Revenue Motivational Quotes

The key is to monetize your appearances so you don’t fall into the trap of having thousands of followers but no revenue. It’s easy to be famous but broke.

Excerpt from Ursula K Le Guin's speech at National Book Awards Hard times are coming, when we’ll be wanting the voices of writers who can see alternatives to how we live now, can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine real grounds for hope. We’ll need writers who can remember freedom – poets, visionaries – realists of a larger reality. 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 maximise corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship. Yet I see sales departments given control over editorial. I see my own publishers, in a silly panic of ignorance and greed, charging public libraries for an e-book six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience, and writers threatened by corporate fatwa. And I see a lot of us, the producers, who write the books and make the books, accepting this – letting commodity profiteers sell us like deodorant, and tell us what to publish, what to write. Books aren’t just commodities; the profit motive is often in conflict with the aims of art. We live in capitalism, its power seems inescapable – but then, so did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art. Very often in our art, the art of words. I’ve had a long career as a writer, and a good one, in good company. Here at the end of it, I don’t want to watch American literature get sold down the river. We who live by writing and publishing want and should demand our fair share of the proceeds; but the name of our beautiful reward isn’t profit. Its name is freedom.

In todays 24/7 media cycles rainmakers are experts were not only visible in the media but who also leverage that media to build revenue, followers and influence

To those who feared oppressive taxes, Hamilton made an argument that anticipated “supply-side economics” of the late twentieth century, saying that officials “can have no temptation to abuse this power, because the motive of revenue will check its own extremes. Experience has shown that moderate duties are more productive than high ones.”10

A business model describes the flow between key components of the company: •  value proposition, which the company offers (product/service, benefits) •  customer segments, such as users, and payers, or moms or teens •  distribution channels to reach customers and offer them the value proposition •  customer relationships to create demand •  revenue streams generated by the value proposition(s) •  resources needed to make the business model possible •  activities necessary to implement the business model •  partners who participate in the business and their motivations for doing so •  cost structure resulting from the business model The

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

In December 1790, with other options foreclosed, Hamilton revived a proposal he had floated in his Report on Public Credit: an excise tax on whiskey and other domestic spirits. He knew the measure would be loathed in rural areas that thrived on moonshine, but he thought this might be more palatable to farmers than a land tax. Hamilton confessed to Washington an ulterior political motive for this liquor tax: he wanted to lay “hold of so valuable a resource of revenue before it was generally preoccupied by the state governments.” As with assumption, he wanted to starve the states of revenue and shore up the federal government. Jefferson did not exaggerate Hamilton’s canny capacity to clothe political objectives in technical garb. There were hidden agendas buried inside Hamilton’s economic program, agendas that he tended to share with high-level colleagues but not always with the public.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the 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 quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

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

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

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

Suppose a top politician, entertainment figure, or sports star said it didn't really matter who shot Lincoln or why, who attacked Pearl Harbor, the Alamo or the USS Liberty. Imagine the derision. Imagine the ridicule. Imagine the loss in credibility and marketing revenue. Now imagine if a well-respected academic 'who should know better' said exactly the same thing. It doesn't really matter who committed a great crime; history had nothing to teach us; we should never waste precious time trying to apprehend the perpetrators, nor understand their motives but focus only on the outcome of their foul deeds. Well, that is exactly what Noam Chomsky appears to believe. Do not focus on the plot or the plotters or the clever planning of any crime but only the aftermath. Strangely, I had always thought linguistics was the scientific study of language rather than a lame attempt at disinformation.

Frequent suggestions were made during the course of the trial that the motives of the donor and the donees alike, in carrying out this transaction, were to escape death duties. I feel constrained to dispose once and for all of these suggestions by the short answer that the existence or otherwise of such motives is irrelevant, excep as evidence for or against the bona fides of the transactions. There is the highest authority for the proposition that, if a man can lawfully so order his affairs that the payment of revenue duties of any kind is reduced or avoided altogether, there is no legal objection to his doing so. Whatever may be thought as the the morality of such transactions in these times from the point of view of patriotism and public spirit, there is no ground for ignoring their legal effect, unless such transactions be proved to be amere sham, such as those falling within the words 'not bona fide' in the act of 1894, or the phrase 'artificial transaction' in the Finance Acts of more recent years. Attorney General vs. Goneril Albany in re the estate of King Lear, MORE LEGAL FICTIONS

Gentle Sir Conan, I'll venture that few have been Half as prodigiously lucky as you have been. Fortune, the flirt! has been wondrously kind to you. Ever beneficent, sweet and refined to you. Doomed to the practise of physic and surgery, Yet, growing weary of pills and physicianing, Off to the Arctic you packed, expeditioning. Roving and dreaming, Ambition, that heady sin, Gave you a spirit too restless for medicine: That, I presume, as Romance is the quest of us, Made you an Author-the same as the rest of us. Ah, but the rest of us clamor distressfully, "How do you manage the game so successfully? Tell us, disclose to us how under Heaven you Squeeze from the inkpot so splendid a revenue!" Then, when you'd published your volume that vindicates England's South African raid (or the Syndicate's), Pleading that Britain's extreme bellicosity Wasn't (as most of us think) an atrocity Straightaway they gave you a cross with a chain to it (Oh, what an honor! I could not attain to it, Not if I lived to the age of Methusalem!) Made you a knight of St. John of Jerusalem! Faith! as a teller of tales you've the trick with you! Still there's a bone I've been wanting to pick with you: Holmes is your hero of drama and serial: All of us know where you dug the material! Whence he was moulded-'tis almost a platitude; Yet your detective, in shameless ingratitude Sherlock your sleuthhound with motives ulterior Sneers at Poe's "Dupin" as "very inferior!" Labels Gaboriau's clever "Lecoq," indeed, Merely "a bungler," a creature to mock, indeed! This, when your plots and your methods in story owe More than a trifle to Poe and Gaboriau, Sets all the Muses of Helicon sorrowing. Borrow, Sir Knight, but in decent borrowing! Still let us own that your bent is a cheery one, Little you've written to bore or to weary one, Plenty that's slovenly, nothing with harm in it, Give me detective with brains analytical Rather than weaklings with morals mephitical Stories of battles and man's intrepidity Rather than wails of neurotic morbidity! Give me adventures and fierce dinotheriums Rather than Hewlett's ecstatic deliriums! Frankly, Sir Conan, some hours I've eased with you And, on the whole, I am pretty well pleased with you

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.

