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent. In a separate similar study, callers showed an average increase of 142 percent in the amount of time they spent on the phone and a 171 percent increase in the amount of funds they raised.

Pioneered in Iraq, for-profit relief and reconstruction has already become the new global paradigm, regardless of whether the original destruction occurred from a preemptive war, such as Israel’s 2006 attack on Lebanon, or a hurricane. With resource scarcity and climate change providing a steadily increasing flow of new disasters, responding to emergencies is simply too hot an emerging market to be left to the nonprofits—why should UNICEF rebuild schools when it can be done by Bechtel, one of the largest engineering firms in the U.S.? Why put displaced people from Mississippi in subsidized empty apartments when they can be housed on Carnival cruise ships? Why deploy UN peacekeepers to Darfur when private security companies like Blackwater are looking for new clients? And that is the post-September 11 difference: before, wars and disasters provided opportunities for a narrow sector of the economy—the makers of fighter jets, for instance, or the construction companies that rebuilt bombed-out bridges. The primary economic role of wars, however, was as a means to open new markets that had been sealed off and to generate postwar peacetime booms. Now wars and disaster responses are so fully privatized that they are themselves the new market; there is no need to wait until after the war for the boom—the medium is the message. One distinct advantage of this postmodern approach is that in market terms, it cannot fail. As a market analyst remarked of a particularly good quarter for the earnings of the energy services company Halliburton, “Iraq was better than expected.”31 That was in October 2006, then the most violent month of the war on record, with 3,709 Iraqi civilian casualties.32 Still, few shareholders could fail to be impressed by a war that had generated $20 billion in revenues for this one company.33 Amid the weapons trade, the private soldiers, for-profit reconstruction and the homeland security industry, what has emerged as a result of the Bush administration’s particular brand of post-September 11 shock therapy is a fully articulated new economy. It was built in the Bush era, but it now exists quite apart from any one administration and will remain entrenched until the corporate supremacist ideology that underpins it is identified, isolated and challenged.

The much-criticised rubber regime of Leopold II had only a brief heyday and disappeared from the tables of Congolese resources shortly after 1900 in favour of palm oil and palm nuts. The production tables also show that the population increased from 1890 onwards and was not exterminated. In 1888, And revenue from the 'red' rubber largely went to the Free State for public expenditure, including road construction and the army. These budgets, too, are never cited by the narrators, ever. Ditto for the rubber tables, which show that far more rubber arrived in Antwerp from French Congo and Angola than from the Free State in the early period. Rubber from Congo Free State accounted for barely 10 per cent of world production. The big supplier was the Amazon with 70%.

The data that drives algorithms isn't just a few numbers now. It's monstrous tables of millions of numbers, thousands upon thousands of rows and columns of numbers....Matrices are created and refined by computers endlessly churning through Big Data's records on everyone, and everything they've done. No human can read those matrices, even with computers helping you interpret them they are simply too large and complex to fully comprehend. But the computers can use them, applying the appropriate matrix to show us the appropriate video that will eventually lead us to make an appropriate purchase. We are not living in "The Matrix," but there's still a matrix controlling us. What does this have to do with the rabbit hole of conspiracy theories? It has everything to do with it. These algorithms are quickly becoming the primary route down the rabbit hole. To a large extent this has already happened, but it's going to get far, far worse. Tufekci described what happened when she tried watching different types of content on YouTube. She started watching videos of Donald Trump rallies. 'I wanted to write about one of [Donald Trump]'s rallies, so I watched it a few times on YouTube. YouTube started recommending to me, and autoplaying to me, white supremacist videos, in increasing order of extremism. If I watched one, it served up one even more extreme. If you watch Hilary Clinton or Bernie Sanders content, YouTube recommends and autoplays [left-wing] conspiracy videos, and it goes downhill from there." Downhill, into the rabbit hole....Without human intervention the algorithm has evolved to a perfect a method of gently stepping up the intensity of the conspiracy videos that it shows you so that you don't get turned off, and so you continue to watch. They get more intense because the algorithm has found (not in any human sense, but found nonetheless) that the deeper it can guide people down the rabbit hole, the more revenue it can make.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

