Revenue Day Quotes

Economists have calculated that every dollar invested in high-quality home visitation, day care, and preschool programs results in seven dollars of savings on welfare payments, health-care costs, substance-abuse treatment, and incarceration, plus higher tax revenues due to better-paying jobs.

Millions of business people are each constantly forced to choose between their desire to not be a bad person and their desire to be a good business person, that is to say, to make as much money as they possibly can by maximizing their revenue while minimizing the cost of producing whatever it is that they sell.

Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship.

Now, fair Hippolyta, our nuptial hour Draws on apace; four happy days bring in Another moon: but, O, methinks, how slow This old moon wanes! she lingers my desires, Like to a step-dame or a dowager Long withering out a young man revenue.

the royal revenue was doubled from 600 to 1200 livres ($240,000) a day. In his reign the façade of Notre Dame was completed, and the Louvre was built as a fortress to guard the Seine.62 When Philip died (1223) the France of today had been born.

IMPROVIDENCE, n. Provision for the needs of to-day from the revenues of to-morrow.

he expected the revenue in ten years to be ten million dollars a day and that every day we were slower to achieve our goals was a day of missing out on that money.

He would place this urgency that he expected the revenue in ten years to be ten million dollars a day and that every day we were slower to achieve our goals was a day of missing out on that money.

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

Nothing so conclusively proves a man's ability to lead others as what he does from day to day to lead himself. ~Thomas J. Watson

I do not know how much money Britney Spears earned last year.. However, I do know that it's not enough for me to want her life, were I given the option to have it. Every day, random people use Britney's existence as currency; they talk about her public failures and her lack of talent as a way to fill the emptiness of their own normalcy. She — alone with Lindsay Lohan and Paris Hilton and all those androids from The Hills — are the unifying entities within this meta era. In a splintered society, they are the means through which people devoid of creativity communicate with each other. THey allow Americans to understand who they are and who they are not; they allow Americans to unilaterally agree on something they never needed to consciously consider. A person like Britney Spears surrenders her privacy and her integrity and the rights to her own persona, and in exchange we give her huge sums of money. But she still doesn't earn a fraction of what she warrants in free-trade economy. If Britney Spears were paid $1 every time a self-loathing stranger used her as a surrogate for his own failure, she would out earn Warren Buffet in three months. This is why entertainers (and athletes) make so much revenue but are still wildly underpaid: We use them for things that are worth more than money. It's a new kind of dehumanizing slavery — not as awful as the literal variety, but dehumanizing nonetheless.

An even more blatant example of the government’s hypocrisy was their role in regulating alcohol. The politicians and bureaucrats pretended to care about alcoholism but allowed minors to drink with adults all day and all night. They just opened more jail cells and operated additional paddy wagons, letting the drunks back out in time for Sam and me to fire cherry bombs at them. As Dad said, “Half the PhDs in the country study Indian alcoholism, but nothing changes. No one in the government really gives a shit. They just want the tax revenue.

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.

There are days on which Julia does not open letters. She is overcome, as I understand it, by a sort of superstitious dread, in which she is persuaded that letters bode her no good: they will be from the Gas Board, and demand money; or from the Inland Revenue, and demand accounts; or from some much valued friend, and demand an answer.

I am not of sound mind. I cannot seem to stop moving - as I write this I have clocked 7,000 miles by truck in the last thirty days and I am hunkered in a motel room high in the Rocky Mountains and yet no nearer to God. I seek roots, just so long as they can accommodate themselves to around seventy-five miles and hour and no unseemly whining about rest stops or sit down dinners. I am, I suspect, a basic American, a perpetual violation that loves the land and cannot kick the addiction of velocity. A person fated never to settle yet always seeking the place to settle. Like cocaine-powered athletes, lying presidents, Miss America, and the Internal Revenue Service, I am not a role model. I am always hungry.

There is far more to the Islamic way of life than fasting and segregating women, of course. Praying five times a day, avoiding alcohol, the custom of eating with the right hand, leaving the left for ablutions and many health measures associated with Islam, such as ritual washing. Then there is the Qur’an itself and the sonorous power of the Arabic language, with an attractive system of ethics including a focus on alms-giving and the equality of believers. Putting all this together created a powerful religious technology which made its followers more aggressive, confident, united and with a higher birth rate than any competing civilization. [...] People in the West see the traditional culture of the Muslim Middle East as primitive and “backward,” and there are constant calls for modernization. In fact, as had been seen, Islamic culture is anything but backward. Civilization first arose in Egypt, Mesopotamia and the Indus Valley in what is now Pakistan. It is no coincidence that these lands, with the longest experience of civilization, are now strongly and fervently Muslim. Long experience of civilization has bred a high-S genotype and culture which perfectly adapt people to survive and expand their numbers in dense agricultural and urban populations. Such countries tend to be poor (if we leave out the anomalous effects of oil wealth), since their peoples lack the temperament for industrialization. But wealth at that level is of no benefit in the long-term struggle for survival and success. To paraphrase Christian scripture, what does it benefit a civilization if it gains wealth but loses its strength and vigor? The advantages of Islam can be clearly seen in countries with mixed populations. Lebanon once had a Christian majority but is now 54% Muslim. In Communist Yugoslavia the provinces with Muslim populations grew much faster and received tax revenue from the wealthier Christian states. The population of Kosovo, the spiritual homeland of Christian Serbia, grew from 733,000 in 1948 to over two million in 1994, with the Muslim component surging from 68% to 90%, and lately going even higher. Meanwhile, Muslims are migrating into Europe where Christianity is in decline, the birth rate is far below replacement level, and people no longer have much faith in their own culture. Over the next few decades, as the next chapter will indicate, the native peoples of the West will become feebler and fewer. This means that on current trends Europe will become an Islamic continent in a century or so. The 1,400-year struggle between Islam and the West is coming to end. pp. 227 & 229-230

By trying to eliminate the sexual division of labor that was the basis for family life, feminists have not created a gender-neutral utopia, with men and women interchangeably caring for children and earning wages. Instead, they have merely placed women as well as men on the employment treadmill. By flooding the workforce with new workers, they have driven down male wages, intensifying pressures on families to send the woman into the workforce and for the man to work longer hours, giving him less involvement with his family. The result is “big business socialism,” where every adult must work and provide tax revenue for the growing state machinery. Meanwhile children are institutionalized in day care and extended school days and activities for ever-longer hours at ever-younger ages, their childhoods regimented in preparation for similar lives as worker bees and suppliers of state revenue.

When it comes to the Obama administration, we have observed how it has operated by implementing the “Chicago Way,” an approach to government Obama learned in his days serving the Daley Machine in Chicago. It’s a “my way or the highway” style that combines unaccountability and illegal secrecy with brazen favoritism toward allies and the punishment of political enemies. Despite the idealism with which he promised he would govern, President Obama has proven quite comfortable operating in the morally bankrupt idiom of the urban politico. We have detailed shady dealings with cronies, clear and present dangers to our national security, cozy relationships with union bosses, ethically questionable appointments, abuse of power in the use of executive orders, double talk on ethics reform, politicization of government agencies such as the Internal Revenue Service, and, of course, the widespread practice of “crony capitalism,” which rewards friends of the president and the Democratic Party.

