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.

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.

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.

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.

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

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.

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.

The explosion of energy prices—thanks to a bubble that Western banks and perhaps some foreign SWFs had a big hand in creating—led to Americans everywhere feeling increased financial strain. Tax revenue went down in virtually every state in the country. In fact, the correlation between the rising prices from the commodities bubble and declining tax revenues is remarkable. According to the Rockefeller Institute, which tracks state revenue collection, the rate of growth for state taxes hit its lowest point in five years in the first quarter of 2008, which is when oil began its surge from around $75 to $149 a barrel.

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.

1935 tax bill, then popularly called the “Soak the Rich Tax,” the top marginal income tax rate for individuals rose to 75 percent (versus as low as 25 percent in 1930). By 1941, the top personal tax rate was 81 percent, and the top corporate tax rate was 31 percent, having started at 12 percent in 1930. Roosevelt also imposed a number of other taxes. Despite all of these taxes and the pickup in the economy that helped raise tax revenue, budget deficits increased from around 1 percent of GDP to about 4 percent of GDP because the spending increases were so large.5 From 1933 until the end of 1936 the stock market returned over 200 percent, and the economy grew at a blistering average real rate of about 9 percent. In 1936, the Federal Reserve tightened money and credit to fight inflation and slow an overheating economy, which caused the fragile US economy to fall back into recession and the other major economies to weaken with it, further raising tensions within and between countries.

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

The MTA had even bigger problems than financing the Second Avenue subway. In 1971, a Wall Street bond specialist said that working together, the Mad Hatter (a wacky Alice in Wonderland character) and Mr. Micawber (an ever-hopeful Charles Dickens character who landed in debtors’ prison) could never have dreamed up anything as strange as the Transit Authority’s finances. Fares, tolls, taxes, and federal funds have never been able to keep up with the MTA’s needs. At times, the state has tried to solve the problem by levying fees and taxes that most people would not notice. For example, only a year after the MTA was formed, the state legislature increased the tax that homebuyers pay when they take out a mortgage, and dedicated the additional revenue to the MTA.72

Prohibition had led to a massive increase in organized crime, violence, and police corruption but had little effect on the availability of alcohol; ending it reduced crime, enhanced police professionalism, and incarcerated fewer people. Similarly, fruitless attempts to stamp out underground lotteries, sports betting, and gambling proved totally counterproductive, empowering organized crime and driving police corruption. Government control and regulation of gambling has raised revenue and undermined the power of organized crime. By creating state lotteries, regulating casinos, and only minimally enforcing sports betting, the state has limited police power without sacrificing public safety. There is no reason the same couldn’t be done for sex work and drugs today. The billions saved in policing and prisons could be much better used putting people to work and improving public health.

Instead, anxious to maintain their revenues at a time of low production and high military expenditure, the Company, in one of the greatest failures of corporate responsibility in history, rigorously enforced tax collection and in some cases even increased revenue assessments by 10 per cent.

The MTA had become increasingly reliant on borrowing money against its future revenue rather than on funding from the state and city. The State of New York had contributed $1.8 billion for the MTA’s first five-year capital program, but nothing for the 2000–2004 program. Meanwhile, successive mayors cut New York City’s contributions to the MTA’s capital programs. The public did not understand the MTA’s predicament. A citywide survey indicated that most New Yorkers thought the MTA earned a profit on its subway service. In fact, subway riders paid only 44 percent of the authority’s operating costs, with taxes and tolls making up the rest. In 2004, the fastest-growing portion of the MTA’s budget was the interest expenses on its debt. The MTA’s outstanding debt had skyrocketed from $9 billion in the early 1990s to nearly $20 billion by 2004, and its annual interest payments were over $800 million.95

Vision 2030 itself, launched in 2007, which laid out the overall strategy. The message was that the country needed to diversify its revenue base, upgrade skills, create jobs, and increase the participation of women in the economy. The results have come faster than might have been expected. Two decades ago, almost all of GDP was oil-based. Today, about 60 percent of GDP is non-oil-related. Non-oil exports have risen from just 13 percent of total exports in 2010 to 57 percent in 2018.

the richest 1 percent has owned more wealth than the rest of the planet owns.11 • Eight men own the same amount of wealth as do the poorest half of the world. • The incomes of the poorest 10 percent of people increased by less than three dollars a year between 1988 and 2011, while the incomes of the richest 1 percent increased 182 times as much. • In Bloomberg’s daily ranking of the world’s five hundred richest people, the world’s wealthiest three (Bill Gates, Warren Buffet, and Jeff Bezos), all white American men, have total net worths of $85 billion, $79 billion, and $73 billion, respectively.12 By comparison, the 2015 gross domestic product of Sri Lanka was $82 billion; Luxembourg $58 billion; and Iceland, $16 billion.13 • Of the world’s ten richest people, nine are white men.14 • In 2015–2016, the world’s ten biggest corporations together had revenue greater than that of the government revenues of 180 countries combined. • In the US, over the last thirty years, the growth in the incomes of the bottom 50 percent has been zero, whereas incomes of the top 1 percent have grown by 300 percent.