The business motivation behind creating a partnership is to dramatically accelerate revenue at a fraction of the cost.

Use crises to motivate you to embrace the change, as painful as it may be, rather than avoid it. And

time. A new interdisciplinary community of scientists, environmentalists, health researchers, therapists, and artists is coalescing around an idea: neuroconservation. Embracing the notion that we treasure what we love, those concerned with water and the future of the planet now suggest that, as we understand our emotional well-being and its relationship to water, we are more motivated to repair, restore, and renew waterways and watersheds. Indeed, even as water is threatened, or perhaps because of the threat, public interest in water is very high. We treasure it—or, perhaps more accurately, we spend our treasure to access water for pleasure, recreation, and healing. Wealthy people pay a premium for houses on water, and the not so wealthy pay extra for rentals and hotel rooms sited at the oceanfront, on rivers, or at lakes. Those into outdoor sports, especially fishers and hunters, are fiercely protective of it and have founded numerous environmental organizations designed to protect water habitats for fish, birds, and animals. Over the last two decades, spas have become a sort of modern equivalent to ancient healing wells. As an industry, spas are a global business worth about $60 billion, and they generate another $200 billion in tourism. In 2013, there were 20,000 (up from 4,000 in 1999) spas in the United States producing an annual revenue of over $14 billion (a figure that has grown every year for fifteen years, including those of the recession), and tallying 164 million spa visits by clients.12 Ecotourism provides water adventures and guided trips, often in kayaks, rafts, or canoes. Ocean and river cruises are big business. Cities are creating urban architectures focused on waterscapes, happiness, and sustainability. Museums and public memorials of all sorts often feature water to foster reflection and meditation. And many communities are working to transform industrialized and polluted waterfronts into spaces that are pleasant, environmentally sound, and livable.

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.

Realize That Most Opportunities Are Distractions Your business is in constant flux. It either grows or contracts. It never stays at the same level for long. Assuming you’re motivated to grow your company’s revenues, you’ll undoubtedly encounter an endless string of “opportunities.” While the majority might sound promising, they’re distractions. They’ll spread you too thin and divert your attention to things that lie beyond your core competencies.

In terms of its political organization, it is simpler to establish what Kievan Rus was not rather than what it was. Kievan Rus' was not a state in the modern sense of the word. To view it as such would be to ascribe to it a much higher degree of political organization than it actually possessed. There was no centralized government, no encompassing specialized bureaucracy. The only contact that existed between rulers and ruled, especially as far as the nonurban population was concerned, was the revenue-collecting process. Personal or dynastic interests motivated princely politics, while institutional or societal concerns were often ignored. Political relationships were loose, fluid, and ill defined. And political problems were often dealt with by means of force. Nonetheless, there was a growing degree of political, social, and economic order and cultural achievement in the society of Kievan Rus' and the goal of this chapter is to survey its major features.

To build a domestic energy industry, the Norwegian government created a partially private company that is run by wealthy oil industry executives. This company is publicly traded, operates on the profit motive, and deposits its surplus revenues into a trillion-dollar wealth fund that mostly invests abroad, including in the largest of American corporations. . . . [U]nlike in Venezuela, where the government used taxes on oil to fund social programs, the Norwegians use their sovereign wealth to accumulate more capital and cut taxes. Which of the two sounds more socialist to you?

A genuine culture built on fundamentals like trust and aimed at the goal of business for good is more than enough, but only if it genuinely outweighs the traditional business motives of driving revenue, growth, and profit.

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Diversity is not, however, a virtue in itself. Heterogeneous teams, by definition, are less tight knit and can be more difficult to motivate because the bonds that tie them are looser. Trust, mutual respect, and open debate have to be encouraged right from the start—an essential element of the social process of innovation. Done right, the advantage of diversity is that there are many different kinds of minds crackling all around a subject. A team of people who think alike may, in fact, be more cohesive and report less friction—but it is also less apt to come up with answers that move the needle.

At any organizational level, you can find ways to put customer-centric innovation at the center of your work. Even when you don’t have much leeway at the macro level—when, for instance, goals and strategies are handed to you—you can exert influence at the micro level, by reinventing a work system, creating a new enabling structure, or changing the culture. You can provide a motivating purpose and inspire your team and the leaders around you to search for growth opportunities and reallocate resources to them. Your starting point will be different from someone else’s, but if you keep working at it, you will see innovation permeate more and more aspects of your daily work. Eventually innovation will be integrated and self-reinforcing.

He puts his revenue into ventures that will bring him higher returns, because he is a reasonable man. When others chase fleeting gains, he studies the markets. Each investment, be it financial or emotional, is well calculated. He weighs risks, considers dividends, and carefully diversifies in the process. His revenue comes from prudent decisions, not recklessness. His mind's stock exchange thrives on reason, and it yields significant dividends.

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