While some methods of calculation find that cancer and its patients take up too many resources, from another angle, cancer patients are cash cows. Each cancer patient generates millions of dollars in revenues. If one wonders why we would extend the life of a pancreatic patient for a dozen days with a $16,000 drug, let’s remember that this money does not evaporate after twelve days; it continues to circulate in stock prices, salaries, and smaller crumbs of an infinitely profitable cancer pie. Just as the demon of communism justified the proliferation of a lucrative nuclear industry, so cancer fills the core of so many economies that if a cure were to be found, the economy might just crash.

I know of a restaurant that served a fantastic clam chowder and was packed with customers every day at lunchtime. Then the business was sold, and the new owner focused on golden eggs—he decided to water down the chowder. For about a month, with costs down and revenues constant, profits zoomed. But little by little, the customers began to disappear. Trust was gone, and business dwindled to almost nothing. The new owner tried desperately to reclaim it, but he had neglected the customers, violated their trust, and lost the asset of customer loyalty. There was no more goose to produce the golden egg. There are organizations that talk a lot about the customer and then completely neglect the people that deal with the customer—the employees. The PC principle is to always treat your employees exactly as you want them to treat your best customers.

Humanitarian Industrialization Fourth industrial revolution my eye! We haven't yet recovered from the disparities produced by the first, second and third industrial revolutions. Morons keep peddling cold and pompous dreams devoid of humanity, and morons keep consuming them like good little backboneless vermin. Grow a backbone already! We always look at the glorious aspects of industrialization and overlook all those countless lives that are ruined by it. But it's okay! As long as we are not struck by a catastrophe ourselves, our sleep of moronity never breaks - so long as our comfort is unchallenged, and enhanced rather, it's okay if millions keep falling through the cracks. So long as you can afford a smartphone that runs smooth like butter, it doesn't matter if it is produced by modern day slave labors who can't even afford the basic essentials of living. With all the revenue the tech companies earn by charging you a thousand dollar for a hundred dollar smartphone, they can't even pay decent wages to the people working their butt off to manufacture their assets - because apparently, it is more important for the people at the top to afford private jets and trips to space, than the factory workers to afford healthcare, housing and a couple of square meals a day. And this you call industrialization - well done - you just figured out the secret to glory without being bothered by something so boring as basic humanity. I say to you here and now, listen well - stop abusing revolutionary scientific discoveries in the making of a cold, mechanistic, disparity infested world - use science and technology to wipe out the disparities, not cause them. Break free from your modern savagery of inhuman industrialization, and focus your mind on humanitarian industrialization.

The whole village has been drunk for the last three days. And as for feast days, it is simply horrible to think of! It has been proved conclusively that alcohol does no good in any case, but invariably does harm, and it has been demonstrated to be an absolute poison. Then, ninety-nine percent of the crimes in the world are committed through its influence. We all know how the standard of morality and the general welfare improved at once in all the countries where drinking has been suppressed—like Sweden and Finland, and we know that it can be suppressed by exercising a moral influence over the masses. But in our country the class which could exert that influence—the Government, the Tsar and his officials—simply encourage drink. Their main revenues are drawn from the continual drunkenness of the people. They drink themselves—they are always drinking the health of somebody: ‘Gentlemen, the Regiment!’ The priests drink, the bishops drink—

If you haven’t sent them an email yet, send an email as soon as you leave them the voicemail—give them more than one way to get back to you. Example 1: “Hi John, this is Aaron Ross from Salesforce.com. My number is 555-555-5555. John, I sent you an email a couple of days ago and hadn’t heard back, and I was hoping you could give me a quick courtesy response. I’ll resend it here in a minute. Again, Aaron Ross, 555-555-5555. Thank you and have a great day.” Example 2: “Hi John, this is Aaron Ross from Salesforce.com. My number is 555-555-5555. John, I’m calling to follow up on the email I sent you, I’d love to hear either way if you can please help me out or not. Again, Aaron Ross, 555-555-5555. Thank you and have a great day.” Example 3: (the mysterious version): “Hi John, this is Aaron Ross following up. My number is 555-555-5555. I’m free after 3pm today. Again, Aaron Ross, from Salesforce.com, 555-555-5555. Thanks and have a great day.

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

Dear KDP Author, Just ahead of World War II, there was a radical invention that shook the foundations of book publishing. It was the paperback book. This was a time when movie tickets cost 10 or 20 cents, and books cost $2.50. The new paperback cost 25 cents – it was ten times cheaper. Readers loved the paperback and millions of copies were sold in just the first year. With it being so inexpensive and with so many more people able to afford to buy and read books, you would think the literary establishment of the day would have celebrated the invention of the paperback, yes? Nope. Instead, they dug in and circled the wagons. They believed low cost paperbacks would destroy literary culture and harm the industry (not to mention their own bank accounts). Many bookstores refused to stock them, and the early paperback publishers had to use unconventional methods of distribution – places like newsstands and drugstores. The famous author George Orwell came out publicly and said about the new paperback format, if “publishers had any sense, they would combine against them and suppress them.” Yes, George Orwell was suggesting collusion. Well… history doesn’t repeat itself, but it does rhyme. Fast forward to today, and it’s the e-book’s turn to be opposed by the literary establishment. Amazon and Hachette – a big US publisher and part of a $10 billion media conglomerate – are in the middle of a business dispute about e-books. We want lower e-book prices. Hachette does not. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out of stock, no warehousing costs, no transportation costs, and there is no secondary market – e-books cannot be resold as used books. E-books can and should be less expensive. Perhaps channeling Orwell’s decades old suggestion, Hachette has already been caught illegally colluding with its competitors to raise e-book prices. So far those parties have paid $166 million in penalties and restitution. Colluding with its competitors to raise prices wasn’t only illegal, it was also highly disrespectful to Hachette’s readers. The fact is many established incumbents in the industry have taken the position that lower e-book prices will “devalue books” and hurt “Arts and Letters.” They’re wrong. Just as paperbacks did not destroy book culture despite being ten times cheaper, neither will e-books. On the contrary, paperbacks ended up rejuvenating the book industry and making it stronger. The same will happen with e-books. Many inside the echo-chamber of the industry often draw the box too small. They think books only compete against books. But in reality, books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive. Moreover, e-books are highly price elastic. This means that when the price goes down, customers buy much more. We've quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000. The important thing to note here is that the lower price is good for all parties involved: the customer is paying 33% less and the author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. The pie is simply bigger.