In the early stages of the state, taxes are light in their incidence, but fetch in a large revenue; in the later stages the incidence of taxation increases while the aggregate revenue falls off. Now where taxes and imposts are light, private individuals are encouraged to engage actively in business; enterprise develops, because business men feel it worth their while, in view of the small share of their profits which they have to give up in the form of taxation. And as business prospers the number of taxes increases and the total yield of taxation grows. As time passes and kings succeed each other, they lose their tribal habits in favour of more civilized ones. Their needs and exigencies grow.... owing to the luxury in which they have been brought up. Hence they impose fresh taxes on their subjects -farmers, peasants, and others subject to taxation; sharply raise the rate of old taxes to increase their yield; and impose sales taxes and octrois, as we shall describe later. These increases grow with the spread of luxurious habits in the state, and the consequent growth in needs and public expenditure, until taxation burdens the subjects and deprives them of their gains. People get accustomed to this high level of taxation, because the increases have come about gradually, without anyone’s being aware of who exactly it was who raised the rates of the old taxes or imposed the new ones. But the effects on business of this rise in taxation make themselves felt. For business men are soon discouraged by the comparison of their profits with the burden of their taxes, and between their output and their net profits. Consequently production falls off, and with it the yield of taxation. The rulers may, mistakenly, try to remedy this decrease in the yield of taxation by raising the rate of the taxes; hence taxes and imposts reach a level which leaves no profits to business men, owing to high costs of production, heavy burden of taxation, and inadequate net profits. This process of higher tax rates and lower yields (caused by the government’s belief that higher rates result in higher returns) may go on until production begins to decline owing to the despair of business men, and to affect population. The main injury of this process is felt by the state, just as the main benefit of better business conditions is enjoyed by it. From this you must understand that the most important factor making for business prosperity is to lighten as much as possible the burden of taxation on business men, in order to encourage enterprise by giving assurance of greater profits.

FOCUS ON GENERATING REVENUE THE DOJ FOUND THAT virtually every branch and tributary of the city’s bureaucracy—the mayor, city council, city manager, finance director, municipal court judge, municipal court prosecutor, court clerk, assistant clerks, police chief—all were enmeshed in an unending race to raise revenue through municipal fines and fees:            City officials routinely urge Chief [Tom] Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD [police department] could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

Buffett declared the best inflation hedge is a company with a wonderful product that requires little capital to grow. As a test, he invited each of us to look at our own earning ability. In inflation, your compensation can go up without any additional investment. As a business example, Buffett noted that when See’s Candy was purchased in 1971, it had the revenues of $25 million and sold 16 million pounds of candy annually with $9 million in tangible assets. Today, See’s sells $300 million of candy with $40 million of tangible assets. Berkshire needed to invest only $31 million to generate a more than 10-fold increase in revenues. In aggregate, Buffett noted that Berkshire has earned $1.5 billion in profits at See’s over the years. See’s inventory turns fast, has no receivables and has little fixed investment – a perfect inflation hedge. Buffett allowed that if you have tons of receivables and inventory, that’s a lousy business in inflation. The railroad and MidAmerican Energy both have these undesirable characteristics, but that is offset by their utility to the economy and subsequent allowable returns. Buffett rued that there simply aren’t enough “See’s Candys” to buy. Buffett added that being an investor has made him a better businessman and that being a businessman has made him a better investor.(125) Munger noted that they didn’t always know this inflation-business element, which shows how continuous learning is so important.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

With federal and state money drying up, research universities are increasingly trying to monetize their own intellectual property for revenue. In 2012, universities collectively generated $2.6 billion from their patents, a 6.8 percent jump from the previous year, according to the Association of University Technology Managers. Napolitano, of course, knows all of this. The University of California, especially its Berkeley and Los Angeles campuses, includes some of the biggest players in converting research into licensing fees and startups that might go public or be acquired. Witness the uptick in university-run incubators in the Bay Area. But someone must do the research that leads to those technologies that eventually hit the market, she said. When Napolitano first joined the University of California, one of her top priorities was to increase efficiency - to do more with less. But over time she came to realize that research is anything but efficient. But that's a good thing. "The grace note of basic research is failure," Napolitano said. "It's what doesn't work that leads to unexpected breakthroughs." There is nothing inherently wrong with seeking profit from innovation. But we must first understand that innovation starts when scientists ask how and why. Basic research "is where the action is," she said.

Regardless of their leaders' decisions, nation-states-their bureaucratic reach augmented by the increasingly centralized orchestration of tax revenues, industrial and communications technologies, military power, and police forces-controlled the churches and all expressions of religion with greater effectiveness than had ever been possible during the Reformation era. During the Cold War, this was no less true of the United States than it was of the Soviet Union, despite the radically different ways in which these two nations regarded religion and treated religious believers.

BillingParadise has developed a dedicated software for workflow management. A web application that addresses the revenue cycle challenges of single physician practice owner to Hospital CFOs. From tracking denials to Cross-team collaboration to monitor denial workflow and generating reports with just few clicks. We have given a simple demo of denial management process optimization and workflow management module here. This demo will walk you through, how decision makers like you can zero-down on denied claims. Thus increase revenue by improving productivity and cut costs. We offer software as a service package. Call +1 888-571-9069 For more information, contact: BillingParadise 2009 N. Lynn Taylor, TX 76574, United States. Phone: +1 214-783-6295

Today, Door to Door Flyer Distribution Reviews have guided the importance of digital marketing and its strategic which will provide the assist to increase the higher revenue and high return over the investment.

