Revenue Stream Quotes

A good psychologist will take already-traumatic events in your life and work with you to contextualize them as non-traumatic. A bad psychologist will take non-traumatic events in your life and twist your narrative to both make them traumatic and connect them to your current problems. The problem is that good psychologists solve your issues while bad ones create dependency and thus recurring revenue streams.

I’m a modern man, a man for the millennium. Digital and smoke free. A diversified multi-cultural, post-modern deconstruction that is anatomically and ecologically incorrect. I’ve been up linked and downloaded, I’ve been inputted and outsourced, I know the upside of downsizing, I know the downside of upgrading. I’m a high-tech low-life. A cutting edge, state-of-the-art bi-coastal multi-tasker and I can give you a gigabyte in a nanosecond! I’m new wave, but I’m old school and my inner child is outward bound. I’m a hot-wired, heat seeking, warm-hearted cool customer, voice activated and bio-degradable. I interface with my database, my database is in cyberspace, so I’m interactive, I’m hyperactive and from time to time I’m radioactive. Behind the eight ball, ahead of the curve, ridin the wave, dodgin the bullet and pushin the envelope. I’m on-point, on-task, on-message and off drugs. I’ve got no need for coke and speed. I've got no urge to binge and purge. I’m in-the-moment, on-the-edge, over-the-top and under-the-radar. A high-concept, low-profile, medium-range ballistic missionary. A street-wise smart bomb. A top-gun bottom feeder. I wear power ties, I tell power lies, I take power naps and run victory laps. I’m a totally ongoing big-foot, slam-dunk, rainmaker with a pro-active outreach. A raging workaholic. A working rageaholic. Out of rehab and in denial! I’ve got a personal trainer, a personal shopper, a personal assistant and a personal agenda. You can’t shut me up. You can’t dumb me down because I’m tireless and I’m wireless, I’m an alpha male on beta-blockers. I’m a non-believer and an over-achiever, laid-back but fashion-forward. Up-front, down-home, low-rent, high-maintenance. Super-sized, long-lasting, high-definition, fast-acting, oven-ready and built-to-last! I’m a hands-on, foot-loose, knee-jerk head case pretty maturely post-traumatic and I’ve got a love-child that sends me hate mail. But, I’m feeling, I’m caring, I’m healing, I’m sharing-- a supportive, bonding, nurturing primary care-giver. My output is down, but my income is up. I took a short position on the long bond and my revenue stream has its own cash-flow. I read junk mail, I eat junk food, I buy junk bonds and I watch trash sports! I’m gender specific, capital intensive, user-friendly and lactose intolerant. I like rough sex. I like tough love. I use the “F” word in my emails and the software on my hard-drive is hardcore--no soft porn. I bought a microwave at a mini-mall; I bought a mini-van at a mega-store. I eat fast-food in the slow lane. I’m toll-free, bite-sized, ready-to-wear and I come in all sizes. A fully-equipped, factory-authorized, hospital-tested, clinically-proven, scientifically- formulated medical miracle. I’ve been pre-wash, pre-cooked, pre-heated, pre-screened, pre-approved, pre-packaged, post-dated, freeze-dried, double-wrapped, vacuum-packed and, I have an unlimited broadband capacity. I’m a rude dude, but I’m the real deal. Lean and mean! Cocked, locked and ready-to-rock. Rough, tough and hard to bluff. I take it slow, I go with the flow, I ride with the tide. I’ve got glide in my stride. Drivin and movin, sailin and spinin, jiving and groovin, wailin and winnin. I don’t snooze, so I don’t lose. I keep the pedal to the metal and the rubber on the road. I party hearty and lunch time is crunch time. I’m hangin in, there ain’t no doubt and I’m hangin tough, over and out!

Divorce lawyers stoke anger and fear in their clients, knowing that as long as the conflicts remain unresolved the revenue stream will keep flowing.

Companies should diversify revenue streams to mitigate risk, enhance resilience, tap into new market opportunities, foster innovation, and ensure long-term sustainability and adaptability in a dynamic business environment.