Consider this data on the distribution of wealth: • Since 2015, the richest 1 percent has owned more wealth than the rest of the planet owns.11 • Eight men own the same amount of wealth as do the poorest half of the world. • The incomes of the poorest 10 percent of people increased by less than three dollars a year between 1988 and 2011, while the incomes of the richest 1 percent increased 182 times as much. • In Bloomberg’s daily ranking of the world’s five hundred richest people, the world’s wealthiest three (Bill Gates, Warren Buffet, and Jeff Bezos), all white American men, have total net worths of $85 billion, $79 billion, and $73 billion, respectively.12 By comparison, the 2015 gross domestic product of Sri Lanka was $82 billion; Luxembourg $58 billion; and Iceland, $16 billion.13 • Of the world’s ten richest people, nine are white men.14 • In 2015–2016, the world’s ten biggest corporations together had revenue greater than that of the government revenues of 180 countries combined. • In the US, over the last thirty years, the growth in the incomes of the bottom 50 percent has been zero, whereas incomes of the top 1 percent have grown by 300 percent. The call to Make America Great Again worked powerfully in service of the racial manipulation of white people, diverting blame away from the white elite and toward various peoples of color—for example, undocumented workers, immigrants, and the Chinese—for the current conditions of the white working class.

By subtracting your practical operating expenses from the gross revenue at 90 percent occupancy and market rate, you arrive at the potential NOI, also referred to as pro forma numbers. The potential NOI projects the increase in revenues that you can reasonably expect in the future.

Transferring childcare from a mainly unpaid feminised and invisible form of labour to the formal paid workplace is a virtuous circle: an increase of 300,000 more women with children under five working full-time would raise an estimated additional £1.5 billion in tax.84 The WBG estimates that the increased tax revenue (together with the reduced spending on social security benefits) would recoup between 95% and 89% of the annual childcare investment.85 This is likely to be a conservative estimate, because it’s based on current wages – and like properly paid paternity leave, publicly funded childcare has also been shown to lower the gender pay gap. In Denmark where all children are entitled to a full-time childcare place from the age of twenty-six weeks to six years, the gender wage gap in 2012 was around 7%, and had been falling for years. In the US, where childcare is not publicly provided until age five in most places, the pay gap in 2012 was almost double this and has stalled.

As emphasized in the critical success factors related to “Management support, vision, governance, and structure” earlier in this section, a leading practice to secure support from management is to provide a high-level estimation of the benefits expected from the transformation. This is often referred to as a “high-level automation assessment” or a “top-down automation assessment”. For example, such an estimation might show that, by leveraging IA, the organization has the potential to increase revenue by 20% while reducing costs by 30% in the coming 18 months.

