Money User Quotes

Once poor people are persuaded that their poverty is their own fault, that whoever has made a lot of money must deserve it and that they too could become rich if they tried hard enough, life becomes easier for the rich.

The difference between the rich and the poor, is finding true love.

The key is remembering that anything you buy and don’t use, anything you throw away, anything you consume and don’t enjoy is money down the drain, wasting your life energy and wasting the finite resources of the planet. Any waste of your life energy means more hours lost to the rat race, making a dying. Frugality is the user-friendly and earth-friendly lifestyle.

History has shown that we shouldn’t rely on governments to protect us financially. On the contrary, we should expect most governments to abuse their privileged positions as the creators and users of money and credit for the same reasons that you might commit those abuses if you were in their shoes.

Three key roles need owners: someone must lead the product vision; someone needs to build the technology; and someone needs to be focused on getting users and generating money.

There are now, to the delight of parasitical writers like me, what I might almost call “public domain” plot items. There are dragons, and magic users, and far horizons, and quests, and items of power, and weird cities. There’s the kind of scenery that we would have had on earth if only God had had the money.

They’re called sock puppets. We create armies of artificial online personas – user accounts that espouse views certain interested parties want espoused. We flood forums, online comment sections, social media. ... It’s amazing what a few people and a little money can accomplish online. Our puppets have turned whole elections. … Everything the public sees is managed. If there’s a valuable brand to protect – whether it’s a person or a dish soap – these fuckers are out there protecting it, shaping the narrative. I mean… who the hell follows dish soap on Twitter? How does anyone believe that shit’s real? (p. 292-294)

...the people who find fault with society are too apt to regard it as an end and not a means, just as the people who despise money speak as if its only use were to be kept in bags and gloated over? Isn't it fairer to look at them both as opportunities, which may be used either stupidly or intelligently, according to the capacity of the user?

[...] the people who find fault with society are too apt to regard it as an end and not a means, just as the people who despise money speak as if its only use were to be kept in bags and gloated over? Isn't it fairer to look at them both as opportunities, which may be used either stupidly or intelligently, according to the capacity of the user?

Your site isn't static. It's dynamically generated. Do you know what that means ?" "No." "It means the site looks different to different people. Let's say you chose the poll option that said you're in favor of tax cuts. Well there's a cookie on your machine now, and when you look at the site again, the articles are about how the government is wasting your money. The site is dynamically selecting content based on what you want. I mean, not what you want. What will piss you off. What will engage your attention and reinforce your beliefs, make you trust the site. And if you said you were against tax cuts, we'll show you stories of Republicans blocking social programs or whatever. It works every which way. Your site is made of mirrors, reflecting everyone's thoughts back at them..." "And we haven't even started talking about keywords. This is just the beginning. Third major advantage: People who use a site like this tend to ramp up their dependence on it. Suddenly all those other news sources, the ones that aren't framing every story in terms of the user's core beliefs, they start to seem confusing and strange. They start to seem biased, actually, which is kind of funny. So now you've got a user who not only trusts you, you're his major source of information on what's happening in the world. Boom, you own that guy. You can tell him whatever you like and no one's contradicting you.

Motivation or Ability — Which Should You Increase First? After uncovering the triggers that prompt user actions and deciding which actions you want to turn into habits, you can increase motivation and ability to spark the likelihood of your users taking a desired behavior. But which should you invest in first, motivation or ability? Where is your time and money better spent? The answer is always to start with ability.

Mass media always determines the shape of politics and culture. The Bush era is inextricable from the failures of cable news; the executive overreaches of the Obama years were obscured by the internet’s magnification of personality and performance; Trump’s rise to power is inseparable from the existence of social networks that must continually aggravate their users in order to continue making money. But lately I’ve been wondering how everything got so intimately terrible, and why, exactly, we keep playing along. How did a huge number of people begin spending the bulk of our disappearing free time in an openly torturous environment? How did the internet get so bad, so confining, so inescapably personal, so politically determinative—and why are all those questions asking the same thing?

For example, I do a little bit of data analysis, like I was saying. For tech companies mostly. They’ll give me a lot of data – say user experience data, like how long users spend on each section of a website – and I’ll spend a few hours making graphs and whatnot. Say it takes me – I don’t know, four hours to make these graphs, and I’ll pretend it took me ten hours, to get extra money. He glances over at her again, and adds: You might think that’s immoral, I don’t know. But anyway, never mind that for a second. The four hours that I actually spend making the graphs, and the ten hours that I get paid for: what is that? Like, any of that: what is it? At least when I worked as a delivery driver, I knew what I was doing. Someone wanted a Big Mac, and I brought it to them, and the amount I got paid was like, what it was worth to that person not to have to collect their own burger. The amount they will pay, not to leave the house, is the amount I will accept, yes to leave the house. Minus whatever the app is taking. If you get me. I get you. You’re making perfect sense. Oh good, he says. Because in the data analysis example, my question is, what is the money that’s being paid to me? It’s the money that the company will pay, to have their own information explained back to them in a graph. And how much money should that be? Clearly no one knows, because at the end I’ll make up a number of hours and they’ll just pay me for that number. I guess the graph is supposed to make the company more profitable, in theory, but no one knows by how much, it’s all made up.

Companies that pivot—that is, switch business models or products—while on the upswing tend to perform much better than those that stay on a single course. The 2011 Startup Genome Report of new technology companies states that, “Startups that pivot once or twice raise 2.5x more money, have 3.6x better user growth, and are 52% less likely to scale prematurely.

they made money by constantly mining personal data on the users who downloaded the company’s appealing minimalist app.

Now, the desire for money, Thomas Aquinas pointed out, knows no limits, whereas all natural wealth, represented in the concrete form of food, clothing, furniture, houses, gardens, fields, has definite limits of production and consumption, fixed by the nature of the commodity and the organic needs and capacities of the user. The idea that there should be no limits upon any human function is absurd: all life exists within very narrow limits of temperature, air, water, food; and the notion that money alone, or power to command the services of other men, should be free of such definite limits is an aberration of the mind.

Facebook had a “Verified Apps” program & claimed it certified the security of participating apps. It didn’t. Facebook promised users that it would not share their personal information with advertisers. It did.