Corporate investors, who have poured billions into the business of mass incarceration, expect long-term returns. And they will get them. It is their lobbyists who write the draconian laws that demand absurdly long sentences, deny paroles, determine immigrant detention laws, and impose minimum-sentence and Three-Strikes laws, which mandate life sentences after three felony convictions. Corrections Corporation of America (CCA), the largest owner of for-profit prisons and immigration detention facilities in the country, earned $1.7 billion in revenues and collected $300 million in profits in 2013.50 CCA holds an average of 81,384 inmates in its facilities on any one day.51 Aramark Holdings Corp., a Philadelphia-based company that contracts through Aramark Correctional Services, provides food for six hundred correctional institutions across the United States.52 Goldman Sachs and other investors acquired it in 2007 for $8.3 billion.53 The three top for-profit prison corporations spent an estimated $45 million over a recent ten-year period for lobbying to keep the prison business flush.54 The resource center In the Public Interest documented in its report “Criminal: How Lockup Quotas and ‘Low-Crime Taxes’ Guarantee Profits for Private Prison Corporations” that private prison companies often sign state contracts that guarantee prison occupancy rates of 90 percent.55 If states fail to meet the quota they have to pay the corporations for the empty beds. CCA in 2011 gave $710,300 in political contributions to candidates for federal or state office, political parties, and so-called 527 groups (PACs and super PACs), the American Civil Liberties Union reported.56 The corporation also spent $1.07 million lobbying federal officials plus undisclosed sums to lobby state officials.57 The GEO Group, one of the nation’s largest for-profit prison management companies, donated $250,000 to Donald Trump in 2017.58 The United States, from 1970 to 2005, increased its prison population by about 700 percent, the ACLU reported.59 Private prisons account for nearly all newly built prisons.60 And nearly half of all immigrants detained by the federal government are shipped to for-profit prisons, according to Detention Watch Network.61

It follows that there are two ways to increase your profitability: Either reduce your costs or increase your revenues. In the old economy, reducing your costs worked best. In the new economy, increasing your revenue works much, much better.

In contrast, those countries with extremely high rates of organ donation asked citizens to opt out by checking a box if they do not want to be an organ donor. One of my clients used this concept to grow their average sale. Here’s what they did. Instead of allowing buyers to choose the product options they wanted, they set up standard product packages and allowed buyers to customize (remove) the options they did not want. This simple change increased revenue and helped the company provide solutions that better met the needs of their customers.

What to Do with Freed Capacity Freeing capacity is a vital way for labor-intensive organizations to increase the proportion of revenue to labor. The effort, though, should not result in layoffs. Rather, freeing capacity enables an organization to accomplish one or more of the following outcomes: Absorb additional work without increasing staff Reduce paid overtime Reduce temporary or contract staffing In-source work that’s currently outsourced Create better work/life balance by reducing hours worked Slow down and think Slow down and perform higher-quality work with less stress and higher safety Innovate; create new revenue streams Conduct continuous improvement activities Get to know your customers better (What do they really value?) Build stronger supplier relationships Coach staff to improve their critical thinking and problem-solving skills Mentor staff to create career growth opportunities Provide cross-training to create greater organizational flexibility and enhance job satisfaction Do the things you haven’t been able to get to; get caught up Build stronger interdepartmental and interdivisional relationships to improve collaboration Reduce payroll through natural attrition

In any modern hotel, having a centralized system is critical in order to increase efficiency, avoid time waste and reduce human error, therefore PMS must eventually connect to nearly all the software the hotel is using.

The extreme competitiveness in travel is slowly bringing search engines, OTAs and metasearch engines to converge towards an increasingly homogeneous model. The reason is simple, almost Darwinian: the model that will prove to be the most efficient in terms of scalability and efficiency for the end user is going to prevail.

As growth collapsed and economies went into recession, budget surpluses would disappear as taxation revenues fell and social security outlays rose to support the unemployed. This meant that government borrowing and public debt would increase.6 Budget deficits were now inevitable.7 But who would pay for these deficits in the long term? It wouldn’t be the financial institutions. No, it would once again be the little guy, the long-suffering taxpayer who, once economies eventually returned to growth, would see their taxes increase through ‘bracket creep’ until the debt was gradually retired.

offering increased productivity, increased revenue, or decreased waste are powerful associations with the need for a business (or an individual) to survive and thrive.

Data Science is manipulating data, looking for patterns, and coming up with solutions to drive revenue, lower expenses, and thereby increase overall business profitability.

Increasing revenue and, more importantly, profit from existing and past customers is far easier than getting new ones.