Let us turn now to a study of a small Newfoundland fishing village. Fishing is, in England at any rate – more hazardous even than mining. Cat Harbour, a community in Newfoundland, is very complex. Its social relationships occur in terms of a densely elaborate series of interrelated conceptual universes one important consequence of which is that virtually all permanent members of the community are kin, ‘cunny kin’, or economic associates of all other of the 285 permanent members. The primary activity of the community is cod fishing. Salmon, lobster, and squid provide additional sources of revenue. Woodcutting is necessary in off-seasons. Domestic gardening, and stints in lumber camps when money is needed, are the two other profitable activities. The community's religion is reactionary. Women assume the main roles in the operation though not the government of the churches in the town. A complicated system of ‘jinking’ – curses, magic, and witchcraft – governs and modulates social relationships. Successful cod fishing in the area depends upon highly developed skills of navigation, knowledge of fish movements, and familiarity with local nautical conditions. Lore is passed down by word of mouth, and literacy among older fishermen is not universal by any means. ‘Stranger’ males cannot easily assume dominant positions in the fishing systems and may only hire on for salary or percentage. Because women in the community are not paid for their labour, there has been a pattern of female migration out of the area. Significantly, two thirds of the wives in the community are from outside the area. This has a predictable effect on the community's concept of ‘the feminine’. An elaborate anti-female symbolism is woven into the fabric of male communal life, e.g. strong boats are male and older leaky ones are female. Women ‘are regarded as polluting “on the water” and the more traditional men would not consider going out if a woman had set foot in the boat that day – they are “jinker” (i.e., a jinx), even unwittingly'. (It is not only relatively unsophisticated workers such as those fishermen who insist on sexual purity. The very skilled technicians drilling for natural gas in the North Sea affirm the same taboo: women are not permitted on their drilling platform rigs.) It would be, however, a rare Cat Harbour woman who would consider such an act, for they are aware of their structural position in the outport society and the cognition surrounding their sex….Cat Harbour is a male-dominated society….Only men can normally inherit property, or smoke or drink, and the increasingly frequent breach of this by women is the source of much gossip (and not a negligible amount of conflict and resentment). Men are seated first at meals and eat together – women and children eating afterwards. Men are given the choicest and largest portions, and sit at the same table with a ‘stranger’ or guest. Women work extremely demanding and long hours, ‘especially during the fishing season, for not only do they have to fix up to 5 to 6 meals each day for the fishermen, but do all their household chores, mind the children and help “put away fish”. They seldom have time to visit extensively, usually only a few minutes to and from the shop or Post Office….Men on the other hand, spend each evening arguing, gossiping, and “telling cuffers”, in the shop, and have numerous “blows” (i.e., breaks) during the day.’ Pre-adolescents are separated on sexual lines. Boys play exclusively male games and identify strongly with fathers or older brothers. Girls perform light women's work, though Faris indicates '. . . often openly aspire to be male and do male things. By this time they can clearly see the privileged position of the Cat Harbour male….’. Girls are advised not to marry a fisherman, and are encouraged to leave the community if they wish to avoid a hard life. Boys are told it is better to leave Cat Harbour than become fishermen....

Search engine optimization is the systematic and well-analyzed way of improving the quality of content posted online and making sure it's the right quantity for an easy read. Today, SEO has become an important online content promotion strategy that no business or content creator has embraced. One of the major benefits is driving traffic to your website. Once you hire an agency specializing in SEO, you are assured of high search rankings and easy find for potential searches. You also get to enjoy a competitive advantage since you do not pay for search engine optimization ads but get to have a chance to increase your sales and revenue through the high rankings.

Google is under enormous pressure from the financial community to increase the “effectiveness” of its tracking, so that it can increase revenues and profits. Giving a user the ability to control his own privacy information (and to protect himself from malware) by blocking invisible connections to problematic sites constitutes an existential threat to Google.22

Western countries are rarely in budget surplus and thus end up building debt over the cycle.The increase of the debt-to-GDP ratio is a fundamentally negative development for the lower and middle classes. The debt acts as a transfer of wealth from average taxpayers to the better off. The mechanism of this wealth transfer is relatively simple, as the interest paid to finance payment to the bond holders is funded by the general budget. Thus, bondholders, by definition people with savings, receive payments financed by the tax collected from the general population. Effectively, the debt sucks in a percentage of income revenues and spits it back out to wealthy savers in the form of interest payments.

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.

With the first banks opened on Monday, the afternoon brought another request from Roosevelt. Stating that he needed the tax revenue, he asked Congress that beer with alcohol content of up to 3.2 percent be made legal; the Eighteenth Amendment did not specify the percentage that constituted an intoxicating beverage. Congress complied. The House passed the bill the very next day with a vote count of 316–97, pushing it to the Senate. Wednesday brought good cheer: The stock market opened for the first time in Roosevelt’s presidency. In a single-day record, the Dow Jones Industrial Average gained over 15 percent—a gain in total market value of $3 billion. By Thursday, for increased fiscal prudence, the Senate had added an exemption for wine to go with beer, but negotiated the alcohol content down to 3.05 percent. Throughout the week, banks were receiving net deposits rather than facing panicked withdrawals. Over the following weeks, the administration developed a sweeping farm package designed to “increase purchasing power of our farmers” and “relieve the pressure of farm mortgages.” To guarantee the safety of bank deposits, the Federal Deposit Insurance Corporation was created. To regulate the entire American stock and bond markets, the Exchange Act of 1933 required companies to report their financial condition accurately to the buying public, establishing the Securities and Exchange Commission. Safety nets such as Social Security for retirement and home loan guarantees for individuals would be added to the government’s portfolio of responsibilities within a couple of years. It was the largest peacetime escalation of government in American history.