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The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

The original flagship for the company was the MS City of New York, commanded by Captain George T. Sullivan, On March 29, 1942, she was attacked off the coast of Cape Hatteras, North Carolina, by the German submarine U-160. The torpedo struck the MS City of New York at the waterline under the ship’s bridge, instantly disabling her. After allowing the survivors to get into lifeboats the submarine sunk the ship. Almost two days after the attack, a destroyer, the USS Roper, rescued 70 survivors, of which 69 survived. An additional 29 others were picked up by USS Acushnet, formerly a seagoing tugboat and revenue cutter, operated by the U.S. Coast Guard. All these survivors were taken to the Naval Base in Norfolk, Virginia. Almost two weeks later, on April 11, 1942, a U.S. Army bomber on its way to Europe spotted a lifeboat drifting in the Gulf Stream. The boat contained six passengers: four women, one man and a young girl plus thirteen crew members. Tragically two of the women died of exposure. The eleven survivors picked up by the U.S. Coast Guard Cutter CG-455 and were brought to Lewes, Delaware. The final count showed that seven passengers died as well as one armed guard and sixteen crewmen. Photo Caption: the MS City of New York Hot books by Captain Hank Bracker available at Amazon.com “Salty & Saucy Maine,” is a coming of age book that recounts Captain Hank Bracker’s formative years. “Salty & Saucy Maine – Sea Stories from Castine” tells many sea stories of Captain Hank’s years at Maine Maritime Academy and certainly demonstrates that life should be lived to the fullest! In 2020 it became the most talked about book Down East! “The Exciting Story of Cuba -Understanding Cuba’s Present by Knowing Its Past” ISBN-13: 978 1484809457. This multi-award winning history of Cuba is written in an easy-to-read style. Follow in the footsteps of the heroes, beautiful movie stars and sinister villains, who influenced the course of a country that is much bigger than its size! This book is on the shelf as a reference book at the American Embassy in Havana and most American Military and Maritime Academies.

All of my best friends are imaginary, but at least the cadre of dogs that once existed in my life were real. If I had a choice between super-hero, anti-hero or villain, anti-hero would win out. Somewhere in between solves the detrimental problems that those in power refuse to deal with because of financial gain. A manifesto is nothing more than a more assertive pamphlet. The mythology of comic books was extremely creative and brilliant in concept. The imaginary world offers the psychological escape that is sometimes paramount from the real world. It creates a balance that is sometimes necessary to equalize the mind. It's like an uncomplicated form of math when you don't understand math, and explains that two plus two is four in another way. Star Trek, Star Wars, and Harry Potter were very creative concepts, whole new worlds now exist for people to inhabit. Such things create jobs, revenue, and things for people to occupy themselves with. Dystopia offers great warnings about existence, alerts and informs the populace. Take vampires and werewolves, iconic in creation, still existing after a century. There's a romance angle, and something that also allows kids to enjoy Halloween by playing dress up. Here's my point: I'm a regular person that exist in a world that needs to be fixed, explored and expanded. I'm a cog in the machine, and I don't want to be in the machine. That's what a base job is, and that job usually defines the person. Writing defines me, nothing else.

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....

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

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.

One of the most expensive projects underwritten in the era was a computing system known as SAGE, which stood for Semi-Autonomous Ground Environment. Once a radar station picked up an enemy aircraft entering American airspace, SAGE would calculate the incoming flight path based on speed, altitude, and direction and determine which fighter jets should be dispatched to intercept the threat. Other times SAGE might advise that a surface-to-air missile be fired instead. The computers, which were the size of buildings, needed to make recommendations that generals would follow. SAGE went beyond harnessing computing power; it also introduced networking. Through telephone connections, SAGE divided the country into geographic sectors, with a facility in each sector pulling in information from ground radar, naval vessels, and surveillance aircraft. Each facility’s computer was networked with the other facilities’ computers to transmit and receive data as to which combat facilities should be deployed in the event of an attack. Getting the contract to build computing centers for SAGE accounted for fully half of IBM’s computing revenues until the late fifties, subsidizing the transition from the days of punch cards to the new era of computing.

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.

Say you’re running a restaurant and you want to know if your chef is doing a good job. One way to measure success is to track how many customers pay for a meal each day. If more customers come in, the food must be good. If fewer customers come in, something must be wrong. However, this one measurement—daily revenue—only gives a limited picture of what’s really going on. Just because someone pays for a meal doesn’t mean they enjoy the meal. Even dissatisfied customers are unlikely to dine and dash. In fact, if you’re only measuring revenue, the food might be getting worse but you’re making up for it with marketing or discounts or some other method. Instead, it may be more effective to track how many customers finish their meal or perhaps the percentage of customers who leave a generous tip. The dark side of tracking a particular behavior is that we become driven by the number rather than the purpose behind it.

Operating Expenses Operating expenses are the costs required to keep the business going from day to day. They include salaries, benefits, and insurance costs, among a host of other items. Operating expenses are listed on the income statement and are subtracted from revenue to determine profit.

1. Opportunity. What is the best opportunity for a new entrepreneur to build a successful business? Why is now the time to do it? How does the new landscape of e-commerce and social media create an environment of opportunity? And how do you fit into it all? You will discover why now is the perfect time to create your pie, and why there are others who are ready and willing to buy a slice. 2. Mindset. There’s a reason not every wantrepreneur becomes a successful entrepreneur, and psychology is a big piece of the puzzle. I’ll take you through the development of the right mindset to take a business from zero to one million in a year. 3. Getting customers. A million-dollar business doesn’t start with a product; it starts with a person. Your first step in building your business must be identifying your customer, and then answering his or her need. This builds a real brand, not just a revenue stream. If you get this piece right, you will have droves of repeat buyers who will eagerly “overpay” for your products, thank you for it, and tell all of their friends about you. 4. Product. Choosing your first product will be the biggest hurdle you face. It will take research, patience, and determination. Most importantly, it will require listening to what your customer is saying. I’ll take you through the whole process, from ideation to prototyping and refinement, helping you clear this hurdle in no time flat. 5. Funding. Sure, you’ve got a great product, and you know to whom you’re selling—but how do you fund your inventory? Here’s how to bootstrap, borrow, and build your way to a self-sustaining revenue machine, without stressing about money. 6. Stacking the deck. How do you nearly guarantee that your first product is successful, right out of the gate? Once you’ve decided what business you’re in, we will work to ensure that you don’t get stuck holding a product no one wants; this is where you stack the deck so your launch day is set up to blast off. 7. Launch. Your first product is ready to launch. What do you do now? Do you just let it ride? No. Here’s where building relationships and a few strategic marketing tips will take your business from a single product to a world-class brand, as we cover what you need to do to reach the key growth point of twenty-five sales per day.

8. Scaling. You’ve got one product selling twenty-five units a day. You’ve proven you can get a product up and selling in the marketplace. Now it’s time to launch products two, three, four, and five and watch the snowball build into a million-dollar revenue stream by the end of twelve months. 9. Marketing. Sure, if you’re friends with a ton of celebrities who will post about your brand on their Instagrams, you’re all set with marketing. But what if you’re starting from scratch, with no contacts and no marketing experience? Here’s how you can build the right kind of marketing through relationships, influencers, and audiences, bringing your business to the level of a respected brand. 10. Acquisition. What does it look like to sell your business? There are many buyers out there hungry for what you’re building. Here’s where you’ll learn how to navigate the process, lock in your payday, and decide what to do afterward.