Organizations seeking to commercialize open source software realized this, of course, and deliberately incorporated it as part of their market approach. In a 2013 piece on Pando Daily, venture capitalist Danny Rimer quotes then-MySQL CEO Mårten Mickos as saying, “The relational database market is a $9 billion a year market. I want to shrink it to $3 billion and take a third of the market.” While MySQL may not have succeeded in shrinking the market to three billion, it is interesting to note that growing usage of MySQL was concurrent with a declining ability of Oracle to sell new licenses. Which may explain both why Sun valued MySQL at one third of a $3 billion dollar market and why Oracle later acquired Sun and MySQL. The downward price pressure imposed by open source alternatives have become sufficiently visible, in fact, as to begin raising alarm bells among financial analysts. The legacy providers of data management systems have all fallen on hard times over the last year or two, and while many are quick to dismiss legacy vendor revenue shortfalls to macroeconomic issues, we argue that these macroeconomic issues are actually accelerating a technology transition from legacy products to alternative data management systems like Hadoop and NoSQL that typically sell for dimes on the dollar. We believe these macro issues are real, and rather than just causing delays in big deals for the legacy vendors, enterprises are struggling to control costs and are increasingly looking at lower cost solutions as alternatives to traditional products. — Peter Goldmacher Cowen and Company

In one analysis, Richard Doner, Bryan Ritchie and Dan Slater argue that for a regime to experience an ‘extraordinarily constrained political environment’ there must be three simultaneous conditions: the credible threat of mass unrest resulting from the deterioration of living standards; an increased need for military equipment and foreign exchange; and serious budget constraints resulting from insufficient exploitable sources of revenue.

When the researchers compared whether process or analysis was more important in producing good decisions—those that increased revenues, profits, and market share—they found that “process mattered more than analysis—by a factor of six.” Often a good process led to better analysis—for instance, by ferreting out faulty logic. But the reverse was not true: “Superb analysis is useless unless the decision process gives it a fair hearing.

In many companies, managers’ pay is contingent upon the efficiency of their staff as measured by revenue per employee hour. Scheduling software helps them boost these numbers and their own compensation. Even when executives tell managers to loosen up, they often resist. It goes against everything they’ve been taught. What’s more, at Starbucks, if a manager exceeds his or her “labor budget,” a district manager is alerted, said one employee. And that could lead to a write-up. It’s usually easier just to change someone’s schedule, even if it means violating the corporate pledge to provide one week’s notice.

The only thing that we know about financial predictions of startups is that 100 percent of them are wrong. If you can predict the future accurately, we have a few suggestions for other things you could be doing besides starting a risky early stage company. Furthermore, the earlier stage the startup, the less accurate any predications will be. While we know you can't predict your revenue with any degree of accuracy (although we are always very pleased in that rare case where revenue starts earlier and grows faster than expected), the expense side of your financial plan is very instructive as to how you think about the business. You can't predict your revenue with any level of precision, but you should be able to manage your expenses exactly to plan. Your financials will mean different things to different investors. In our case, we focus on two things: (1) the assumptions underlying the revenue forecast (which we don't need a spreadsheet for—we'd rather just talk about them) and (2) the monthly burn rate or cash consumption of the business. Since your revenue forecast will be wrong, your cash flow forecast will be wrong. However, if you are an effective manager, you'll know how to budget for this by focusing on lagging your increase in cash spend behind your expected growth in revenue.

Governments assuming gigantic proportions end by absorbing half of all the revenues. The people are astonished that while marvelous labor-saving inventions, destined to infinitely multiply productions, are ever increasing in number, they are obliged to toil on as painfully as ever, and remain as poor as before.

Trade liberalization has created other problems, too. It has increased the pressures on government budgets, as it reduced tariff revenues. This has been a particularly serious problem for the poorer countries. Because they lack tax collection capabilities and because tariffs are the easiest tax to collect, they rely heavily on tariffs (which sometimes account for over 50% of total government revenue).7 As a result, the fiscal adjustment that has had to be made following large-scale trade liberalization has been huge in many developing countries – even a recent IMF study shows that, in low-income countries that have limited abilities to collect other taxes, less than 30% of the revenue lost due to trade liberalization over the last 25 years has been made up by other taxes.8 Moreover, lower levels of business activity and higher unemployment resulting from trade liberalization have also reduced income tax revenue.When countries were already under considerable pressure from the IMF to reduce their budget deficits, falling revenue meant severe cuts in spending, often eating into vital areas like education, health and physical infrastructure, damaging long-term growth. It

Whenever land is bought and sold, three stakeholders automatically vie for a cut from the revenue that can be had from land: the community, the property owner, and the institutions that finance property ownership. With land-use rights, the revenue from land value increases is primarily recycled back to the community rather than captured by banks and property owners.