CS Business models with a multi-sided platform pattern have a distinct structure. They have two or more customer segments, each of which has its own Value Proposition and associated Revenue Stream. Moreover, one Customer Segment cannot exist without the others.

the very movements of our minds transformed into streams of unceasing revenue for someone, somewhere.

It’s not entirely clear why we have sinuses, aside from their role in providing a huge revenue stream for pharmaceutical companies and over-the-counter drug makers.

(Abortion is so safe that patients very rarely require hospitalization; doctors working in outpatient abortion clinics contribute little to hospitals in the way of new “revenue streams.”)

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

Let me remind you again that when you put a book out there, you are a published author in a space where you are an expert. Your book becomes the ultimate business card, not to mention a source of ongoing revenue. Did someone say “ongoing revenue?”. Who does not need to make some extra money on a regular basis? Realize that this book will take some work to complete once, but thereafter it exists forever – working to bring you royalty checks five, ten, twenty years from now. Money will be consistently flowing into your bank account. If you write a good book that provides real value, then you realistically have a revenue stream which will bring income for decades to come.

Extreme levels of inefficiency can only be supported by organizations whose revenue stream does not depend on their interactions with others, for if it did, they would have gone broke. Chief examples of these are organizations whose revenue comes from the collection of taxes, such as governments, or organizations that receive funds in a more or less unconditional way, such as the United Nations.

During the globalization wave, Amazon had lost the battle for e-commerce to Ebay, the battle for digital media to Apple, and the battle for technology innovation to Google. Bezos was hungry to re-invent Amazon over a decade after it was founded. The two masterstrokes of Bezos that created new revenue streams by renting out Amazon’s infrastructure – Amazon Prime and Amazon Web Services (AWS) – were at the time, shots in the dark. They would end up turning things around.

What have they fixed?” asked former McKinsey consultant Michael Lanning. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. McKinsey was in there with huge teams, charging huge fees, for several decades. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

We had a massive budget shortfall with a structural budget deficit and seemingly no way to close it; the city had been spending at levels way beyond its recurring revenue for years, and the nonrecurring revenue streams were drying up as we entered office, leaving us with no good options. The structural deficit was about $180 million on a roughly $600 million general fund—which meant that if we were to eliminate our debt, we would have to develop or attract new housing and businesses that could generate tax income, identify other sources of revenue, or cut our government by one-third.

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

Book authors are in high demand for speaking engagements and appearances; they are the new ‘celebrity’ and celebrities gain access. Authors not only make money from royalties or book advances but from their keynotes, presentations and strategically branded product lines. This includes entrepreneurial ideas for you to extend yourself beyond just writing and prepares you to add speaking and consulting to your revenue stream. You have to begin to look outside book sales and towards the speaking market. There are radio, interviews, news, television, small channel television keynotes, lectures, seminars and workshops. These types of events have the possibility to be much more lucrative than just selling books. In essence, the book builds and brands you in the public eye. It gives you credibility and the opportunity to be more than you are. It enables you to now be a voice, a teacher, a leader, an expert - after all, you wrote the book on it!

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.

But we must all be conscious of the power of our archaic internal dialogues. Of how they weave themselves through our public discourses and our unspoken expectations of each other. Good provider? Think it over. What are you doing to a man when you call him a good provider? Are you normalizing and reinforcing the Man Box paradigm of a man who sacrifices his emotional expression and hidden aspirations to insure a steady stream of revenue for his family? Are you relegating him to some space outside the daily emotional sphere of the family and by extension, depriving the family of crucial male emotional modeling and connection?