The work I do is not exactly respectable. But I want to explain how it works without any of the negatives associated with my infamous clients. I’ll show how I manipulated the media for a good cause. A friend of mine recently used some of my advice on trading up the chain for the benefit of the charity he runs. This friend needed to raise money to cover the costs of a community art project, and chose to do it through Kickstarter, the crowdsourced fund-raising platform. With just a few days’ work, he turned an obscure cause into a popular Internet meme and raised nearly ten thousand dollars to expand the charity internationally. Following my instructions, he made a YouTube video for the Kickstarter page showing off his charity’s work. Not a video of the charity’s best work, or even its most important work, but the work that exaggerated certain elements aimed at helping the video spread. (In this case, two or three examples in exotic locations that actually had the least amount of community benefit.) Next, he wrote a short article for a small local blog in Brooklyn and embedded the video. This site was chosen because its stories were often used or picked up by the New York section of the Huffington Post. As expected, the Huffington Post did bite, and ultimately featured the story as local news in both New York City and Los Angeles. Following my advice, he sent an e-mail from a fake address with these links to a reporter at CBS in Los Angeles, who then did a television piece on it—using mostly clips from my friend’s heavily edited video. In anticipation of all of this he’d been active on a channel of the social news site Reddit (where users vote on stories and topics they like) during the weeks leading up to his campaign launch in order to build up some connections on the site. When the CBS News piece came out and the video was up, he was ready to post it all on Reddit. It made the front page almost immediately. This score on Reddit (now bolstered by other press as well) put the story on the radar of what I call the major “cool stuff” blogs—sites like BoingBoing, Laughing Squid, FFFFOUND!, and others—since they get post ideas from Reddit. From this final burst of coverage, money began pouring in, as did volunteers, recognition, and new ideas. With no advertising budget, no publicist, and no experience, his little video did nearly a half million views, and funded his project for the next two years. It went from nothing to something. This may have all been for charity, but it still raises a critical question: What exactly happened? How was it so easy for him to manipulate the media, even for a good cause? He turned one exaggerated amateur video into a news story that was written about independently by dozens of outlets in dozens of markets and did millions of media impressions. It even registered nationally. He had created and then manipulated this attention entirely by himself.

Decriminalize everything from cannabis to crack. But”—and this is the crucial next stage—“take all the money we used to spend on arresting and harassing and imprisoning drug users, and spend it on reconnecting them with society and turning their lives around.

the explicit goal of getting us to spend as much time and attention as possible on our devices. In industry terms, this is called “user engagement.” Why do companies care so much about engagement? Because, as we’ll talk about in more detail in a bit, it’s how they make money.

The creator of Bitcoin, Satoshi, disappeared back in 2011, leaving behind open source software that the users of Bitcoin could update and improve. Five years later, it was estimated that only 15 percent of the basic Bitcoin computer code was the same as what Satoshi had written.

In 2013, Alibaba’s money fund Yu’e Bao (“leftover treasure”) was launched and marketed to users of Alipay. They then expanded into banking in 2015, launching MyBank during the summer and, in an audacious move, opened their bank capabilities to other Chinese banks through an open marketplace of apps and APIs.

When you’re thinking about a killer app, it’s not simply the set of applications that might be implemented. It’s also about what can be implemented with what you have today. What requires the least infrastructure investment? What requires the least density of users and yet provides a viable solution to a real problem?

In his classic Only the Paranoid Survive, Intel founder Andy Grove describes the moment every leader dreads, when massive change occurs and a company must either transform or fall by the wayside. For Zuckerberg, this “strategic inflection point” came when TikTok overtook Facebook and Instagram in user engagement, forcing him to rename his company and leap into the metaverse.

In 1980, AT&T hired McKinsey & Co—one of the most prestigious management consulting firms in the world—to predict how many cell phone users there would be in the U.S. in 2000. Based on the large study they conducted, they predicted there would be around 900,000. There were actually about 100 million. So close! Only off by ninety nine million one hundred thousand—a factor of 120.14

Portugal, for example, responded to persistent problems of drug addiction and abuse by decriminalizing the possession of all drugs and redirecting the money that would have been spent putting drug users in cages into drug treatment and prevention. Ten years later, Portugal reported that rates of drug abuse and addiction had plummeted, and drug-related crime was on the decline as well.

But even when Facebook isn't deliberately exploiting its users, it is exploiting its users—its business model requires it. Even if you distance yourself from Facebook, you still live in the world that Facebook is shaping. Facebook, using our native narcissism and our desire to connect with other people, captured our attention and our behavioral data; it used this attention and data to manipulate our behavior, to the point that nearly half of America began relying on Facebook for news. Then, with the media both reliant on Facebook as a way of reaching readers and powerless against the platform's ability to suck up digital advertising revenue—it was like a paperboy who pocketed all the subscription money—Facebook bent the media's economic model to match its own practices: publications needed to capture attention quickly and consistently trigger high emotional responses to be seen at all. The result, in 2016, was an unending stream of Trump stories, both from the mainstream news and from the fringe outlets that were buoyed by Facebook's algorithm. What began as a way for Zuckerberg to harness collegiate misogyny and self-interest has become the fuel for our whole contemporary nightmare, for a world that fundamentally and systematically misrepresents human needs.

Most of the outcry is about money. It is this that wearies the courts, pits father against son, brews poisons, and gives swords to the legions and to cut-throats alike. . . . Because of it, nights resound with the quarrels of husbands and wives, crowds swarm to the tribunals of the magistrates, kings rage and plunder and overthrow states that have been built by the long labor of centuries, in order that they may search for gold and silver in the very ashes of cities.

In this zero-marginal-cost economy, the only way to make money is to scrape consumer data from your users and sell it to advertisers. In the creative world, nowhere does the fixed cost to produce high-quality music, video, books, and games get factored into this equation. How are musicians, journalists, photographers, and filmmakers going to survive in the zero-marginal-cost economy? For the media economy to continue, we are going to have to find ways to deal with the paradox that Summers and DeLong point to.

In the past few years, genetics have confirmed that the hunter-gatherers were not overwhelmed by the new wave of sedentary farmers, and that the first agricultural revolution spread well in advance of its first users, by contact and trade in ideas. Nice to see science catching up with economics and military history. Any economist could tell you technology spreads beyond its first adopters, even if they stay at home. And any military historian could tell you that, in a contest between people who hunt and kill aurochs and farmers armed with hoes, the smart money is on the hunters.

History has shown that we shouldn’t rely on governments to protect us financially. On the contrary, we should expect most governments to abuse their privileged positions as the creators and users of money and credit for the same reasons that you might commit those abuses if you were in their shoes. That is because no one policy maker owns the whole cycle. Each comes in at one or another part of it and does what is in their interest to do given their circumstances at the time and what they believe is best (including breaking promises, even though the way they collectively handle the whole cycle is bad).

My time at Parklife got me thinking about drug users who do not have access to such drug-related services and education. The amount of money required to attend a festival, especially when entrance ticket, travel, and food costs are included, is prohibitive for most. Consequently, it is not surprising that the highest drug-related mortality rates in the United States are found in regions, including Appalachia and Oklahoma, with lower rates of university completion and greater economic distress.12 Attention-grabbing headlines claiming that opioids (or any other drug) are killing people are wrong. Ignorance and poverty are killing people, just as they have for centuries.

To be sure, we can buy art, but we sense that if it is mere commodity, we pay too much; and if it is true art, we pay infinitely too little. Similarly, we can buy sex but not love; we can buy calories but not real nourishment. Today we suffer a poverty of immesurable things, priceless things; a poverty of the things that money cannot buy and a surfeit of the things it can (though this surfeit is so unequally distributed that many suffer a poverty of those things, too). Just as money homogenizes the things it touches, so also does it homogenize and depersonalize its users: "It facilitates the kind of commercial exchange that is disembedded from all other relations." In other words, people become mere parties to a transaction. In contrast to the diverse motivations that characterize the giving and receiving of gifts, in a pure financial transaction we are all identical: we all want to get the best deal. The homegeneity among human beings that is an effect of money is assumed by economics to be a cause. The whole story of money's evolution from barter assumes that it is fundamental human nature to want to maximize self-interest. In this, human beings are assumed to be identical. When there is no standard of value, different humans want different things. When money is exchangeable for any thing, then all people want the same thing: money.