Wishes Mindfulness is nevermore a good thing, as any other accident-prone fumbler would accept. No one wants a floodlight when they're likely to stumble on their face. Moreover, I would extremely pointedly be asked- well, ordered really-that no one gave me any presents this year. It seemed like Mr. Anderson and Ayanna weren't the only ones who had decided to overlook that. I would have never had much wealth, furthermore, that had never more disturbed me. Ayanna had raised me on a kindergarten teacher's wage. Mr. Anderson wasn't getting rich at his job, either; he was the police chief here in the tiny town of Pittsburgh. My only personal revenue came from the four days a week I worked at the local Goodwill store. In a borough this small, I was blessed to have a career, after all the viruses in the world today having everything shut down. Every cent I gained went into my diminutive university endowment at SNHU online. (College transpired like nothing more than a Plan B. I was still dreaming for Plan A; however, Marcel was just so unreasonable about leaving me, mortal.) Marcel ought to have a lot of funds I didn't even want to think about how much. Cash was involved alongside oblivion to Marcel or the rest of the Barns, like Karly saying she never had anything yet walked away with it all. It was just something that swelled when you had extensive time on your hands and a sister who had an uncanny ability to predict trends in the stock market. Marcel didn't seem to explain why I objected to him spending bills on me, why it made me miserable if he brought me to an overpriced establishment in Los Angeles, why he wasn't allowed to buy me a car that could reach speeds over fifty miles an hour, approximately how? I wouldn't let him pay my university tuition (he was ridiculously enthusiastic about Plan B.) Marcel believed I was being gratuitously difficult. Although, how could I let him give me things when I had nothing to retaliate amidst? He, for some amazing incomprehensible understanding, wanted to be with me. Anything he gave me on top of that just propelled us more out of balance. As the day went on, neither Marcel nor Olivia brought my birthday up again, and I began to relax a little. Then we sat at our usual table for lunch. An unfamiliar kind of break survived at that table. The three of us, Marcel, Olivia, including myself hunkered down on the steep southerly end of the table. Now that is ‘superb’ and scarier (in Emmah's case, unquestionably.) The Natalie siblings had finished. We were gazing at them; they're so odd, Olivia and Marcel arranged not to seem quite so intimidating, and we did not sit here alone. My other compatriots, Lance, and Mikaela (who were in the uncomfortable post-breakup association phase,) Mollie and Sam (whose involvement had endured the summertime...) Tim, Kaylah, Skylar, and Sophie (though that last one didn't count in the friend category.) Completely assembled at the same table, on the other side of an interchangeable line. That line softened on sunshiny days when Marcel and Olivia continuously skipped school times before there was Karly, and then the discussion would swell out effortlessly to incorporate me.

In its simplest form, investors sell losing stocks before the end of the current year, realizing losses that reduce the year’s income taxes. This behavior contributes to the so-called January effect where selling pressure in December further depresses the stock prices of the year’s losers, followed by a rebound and excessive performance in January. The impact is greater for smaller companies. Investors used to realize a tax loss by selling a loser and buying it back immediately, with little risk of economic loss (or gain). To inhibit this loss of tax revenue by making it risky, the US government introduced the “wash sale rule,” which says that anyone who sells a stock at a loss and buys it back within thirty-one days may not recognize the loss for tax purposes. The rule is worded also to thwart savvy investors inclined to swap into an “equivalent” stock to get around this. The flip side of tax-loss selling is tax-gain deferral, where an investor who wishes to sell a security with a large gain waits until after the end of the year, deferring the tax due on it by one year. The money can be used for an additional year before being turned over to the government.

The worst feeling was when, in the middle of the night, the numbers didn’t compute as you needed them to, or they didn’t support the arguments the senior bankers expected to make at the client meeting later that day. That would leave you with two bad choices. You could change the thesis of the presentation to match the numbers, or you could fudge the numbers to fit the thesis. A third option—worse still—was to wake your managing director with a phone call. That was never smart. So you would usually alter a revenue assumption here and a margin assumption there, just enough so that none of the changes seemed too aggressive but in totality got you to the profitability and earnings growth needed to justify the deal. Where is the line, you would wonder briefly, between subjective business judgment and manipulation of data? Then you’d yawn and look at the clock and reply, Who gives a shit?

The long tail is a myth, a fact evidenced by the current music business, in which 80 percent of the revenue is generated by 1 percent of the content. Even at the height of the early blockbuster era, spawned by Michael Jackson’s Thriller, 80 percent of the revenue was spread among the top 20 percent of the content. So even in a different winner-takes-all scenario, the revenue was spread out among more artists than it is today. Economists have noted that winners “take all” in many sectors (including hedge funds), and that this has clearly contributed to global income equality, but in the digital media business it seems especially Darwinian. In a world where four hundred hours of video are uploaded to YouTube every minute of every day, the commodification of what was once considered an art (or at least a craft) has become inevitable. For all the stories promoted by Google about YouTube millionaires, the traffic statistics tell another story. Most YouTube videos have fewer than 150 views.

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.

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.

Well, they’re flogging self-realisation courses up and down the country at five hundred quid a day and prayer retreats at a grand a time. They’ve got ten thousand-odd members collecting money for them, donating a fifth of their salaries and making legacies in their favour. All that’ll mount up. You’d think the Inland Revenue would be all over them,

Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building. Bad teams hold meetings to generate prioritized roadmaps. Good teams love to have brainstorming discussions with smart thought leaders from across the company. Bad teams get offended when someone outside their team dares to suggest they do something. Good teams have product, design, and engineering sit side by side, and they embrace the give and take between the functionality, the user experience, and the enabling technology. Bad teams sit in their respective silos, and ask that others make requests for their services in the form of documents and scheduling meetings. Good teams are constantly trying out new ideas to innovate, but doing so in ways that protect the revenue and protect the brand. Bad teams are still waiting for permission to run a test. Good teams insist they have the skill sets on their team, such as strong product design, necessary to create winning products. Bad teams don't even know what product designers are. Good teams ensure that their engineers have time to try out the prototypes in discovery every day so that they can contribute their thoughts on how to make the product

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

To get there, a RL must first go back to basics. ““Partnerships” is a revenue role, and your “partners” have to be in every deal, with every customer. Your organization mindset must be to consider any/all possible partners on every deal – that the core expectation must be to seek this out as optimal, not view it an as outlier. It must be prominently on the checklist as each lead presents itself. Baked into the attack plan. Period.

Companies don't exist, and at the end of the day it is people make every decision in buisnesses. Human beings, not some feastious machine programmed solely for the improvement of efficiency and revenue generation. Companies are not machines. They are not dogs, as IGN bizarrely put it. They aren't even an entity. They are merely a banner to represent the activities of humans.

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

How Do You Choose Which Projects to Support? How Do You Prioritize? That’s a problem we look forward to having. We look for who’s most ready to build an MVP. Sometimes it’s very clear what a team aims to build and the issue is having time or support to do it. Those teams are perfect for us to help. On the other hand, we can usually see when someone has an idea that hasn’t really been thought through. Sometimes we recommended that they sign up for LeanStartIN, a two-day internal event where they get help designing their business model and running lean experiments that don’t involve coding. At the end of that experience, they’re usually in a much better place to know what they want to build and test. More than 100 teams have gone through it, and they’ve been successful to the tune of generating $20 million in new revenue in eight months.