In 2012, Google Maps had become the premier provider of mapping services and location data for mobile phone users. It was a popular feature on Apple’s iPhone. However, with more consumer activity moving to mobile devices and becoming increasingly integrated with location data, Apple realized that Google Maps was becoming a significant threat to the long-term profitability of its mobile platform. There was a real possibility that Google could make its mapping technology into a separate platform, offering valuable customer connections and geographic data to merchants, and siphoning this potential revenue source away from Apple. Apple’s decision to create its own mapping app to compete with Google Maps made sound strategic sense—despite the fact that the initial service was so poorly designed that it caused Apple significant public embarrassment. The new app misclassified nurseries as airports and cities as hospitals, suggested driving routes that passed over open water (your car had better float!), and even stranded unwary travelers in an Australian desert a full seventy kilometers from the town they expected to find there. iPhone users erupted in howls of protest, the media had a field day lampooning Apple’s misstep, and CEO Tim Cook had to issue a public apology.19 Apple accepted the bad publicity, likely reasoning that it could quickly improve its mapping service to an acceptable quality level—and this is essentially what has happened. The iPhone platform is no longer dependent on Google for mapping technology, and Apple has control over the mapping application as a source of significant value.

Second, we prioritize the subsidization of affluence over the alleviation of poverty. The United States could effectively end poverty in America tomorrow without increasing the deficit if it cracked down on corporations and families who cheat on their taxes, reallocating the newfound revenue to those most in need of it.

Many public services were also outsourced. While PFI was largely about building and running infrastructure, outsourcing was mainly about handing services over to the private sector to manage, notably IT. HMRC (Her Majesty’s Revenue and Customs), DVLA (the Driver and Vehicle Licensing Agency), the NHS and local authorities awarded enormous IT contracts to external suppliers. Public services, including rubbish collection, school meals, building maintenance, prisons and even ambulance and probation services, were placed in the hands of private providers, often by local authorities: at its peak in 2012–13, the value of outsourcing contracts awarded by the latter reached £708 million.19 Since then, however, the value of local-government outsourced contracts has steadily fallen. The trend is similar for central-government IT outsourcing. Public organizations have increasingly found that outsourcing has not delivered the quality and reliability of services they had expected and has often not been good value for money either.

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.

They say that was the precise time from which children became less obedient to their parents, discipline in industry deteriorated and the revenue from sales of alcoholic beverages to the public increased, along with the number of abortions and the frequency of violent crimes threatening the lives, honor and property of citizens. Of course, even before then for domestic reasons and on public holidays, the residents of Dolgov had stuck knives in each other, run each other through with pitchforks and beaten each other to death with fence poles, but all that had merely been the observance of old local customs.

A survey from Clear Coaching Limited (PDF download) confirmed an extensive range of coaching benefits, including new/improved skills, better work relationships, ability to see others’ perspectives, clarity in work life, increased motivation, improved atmosphere, increased sales/revenue, and more obtainable goals.

The 10 Ways to Create Value 1. Increase rents. 2. Convert a master-metered property to a submetered property. 3. Add vending services including laundry, pay phones, and soft drinks. 4. Offer exclusive rights to cable TV service with revenue sharing. 5. Offer exclusive rights to satellite service with revenue sharing. 6. Provide access to building rooftops for cellular companies. 7. Consolidate two or more apartment complexes to achieve synergies. 8. Convert excess storage space into rentable living area. 9. Install water-saving devices in showers and bathrooms. 10. Protest assessed tax valuations to have them lowered.

So in a quest to balance rapid growth and increased profitability, startups (especially the software-as-a-service or SaaS kind) have adopted the rule that a company’s revenue growth rate added to the profitability margin should be equal to or greater than 40 percent.

Numbers like that terrified the utilities and the Koch network, and so they set to work. An industry trade group warned that utilities faced “a death spiral.” As customers began to generate more of their own electricity from solar panels on their roofs, utility revenues would begin to decline, and the remaining customers would have to pay more for the poles and wires that keep the grid alive, increasing the incentive for the remaining customers to leave. Instead of figuring out (like some California and New York utilities) how to profit from that transition by brokering energy efficiency, Arizona utilities mustered their political power to simply block change.