For many people, work itself is a grounding activity. Aside from providing our basic tool of survival—money—the routine of working a job according to a regular schedule can provide a basic structure that supports the life around it. This routine, while it may be drudgery at times, can actually be beneficial in its limitations. It builds a foundation. Through focus and repetition, energies become dense enough to manifest. If we are involved with constant change, we are like a rolling stone that gathers no moss. We’re kept at a survival level because we are constantly building new foundations. Only through focus and repetition can we achieve expertise in an area leading to larger manifestation of goals, be they physical or ideological.

What Ethereum Is Good For Ethereum is suited to building economic systems in pure software. In other words, it’s software for business logic, wherein people (users) can move money (data representing value) around with the speed and scale that we normally get with data.12 Not the three- to seven-day floating period you get with the commercial banking system. Or the fees associated with vendors such as Visa, MasterCard, and PayPal. With a simple Ethereum application, for example, it is fairly trivial to pay hundreds of thousands of people, in hundreds of countries, small amounts every few minutes, whereas in the legacy banking system you would need an entire payroll department working overtime to constantly rebalance your account ledgers and deal with the cross-border issues.

Let’s consider another similar story — the dating website Plenty of Fish. German programmer Markus Frind started the company in 2003 as a programming exercise. He had been wanting to learn a new coding language called ASP.NET, so he built the site in two weeks — and to his surprise, it took off. Frind never raised a dime of outside money, because the venture was profitable from the beginning. “I didn’t see the need to raise money because I wouldn’t know what to do with it,” he said in a 2015 interview with Business Insider. “It was a profitable company, and there was no need to raise money.”3 Plenty of Fish grew slowly and organically for more than 10 years, eventually growing to about 75 employees and 90 million registered users. In 2015, Match Group (which also owns dating sites Match.com and OKCupid) bought Plenty of Fish for $575 million. “It wasn’t like I had a plan to create a dating site,” Frind said. “It was just a side project I created that got really big.” Not bad for what started as a hobby.

So just take a look at the different prosecution rates and sentencing rules for ghetto drugs like crack and suburban drugs like cocaine, or for drunk drivers and drug users, or just between blacks and whites in general―the statistics are clear: this is a war on the poor and minorities. Or ask yourself a simple question: how come marijuana is illegal but tobacco legal? It can't be because of the health impact, because that's exactly the other way around―there has never been a fatality from marijuana use among million reported users in the United States, whereas tobacco kills hundreds of thousands of people every year. My strong suspicion, though I don't know how to prove it, is that the reason is that marijuana's a weed, you can grow it in your backyard, so there's nobody who would make any money off it if it were legal. Tobacco requires extensive capital inputs and technology, and it can be monopolized, so there are people who can make a ton of money off it. I don't really see any other difference between the two of them, frankly―except that tobacco's far more lethal and far more addictive.

The popular 2020 documentary The Social Dilemma illustrates how AI’s personalization will cause you to be unconsciously manipulated by AI and motivated by profit from advertising. The Social Dilemma star Tristan Harris says: “You didn’t know that your click caused a supercomputer to be pointed at your brain. Your click activated billions of dollars of computing power that has learned much from its experience of tricking two billion human animals to click again.” And this addiction results in a vicious cycle for you, but a virtuous cycle for the big Internet companies that use this mechanism as a money-printing machine. The Social Dilemma further argues that this may narrow your viewpoints, polarize society, distort truth, and negatively affect your happiness, mood, and mental health. To put it in technical terms, the core of the issue is the simplicity of the objective function, and the danger from single-mindedly optimizing a single objective function, which can lead to harmful externalities. Today’s AI usually optimizes this singular goal—most commonly to make money (more clicks, ads, revenues). And AI has a maniacal focus on that one corporate goal, without regard for users’ well-being.

TechCrunch, Fast Company, Mashable, Inc., Entrepreneur, and countless other publications. LinkedIn and Hacker News abound with job postings: Growth Hacker Needed. Their job isn’t to “do” marketing as I had always known it; it’s to grow companies really fast—to take something from nothing and make it something enormous within an incredibly tight window. And it says something about what marketing has become that these are no longer considered synonymous tasks. The term “growth hacker” has many different meanings for different people, but I’ll define it as I have come to understand it: A growth hacker is someone who has thrown out the playbook of traditional marketing and replaced it with only what is testable, trackable, and scalable. Their tools are e-mails, pay-per-click ads, blogs, and platform APIs instead of commercials, publicity, and money. While their marketing brethren chase vague notions like “branding” and “mind share,” growth hackers relentlessly pursue users and growth—and when they do it right, those users beget more users, who beget more users. They are the inventors, operators, and mechanics of their own self-sustaining and self-propagating growth machine that can take a start-up from nothing to something.

Free spirits, the ambitious, ex-socialists, drug users, and sexual eccentrics often find an attractive political philosophy in libertarianism, the idea that individual freedom should be the sole rule of ethics and government. Libertarianism offers its believers a clear conscience to do things society presently restrains, like make more money, have more sex, or take more drugs. It promises a consistent formula for ethics, a rigorous framework for policy analysis, a foundation in American history, and the application of capitalist efficiencies to the whole of society. But while it contains substantial grains of truth, as a whole it is a seductive mistake. . . . The most fundamental problem with libertarianism is very simple: freedom, though a good thing, is simply not the only good thing in life. . . . Libertarians try to get around this fact that freedom is not the only good thing by trying to reduce all other goods to it through the concept of choice, claiming that everything that is good is so because we choose to partake of it. Therefore freedom, by giving us choice, supposedly embraces all other goods. But this violates common sense by denying that anything is good by nature, independently of whether we choose it. . . . So even if the libertarian principle of “an it harm none, do as thou wilt,” is true, it does not license the behavior libertarians claim. Consider pornography: libertarians say it should be permitted because if someone doesn’t like it, he can choose not to view it. But what he can’t do is choose not to live in a culture that has been vulgarized by it. . . . There is no need to embrace outright libertarianism just because we want a healthy portion of freedom, and the alternative to libertarianism is not the USSR, it is America’s traditional liberties. . . . Paradoxically, people exercise their freedom not to be libertarians. The political corollary of this is that since no electorate will support libertarianism, a libertarian government could never be achieved democratically but would have to be imposed by some kind of authoritarian state, which rather puts the lie to libertarians’ claim that under any other philosophy, busybodies who claim to know what’s best for other people impose their values on the rest of us. . . . Libertarians are also naïve about the range and perversity of human desires they propose to unleash. They can imagine nothing more threatening than a bit of Sunday-afternoon sadomasochism, followed by some recreational drug use and work on Monday. They assume that if people are given freedom, they will gravitate towards essentially bourgeois lives, but this takes for granted things like the deferral of gratification that were pounded into them as children without their being free to refuse. They forget that for much of the population, preaching maximum freedom merely results in drunkenness, drugs, failure to hold a job, and pregnancy out of wedlock. Society is dependent upon inculcated self-restraint if it is not to slide into barbarism, and libertarians attack this self-restraint. Ironically, this often results in internal restraints being replaced by the external restraints of police and prison, resulting in less freedom, not more. This contempt for self-restraint is emblematic of a deeper problem: libertarianism has a lot to say about freedom but little about learning to handle it. Freedom without judgment is dangerous at best, useless at worst. Yet libertarianism is philosophically incapable of evolving a theory of how to use freedom well because of its root dogma that all free choices are equal, which it cannot abandon except at the cost of admitting that there are other goods than freedom. Conservatives should know better.