PUBLISH YOUR BOOK TODAY The following is a direct quote from Amazon, and, if you are a real writer, it is one of the most fun things you will ever see in your life: This royalty payment notification is for Kindle Direct Publishing (KDP) sales recorded in the Kindle Store. Payment will be made to your bank account and should appear in your available balance within 2 to 5 business days after the Payment Date. Details of the payment will be available on the Payment Report after it has been processed by your bank. The email that the above is quoted from comes for you every month, along with notes about payments from the various Kindle Stores in which you are selling, and they make you feel terrific. What a knockout: there is my money, flowing in as receivables each and every month, like clockwork, from all around the globe and waiting for me in my personal bank account, sitting there to use as I see fit. The statements show up in your every month, along with those from all your stores. They are a bit longer than the above quote, but sit back, close your eyes and visualize how wonderful it will be to have money rolling into your bank electronically, eliminating the bother of dithering around with checks. Right now, as your read this, the opportunity to earn a solid living, even to make a fortune with your books is real world and readily available for you. The revenue stream is just sitting there; it’s waiting for you to get busy, to write books and to learn to use Amazon as an amazing marketing tool poised and ready for your decision to pursue your dream. The trick for getting hot at book marketing—so you can actually be in a place for fully enjoying your life as an author/publisher—is to believe in yourself: to move right on past all your previous confusion: discouraging feedback from peers, friends and family; all self-doubt and blaming games; rejection slips from agents, publishers and magazines; and yes, even the ego trip of your treasured writer’s block . . . .

Hospitals make their own revenue streams by readmitting patients to the hospital for days on end as a result of something the hospitals themselves caused. Botched surgeries. Infections. You name it. They get to bill the government to pay for their own mistakes.

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

Legal obfuscation and amnesty schemes The UPA government is trying to use every trick of the trade to provide escape routes for black money looters. Take, for example, the complex strategy being adopted to change the colour of money from black to white, with a unique ‘Fair and Lovely’ amnesty recipe. The press reported in 2011 that the Central Board of Direct Taxes (CBDT) was “seriously considering” recommending to the government a scheme on the lines of the Voluntary Disclosure of Income Scheme (VDIS) announced in 1996 to bring back black money stashed in tax havens abroad for productive use in India. It is reported that the source of the money will not have to be disclosed, but criminal action will be taken if the money (or the assets) pertain to proceeds of crime. How the two halves of the sentence can be harmonised defies logic. In a democracy, every citizen is entitled to know the character and integrity of every other citizen, lest one day a crook manipulates a constituency of voters and colleagues in his party and occupies the office of prime minister. Concealing vast amounts of money and depriving a poverty-stricken nation of the revenue it badly needs is a criminal offence by itself. How would we find out whether or not one such criminal is already in office, instead of being in Tihar Jail?

George Washington was not a perfect man. He occasionally lost his temper; he drank wine—maybe even too much when he was a young man. 23 He was involved with activities that some would find fault with: he had a revenue producing distillery on his Mount Vernon Estate; 24 he loved to fox hunt; he went to the theatre, and occasionally to the horse races. And, sadly, he owned slaves, something all Americans today would find immoral, but which was not uncommon for a Southern gentleman of his day.

were not only healthier but also less likely to report having been abused or neglected than a similar group whose mothers had not been visited. They also were more likely to have finished school, to have stayed out of jail, and to be working in well-paying jobs. Economists have calculated that every dollar invested in high-quality home visitation, day care, and preschool programs results in seven dollars of savings on welfare payments, health-care costs, substance-abuse treatment, and incarceration, plus higher tax revenues due to better-paying jobs. 37

would place this urgency that he expected the revenue in ten years to be ten million dollars a day and that every day we were slower to achieve our goals was a day of missing out on that money.

If you have ever experienced this type of unprofessional treatment, I doubt you would even consider giving them business in the future. Interrupting, ignoring, patronizing, or antagonizing a customer is like pouring gas on a fire and creates a more explosive situation than the original complaint. Still, it continues to happen every day, costing companies millions in lost revenue.

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

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 Thiel’s account captures both the desperation of those early days and the almost random experimentation the company resorted to in an effort to get PayPal off the ground. But in the end, the strategy worked. PayPal dramatically increased its base of consumers by incentivizing new sign-ups. Most important, the PayPal team realized that getting users to sign up wasn’t enough; they needed them to try the payment service, recognize its value to them, and become regular users. In other words, user commitment was more important than user acquisition. So PayPal designed the incentives to tip new customers into the ranks of active users. Not only did the incentive payments make joining PayPal feel riskless and attractive, they also virtually guaranteed that new users would start participating in transactions—if only to spend the $10 they’d been gifted in their accounts. PayPal’s explosive growth triggered a number of positive feedback loops. Once users experienced the convenience of PayPal, they often insisted on paying by this method when shopping online, thereby encouraging sellers to sign up. New users spread the word further, recommending PayPal to their friends. Sellers, in turn, began displaying PayPal logos on their product pages to inform buyers that they were prepared to honor this method of online payment. The sight of those logos informed more buyers of PayPal’s existence and encouraged them to sign up. PayPal also introduced a referral fee for sellers, incentivizing them to bring in still more sellers and buyers. Through these feedback loops, the PayPal network went to work on its own behalf—it served the needs of users (buyers and sellers) while spurring its own growth.

A cop car rolled past, slowly, its tires hissing on the blacktop. County Police. Probably spent the first half of its watch ginning up municipal revenue with a radar gun out on the highway, now prowling the back streets of the towns in its jurisdiction. Showing the flag. Paying attention to the trouble spots. The cop inside turned his head and gazed at Reacher. The guy was nothing like the pawnbroker. He was all squared away. His face was lean, and his eyes were wise. He was sitting behind the wheel with a ramrod posture, and his haircut was fresh. A whitewall buzz cut. Maybe just a day old. Not more than two.

Today’s self-multiplying debt overhead absorbs profits, rents, personal income and tax revenue in a process whose mathematics is much like that of environmental pollution. Evolutionary biologist Edward O. Wilson demonstrates how impossible it is for growth to proceed at exponential rates without encountering a limit. He cites “the arithmetical riddle of the lily pond. A lily pod is placed in a pond. Each day thereafter the pod and then all its descendants double

The knights performed their feats with very little planning and rarely did their post-feat paperwork, but they made up for these shortcomings with their fearlessness, their strength, and their energy. The king was also lucky to have a very good prime minister. The minister saw that taxes were collected, that the majority of the revenues were wisely spent to improve the kingdom, and that the excess monies were well managed. One day the prime minister died, and the king asked his bravest and most fearless knight to be the new minister. Unfortunately, the knight chosen for the job liked jumping on his white charger more than he liked caring for the affairs of the kingdom. He continued to gallop off to slay dragons whenever he had the opportunity and neglected tax collections, investments, improvements, and repairs. After only a short time, the king ran out of money, the peasants ran out of patience, and the kingdom collapsed.

The story, which has seemed to be all about religion and military developments, is actually mostly about politics: access to government revenue and services, a say in decision-making, and a modicum of social justice. True, one side is Sunni and the other Shia, but this is not a theological conflict rooted in the seventh century. ISIS and its allies have triumphed because the Sunni populations of Mosul and Tikrit and Fallujah have welcomed and supported them—not because of ISIS’s disgusting behavior, but in spite of it. The Sunnis in these towns are more afraid of what their government may do to them than of what the Sunni militia might. They have had enough of years of being marginalized while suffering vicious repression, lawlessness, and rampant corruption at the hands of Iraq’s Shia-led government. What is happening now—not its details, but its essentials—was clearly evident at the time of President Bush’s “surge” seven years ago. The premise for the added American troops then was that insecurity in Iraq blocked political reconciliation. If the violence could be reduced, the administration argued, reconciliation would follow—but it didn’t. The important agreements on the eighteen political “benchmarks” specified by the US never were carried out and haven’t been to this day. (They included, for example, laws that were supposed to distribute oil revenue equitably and reverse the purge of Baathists from government.) When a government is wrenched apart, especially an authoritarian one, a struggle for political power immediately fills the vacuum. In Iraq the struggle has been, and continues to be, within sectarian groups almost as much as between them. Among the Shia, for example, Muqtada al-Sadr has openly opposed Maliki. The US presence forced the struggle into nonviolent channels for a while, but it could neither remove nor resolve the multiple contests for political power that continued to be fought.