Here’s the trick to significantly improving your SaaS email marketing skills—you have to become a student of it. This means you should: Start collecting great email copy, CTAs, and designs. Understand the objective behind each and every email that businesses send. Try to understand the rationale behind copy, link, and design decisions. There are great websites like Really Good Emails11, Good Email Copy12, and Good Sales Emails.com13 that you can use for your research. These sites categorize email copy and designs by types. As well as this, you should sign up to receive emails from some of the leading SaaS brands. Those include, among others: Drift MailChimp Pipedrive Shopify SurveyMonkey Trello Wistia Zapier You should also sign up to competing products and mailing lists from companies in your sector. I personally signed up to thousands of products and newsletters. It’s great for benchmarking and research. At the time of writing, I’ve already passively collected more than 60,000 emails. Obviously, don’t sign up to your competitors’ products with a business email address! I have a special email address I use for this. This account allows me to get data, understand what other organizations are doing, and find good copy ideas. For example, here’s what a search for ‘Typeform’ gives me: Figure 18.1 – Inbox Inspiration It’s not uncommon for me to sign up several times to the same product or newsletter. This allows me to see what they have learned and to track the evolution of their email marketing program. At LANDR, we created a shared document to keep track of subject lines, offers, and copy we wanted to test. Our copywriter was even going through his junk mail folder to find ideas and inspiration. There are tests we ran that were inspired by copy found in his spam folder. Some of them turned out to be really successful too—so keep your eyes open for inspiration. You can use Evernote, Paper, or any other platform to collaborate on idea generation. Alternatively, you can subscribe to paid services like Mailcharts14 or Mailody15. These services will help you track and understand your competitors’ email programs. Build processes to find and access copy and design ideas. It will help you create better emails, faster. In the next chapter we’ll get started creating our first email sequences.

1. Create intimacy: You’ll get more trust—and capture the attention of your prospects—by establishing a personal connection. Your emails should read as if one person has written it to another: one to one. This can be achieved by: using a personal, or plain-text template; using “you” instead of “we”, or “I”; telling stories; and making good use of personalization. For an even greater effect, you can add subtle personalization throughout your copy. For example: “…this is what we’ve heard from other people in [ Tampa ]”. 2. Make users feel special: On top of personalization, you can create exclusivity: “This offer is only for our most engaged users” “…it’s for early adopters” Or appeal to vanity: “Our most successful users want to feel this way…” 3. Demonstrate that you understand their reality: You can create obvious qualifications everyone wants to have assigned to themselves, for example “…people who care about maximizing their return on investment”; or “…savvy marketers”. Illustrate product benefits and value with clear examples that relate to the unique situation of your users. 4. Create urgency: As Zapier did, you can also get creative with deadlines. Use coupons with limited-time offers to accentuate the fear of missing out (FOMO)17: “Offer only available until June 4th…” “Only a few people get this plan…” 5. Use clear actions: Use a CTA that clearly establishes the next steps. Repeat it throughout the email, coming at it from different angles. Use the P.S. to attract the eye and to reinforce the action you want users to take (when appropriate). Keep your emails simple and your messaging scannable. It’s important for users to be able to get the email at a glance. Short and sweet often outperforms long and complex emails. You want a near-instant reaction from your readers. Your email has to build up to the desired action. Use copy to overcome objections, and accentuate the desire to buy or engage. A good email has to: capture attention through the subject line, personalization, or a story; build reader interest by demonstrating either the benefit or the problem; build desire to act by creating information gaps, time constraints, or the fear of missing out; and drive action through a well-timed CTA, telling users exactly what you want them to do. These are really just the four steps of the AIDA model18 (Attention, Interest, Desire, and Action) applied to email copywriting. Don’t get intimidated by copywriting. Emails that are too polished often don’t work as well. Get started crafting your own email offers. We’ll get started working on subject lines in the next chapter.

Does It “Really” Need to Be an Email? By this point, you’ve probably figured out that I love email. Well, in spite of my love for email marketing, not every communication needs to be an email. In fact, there are times when emails really aren’t the best solution. So, if not email, what else? Other solutions include: In-App messages like popups, sidebars, site notifications, chat messages, browser or push notifications, desktop notifications, text messages, and even product tours and onboarding flows. Email is great when the user isn’t currently using your product. It’s great to drive them back in, but when they are right there using your product, you can’t expect them to be checking their emails at the same time. Before setting up a new email campaign, ask yourself if email is the best way to achieve your objective and drive the user behavior you seek. Maybe a popup or site notification would be more effective. Users can’t typically unsubscribe from popups, sidebars, site notifications, chat messages, or onboarding flows. They are usually better embedded into your app and more contextual. Because of this, they tend to reach users more directly than email can. That means that they can often be more effective to influence user behaviors. Push notifications, desktop notifications, and text messages still have some novelty to them. They can also reach users in different contexts from email. Although sometimes it’s better to use a different communication type, sometimes combining email with other options is the best way to go. For this reason, it’s important to consider the mix. For example, an email followed on-site by an In-App message, or an onboarding flow followed by an email summing up the process may be more effective than a single email. It will allow you to follow up on user actions, and make it really clear what needs to get done. By breaking down the steps one at a time, there’s more chances for users to learn. At LANDR, we often followed feature launch emails on-site with In-App messages. This helped to keep communications simple and goal-focused (one goal per message). The email was about getting people in the product, while the In-App message was about getting them to engage with the product. This approach allows you to evaluate and optimize each step of the process independently. Automation platforms like Intercom, ActiveCampaign and HubSpot generally allow you to combine messaging types. If your platform doesn’t currently have site messaging or onboarding functionalities, you may have to use multiple tools in conjunction in order to maximize results. This will make it trickier to track pacing, sequencing, and goals but it isn’t impossible. You also need to consider tracking effort when adding new communication types to your mix. As your program becomes more complex, it can be easy to lose track of the overall user experience: Are your users getting spammed? Are you creating a disjointed customer experience? Test things from your users’ perspective. Keep an eye out for social media messages and support requests as you do. In the next chapter we will look at setting up automations to minimize issues and maximize outcomes.