A golden visa is a permanent residency visa issued to individuals who invest, often through the purchase of property, a certain sum of money into the issuing country. The United States EB-5 visa program requires overseas applicants to invest a minimum of anywhere from $500,000 to $1 million, depending on the location of the project, and requires at least 10 jobs to be either created or preserved.[22] When these criteria are met, the applicant and their family become eligible for a green card. There is an annual cap of 10,000 applications under the EB-5 program.[citation needed] The U.S. Citizenship and Immigration Services (USCIS) has offered its EB-5 Immigrant Investor Program since 1990. It is designed to encourage foreign investment in infrastructure projects in the U.S., particularly in Targeted Employment Areas (TEA), high unemployment areas. The funds are channeled through agencies called regional centers, now designated only by the U.S. Department of Homeland Security. The funding opportunities allow the investor to make a sound financial investment and obtain a U.S. “Green Card. A large majority of users of such programs are wealthy Chinese seeking legal security and a better quality of life outside of their home country.

Focus on the user… and the money will follow. This can be particularly challenging in environments where the user and customer are different, and when your customer doesn’t share your focus-on-the-user ethos. When Google acquired Motorola in 2012, one of the first Motorola meetings Jonathan attended was a three-hour product review, where the company’s managers presented the features and specifications for all of Motorola’s phones. They kept referring to the customer requirements, most of which made little sense to Jonathan since they were so out of tune with what he knew mobile users wanted. Then, over lunch, one of the execs explained to him that when Motorola said “customers,” they weren’t talking about the people who use the phones but about the company’s real customers, the mobile carriers such as Verizon and AT&T, who perhaps weren’t always as focused on the user as they should have been. Motorola wasn’t focusing on its users at all, but on its partners. At Google, our users are the people who use our products, while our customers are the companies that buy our advertising and license our technology. There are rarely conflicts between the two, but when there are, our bias is toward the user. It has to be this way, regardless of your industry. Users are more empowered than ever, and won’t tolerate crummy products.

In the beginning, there was the internet: the physical infrastructure of wires and servers that lets computers, and the people in front of them, talk to each other. The U.S. government’s Arpanet sent its first message in 1969, but the web as we know it today didn’t emerge until 1991, when HTML and URLs made it possible for users to navigate between static pages. Consider this the read-only web, or Web1. In the early 2000s, things started to change. For one, the internet was becoming more interactive; it was an era of user-generated content, or the read/write web. Social media was a key feature of Web2 (or Web 2.0, as you may know it), and Facebook, Twitter, and Tumblr came to define the experience of being online. YouTube, Wikipedia, and Google, along with the ability to comment on content, expanded our ability to watch, learn, search, and communicate. The Web2 era has also been one of centralization. Network effects and economies of scale have led to clear winners, and those companies (many of which I mentioned above) have produced mind-boggling wealth for themselves and their shareholders by scraping users’ data and selling targeted ads against it. This has allowed services to be offered for “free,” though users initially didn’t understand the implications of that bargain. Web2 also created new ways for regular people to make money, such as through the sharing economy and the sometimes-lucrative job of being an influencer.

Seth Godin, author of more than a dozen bestsellers, including Purple Cow and Permission Marketing, understands the importance of frequency and consistency in a book marketing and public relations campaign. He practices these through following these seven steps: Permission marketing. This is a process by which marketers ask permission before sending ads to prospects. Godin pioneered the practice in 1995 with the founding of Yoyodyne, the Web’s first direct mail and promotions company (it used contests, online games, and scavenger hunts to market companies to participating users). He sold it to Yahoo! three years later. Editorial content. Godin was a long-time contributing editor to the popular Fast Company magazine. Blogging. Seth's Blog is one of the most-frequented blogs. Public speaking. Successful Meetings magazine named Godin one of the top 21 speakers of the 21st century. Words used to describe his lectures include "visual," "personal," and "dynamic." Community-building. His latest company, Squidoo.com, ranked among the top 125 sites in the U.S. (by traffic) by Quantcast, allows people to build a page about any topic that inspires them. The site raises money for charity and pays royalties to its million-plus members. E-books. Godin took a step to publish all his books electronically, then worked with Amazon on his own imprint, Domino, which published 12 books. Recently, Godin ended that project – since as he said in a blog, it was a "project" and he is always looking for more and different opportunities. Continuous improvement. Godin is always on the lookout for more ideas, more business opportunities and more engagement with his community.

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.

One of the greatest difficulties we human beings seem to have is to relinquish long-held ideas. Many of us are addicted to being right, even if facts do not support us. One fixed image we cling to, as iconic in today’s culture as the devil was in previous ages, is that of the addict as an unsavoury and shadowy character, given to criminal activity. What we don’t see is how we’ve contributed to making him a criminal. There is nothing more intrinsically criminal in the average drug user than in the average cigarette smoker or alcohol addict. The drugs they inject or inhale do not themselves induce criminal activity by their pharmacological effect, except perhaps in the way that alcohol can also fuel a person’s pent-up aggression and remove the mental inhibitions that thwart violence. Stimulant drugs may have that effect on some users, but narcotics like heroin do not; on the contrary, they tend to calm people down. It is withdrawal from opiates that makes people physically ill, irritable and more likely to act violently — mostly out of desperation to replenish their supply. The criminality associated with addiction follows directly from the need to raise money to purchase drugs at prices that are artificially inflated owing to their illegality. The addict shoplifts, steals and robs because it’s the only way she can obtain the funds to pay the dealer. History has demonstrated many times over that people will transgress laws and resist coercion when it comes to struggling for their basic needs — or what they perceive as such. Sam Sullivan, Vancouver’s quadriplegic mayor, told a conference on drug addiction once that if wheelchairs were illegal, he would do anything to get one, no matter what laws he had to break. It was an apt comparison: the hardcore addict feels equally handicapped without his substances. As we have seen, many addicts who deal in drugs do so exclusively to finance their habit. There is no profit in it for them.

Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

Like any place in Reality, the Street is subject to development. Developers can build their own small streets feeding off of the main one. They can build buildings, parks, signs, as well as things that do not exist in Reality, such as vast hovering overhead light shows, special neighborhoods where the rules of three-dimensional spacetime are ignored, and free-combat zones where people can go to hunt and kill each other. The only difference is that since the Street does not really exist -- it's just a computer-graphics protocol written down on a piece of paper somewhere -- none of these things is being physically built. They are, rather, pieces of software, made available to the public over the worldwide fiber-optics network. When Hiro goes into the Metaverse and looks down the Street and sees buildings and electric signs stretching off into the darkness, disappearing over the curve of the globe, he is actually staring at the graphic representations -- the user interfaces -- of a myriad different pieces of software that have been engineered by major corporations. In order to place these things on the Street, they have had to get approval from the Global Multimedia Protocol Group, have had to buy frontage on the Street, get zoning approval, obtain permits, bribe inspectors, the whole bit. The money these corporations pay to build things on the Street all goes into a trust fund owned and operated by the GMPG, which pays for developing and expanding the machinery that enables the Street to exist. Hiro has a house in a neighborhood just off the busiest part of the Street. it is a very old neighborhood by Street standards. About ten years ago, when the Street protocol was first written, Hiro and some of his buddies pooled their money and bought one of the first development licenses, created a little neighborhood of hackers. At the time, it was just a little patchwork of light amid a vast blackness. Back then, the Street was just a necklace of streetlights around a black ball in space. Since then, the neighborhood hasn't changed much, but the Street has. By getting in on it early, Hiro's buddies got a head start on the whole business. Some of them even got very rich off of it. That's why Hiro has a nice big house in the Metaverse but has to share a 20-by- 30 in Reality. Real estate acumen does not always extend across universes.

Beyoncé and Rihanna were pop stars. Pop stars were musical performers whose celebrity had exploded to the point where they could be identified by single words. You could say BEYONCÉ or RIHANNA to almost anyone anywhere in the industrialized world and it would conjure a vague neurological image of either Beyoncé or Rihanna. Their songs were about the same six subjects of all songs by all pop stars: love, celebrity, fucking, heartbreak, money and buying ugly shit. It was the Twenty-First Century. It was the Internet. Fame was everything. Traditional money had been debased by mass production. Traditional money had ceased to be about an exchange of humiliation for food and shelter. Traditional money had become the equivalent of a fantasy world in which different hunks of vampiric plastic made emphatic arguments about why they should cross the threshold of your home. There was nothing left to buy. Fame was everything because traditional money had failed. Fame was everything because fame was the world’s last valid currency. Beyoncé and Rihanna were part of a popular entertainment industry which deluged people with images of grotesque success. The unspoken ideology of popular entertainment was that its customers could end up as famous as the performers. They only needed to try hard enough and believe in their dreams. Like all pop stars, Beyoncé and Rihanna existed off the illusion that their fame was a shared experience with their fans. Their fans weren’t consumers. Their fans were fellow travelers on a journey through life. In 2013, this connection between the famous and their fans was fostered on Twitter. Beyoncé and Rihanna were tweeting. Their millions of fans were tweeting back. They too could achieve their dreams. Of course, neither Beyoncé nor Rihanna used Twitter. They had assistants and handlers who packaged their tweets for maximum profit and exposure. Fame could purchase the illusion of being an Internet user without the purchaser ever touching a mobile phone or a computer. That was a difference between the rich and the poor. The poor were doomed to the Internet, which was a wonderful resource for watching shitty television, experiencing angst about other people’s salaries, and casting doubt on key tenets of Mormonism and Scientology. If Beyoncé or Rihanna were asked about how to be like them and gave an honest answer, it would have sounded like this: “You can’t. You won’t. You are nothing like me. I am a powerful mixture of untamed ambition, early childhood trauma and genetic mystery. I am a portal in the vacuum of space. The formula for my creation is impossible to replicate. The One True God made me and will never make the like again. You are nothing like me.

A LITTLE BIT before Adeline made her unforgivable mistake, a billionaire named Sheryl Sandberg wrote a book called Lean In: Women, Work, and the Will to Lead. Sheryl Sandberg didn’t have much eumelanin in the basale stratum of her epidermis. In her book, Sheryl Sandberg proposed that women who weren’t billionaires could stop being treated like crap by men in the workplace if only they smiled more and worked harder and acted more like the men who treated them like crap. Billionaires were always giving advice to people who weren’t billionaires about how to become billionaires. It was almost always intolerable bullshit. SANDBERG BECAME A BILLIONAIRE by working for a company named Facebook. Facebook made its money through an Internet web and mobile platform which advertised cellphones, feminine hygiene products and breakfast cereals. This web and mobile platform was also a place where hundreds of millions of people offered up too much information about their personal lives. Facebook was invented by Mark Zuckerberg, who didn’t have much eumelanin in the basale stratum of his epidermis. What is your gender? asked Facebook. What is your relationship status? asked Facebook. What is your current city? asked Facebook. What is your name? asked Facebook. What are your favorite movies? asked Facebook. What is your favorite music? asked Facebook. What are your favorite books? asked Facebook. ADELINE’S FRIEND, the writer J. Karacehennem, whose last name was Turkish for Black Hell, had read an essay called “Generation Why?” by Zadie Smith, a British writer with a lot of eumelanin in the basale stratum of her epidermis. Zadie Smith’s essay pointed out that the questions Facebook asked of its users appeared to have been written by a 12-year-old. But these questions weren’t written by a 12-year-old. They were written by Mark Zuckerberg. Mark Zuckerberg was a billionaire. Mark Zuckerberg was such a billionaire that he was the boss of other billionaires. He was Sheryl Sandberg’s boss. J. Karacehennem thought that he knew something about Facebook that Zadie Smith, in her decency, hadn’t imagined. “The thing is,” said J. Karacehennem, whose last name was Turkish for Black Hell, “that we’ve spent like, what, two or three hundred years wrestling with existentialism, which really is just a way of asking, Why are we on this planet? Why are people here? Why do we lead our pointless lives? All the best philosophical and novelistic minds have tried to answer these questions and all the best philosophical and novelistic minds have failed to produce a working answer. Facebook is amazing because finally we understand why we have hometowns and why we get into relationships and why we eat our stupid dinners and why we have names and why we own idiotic cars and why we try to impress our friends. Why are we here, why do we do all of these things? At last we can offer a solution. We are on Earth to make Mark Zuckerberg and Sheryl Sandberg richer. There is an actual, measurable point to our striving. I guess what I’m saying, really, is that there’s always hope.

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Portugal, for example, responded to persistent problems of drug addiction and abuse by decriminalizing the possession of all drugs and redirecting the money that would have been spent putting drug users in cages into drug treatment and prevention.

Prospective users hear the blockchain hype and assume the hypothetical plans are real products that exist now — though “the blockchain could” is a phrase that really means “the blockchain doesn’t,” because if it did, they’d say that.