Progressive taxes are inherently flawed in that they fund public services which are often location-dependent, thus adding to the value of owned land. Thus, any tax that pays for public services without obtaining revenue from resulting land value increases is fundamentally unjust.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

In my work,” Everett says, “in mergers and amalgamations, we’re seeing a real boom. LBOs are still the cornerstone of the business, obviously, but the increase in global capital flows is translating to even more revenue. It’s an exciting time. And there’s real security there. We work hard, and there’s a measurable gain, or, yes, occasionally, a loss, but at the end of the day, win or lose, we can all look at the same numbers and acknowledge we’ve accomplished something. It’s real, you know what I mean?” I nod vigorously, to show her I agree, but honestly, Everett’s world doesn’t sound like a more measurable one than mine at all, and the closest I can come to picturing what she’s talking about is imagining numbers dancing around gaily on a computer screen while giant piles of cartoon cash rain down from the ceiling at the end of each day. My mind began to wander somewhere around “LBOs.

Prior to the opening up of the economy in 1980, the government relied on the artificially protected profits of SOEs to pad its budget. When economic reforms were introduced, SOE profits plummeted and government’s revenues fell precipitously to around 10 percent of GDP until the major fiscal reform in 1994 which introduced new valued-added and consumption taxes. The restructured fiscal system has steadily increased government revenue, which is currently around 22 percent of GDP, but it has also created an imbalance between the central and local governments. While the local governments were left responsible for funding more than 70 percent of government expenditures, they only collect about half of the tax revenue.24

Congestion-reducing activities like carpooling, off-peak commuting, bicycling, telecommuting, and mass transit would all increase with congestion pricing in effect. Already Pigovian principles have been applied to revenue-generating segments of infrastructure like toll roads and London’s congestion zone, which reduces traffic and takes in money by charging motorists to drive into the city center during peak times. Meanwhile, Singapore has implemented an Electronic Road Pricing System that has virtually eliminated congestion.

Page 61-2 ... Rome expanded rapidly ... and became master over the entire Mediterranean Basin. It then had unlimited resources in terms of land, money, and slaves. It collected taxes or tribute throughout its empire and was able to transfer to the central capital massive quantities of foodstuffs and manufactured items. The peasants and the artisans of Italy saw their economic base disappear as this Mediterranean economy was "globalized" by the political domination of Rome. The society was polarized between, on the one hand, a mass of economically useless plebeians and, on the other, a predatory plutocracy. A minority gorged with wealth oversaw the remaining proletarianized population. The middle-classes collapsed, a process that brought about the end of the republic and the beginning of the political form known as "empire" in conformity with the observations made by Aristotle about the importance of intermediate social classes for the stability of political systems. Since one could not eliminate the plebeians, intractable but geographically central as they were, they came to be nourished and distracted at the empire's expense with "bread and circuses." Page 64-5: The positive American trade balance, when only "advanced technology" is counted, dropped from 35 billion dollars in 1990 to 5 billion in 2001 and had disappeared entirely to become one more element in the overall trade deficit in January 2002. This fall in economic strength is not compensated for by the activities of American-based multinationals. Since 1998 the profits that they bring back into the country amount to less than what foreign companies that have set up shop in the United States are taking back to their own countries. Page 68: In conformity with classical economic theory, the general opening up of commercial exchange has brought about an increase in inequality throughout the world. This general exchange tends to introduce into each country the same disparities in revenue that exist at the level of the whole planet. ... The compression of worker revenues caused by free trade revives the traditional dilemma of capitalism that has now spread across the globe: low salaries do not allow for the absorption of increases in production. Page 17: In developed countries a new class is emerging that comprises roughly 20 percent of the population in terms of sheer numbers but controls about half of each nation's wealth. This new class has more and more trouble putting up with the constraint of universal suffrage.

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.

After long years tolerating tax evasion by their fellow members of the ruling class, the political leaders of the big Western economies had been forced by the cost of the bank bailouts, the subsequent recession and increasingly widespread hostility to cuts in public services to go after those missing tax revenues. Hence the Americans' pursuit of UBS, Credit Suisse, BSI and the rest. But the City was in a different position. It was not the UK Treasury that the City's clients were primarily cheating. It was everyone else's. And there was one more fact, so huge and so obvious that everyone ignored it the way only problems of such magnitude could be ignored. Tax evasion deprived governments of revenue. Money laundering was the other side of the same coin. Like tax dodging, it was a subversion of money's role as a token of reciprocal altruism that allowed large and diverse societies to function. But while tax evasion sucked money out, money laundering pumped money in. If you could stop yourself thinking about its origins, those inflows of dirty money from around the world were just another source of investment into otherwise declining economies.