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Pitt then conceived the idea of using his country's revenues, not to meet current expenses, but to pay the interest upon loans. He laid down the doctrine that England belonged to the Englishmen then living— not to those who had not yet been born. He therefore declared the right of England to mortgage unborn generations by borrowing as much as current income would pay the interest upon. And Maier Rothschild and his later tribe were the ones who helped Pitt and his successors to do it. Thereafter a million of annual income no longer meant a million of annual income. It meant as much as a million of annual income would pay interest upon. At 4 per cent, it meant twenty-five millions to be kept forever and ever. If income could be increased a hundred millions, it meant that twenty-five hundred millions more could be borrowed — merely by paying interest upon it forever. It was bad financiering — but it produced the wanted money. Since that day no child has been born under the British flag except to a heritage of debt incurred for wars waged before it was born. Inasmuch as the system of deferred payments spread to all other " civilized " nations, no child has since been born in any one of them except to a heritage of debt. Unless these debts are paid or repudiated, no child can ever be born — not even until the crack of doom — in any civilized nation except to a heritage of debt.

The company's job is to create a supportive environment. Extra vacation days and ping pong tables can create temporary happiness, but being supportive also means challenging you, pushing you to improve yourself as a person, to better build enduring happiness. In that way, actually, the company should be like a parent.

While Google expected to make most of its money from licensing, Armstrong was told, advertising might one day account for as much as 10 to 15 percent of its revenue.

For example, in October 2012, Barclaycard asked the Ring community if the company should change its late-fee policy. The existing policy allowed members a three-day grace period before charging a late-payment penalty. Barclaycard proposed eliminating the three-day grace period and allowing one late payment per year. From its analysis, Barclaycard estimated it would generate 15 percent more late-fee revenue, which would result in higher profits for the community. Members voted overwhelmingly to adopt the policy. They were willing to punish those members who were habitually late payers to generate more profit for the community. This behavior may seem counterintuitive, but because most members paid their bills on time, they wouldn’t be adversely affected.

6. Depending On Activity Metrics Rather Than A Proven Process “Dials per day” isn’t nearly as useful as tracking “call conversations per day” or “appointments per week”. What’s your step-by-step process and waterfall? Measure results that are proven to lead to revenue rather than throwing lots of activity at a goal.

You Don't Get it." This is more common in tech circles. When I was in the Bay Area in the 90's there were two kinds of people, if you listened to the nomenclature of the day. "They don't get it"meant they didn't understand, for example, that revenue didn't matter. Instead, say, "Hey, I did a bad job explaining my point, let me try again." Telling someone they don't get it is immediately combative.

do is make the revenue and profit projections rise 5 to 10 percent per year. If this seems simplistic or silly, just look around for a company that forecasts it will grow 7 percent, then drop 4 percent, then merge with a competitor, then rise 8 percent, and then fall another 11 percent. I’ve never seen a business forecast like that, even though that’s how most end up. They all show their numbers getting bigger every year, rendering the exercise useless.

launching a low-quality early prototype, charging customers from day one, and using low-volume revenue targets as a way to drive accountability.

In revenue growth, ironically, quantity trumps quality. The more customers and prospects hear from you, the more they will buy. It doesn't have to be amazing material, only helpful material. Helpful is more than good enough. Helpful is a rare commodity. The important thing is that people hear from you a lot, not perfectly.

You shouldn't confuse “stock trading” with “stock investing.” The former requires the stockholder to purchase, hold, or sell stocks to earn profits. The latter, on the other hand, allows the stockholder to get a regular stream of income just by acquiring stocks.   Trading stocks can help you reap large profits on a daily basis. If you will purchase or sell the right stocks, you can secure huge revenues every day. Here, you won't have to study corporations deeply. You just have to observe the trends in the stock market, make some predictions, and purchase or sell stocks according to your predictions.

Any company generating between $5 million and $150 million in revenue. I find that companies in this niche have the ability to pay, and aren't ground down by layers of management and decision-making that can be associated with massive enterprises.

Books In addition to podcasts, several books have significantly shaped my worldview and perspective as an investor. These are the ones I found most influential and deserving of attention in the real estate and entrepreneurship spaces. Real Estate, Investing, Sales, and Negotiation: • Rich Dad Poor Dad: What the Rich Teach Their Kids About Money That the Poor and Middle Class Do Not!, by Robert T. Kiyosaki • Mastering the Market Cycle: Getting the Odds on Your Side, by Howard Marks • The Due Diligence Handbook For Commercial Real Estate: A Proven System To Save Time, Money, Headaches And Create Value When Buying Commercial Real Estate, by Brian Hennessey • Principles: Life and Work, by Ray Dalio • Pitch Anything: An Innovative Method for Presenting, Persuading, and Winning the Deal, by Oren Klaff • Never Split the Difference: Negotiating as if Your Life Depended on It, by Chris Voss Non-Real Estate: • Double Double: How to Double Your Revenue and Profit in 3 Years or Less, by Cameron Herold • Clockwork: Design Your Business to Run Itself, by Mike Michalowicz • How an Economy Grows and Why It Crashes, by Peter Schiff • Economics in One Lesson: The Smartest and Surest Way to Understand Basic Economics, by Henry Hazlitt • What Has Government Done to Our Money, by Murray M. Rothbard • Own the Day, Own Your Life: Optimized Practices for Waking, Working, Learning, Eating, Training, Playing, Sleeping, and Sex, by Aubrey Marcus • The Charisma Myth: How Anyone Can Master the Art and Science of Personal Magnetism, by Olivia Fox Cabane • Deep Work: Rules for Focused Success in A Distracted World, by Cal Newport

If I received a nickel for every time someone asked me, “How is LinkedIn going to make money?” during those days I probably wouldn’t have needed another revenue model! But I knew that we should ignore that fire, because (1) the lack of revenue wasn’t going to be the proximate cause of death unless it prevented us from raising money and (2) the product fire was far more urgent and required our focused attention. If we couldn’t find the distribution to acquire a critical mass of at least a million users, and build a product they found compelling enough to become regular users of the service (or at least respond to LinkedIn requests), the revenue model would be irrelevant.

Economists have calculated that every dollar invested in high-quality home visitation, day care, and preschool programs results in seven dollars of savings on welfare payments, health-care costs, substance-abuse treatment, and incarceration, plus higher tax revenues due to better-paying jobs.37 When

Adm. James Loy, commandant, U.S. Coast Guard: Maybe the fourth or fifth day, it dawned on me that the church at the end of Wall Street, Trinity Church, was within spitting distance of the Tower site and was part of the rest of the city that was deluged in debris. I sat in my office for a second and said, “Alexander Hamilton is buried in that cemetery.” He’s considered the founder of the modern-day Coast Guard because he established its predecessor, the Revenue Cutter Service. I couldn’t stand the notion that he and his headstone were probably inundated with debris. I called Master Chief Vince Patton into the office and I said, “Vince, I need you to get some senior enlisted folks from the captain of the Port of New York’s office. I know they’re up to their ass in alligators right now, but we’ve got to go fix that.” He got a senior chief in New York on the phone. They went and began the cleanup of the entire Trinity Church yard. The word got out to the Trade Center site, and people, after finishing their unbelievably difficult work for a 12-hour cycle, came over and joined with these Coast Guard people to finish the job. I was damned if I could go to sleep that night without doing something about it.