Until one is committed, there is hesitancy, the chance to draw back-- Concerning all acts of initiative (and creation), there is one elementary truth that ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then Providence moves too. All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision, raising in one's favor all manner of unforeseen incidents and meetings and material assistance, which no man could have dreamed would have come his way. Whatever you can do, or dream you can do, begin it. Boldness has genius, power, and magic in it. Begin it now.” - Goethe

A Tale of Two Parking Requirements The impact of parking requirements becomes clearer when we compare the parking requirements of San Francisco and Los Angeles. San Francisco limits off-street parking, while LA requires it. Take, for example, the different parking requirements for concert halls. For a downtown concert hall, Los Angeles requires, as a minimum, fifty times more parking than San Francisco allows as its maximum. Thus the San Francisco Symphony built its home, Louise Davies Hall, without a parking garage, while Disney Hall, the new home of the Los Angeles Philharmonic, did not open until seven years after its parking garage was built. Disney Hall's six-level, 2,188-space underground garage cost $110 million to build (about $50,000 per space). Financially troubled Los Angeles County, which built the garage, went into debt to finance it, expecting that parking revenues would repay the borrowed money. But the garage was completed in 1996, and Disney Hall—which suffered from a budget less grand than its vision—became knotted in delays and didn't open until late 2003. During the seven years in between, parking revenue fell far short of debt payments (few people park in an underground structure if there is nothing above it) and the county, by that point nearly bankrupt, had to subsidize the garage even as it laid employees off. The money spent on parking shifted Disney Hall's design toward drivers and away from pedestrians. The presence of a six-story subterranean garage means most concert patrons arrive from underneath the hall, rather than from the sidewalk. The hall's designers clearly understood this, and so while the hall has a fairly impressive street entrance, its more magisterial gateway is an "escalator cascade" that flows up from the parking structure and ends in the foyer. This has profound implications for street life. A concertgoer can now drive to Disney Hall, park beneath it, ride up into it, see a show, and then reverse the whole process—and never set foot on a sidewalk in downtown LA. The full experience of an iconic Los Angeles building begins and ends in its parking garage, not in the city itself. Visitors to downtown San Francisco have a different experience. When a concert or theater performance lets out in San Francisco, people stream onto the sidewalks, strolling past the restaurants, bars, bookstores, and flower shops that are open and well-lit. For those who have driven, it is a long walk to the car, which is probably in a public facility unattached to any specific restaurant or shop. The presence of open shops and people on the street encourages other people to be out as well. People want to be on streets with other people on them, and they avoid streets that are empty, because empty streets are eerie and menacing at night. Although the absence of parking requirements does not guarantee a vibrant area, their presence certainly inhibits it. "The more downtown is broken up and interspersed with parking lots and garages," Jane Jacobs argued in 1961, "the duller and deader it becomes ... and there is nothing more repellent than a dead downtown.

Once customers can get the outcome they want, without having to worry about owning the physical assets, that’s where the demand goes, and that’s where new revenue streams are created.

At this point you may be asking, why not spend all of the recurring profit on growth? Why not, indeed? If you believe you have a big potential market and have control over your churn, you can run this play year over year, and you’re growing by 30 percent annually. And when the time comes to finally start taking profits, you’re working off a much bigger recurring revenue stream.

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

As a result, the most important recommendation for organizations of all shapes and sizes moving forward is to anticipate worst case scenarios at a minimum. Even in cases where organizations cannot or will not make some of the operational changes recommended below, the exercise of focusing on nonsoftware areas of a given business can help identify under-realized or -appreciated assets within an organization. Particularly ones for whom the sale of software has been low effort, brainstorming about other potential revenue opportunities is unlikely to be time wasted. One vendor in the business intelligence and analytics space has privately acknowledged doing just this; based on current research and projecting current trends forward, it is in the process of building out a 10-year plan over which it assumes that the upfront licensing model will gradually approach zero revenue. In its place, the vendor plans to build out subscription and data-based revenue streams. Even if the plan ultimately proves to be unnecessary, the exercise has been enormously useful internally for the insight gained into its business.

If it weren’t hysterical – if the amazing Serena Williams would really be 700th in the world if playing against men – this would mean that skill, technique and hand-eye coordination have become effectively irrelevant in tennis compared with brute strength and force. And if that’s true, John McEnroe might want to consider piping down about it, for fear of turning off the audience and jeopardising his revenue stream.

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 . . . .