The tax breaks weren’t an upfront donation that would have taken funds away from other uses. They were reductions from future taxes that Amazon would have had to pay only if it had grown the pie. Queens would still have enjoyed a vastly increased slice, including taxes of over nine times the foregone revenue.

Your opportunity hypothesis is that fixing this bug will improve acquisition for the shopping cart page, and eventually increase revenue.

Social Media Marketing And Optimization Social media marketing and optimization refer to the strategic use of social media platforms to promote a brand, product, or service and improve its online visibility, engagement, and overall effectiveness. It involves a combination of creating compelling content, building a strong online presence, and interacting with the target audience to achieve specific marketing objectives. Social media marketing involves the active promotion of a business or organization through various social media channels such as Facebook, Twitter, Instagram, LinkedIn, YouTube, Pinterest, and others. The primary goals of social media marketing are to increase brand awareness, drive traffic to a website, generate leads, and ultimately boost sales and revenue.

Our third-quarter financial results released on October 21, 2004, showed that sales had grown by 29 percent year over year. Free cash flow had increased by 76 percent. Many corporations would look at such growth figures with envy, but a closer look at our financials at the time revealed a more concerning picture. Throughout 2004, Amazon sales had continued to grow, but the rate of growth decreased from the prior year, across all lines of business. The output metric of sales revenue was not growing as fast as we wanted.

Michael Artime is CEO & Founder of Ecom Honey which leads a small, focused team comprised of designers, copywriters, and other marketing professionals working together to create email and SMS marketing campaigns that convert. The company boasts significant increases in client revenues and has worked with over 100 popular e-commerce brands. Mr. Artime is a University of Central Florida alum and enjoys golfing. He lives in Nashville, Tennessee where Ecom Honey is headquartered.

Twenty-two US states have amended their constitutions to forbid any gasoline tax revenues at all from being spent on sidewalks.37 Many of these laws were passed in the 1960s with the financial backing of highway construction lobbyists.38 At the federal level, bicyclists and pedestrians now represent about one in five traffic deaths, but they receive less than 1.5 percent of all federal infrastructure funding.39 Increasing political polarization may also play a role. Just as the pedestrian death crisis was beginning to present itself in 2012, and in an era of loud and renewed interest in active transportation, the Republican-led US Congress substantially reduced federal funding support for walking and biking programs. In addition, following the election of Donald Trump in 2016, the newly regulation-averse US Department of Transportation slow-walked reforms that could have, for the first time, made automakers more accountable for their design impacts on pedestrian safety.

And do ye know what "the universe" is to my mind? Shall I show it to you in my mirror? This universe is a monster of energy, without beginning or end; a fixed and brazen quantity o; energy which grows neither bigger nor smaller, which does not consume itself, but only alters its face; as a whole its bulk is immutable, it is a household without either losses or gains, but likewise without increase and without sources of revenue, surrounded by nonentity as by a frontier, it is nothing vague or wasteful, it does not stretch into infinity; but it is a definite quantum of energy located in limited space, and not in space which would be anywhere empty. It is rather energy everywhere, the play of forces and force-waves, at the same time one and many, agglomerating here and diminishing there, a sea of forces storming and raging in itself, for ever changing, for ever rolling back over in calculable ages to recurrence, with an ebb and flow of its forms, producing the most complicated things out of the most simple structures; producing the most ardent, most savage, and most contradictory things out of the quietest, most rigid, and most frozen material, and then returning from multifariousness to uniformity, from the play of contradictions back into the delight of consonance, saying yea unto itself, even in this homogeneity of its courses and ages; for ever blessing itself as something which recurs for all eternity,—a becoming which knows not satiety, or disgust, or weariness:—this, my Dionysian world of eternal self-creation, of eternal self-destruction, this mysterious world of twofold voluptuousness; this, my "Beyond Good and Evil" without aim, unless there is an aim in the bliss of the circle, without will, unless a ring must by nature keep goodwill to itself,—would you have a name for my world? A solution of all your riddles? Do ye also want a light, ye most concealed, strongest and most undaunted men of the blackest midnight?—This world is the Will to Power—and nothing else! And even ye yourselves are this will to power—and nothing besides!