Bitcoin is not a smart network. Bitcoin is a dumb network. It really is a dumb network. It is a dumb transaction-processing network. It’s a dumb network for verifying a very simple scripting language. It doesn’t offer a complete range of financial services and products. It doesn’t have automation and incredible features built in. Bitcoin is simply a dumb network, and that is one of its strongest and most important features. When you design networks, when you architect network systems, one of the most fundamental choices is this: do you make a dumb network that supports smart devices, or do you make a smart network that supports dumb devices? 5.1.1. The Smart Network - Phones The phone network was a very smart network. The telephone at the end of that network was a very dumb device. If you had a pulse-dialing phone, that thing had maybe four electronic components inside it. It was basically a switch on a wire with a speaker attached to it. You could dial by flicking the hook up and down fast enough. 
The phone was a dumb device; it had no intelligence whatsoever. Everything the phone network did was in the network. Caller ID was a network feature. Call waiting was a network feature. And if you wanted to make the experience better, you had to upgrade the network but you didn’t need to upgrade the device. That was a critical design decision because, at that time, the belief was that smart networks were better because you could deliver these incredible services just by upgrading the network for everyone. There is one small disadvantage with smart networks. They have to be upgraded from the center out. And that means innovation occurs at the center, by one player, and requires permission. As a result of smart network design, innovation only happens when a feature is needed by all of the subscribers of the network, when it is compelling enough to disrupt the function of the entire network to upgrade it. 5.1.2. The Dumb Network - Internet The internet is a dumb network. It’s dumb as rocks. All it can do is move data from point A to point B. It doesn’t know what that data is. It can’t tell the difference between a Skype call and a web page. It doesn’t know if the device on the end is a desktop computer or a mobile phone, a vacuum cleaner, a refrigerator, or a car. It doesn’t know if that device is powerful or not. If it can do multimedia or not. It doesn’t know, it doesn’t care. In order to run a new application or innovate on a dumb network, all you have to do is add innovation at the edge. Because a dumb network can support smart devices, you don’t need to change anything in the network. If you push intelligence to the edge of the network, an application that only has five users can be implemented so long as those five users upgrade their devices to implement that application. The dumb network will transport their data because it doesn’t know the difference and it doesn’t care. 5.1.3. Bitcoin’s Dumb Network Bitcoin is a dumb network supporting really smart devices, and that is an incredibly powerful concept because bitcoin pushes all of the intelligence to the edge. It doesn’t care if the bitcoin address is the address of a multimillionaire, the address of a central bank, the address of a smart contract, the address of a device, or the address of a human. It doesn’t know. It doesn’t care if the transaction is carrying lots of money or not much money at all. It doesn’t care if the address is in Kuala Lumpur or downtown New York. It doesn’t know, it doesn’t care. It moves money from one address to another based on a simple locking script. And that means that if you want to build a new application on top of bitcoin, you can upgrade the

devices and you can build an application. You don’t need to ask for anyone’s permission to innovate. Write the app, launch it on your endpoint, and bitcoin will route it, because bitcoin is a dumb network. That is the power of innovation on the internet. It’s innovation without permission. It’s innovation without central approval. It’s innovation without a broad network upgrade. And that means bitcoin is not a specific financial network. It’s not a financial network for large transactions or small transactions, fast transactions or slow transactions. It’s whatever you want to use it for, based upon what you choose to do at the endpoint. Compare that to the current banking system. The current banking system is built around very smart networks, absolutely and tightly controlled to deliver very specific applications to very dumb endpoints. Even with your most sophisticated online banking, all you can do with your bank is access some HTML that delivers a set of services that they decided they were going to give you. You get no APIs, no ability to run additional applications, no ability to upgrade or innovate or change anything unless the entire network changes to support your new application. The current system has networks for large payments, small payments, or fast payments, but it’s not all of the above. Bitcoin is all of those things because it’s not discriminating, it’s neutral, it doesn’t care, it’s dumb. The power of pushing intelligence to the edge, of not making decisions in the center, moves the innovation into the hands of its end users and gives those end users the ability to build applications that are so niche that only a handful of people around the world need them. And they can build those applications without asking for anyone’s permission.

To summarize, we’ve inverted the very basic and most fundamental equation of currency. For millenia, until the year 2008, sovereignty defined currency. Sovereignty was the basis upon which currency could be created, and that currency allowed that sovereignty to be expressed. The monopolistic control of currency is the basis of sovereignty. Now, the internet has a currency. The internet is going to use that currency to create sovereignty. After 2008, currency creates sovereignty. The internet has its own currency, which means that the internet has purchasing power. Which means the internet has economic freedom. Which means the internet can exert that economic freedom in a post-nationalist way, in a way that ignores borders and makes the nation-state not obsolete, but simply less relevant. When an Egyptian blogger can not only blog about the revolution but also fund that revolution in bitcoin, and they can connect with people from all around the world who share their ideas for self-determination and freedom, they are expressing their own sovereignty as an individual, and they are expressing the sovereignty of their community through the use of that currency. This is the world we now live in: a world in which currencies can coexist, and where currency and its user adoption create sovereignty. Thank you.

Some users experience a terrible situation. They do a transaction with a 0.1 millibit fee like they’ve always done, and it takes three days to confirm. During that time, they’re freaking out, especially if they’re new users. Because new users assume that the money has left their account (there are no accounts in bitcoin) and is en route to the destination account (again, there are no accounts in bitcoin), and therefore is somewhere in limbo in between. The money is really still in their account; it’s just that their wallet says it hasn’t been confirmed yet. It’s either at the source or at the destination, atomically with one transaction. There is no intermediate state. It can’t be in limbo because bitcoin doesn’t transmit, it settles.

Ability is influenced by the six factors of time, money, physical effort, brain cycles, social deviance, and non-routineness. Ability is dependent on users and their context at that moment. Heuristics are cognitive shortcuts we take to make quick decisions. Product designers can utilize many of the hundreds of heuristics to increase the likelihood of their desired action.

I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?

Given the hostility and intensity of these supply operations, it is not too surprising that Disconnect software was banned from Google Play’s vast catalog of mobile apps, leading to Disconnect’s lawsuit against Google in 2015. The startup’s complaint explains that “advertising companies including Google use these invisible connections to ‘track’ the user as he/she browses the web or opens other mobile applications, in order to collect personal information about the user, create a ‘profile’ of the user, and make money targeting advertising to the user.

PayPal’s big challenge was to get new customers. They tried advertising. It was too expensive. They tried BD [business development] deals with big banks. Bureaucratic hilarity ensued. … the PayPal team reached an important conclusion: BD didn’t work. They needed organic, viral growth. They needed to give people money. So that’s what they did. New customers got $10 for signing up, and existing ones got $10 for referrals. Growth went exponential, and PayPal wound up paying $20 for each new customer. It felt like things were working and not working at the same time; 7 to 10 percent daily growth and 100 million users was good. No revenues and an exponentially growing cost structure were not. Things felt a little unstable. PayPal needed buzz so it could raise more capital and continue on. (Ultimately, this worked out. That does not mean it’s the best way to run a company. Indeed, it probably isn’t.)2

Creating value for users while asking nothing in return is often a great way to attract members and encourage participation. “Users first, monetization later,” as the slogan goes. Or, in a variant that we heard from the executive in charge of platform strategy for Haier Group, a Chinese manufacturing company, “You never take first money.” In other words, only after a value unit has been created and exchanged with results that are satisfactory to both the producer and the consumer should the platform business itself seek to capture a share of that value.