FROM THE BEGINNING OF newspapers in America, the forced-servitude business was a steady part of their revenue stream.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

Don’t dress up a business as something it’s not, in order to attract a high valuation. For example, trying to conjure a technology angle (often in the form of recurring “as a service” revenue streams that emulate richly valued SaaS businesses), then characterizing the business with the customary tech “alphabet raising label” (ie series A, B or C round). While there is arguably more capital today than ever relative to the number of businesses, few investors are naïve enough to fall for this.

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

Universal was selling one out of three albums in the United States, and one out of four in the world. But it wasn’t enough: even as the music industry’s number one supplier, Universal’s overall top-line revenues had gone down. The compact disc was going obsolete, and the revenue streams that Steve Jobs had promised him from iTunes were failing to materialize. Digital sales of music accounted for 1 percent of Universal’s revenues in 2005.

Unlike traditional retailers, Amazon boasted what was called a negative operating cycle. Customers paid with their credit cards when their books shipped but Amazon settled its accounts with the book distributors only every few months. With every sale, Amazon put more cash in the bank, giving it a steady stream of capital to fund its operations and expansion.14 The company could also lay claim to a uniquely high return on invested capital. Unlike brick-and-mortar retailers, whose inventories were spread out across hundreds or thousands of stores around the country, Amazon had one website and, at that time, a single warehouse and inventory. Amazon’s ratio of fixed costs to revenue was considerably more favorable than that of its offline competitors. In other words, Bezos and Covey argued, a dollar that was plugged into Amazon’s infrastructure could lead to exponentially greater returns than a dollar that went into the infrastructure of any other retailer in the world.

Some of the revenues have simply moved elsewhere (to streaming services, say), but there is a lot of free listening. The gap between what a consumer pays and the value he or she receives from the purchase is called “consumer surplus,” and the growing prevalence of zero-priced goods and services online seems to be increasing consumer surplus.14

When you have your revenue streams set up the right way, you can be confident the dollars are rolling in no matter what

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.

Hip hop in its purest form has evolved, inspired, educated and created a lucrative independent revenue stream for what was once a poverty-stricken, hopeless class of artists.

The stunning thing about a zero-marginal-cost digital distribution system is that we forget that it could allow artists to run a nonprofit distribution cooperative and keep a far higher percentage of their revenues than they do now. YouTube takes 45 percent of the ad revenue on its site simply for running the infrastructure, without putting up production or marketing money. At worst the cost to run the infrastructure is around 5 percent, at current revenue levels, so the rest of the revenue is pure profit. What if artists ran a video and audio streaming site as a nonprofit cooperative (perhaps employing the technology in some of those free Google patents)?

regulations, wastewater was managed in treatment facilities and no longer dumped into streams. Thus, the cost of pollution was captured in the cost of oil production. indeed, clean water from these treatment facilities was sold to nearby farmers for irrigation. on the other hand, these new technologies spewed large amounts of pollutants into the air. That air pollution was viewed as a cost of doing business; its environmental costs were ignored. oil prices collapsed in the 1980s. at the same time, air-quality regulations were becoming stiffer. operations at the Kern river oil field were again tenuous. yet once again, technological innovation provided a fix. oil companies built facilities to generate electricity that were fueled by natural gas, which burns cleaner than oil. This electricity was a source of revenue. The electric facilities also supplied steam that was used to increase production from the wells. in 2000, the Kern river oil field produced nearly 40 million barrels of oil. however, this level of production could not be sustained. since then, production has fallen to less than 30 million barrels each year (Figure 15.3). since 1899, over 2 billion barrels of oil have been extracted from the Kern river oil field. scientists estimate that this field could yield another 475 million barrels. But actually producing that much oil will depend on continuing improvements in technology and high oil prices. like many of the resources upon which we depend, oil is being consumed by humans at a rate that is thousands of times faster than the rate at which it is being produced. What are the factors that influence the total amounts of such resources? how do technology and economic factors affect the availability of those resources? What are the environmental consequences of their use? These questions are central to

Average human life expectancy in North America was at an all-time high: seventy-five years.  Up significantly in the past forty years.               “But many people, particularly the baby boomers, are healthier than previous generations.  Incidences of new cancer have slowed, and less people are getting diabetes and heart disease. Or they’re getting them under control through diet, exercise, and existing medicine. “That’s all bad news for us.  The revenue from the drugs we use to treat those illnesses is steady or declining.  Worse still, many of our cash cow drugs are losing patent protection soon.  Not good for us.”               “We need new kinds of sick people.  We need new revenue streams,

digital subscribers produce a new revenue stream estimated at $160 million a year.