great companies were consistent with just three seemingly elementary rules: 1. Better before cheaper – in other words, compete on differentiators other than price. 2. Revenue before cost – that is, prioritize increasing revenue over reducing costs. 3. There are no other rules – so change anything you must to follow rules 1 and 2.

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

In a society that sells babies to increase government revenue, four women commit crimes against pregnancy and meet in prison. Knowledge is powerful and what they learn about The Auction’s history leads to a plan, a very risky plan, but if successfully implemented it could do more than take down The Auction. It could destroy society as they know it.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

there's no law that momentum naturally has to slow as your revenues climb higher and higher. It's the size of your addressable market that dictates limits. Growth tends to slow down when you are starting to become well penetrated and saturated.

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.

In a freely competitive market, one might have expected the lowest-cost oil supplies to be developed first to the highest degree possible while higher-cost resources would be abandoned until depletion of cheap oil made room for them at a higher price point. Under this kind of competitive structure, Saudi Arabia, Iraq, and the other Gulf producers, whose lowest-cost reserves represent two-thirds of proven world reserves, could have increased their levels of investment and produced a vastly higher amount of oil. Instead, OPEC generally tried to hold oil prices up to maximize revenues over two years. In effect, OPEC had to choose between higher prices or higher market share. They chose the former. The New York University energy economist Dermot Gately noted in a 2004 paper that it was not in OPEC’s collective interests to meet rising demand for oil. He calculated that it made no sense for the cartel to add oil supplies into the market because the marginal gain in revenue from more output would be negative.

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?

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.

Creating Key User Segments The beauty with segmentation is that it can be used for more than email targeting. You can use your segmentation for tracking and reporting, to recruit candidates for interviews, and for quality assurance. If your segmentation doesn’t get you the right users, you want to find out as quickly as possible. Before starting to write emails, you’ll want to create key user segments. Those could be: people who haven’t signed up for your product (if the required data is available); people who signed up today; people who signed up in the last seven days; people who signed up in the last seven days, but didn’t engage, or didn’t activate; people who signed up in the last 30, 60 or 90 days and activated; inactive users; users whose trial is about to end or just ended and that you would eventually like to convert; paid subscribers in their first month; paid subscribers retained for two months or more; subscribers on annual plans; users who you think would be willing to refer your product to others; subscribers who cancelled; subscribers who cancelled more than once; or signups per specific acquisition channel. Don’t go too far, but do try to test real segments with real data. Let them run a few weeks. Do users flow through the way you’d expect them to? Go through random profiles in each of these segments and compare with the data from your database. Are those the users you’d expect to find in each of these segments? Any issues? You want to uncover issues with the implementation or your segmentation as early as possible. It’s easier if you do this—and much less costly in terms of mistakes—before you start sending emails than after. Make sure you can track users across different segments and that your segments truly are mutually exclusive when they need to be. Identify issues, adjust, and refine. This step will save your team a lot of headaches later on. As you test your segments, make them available to the rest of your team. Your colleagues can also help point out issues. At this point, if there aren’t any major issues, your setup is complete. Let’s get started sending some emails!