The new crypto exchanges had no regulators. They acted as both exchange and custodian: they didn’t just enable you to buy bitcoin but also housed the bitcoin you’d bought. The whole thing was odd: these people joined together by their fear of trust erected a parallel financial system that required more trust from its users than did the traditional financial system. Outside the law, and often hostile to it, they discovered many ways to run afoul of it. Crypto exchanges routinely misplaced or lost their customers’ money. Crypto exchanges routinely faked trading data to make it seem as though far more trading had occurred on them than actually had. Crypto exchanges fell prey to hackers, or to random rogue traders who gamed the exchanges’ risk management.

this conclusion of a recent study1 from Mckinsey which evaluated the actual business value of design: businesses that invest in their design capability outperform those that don't by double. In other words, good design means a business can meet their bottom line, which means money.

Continuous Learning As mentioned earlier, a powerful way to make something out of nothing involves building a talent stack—a set of skills that work well together. Learning isn’t free, but it can be close to free if your employer pays for career-advancing classes or if you learn on your own online. Developing valuable skills is the main way any adult turns nothing into something. If you are not actively learning something of potential commercial value—all the time—you might be leaving money on the table. Usual Frame: Learn what you need. Reframe: Learn continuously, especially skills that work well together.

Where was I. Oh yeah. Sometimes it is not worth fixing a bug. Here's another bug that's not worth fixing: If you have a bug that totally crashes your program when you open gigantic files, but it only happens to your single user who has OS/2 and who, for all you know, doesn't even use large files. Well, don't fix it. Worse things have happened at sea. Similarly, I've generally given up caring about people with 16-color screens or people running off-the-shelf Windows 95 with no upgrades in 7 years. People like that don't spend much money on packaged software products. Trust me.

The most recent application of bitFlyer empowered clients to purchase, sell and exchange Bitcoin and virtual monetary forms across the trades accessible in Japan. This trade empowers individuals to effortlessly purchase and sell Ethereum, Bitcoin, Litecoin, and other virtual monetary standards with Euros. In a brief period, bitFlyer has gotten one of the confided in trades on the planet. Notice bitFlyer Review survey doesn't end here. In spite of that, bitFlyer is perceived as the most reduced charge trade in the midst of controlled players, which brands it an incalculable and trustworthy choice for each merchant. 1. It awards clients admittance to purchase and sell Bitcoin and top altcoins 2. The trade upholds 5 – 8 well known digital currencies 3. The significant cryptographic forms of money included are Bitcoin (BTC), Ethereum (ETH), Litecoin (LTC), and others. 4. It charges a base low expenses in contrast with directed trades 5. bitFlyer offers an extraordinary fiat entryway for new crypto lovers and veteran brokers 6. Users find exceptionally secure trade arrangements, which makes it simple to utilize 7. bitFlyer offers two methods of exchanging – a straightforward interface and for star financial backers, a high level Lightning trade

Vision mission: What was the original market or technology insight that led you to create this company? Customers: Who do you envision buying this product or service? Who will use it? Problem statement: What’s the problem you think you can solve for your potential customers? Use cases: What are the specific ways people will use this product or service to solve their problem? Product/solution: Give a detailed explanation of the technology behind the solution—what does it do now, and what else is it capable of doing? Ecosystem: In many cases there are other companies involved in solving the problem or adding additional value. These companies form an ecosystem around the problem and solution. What are all the companies and where in the ecosystem are the control points where one company has leverage? Competition: Who else is trying to solve this problem—or, if no one else sees the problem yet, who might jump in to compete with you to solve the problem once you identify it? Business model: How will your product or service change business for your customers? Will it increase their return on investment or reduce costs in a significant way? Or does it allow them to do something that couldn’t have been done with prior technology, creating huge value? Sales and go-to-market: Enterprise companies should articulate how the product or solution will make its way to the market. Through a sales force? Through distribution partners? Both? For a consumer company, how will users find out about your solution? From app stores? Search? Viral adoption? Growth hacking techniques? Advertising? PR? Organization: How is the company organized? Who are the major influencers on the company? How are decisions made? What kind of culture will work? Funding strategy: What’s the next funding event? A private financing? An IPO? How much runway does the company have before it needs more money and what kind of funding is in place to execute against the category strategy?

Android phones poll 1,200 data points a day from their users and send that back to the Google data-mining mother ship. iOS phones pull 200, and Apple bends over backward to emphasize that data is not being used for profiteering. “The truth is,” Apple CEO Tim Cook said in 2018, “we could make a ton of money if we monetized our customers, if we made our customers our product. We’ve elected not to do that.

Some wealth planners say that you should aim to have at least the equivalent of your annual salary saved for retirement by the time you are thirty, three times that sum by the time you are forty, eight times by the time you are sixty, ten times by retirement, in order to maintain your standard of living. Someone used to all the perks of a £100,000 salary would need to have at least £1 million saved to not feel poorer in retirement.

Paternalism often must transform its subjects into children or people with childlike qualities. This is the most salient aspect of paternalism as it concerns disability. Paternalism is experienced as the bystander grabs the arm of a blind person and, without asking, “helps” the person across the street. This happens for wheelchair users as well. It is the experience of the waiter asking a companion of a person with a disability, “What does she want to eat?” It is the institutionalization of people against their wishes. It is the child taught only handicrafts, or the charity pleading for money to help cute crippled kids. It is these and a thousand other examples of everyday life. It is most of all, however, the assumption that people with disabilities are intrinsically inferior and unable to take responsibility for their own lives.

The term “growth hacker” has many different meanings for different people, but I’ll define it as I have come to understand it: A growth hacker is someone who has thrown out the playbook of traditional marketing and replaced it with only what is testable, trackable, and scalable. Their tools are emails, data targeting, blogs, and platform APIs instead of commercials, publicity, and money. While their marketing brethren chase vague notions like “branding” and “mind share,” growth hackers relentlessly pursue users and growth—and when they do it right, those users become evangelists for products, bringing more users with them. Growth hackers are the inventors, operators, and mechanics of a self-sustaining and self-propagating growth machine that can take a company not just from zero to one, but from one to a hundred or a hundred million.

Are there any people under the age of 40 who have ever thought markets were something besides a casino? Meme trades aren’t the cause of widespread distrust, they’re the symptoms of it. And those people under 40 who think finance is for gambling? They’re the lucrative part of Robinhood’s user base. Legal issues aside, it seems like Robinhood has a good business model for monetizing financial nihilism—which is the kind of thing investors might get excited about.

After all, what’s another word for data storage in a computer? Memory. Memory, as in the sense of human memory, and as in the sense of history. That memory is commercially valuable. A technologist who neglects history ensures their users will get exploited. Proof? Consider reputation systems. Any scaled marketplace has them. The history of an Uber driver or rider’s on-platform behavior partially predicts their future behavior. Without years of star ratings, without memories of past actions of millions of people, these platforms would be wrecked by fraud. Macrohistory makes money.

Cut your cell phone bill. If you need a cell mainly for emergencies, short chats, and texting, buy a Tracfone (tracfone.com). No contracts. If you’re a heavier user, Walmart’s straighttalk.com may save you money—as I write, $55/month for unlimited service.

Functional value metrics are “per user” or “per 100 videos.” Pricing scales around a function of usage. Outcome-based value metrics charge based on an outcome, like how many views a video received or how much money you made your customer.

designed for people. User Interface gurus consult for large sums of money to build HTML code that is easy to use and displays correctly

Making money, in Zuckerberg’s opinion, is something to try only once a network is strong enough, so valuable to its users that advertisements or other efforts aren’t going to turn them off.