This sexy, enthusiastic businesswoman persona was getting me worked up. I nearly came in my boxers when she began to break down the estimated figures and revenue streams – reminding me that she had her own business degree.

Your company is likely to be set up to deliver repeatable certainty. There is a range of well-known products and services, an established business model to protect and a well-understood customer base to serve. That context is perfect for incremental innovation; there are plenty of known cause-and-effect relationships where investment risks are low and tolerance for failure is scant. And so it should be if we're doing a good job in a well-understood context. But try dropping an idea for a brand new proposition into that climate. This fledgling idea kind of makes sense on paper but it uses emerging technology that we don't really understand, serves a category of customer that we're not too familiar with, would require some support capabilities that we don't have, and would be driven by a business model that is hard to predict. That idea, 99 times out of 100, will die fast or drown by death of a thousand watering-down committees. And yet it might have been an important new revenue stream.

But my mind has a way of latching on to questions, like a dog with a bone. A wagon with a star. A Kardashian with a revenue stream. The only thing that’ll work it loose is an answer.

n family PLCs, takeovers tend to happen when there is a lack of family succession or there is a desire to realise wealth. In non-controlled PLCs, i.e. where there are no controlling or dominant shareholders who could dismiss a takeover approach out of hand, takeovers usually involve a larger company taking over a smaller one. These latter takeovers are usually driven by the pressures of globalisation, a larger PLC seeking to 'take out' a troublesome competitor or to acquire a new revenue stream through diversification, perhaps a shortcut rather than developing itself through organic growth.

In family PLCs, takeovers tend to happen when there is a lack of family succession or there is a desire to realise wealth. In non-controlled PLCs, i.e. where there are no controlling or dominant shareholders who could dismiss a takeover approach out of hand, takeovers usually involve a larger company taking over a smaller one. These latter takeovers are usually driven by the pressures of globalisation, a larger PLC seeking to 'take out' a troublesome competitor or to acquire a new revenue stream through diversification, perhaps a shortcut rather than developing itself through organic growth.

At the bare minimum, this plan should cover the following aspects that are fundamental to the success of any business: value propositions, key resources, key activities, key partners, cost structure, targeted customer segments, customer relationships, channels, and revenue streams.

First, reframe the purpose of taxes to help build social consensus for the kind of higher-tax, higher-returns public sector that has been a proven success in many Scandinavian countries. And remember, the verbal framing expert George Lakoff advises to choose your words wisely: don’t oppose tax relief—talk about tax justice. Likewise, the notion of public spending is often used by those who oppose it to evoke a never-ending outlay. Public investment, on the other hand, focuses on the public goods—such as high-quality schools and effective public transport—that underpin collective well-being.57 Second, end the extraordinary injustice of tax loopholes, offshore havens, profit shifting and special exemptions that allow many of the world’s richest people and largest corporations—from Amazon to Zara—to pay negligible tax in the countries in which they live and do business. At least $18.5 trillion is hidden by wealthy individuals in tax havens worldwide, representing an annual loss of more than $156 billion in tax revenue, a sum that could end extreme income poverty twice over.58 At the same time, transnational corporations shift around $660 billion of their profits each year to near-zero tax jurisdictions such as the Netherlands, Ireland, Bermuda and Luxembourg.59 The Global Alliance for Tax Justice is among those focused on tackling this, campaigning worldwide for greater corporate transparency and accountability, fair international tax rules, and progressive national tax systems.60 Third, shifting both personal and corporate taxation away from taxing income streams and towards taxing accumulated wealth—such as real estate and financial assets—will diminish the role played by a growing GDP in ensuring sufficient tax revenue. Of course progressive tax reforms such as these can quickly encounter pushback from the corporate lobby, along with claims of state incompetence and corruption. This only reinforces the importance of strong civic engagement in promoting and defending political democracies that can hold the state to account.