Prioritizing Your Email Roadmap Chances are you’ll need a Hail Mary. And a Net Promoter Score survey email. And a newsletter. And… And… And… If you are getting started with your email program, the list of emails you’ll need will probably be very long. Do you need to do everything at once? Definitely not. In fact, it’s best to start your program by aligning with business priorities and getting results before thinking about expanding. What areas are most troublesome in your business right now? What metric are you expected to move with email? Is it: Engagement? Retention? Conversion? Revenue? Signups? If none of those stick out above the rest, start from the top. Welcome and onboarding emails set the tone for product usage. Better onboarding and value communication lead to reductions in churn and disengagement down the road. Welcome and onboarding emails are also sent to most, if not all, of your users, thus they have a greater potential to influence user behaviors. At Highlights, for example, we set up a welcome email, five onboarding emails, and an upsell email the week before we launched the product. The goal was to maximize the number of people in a position to convert. It also allowed us to start getting some data to optimize performance. In general, you’ll want to prioritize emails that: send a lot (large volume of sends); send consistently (every day, or every week at least); and have the potential to have a big impact on a key business goal. In the beginning especially, you want to make sure that you have a clear goal or metric to monitor with the aim of evaluating performance with user data. Start implementing a first sequence, test, gather data, and move on to the next sequence.

Reactivation is often a quicker, simpler, and more effective approach to increasing revenue than attracting new customers. Your old customers already know and Trust you, and they’re aware of the value you provide. You have their information—you don’t have to find them. Your cost of customer acquisition (a component of Allowable Acquisition Cost) is low—all you have to do is contact them and present an attractive offer.

In most countries, there has also been some expectation that wealthier citizens would provide some protection or support to the poor in their communities. Historically, this voluntary approach to charity, often enabled by religious institutions, proved inadequate and had very uneven outcomes. As countries have become richer, citizens have increasingly expected the state to take responsibility for providing services on a more consistent and equitable basis and to raise the required revenues through taxation.4

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

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.

Evernote’s CEO Phil Libin shared some revealing insights about how the company turns non-paying users into revenue generating ones.[xxiii] In 2011, Libin published a chart now known as the “smile graph.” With the percentage of sign-ups represented on the Y-axis and time spent on the service on the X-axis, the chart showed that, although usage plummeted at first, it rocketed upward as people formed a habit of using the service. The resulting down and up curve gave the chart its emblematic smile shape (and Evernote’s CEO a matching grin). In addition, as usage increased over time, so did customers’ willingness to pay. Libin noted that after the first month, only 0.5 percent of users paid for the service; however, this rate gradually increased. By month 33, 11 percent of users had started paying. At month 42, a remarkable 26 percent of customers were paying for something they had previously used for free.

EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.

As the producer states gradually forced the major oil companies to share with them more of the profits from oil, increasing quantities of sterling and dollars flowed to the Middle East. To maintain the balance of payments and the viability of the international financial system, Britain and the United States needed a mechanism for these currency flows to be returned. [...] The purchase of most goods, whether consumable materials like food and clothing or more durable items such as cars or industrial machinery, sooner or later reaches a limit where, in practical terms, no more of the commodity can be used and further acquisition is impossible to justify. Given the enormous size of oil revenues, and the relatively small populations and widespread poverty of many of the countries beginning to accumulate them, ordinary goods could not be purchased at a rate that would go far to balance the flow of dollars (and many could be bought from third countries, like Germany and Japan – purchases that would not improve the dollar problem). Weapons, on the other hand, could be purchased to be stored up rather than used, and came with their own forms of justification. Under the appropriate doctrines of security, ever-larger acquisitions could be rationalised on the grounds that they would make the need to use them less likely. Certain weapons, such as US fighter aircraft, were becoming so technically complex by the 1960s that a single item might cost over $10 million, offering a particularly compact vehicle for recycling dollars. Arms, therefore, could be purchased in quantities unlimited by any practical need or capacity to consume. As petrodollars flowed increasingly to the Middle East, the sale of expensive weaponry provided a unique apparatus for recycling those dollars – one that could expand without any normal commercial constraint.

...the Nixon administration also blocked the efforts of the UN and the Arab states, and at times even its own State Department, to settle the Palestine question, helping to maintain the forms of instability and conflict on which American ‘security’ policy would now increasingly depend. In Kurdistan, the other conflict keeping Arab states ‘pinned down’, Washington was unable to prevent Iraq from reaching a settlement with the Kurds in 1970, but responded to this threat of stability in the Gulf two years later by agreeing with Israel and Iran to reopen the conflict with renewed military support to one of the Kurdish factions. The aim was not to enable the Kurds to win political rights, according to a later Congressional investigation, but simply to ‘continue a level of hostilities sufficient to sap the resources of our ally’s neighboring country [Iraq]’. The arms sales to Iran and their supporting doctrine played no important role in protecting the Gulf or defending American control of the region’s oil. In fact the major US oil companies lobbied against the increased supply of weapons to Iran and the doctrine used to justify them. They argued that political stability in the Gulf could be better secured by America ending its support for Israel’s occupation of Arab territories and allowing a settlement of the Palestine question. The Nixon administration had also initiated a large increase in the sale of arms to Israel, although weapons sent to Israel were paid for not with local oil revenues but by US taxpayers. Arming Iran, an ally of Israel, the companies argued, only worsened the one-sidedness of America’s Middle East policy.