Simple Fast Funnels VS Hubspot There are 2 primary factors to consider when exploring Simple Fast Funnels VS Hubspot… Available Features. Price. Hubspot is a powerful platform, there’s no denying that, but they lack a few features that Simple Fast Funnels offers: 2 way SMS so you can send one way messages to your clients OR interactive messages. You can automate answers or have your customers reach you or customer service directly. Unified messaging. Housing all messages for particular customers in one place lets you simplify customer service. They can text, email, schedule calls or FB message you and you’ll see it all in one location. Simple Fast Funnels customer service has 24/7 chat support and guides you through any hiccups you may experience as you build your funnel. Simplified funnel building. No tech knowledge required. The biggest factor comparing these two platforms however is price: Hubspot charges a small fortune for their good features. Their price is over 10X the cost of Simple Fast Funnels. Simple Fast Funnels saves you thousands, or even tens of thousands yearly and you don’t get less features, you get MORE… We believe you should be able to run your business without paying rates like these. Call us old fashioned if you like. For Hubspot’s premium service, you’ll pay $3,600/month. That’s a lot of revenue to come up with each month just to pay for your operating platform. For Simple Fast Funnel’s premium service, you’ll get the same features and more for $297/month. If you haven’t tried Simple Fast Funnels out yet, we offer a 14 day free trial, that’s how sure we are you’re going to love this service.

When eBay entered the Chinese market in 2002, they did so by buying the leading Chinese online auction site—not Alibaba but an eBay impersonator called EachNet. The marriage created the ultimate power couple: the top global e-commerce site and China’s number one knockoff. eBay proceeded to strip away the Chinese company’s user interface, rebuilding the site in eBay’s global product image. Company leadership brought in international managers for the new China operations, who directed all traffic through eBay’s servers back in the United States. But the new user interface didn’t match Chinese web-surfing habits, the new leadership didn’t understand Chinese domestic markets, and the trans-Pacific routing of traffic slowed page-loading times. At one point an earthquake under the Pacific Ocean severed key cables and knocked the site offline for a few days. Meanwhile, Alibaba founder Jack Ma was busy copying eBay’s core functions and adapting the business model to Chinese realities. He began by creating an auction-style platform, Taobao, to directly compete with eBay’s core business. From there, Ma’s team continually tweaked Taobao’s functions and tacked on features to meet unique Chinese needs. His strongest localization plays were in payment and revenue models. To overcome a deficit of user trust in online purchases, Ma created Alipay, a payment tool that would hold money from purchases in escrow until the buyer confirmed the receipt of goods. Taobao also added instant messaging functions to allow buyers and sellers to communicate on the platform in real time. These business innovations helped Taobao claw away market share from eBay, whose global product mentality and deep centralization of decision-making power in Silicon Valley made it slow to react and add features. But Ma’s greatest weapon was his deployment of a “freemium” revenue model, the practice of keeping basic functions free while charging for premium services. At the time, eBay charged sellers a fee just to list their products, another fee when the products were sold, and a final fee if eBay-owned PayPal was used for payment. Conventional wisdom held that auction sites or e-commerce marketplace sites needed to do this in order to guarantee steady revenue streams.

Your client is losing about twenty million a day in revenue because Krayoxx is no longer on the market,

leaders these days know they need innovation. But in reality, they punish the behaviors that could lead to experimentation and innovation. By definition, experiments are unpredictable and often do not work to plan (which is, of course, exactly how experiments lead to learning). This is why it is easy for managers to dislike creativity when we are afraid of not hitting monthly revenue or weekly delivery targets.20 Creative ideas must be both novel and practical, but the research shows that we often punish the novel and reward the practical.21

First, let's be clear what I mean by “ask for the cash” and “ride the float.” I mean the following: After (courageously) asking for and getting payment from your customers as early as possible (ideally before you make or deliver what they've agreed to buy) and after convincing your key suppliers to take payment from you as late as possible (perhaps 30 or 60 or 90 days after they've shipped you what you ordered), you'll find your bank account flush with cash, at least until you have to pay your suppliers. While you have that cash in hand—the “float” before you have to pay it to your suppliers—you can use it to grow your business. Buy inventory. Hire people. Buy more Google AdWords. And so on. As your business grows, you then use your future revenue to pay your suppliers and your people, just in time when their bills come due. That's exactly what 19‐year‐old Michael Dell did in 1984 to start Dell Computer. And it's mostly how he grew Dell, too.

Monsieur l’Inspecteur: I am writing to inform you that the American Library houses more enemy aliens than an internment camp. To start with, there’s the arriviste American, Clara de Chambrun. She spends more time at the Library than she does at home like a good wife should. She devotes her days to soliciting funds from fancy socialite friends in order to sustain the Library. I doubt she declares this revenue. She does not like Germans (or “Huns” as she calls them) and flouts their regulations. Just because she’s a countess doesn’t mean that she needn’t follow the rules. I believe she smuggles books to Jewish readers. Who knows what else she is up to? She’s very evasive. Pay a visit and see for yourself. You’ll see she thinks she’s above the law. Signed, One who knows

Economists have calculated that every dollar invested in high-quality home visitation, day care, and preschool programs results in seven dollars of savings on welfare payments, health-care costs, substance-abuse treatment, and incarceration, plus higher tax revenues due to better-paying jobs.37

But the Erie Canal opened in sections as it was being built. Every section became instant proof of the canal’s value as a propeller of commerce. Traffic grew immediately every time a section opened. When the full canal opened in 1825, its revenues from tolls vastly exceeded all expectations. The initial projection of 500,000 annual tons of goods within twenty years was exceeded within ten. Within twenty years of its opening, over a million tons per year were being transported on the Erie Canal. Overnight, the commercial implications were clear. Goods from Cleveland could end up in New York within days. Chicago was completely accessible by water from New York through the Great Lakes. With the Mississippi River already the conduit to New Orleans, a very large part of the United States could now be accessed by waterways. The Erie Canal’s financial success set off canal mania in other states, which saw that it had cost the state of New York nothing financially—the tolls were more than sufficient to pay off the bonds—while transforming the state economy and driving down the price of grain. It was the model of successful public infrastructure.

Mindfulness is nevermore a good thing, as any other accident-prone fumbler would accept. No one wants a floodlight when they're likely to stumble on their face. Moreover, I would extremely pointedly be asked- well, ordered really-that no one gave me any presents this year. It seemed like Mr. Anderson and Ayanna weren't the only ones who had decided to overlook that. I would have never had much wealth, furthermore, that had never more disturbed me. Ayanna had raised me on a kindergarten teacher's wage. Mr. Anderson wasn't getting rich at his job, either; he was the police chief here in the tiny town of Pittsburgh. My only personal revenue came from the four days a week I worked at the local Goodwill store. In a borough this small, I was blessed to have a career, after all the viruses in the world today having everything shut down. Every cent I gained went into my diminutive university endowment at SNHU online. (College transpired like nothing more than a Plan B. I was still dreaming for Plan A; however, Marcel was just so unreasonable about leaving me, mortal.) Marcel ought to have a lot of funds I didn't even want to think about how much. Cash was involved alongside oblivion to Marcel or the rest of the Barns, like Karly saying she never had anything yet walked away with it all. It was just something that swelled when you had extensive time on your hands and a sister who had an uncanny ability to predict trends in the stock market.