The differential potencies between these opioids has become a major topic of concern because fentanyls are increasingly sold as heroin, mixed with heroin, or pressed into counterfeit opioid pills. One of the main reasons for this is an unscrupulous practice carried out by some illicit heroin manufacturers. These individuals have discovered that they can save money and stretch their product by adding fentanyl or an analog to their heroin batches. Sadly, this information isn’t always shared with low-level dealers, who sell the product to their heroin consumers. This, of course, can be problematic—even fatal—for unsuspecting heroin users who ingest too much of the substance thinking that it is heroin alone. Even so, it is important to remember that the problem isn’t fentanyl per se. The problem is fentanyl-contaminated heroin and fentanyl-tainted counterfeit opioid pills. The problem is ignorance.

Celsius Network offers a unique platform and opportunity for users to borrow money, lend money or even trade cryptocurrencies on its lending platform. With the help of this platform, users get an option of borrowing their desired cryptocurrency by putting up another cryptocurrency as collateral. The best part about this is that there are no credit checks involved!

And while I describe each of these network effects independently, in practice they all work together in concert. A more engaged and retained audience will have more opportunities to share the product with their friends, driving up viral growth. A stronger Acquisition Effect means there will be a steady stream of new people to engage the existing community, keeping them more engaged. Stronger monetization might mean that users make more money, which then stimulates more engagement. Amplifying one will often drive the others up as well.

Overcrowding works in a different way for creators than for viewers. For creators, the problem becomes—how do you stand out? How do you get your videos watched? This is particularly acute for new creators, who face a “rich get richer” phenomenon. Across many categories of networked products, when early users join a network and start producing value, algorithms naturally reward them—and this is a good thing. When they do a good job, perhaps they earn five-star ratings, or they quickly gain lots of followers. Perhaps they get featured, or are ranked highly in popularity lists. This helps consumers find what they want, quickly, but the downside is that the already popular just get more popular. Eventually, the problem becomes, how does a new member of the network break in? If everyone else has millions of followers, or thousands of five-star reviews, it can be hard. Eugene Wei, former CTO of Hulu and noted product thinker, writes about the “Old Money” in the context of social networks, arguing that established networks are harder for new users to break into: Some networks reward those who gain a lot of followers early on with so much added exposure that they continue to gain more followers than other users, regardless of whether they’ve earned it through the quality of their posts. One hypothesis on why social networks tend to lose heat at scale is that this type of old money can’t be cleared out, and new money loses the incentive to play the game. It’s not that the existence of old money or old social capital dooms a social network to inevitable stagnation, but a social network should continue to prioritize distribution for the best content, whatever the definition of quality, regardless of the vintage of user producing it. Otherwise a form of social capital inequality sets in, and in the virtual world, where exit costs are much lower than in the real world, new users can easily leave for a new network where their work is more properly rewarded and where status mobility is higher.75 This is true for social networks and also true for marketplaces, app stores, and other networked products as well. Ratings systems, reviews, followers, advertising systems all reinforce this, giving the most established members of a network dominance over everyone else. High-quality users hogging all of the attention is the good version of the problem, but the bad version is much more problematic: What happens, particularly for social products, when the most controversial and opinionated users are rewarded with positive feedback loops? Or when purveyors of low-quality apps in a developer platform—like the Apple AppStore’s initial proliferation of fart apps—are downloaded by users and ranked highly in charts? Ultimately, these loops need to be broken; otherwise your network may go in a direction you don’t want.

Switching over Entire Networks Part of why cherry picking can be dangerous for the incumbent is that the upstart networks can reach over and directly acquire an entire set of users who have been conveniently aggregated on your network. It’s just software, after all, and users can spread competitors within an incumbent’s network by using all the convenient communication and social tools. Airbnb is again an example of this. The company not only unbundled Craigslist and turned the shared rooms idea into an entire product, but they actually used Craiglist users to advertise Airbnb to other users. How? Early on, Airbnb added functionality so that when a host was done setting up their listing, they could publish it to Craigslist, with photos, details, and an “Interested? Got a question? Contact me here” link that drove Craigslist users back to Airbnb. These features were accomplished not by using APIs provided by Craigslist, but by reverse-engineering the platform and creating a bot to do it automatically—clever! I first wrote about this in 2012 on my blog, in a post titled “Growth Hacker is the new VP Marketing” with this example in mind. By the time Craigslist decided it didn’t like this functionality and disabled it, months had passed and Airbnb had formed its atomic network. The same thing happened in the early days of social networks, when Facebook, LinkedIn, Skype, and others grew on the back of email contacts importing from Hotmail, Yahoo Mail, and other mail clients. They used libraries like Octazen—later acquired by Facebook—to scrape contacts, helping the social networks grow and connect their users. At the time, these new social networks didn’t look like direct threats to email. They were operating within niche parts of messaging overall, focused on college and professional networks. It took several years for the email providers to shut down access after recognizing their importance. When an incumbent has its network cherry-picked, it’s extra painful along two dimensions: First, any network that is lost is unlikely to be regained, as anti-network effects kick back in. And second, the decline in market share hits doubly hard, which has implications for being able to raise money.

Pretty pictures were just tools on Instagram in the pursuit of being understood and validated by the rest of society, through likes, comments, and even money, giving users a small slice of power over their destiny.

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The twenty-first-century shift into real-time analytics has only made the danger of metrics more intense. Avinash Kaushik, digital marketing evangelist at Google, warns that trying to get website users to see as many ads as possible naturally devolves into trying to cram sites with ads: “When you are paid on a [cost per thousand impressions] basis the incentive is to figure out how to show the most possible ads on every page [and] ensure the visitor sees the most possible pages on the site.… That incentive removes a focus from the important entity, your customer, and places it on the secondary entity, your advertiser.” The website might gain a little more money in the short term, but ad-crammed articles, slow-loading multi-page slide shows, and sensationalist clickbait headlines will drive away readers in the long run. Kaushik’s conclusion: “Friends don’t let friends measure Page Views. Ever.

The first truth is that at least half of our ideas are just not going to work. There are many reasons for an idea to not work out. The most common is that customers just aren't as excited about this idea as we are. So, they choose not to use it. Sometimes they want to use it and they try it out, but the product is so complicated that it's simply more trouble than it's worth, so users again choose not to use it. Sometimes the issue is that customers would love it, but it turns out to be much more involved to build than we thought, and we decide we simply can't afford the time and money required to deliver it. So, I promise you that at least half the ideas on your roadmap are not going to deliver what you hope. (By the way, the really good teams assume that at least three quarters of the ideas won't perform like they hope.)

The whole thing was odd: these people joined together by their fear of trust erected a parallel financial system that required more trust from its users than did the traditional financial system. Outside the law, and often hostile to it, they discovered many ways to run afoul of it. Crypto exchanges routinely misplaced or lost their customers’ money. Crypto exchanges routinely faked trading data to make it seem as though far more trading had occurred on them than actually had.

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