The irony of the NYPD strike is that it has demonstrated the opposite. When police do not do their jobs, at least as defined under current policy, the costs are low. There is no dramatic damage to public safety. Relative to the precipitous drop in policing, there have been very minor increases in violent crime. Nor are the other costs, such as the decline in revenue from fines and tickets, particularly significant. Meanwhile, the benefits to (formerly) over-policed neighborhoods is large. With their slowdown, New York police officers have shown that most of their activities are inessential. Society is better off when they are not engaging in broken windows, quality-of-life harassment of poor neighborhoods. The next logical step is to simply normalize the present. In the infamous words of one former vice president, this should be the “new normal.

The new GST: A halfway house In spite of all the favourable features of the GST, it introduces the anomaly of having an origin-based tax on interstate trade he proposed GST would be a single levy. 1141 words From a roadblock during the UPA regime, the incessant efforts of the BJP government have finally paved way for the introduction of the goods and services tax (GST). This would, no doubt, be a major reform in the existing indirect tax system of the country. With a view to introducing the GST, Union finance minister Arun Jaitley has introduced the Constitution (122nd Amendment) Bill 2014 in Parliament. The new tax would be implemented from April 1, 2016. Both the government and the taxpayers will have enough time to understand the implications of the new tax and its administrative nuances. Unlike the 119th Amendment Bill, which lapsed with the dissolution of the previous Lok Sabha, the new Bill will hopefully see the light of the day as it takes into account the objections of the state governments regarding buoyancy of the tax and the autonomy of the states. It proposes setting up of the GST Council, which will be a joint forum of the Centre and the states. This council would function under the chairmanship of the Union finance minister with all the state finance ministers as its members. It will make recommendations to the Union and the states on the taxes, cesses and surcharges levied by the Union, the states and the local bodies, which may be subsumed in the GST; the rates including floor rates with bands of goods and services tax; any special rate or rates for a specified period to raise additional resources during any natural calamity or disaster etc. However, all the recommendations will have to be supported by not less than three-fourth of the weighted votes—the Centre having one-third votes and the states having two-third votes. Thus, no change can be implemented without the consent of both the Centre and the states. The proposed GST would be a single levy. It would aim at creating an integrated national market for goods and services by replacing the plethora of indirect taxes levied by the Centre and the states. While central taxes to be subsumed include central excise duty (CenVAT), additional excise duties, service tax, additional customs duty (CVD) and special additional duty of customs (SAD), the state taxes that fall in this category include VAT/sales tax, entertainment tax, octroi, entry tax, purchase tax and luxury tax. Therefore, all taxes on goods and services, except alcoholic liquor for human consumption, will be brought under the purview of the GST. Irrespective of whether we currently levy GST on these items or not, it is important to bring these items under the Constitution Amendment Bill because the exclusion of these items from the GST does not provide any flexibility to levy GST on these items in the future. Any change in the future would then require another Constitutional Amendment. From a futuristic approach, it is prudent not to confine the scope of the tax under the bindings of the Constitution. The Constitution should demarcate the broad areas of taxing powers as has been the case with sales tax and Union excise duty in the past. Currently, the rationale of exclusion of these commodities from the purview of the GST is solely based on revenue considerations. No other considerations of tax policy or tax administration have gone into excluding petroleum products from the purview of the GST. However, the long-term perspective of a rational tax policy for the GST shows that, at present, these taxes constitute more than half of the retail prices of motor fuel. In a scenario where motor fuel prices are deregulated, the taxation policy would have to be flexible and linked to the global crude oil prices to ensure that prices are held stable and less pressure exerted on the economy during the increasing price trends. The trend of taxation of motor fuel all over the world suggests that these items

A new governing majority will depend on two breakthroughs. The first is that voters, not big money, once again determine election outcomes. We need to break out of the money-politics-media trap. The second is that government be able to translate increased revenues into effective public services and infrastructure. We need, in short, a return to civic virtue, in which Americans recommit to contributing to the common benefit and to cooperating for mutual gain.

the United States will need substantially more revenues to close the budget deficit, especially recognizing the need to increase federal spending in certain critical areas. I

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.” To