Senator Warren’s hope has been that the government could set borrower interest rates in advance to precisely and consistently balance federal revenues and costs. This was a hope the GAO quickly dashed in their report, helpfully titled “Borrower Interest Rates Cannot Be Set in Advance to Precisely and Consistently Balance Federal Revenues and Costs.”28 It’s the oldest play in the book when it comes to pretending to address an intractable policy issue: Commission a report that says it’s not feasible to do anything at all.

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

Very devout like his great-grandfather St. Louis, though not his equal in intelligence or will, Philip was fascinated by the all-absorbing question of the Beatific Vision: whether the souls of the blessed see the face of God immediately upon entering Heaven or whether they have to wait until the Day of Judgment. The question was of real concern because the intercession of the saints on behalf of man was effective only if they had been admitted into the presence of God. Shrines possessing saints’ relics relied for revenue on popular confidence that a particular saint was in a position to make a personal appeal to the Almighty. Philip VI twice summoned theologians to debate the issue before him and fell into a “mighty choler” when the papal legate to Paris conveyed Pope John XXII’s doubts of the Beatific Vision. “The King reprimanded him sharply and threatened to burn him like an Albigensian unless he retracted, and said further that if the Pope really held such views he would regard him as a heretic.” A worried man, Philip wrote to the Pope that to deny the Beatific Vision was to destroy belief in the intercession of the Virgin and saints. Fortunately for the King’s peace of mind, a papal commission decided after thorough investigation that the souls of the Blessed did indeed come face to face with the Divine Essence.

Lynn expressed particular concern about Facebook, Google, and Amazon, and began our conversation teeing off on the first two. These companies, he said, have used their dominant market positions to skim large amounts of advertising dollars from news organizations, harming local communities. Advertising revenue declines have hit small and midsize papers especially hard, hollowing out local accountability reporting across the United States, a boon to local officials who would rather not be watched.

The Power of the “Buy Now” Button I have a friend who has bought and sold nearly one hundred companies. He knows a lot about scaling a company up, and as he evaluates a company, he makes sure the people, products, and procedures are all healthy. But the key ingredient he looks for in a company is whether the company is challenging their customers to place orders. My friend knows the fastest way to grow a company is to make the calls to action clear and then repeat them over and over. He’s made millions simply buying companies, creating stronger calls to action, and then selling the company after their revenue increases. One of the biggest hindrances to business success is that we think customers can read our minds. It’s obvious to us that we want them to place an order (why else would we be talking to them about our products?), so we assume it’s obvious to them too. It isn’t. There should be a “Buy Now” button in the top right corner of your website, and it shouldn’t be cluttered with a bunch of other buttons. The same call to action should be repeated above the fold and in the center of your website, and again and again as people scroll down the page. Companies that don’t make their calls to action clear remind me of my dating days before I met my wife. Instead of clearly asking a girl out, I’d say something like, “Coffee is nice, isn’t it? Do you like coffee?” What in the world is a woman supposed to do with a question like that? That’s just not how you make a baby.

The bureaucracy of a big company like Citi often led to bad policies. Such a large firm is basically forced to make decisions for a whole organization that don’t necessarily apply well to the individual business units. Is it better, one wonders, to have uniformity of authority in decision making at the expense of flexibility? It was a demonstration of the challenges of size, the difficulty of managing a large business with hundreds of disparate units. In the mid-2000s, for example, the firm developed new rules for air travel, insisting that employees reach their destinations on the cheapest fares available, even if that meant multiple connections to get to smaller cities. Saving money was not a bad inclination in an industry notorious for profligacy, but there was no flexibility in the rule, and so my assistant, Angela Murray, was engaged in frequent battles to make sure I could arrive at out-of-town meetings on time. If I had a ten o’clock morning meeting in Omaha to discuss a deal with a potential $6 million fee, Citi still insisted on saving a few hundred bucks by booking me on a flight that arrived in the afternoon, which meant I would miss the meeting unless I traveled the day before. And because those cheaper flights often required an overnight stay, more work hours were wasted as well as any potential savings, since the firm would have to pay for a hotel and meals. I knew for a fact that the policy was revenue-negative.

We have just been seeing political power concerned to break a "clandom" which preceded it in time. Let us now see how it behaves in regard to a clandom which is its contemporary. It may be said in effect, paraphrasing Shakespeare: "Monarchy and feudal aristocracy are two lions born on the same day." There was something of an act of piracy about the foundation of the European states. The Franks who conquered Gaul, the Normans who conquered England and Sicily, and even the Crusaders who went to Palestine, all behaved like bands of adventurers, dividing the spoil. What was there to divide? First of all, the ready cash. Afterwards, there were the lands; no deserts, these, but furnished with men whose labor was to maintain the victor. To every man, then, his share in the prize. And there we have the man-at-arms turned baron. This is shown to the evolution of the world of the word baro, which in Germany meant "freeman" and in Gaul denoted the name of the class. There the remains for seizure the apparatus of state, which there was one: naturally it is the share of the chief. But when a barbarian like Clovis found himself confronted with the administrative machine of the Late Empire, he did not understand it. All he saw in it was a system of suction pumps, bringing him a steady flow of riches on which he made merry with no thought for the public services for which these resources were intended. In the result, then, he divided up along among his foremost companions the treasure of the state, whether in the form of lands or fiscal revenues. In this way, civilized government was gradually brought to ruin, and Gaul of the ninth and 10th centuries, was reduced to the same condition as that in which William of Normandy was to find England of the 11th. There was imposed the system of barbarian government known as government by retainers. Let the Charlemagne use as points d'appui of Power, the influential men who are already on the spot, or let William create his own influential men by a share-out of big fiefs in England - it was all one. The important thing to note is that the central authority appoints as its representatives in a given district either the chief proprietors of the soil who were there already, or those whom it sets up in their place. By a slant common to the barbarian mind, or rather by an inclination which is natural to all men, but in barbarians encounters no opposing principle, these influential men soon confound their function with their property and exercise the former as though it were the latter. Each little local tyrant then becomes legislature, judge and administrator of a more or less extensive principality; and on the tribute paid by it he lives, along with his servants and his men-at-arms. Power thus expelled soon returns, however, under the spur of its requirements. The resources at his disposal are absurdly out of proportion to the area, which depends on it and to the population, which calls it the sovereign. The reason is that the manpower has been taken over by the barons. What was in other days a tax is now a feudal due. The only way is to rob the baronial cell of its withheld resources. That is why monarchy establishes townships on the confines of the baronial lands; they act as cupping-glasses, drawing away the best elements in the population. In that way, the barons will get fewer villeins, and the king more bourgeoisie who will be grateful for the franchises conferred on them and will help the king in his necessities from their purses.