And do ye know what "the universe" is to my mind? Shall I show it to you in my mirror? This universe is a monster of energy, without beginning or end; a fixed and brazen quantity of energy which grows neither bigger nor smaller, which does not consume itself, but only alters its face; as a whole its bulk is immutable, it is a household without either losses or gains, but likewise without increase and without sources of revenue, surrounded by nonentity as by a frontier, it is nothing vague or wasteful, it does not stretch into infinity; but it is a definite quantum of energy located in limited space, and not in space which would be anywhere empty. It is rather energy everywhere, the play of forces and force-waves, at the same time one and many, agglomerating here and diminishing there, a sea of forces storming and raging in itself, for ever changing, for ever rolling back over in calculable ages to recurrence, with an ebb and flow of its forms, producing the most complicated things out of the most simple structures; producing the most ardent, most savage, and most contradictory things out of the quietest, most rigid, and most frozen material, and then returning from multifariousness to uniformity, from the play of contradictions back into the delight of consonance, saying yea unto itself, even in this homogeneity of its courses and ages; for ever blessing itself as something which recurs for all eternity,—a becoming which knows not satiety, or disgust, or weariness:—this, my Dionysian world of eternal self-creation, of eternal self-destruction, this mysterious world of twofold voluptuousness; this, my "Beyond Good and Evil" without aim, unless there is an aim in the bliss of the circle, without will, unless a ring must by nature keep goodwill to itself,—would you have a name for my world? A solution of all your riddles? Do ye also want a light, ye most concealed, strongest and most undaunted men of the blackest midnight?—This world is the Will to Power—and nothing else! And even ye yourselves are this will to power—and nothing besides!

There’s nothing wrong with the Laffer curve—only with the uses people put it to. Wanniski and the politicians who followed his panpipe fell prey to the oldest false syllogism in the book: It could be the case that lowering taxes will increase government revenue; I want it to be the case that lowering taxes will increase government revenue; Therefore, it is the case that lowering taxes will increase government revenue.

Carlos Montoya, a dynamic retail leader, joins Miramar with a track record of success. He rose through the ranks at Winn-Dixie Supermarkets, consistently increasing revenue growth. His expertise in vendor negotiation and supply management ensures efficiency.

Here are the six Revenue Dials you can use: Average order value: Increase the amount someone purchases. Frequency: Increase how often someone will buy your service. Price point: Increase or decrease your price point to affect total sales. Customer type: Approach a more lucrative/wealthier customer segment. Product line: Add additional products to make the business more attractive to start. Add-on services: If you’re selling a product like cookies, can you offer a service like setting up birthday parties or cooking at the person’s home?

Many of these projects were simple product fixes with the best chance of boosting sales quickly. For example, many Etsy shoppers were nervous about using their credit cards with small, unknown vendors they didn’t yet trust, so the company prioritized adding a message to the site: “The seller never sees your credit card information.”32 Silverman called these fixes ambulances and focused the team on implementing them in days and weeks rather than months.33 His ambulances paid off with an almost-immediate increase to revenues.34

Believe it or not, there are only four ways to increase your business’s revenue: 1. Increase the number of customers you serve. 2. Increase the average size of each Transaction by selling more. 3. Increase the frequency of Transactions per customer. 4. Raise your prices.

Impaakt India: Pioneering the Future of Sustainable Business Publishing As businesses today increasingly balance profitability with purpose, Impaakt India stands out as a forward-thinking magazine publisher committed to reshaping how we view corporate responsibility. Unlike conventional business publications, Impaakt India dives deep into the positive and negative impacts that businesses have on the environment, society, and governance. Their platform serves as a comprehensive resource for readers who seek to understand a company’s ethical footprint as well as its financial one. As a magazine publisher dedicated to sustainability and social good, Impaakt India provides a fresh perspective on what makes a company successful, transcending typical measures like revenue or market share to include the full spectrum of a brand's impact.

Focus on Generating Revenue The City budgets for sizeable increases in municipal fines and fees each year, exhorts police and court staff to deliver those revenue increases, and closely monitors whether those increases are achieved. City officials routinely urge Chief Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

In all likelihood, we could raise more revenue by increasing marginal tax rates on the highest income earners, for instance by introducing new tax brackets at the one-million- and ten-million-dollar levels of annual income.

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

the California case, the rhythms of tax reduction are strong indicators of structural change and, as table 3 demonstrates, show how the Keynesian state’s delegitimation accumulated in waves, culminating, rather than originating, in Tom Bradley’s 1982 and 1986 gubernatorial defeats. The first wave, or capital’s wave, is indicated by the 50 percent decline in the ratio of bank and corporation taxes to personal income taxes between 1967 and 1986 (California State Public Works Board 1987). Starting as early as 1968, voters had agitated for tax relief commensurate with the relief capital had won after putting Ronald Reagan in the governor’s mansion (Mike Davis 1990). But Sacramento’s efforts were continually disappointing under both Republican and Democratic administrations (Kirlin and Chapman 1994). This set in motion the second, or labor’s, wave, in which actual (and aspiring) homeowner-voters reduced their own taxes via Proposition 13 (1978).25 The third, or federal wave, indicates the devolution of responsibility from the federal government onto the state and local levels, as evidenced by declines of 12.5 percent (state) to 60 percent (local) in revenues derived from federal aid. The third wave can be traced to several deep tax cuts the Reagan presidential administration conferred on capital and the wealthiest of workers in 1982 and again in 1986 (David Gordon 1996; Krugman 1994). The sum of these waves produced state and local fiscal crises following in the path of federal crisis that James O’Connor ([1973] 2000) had analyzed early in the period under review when he advanced the “welfare-warfare” concept. As late as 1977–78, California state and local coffers were full (CDF-CEI 1978; Gramlich 1991). By 1983, Sacramento was borrowing to meet its budgetary goals, while county and city governments reached crisis at different times, depending on how replete their reserves had been prior to Proposition 13. Voters wanted services and infrastructure at lowered costs; and when they paid, they tried not to share. Indeed, voters were quite willing to pay for amenities that would stick in place, and between 1977–78 and 1988–89, they actually increased property-based taxes going to special assessment districts by 45 percent (Chapman 1991: 19).

Revenues are increases in the company’s assets from its profit-directed activities, and they result in positive cash flows.

As Facebook kept evolving—and growing faster with every change—the established powers of the technology and media world began paying ever closer attention. This appeared to be the kind of irresistible consumer website every executive had dreamed of owning since the Internet took off in the mid-1990s. Mark Zuckerberg suddenly had a lot of new older, well-dressed friends from Los Angeles and the East Coast. But he didn’t think like the CEO of an established technology or media company. He barely gave a thought to profit and was still ambivalent about advertising. This wasn’t easy for his newfound suitors to understand. One senior executive from a tech company recalls a frustrating visit during that time with Zuckerberg, who seemed uninterested in increasing the company’s revenue. “He didn’t know what he didn’t know,” he says. “But when he opened his mouth he was very direct, very smart, and he was very focused on Facebook as a social tool, to the point of naïveté. It sounded just too altruistic at the time. So I asked him, ‘Is it a social tool as a tactic to get to the next point?’ And he says, ‘No, all I really care about is doing this social tool.’ So I thought, ‘Either this guy is being very strategic and not telling me what his next thing is, or he’s just got his sandbox and he’s playing in it.’ I couldn’t figure it out.

The economists Kareem Haggag and Giovanni Paci compiled data on more than 13m New York taxi rides. They found that the touchscreen has led to a significant increase in tips – by an average of more than 10%. If a driver makes $6,000 in tips in a year, the touchscreens lead to an automatic $600 raise; and the taxi industry as a whole will receive many millions of dollars in additional annual revenue.

Goodby, Silverstein & Partners, the legendary San Francisco-based ad agency behind such classic campaigns as “Got Milk” and the Foster Farm Chickens, had found itself in a funk—and felt increasingly irrelevant in an emerging, transmedia world of social networking, user-generated content, mobile, Internet video, and more. So a few years ago, the agency set an ambitious goal to completely revamp itself for the digital age. “Our goal is to be unrecognizable twelve months from now,” creative director Jamie Barrett said at the time. The idea: transform an agency known primarily for eye-popping television spots into one badass, multiplatform marketing machine. It was well worth the effort. In less than a year, Goodby saw revenues leap 20 percent to $102 million. At the start of its transformation effort, 80 percent of the twenty-five-year-old agency’s revenues came from traditional advertising campaigns, while less than 20 percent came from digital initiatives. Today, after three years of reinvention, those numbers are nearly flip-flopped, with 60 percent of revenues now coming from digital initiatives, and 40 percent from traditional. Now, a team once vexed by what it called “Crispin Envy”—for all the attention Crispin Porter + Bogusky receives for its groundbreaking work in digital media—has found its own footing, and then some. While many have driven the transformation, no one has received more credit as a catalyst for change than Derek Robson, forty-two, whom Goodby recruited from adverting agency powerhouse Bartle Bogle Hegarty in London.

XYZ Consulting takes out a loan with its bank. The loan will not appear on the income statement, as the transaction is neither a revenue item nor an expense item. It is simply an increase of an asset (Cash) and a liability (Notes Payable). However, because it’s a cash inflow, the loan will appear on the cash flow statement.

This type of tax structure also minimises the opportunity for citizens to protest against their government. Direct taxes, in particular income tax, are viewed as the category of tax that gives citizens most proof that they are contributing to the public purse. In Arab countries, the majority of tax receipts are derived from indirect sales and customs taxes hidden in the price … These types of tax typically conceal the direct link between tax payments and funding of the public purse, thus weakening public pressure for accountability. At the same time, income tax revenue is negligible and tax evasion is on the rise, particularly among influential social groups, which, in principle, should shoulder the greatest burden in funding the public purse, if only as fair return for their greater share of power and wealth. Moreover, in Arab countries, the share of direct taxes appears to have dropped over time, as a result of increasing resort to indirect taxes.

Almost all of it was a reconstruction of recent vintage, part of the government’s effort to increase tourist revenue after the devastation of the Cultural Revolution.