When I started my first job at the Boston weekly newspaper, I thought I’d be a journalist for the rest of my life. Back in 2000, newspapers were still extremely lucrative; they were rolling in advertising revenue. The online world was such a minor consideration that our newsroom made do with only one internet-connected computer. I had signed on to the industry at the exact moment it started its inexorable collapse, but I couldn’t see it at the time. When it comes to identifying the precise tipping point of future trends, I doubt any of us can.

Attempting to sustain GDP growth in an economy that may actually be close to maturing can drive governments to take desperate and destructive measures. They deregulate—or rather reregulate—finance in the hope of unleashing new productive investment, but end up unleashing speculative bubbles, house price hikes and debt crises instead. They promise business that they will ‘cut red tape’, but end up dismantling legislation that was put in place to protect workers’ rights, community resources and the living world. They privatise public services—from hospitals to railways—turning public wealth into private revenue streams. They add the living world into the national accounts as ‘ecosystem services’ and ‘natural capital’, assigning it a value that looks dangerously like a price. And, despite committing to keep global warming ‘well below 2°C’, many such governments chase after the ‘cheap’ energy of tar sands and shale gas, while neglecting the transformational public investments needed for a clean-energy revolution. These policy choices are akin to throwing precious cargo off a plane that is running out of fuel, rather than admitting that it may soon be time to touch down.

until the bright pliancy of human sentience—attention itself—had become the world’s most prized commodity, the very movements of our minds transformed into streams of unceasing revenue for someone, somewhere.

over those three decades, while the number of students grew by half, the amount of money they borrowed each year increased twelvefold. For the financial industry, a small revenue stream turned into a great roaring river.

Roomba, made headlines when the company’s CEO, Colin Angle, told Reuters about its data-based business strategy for the smart home, starting with a new revenue stream derived from selling floor plans of customers’ homes scraped from the machine’s new mapping capabilities. Angle indicated that iRobot could reach a deal to sell its maps to Google, Amazon, or Apple within the next two years. In preparation for this entry into surveillance competition, a camera, new sensors, and software had already been added to Roomba’s premier line, enabling new functions, including the ability to build a map while tracking its own location. The market had rewarded iRobot’s growth vision, sending the company’s stock price to $102 in June 2017 from just $35 a year earlier, translating into a market capitalization of $2.5 billion on revenues of $660 million.1 Privacy

Acquire more individual users. Retain existing individual users better. Create new revenue streams for existing individual users.

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.

Revenue Reports offers valuable insights into the revenue and income streams of individuals and businesses. Our website showcases revenue reports from various fields, including online businesses and side projects, providing visitors with a understanding of the financial performance of others. Each report on our platform contains information on the individual’s business model, revenue, and monetization.

A going concern is a business that is self-sustaining with predictable revenue streams, reasonable expenses, and adequate cash levels to pay its bills.

Video advertising revenue: More views runs more ads for more income.

But even if Congress didn’t appreciate the value of the medical profession, there were many other revenue streams that doctors, particularly specialists, could turn to, and, in short order, many did.

The plan was majestic. It contemplated two huge new dams on the Colorado River in Marble Gorge and Bridge Canyon, at opposite ends of Grand Canyon National Park. Both had been carefully situated so as not to flood the park itself—except for what the Bureau called “minor” flooding that would drown lower Havasu Creek, the canyon’s most beautiful side stream, and submerge Lava Falls, the river’s most thunderous rapid. But the park would sit inside a dam sandwich: Bridge Canyon Dam would back up water for ninety-three miles below it, entirely flooding the bottom of Grand Canyon National Monument, and Marble Gorge Dam would create a reservoir more than forty miles long right above it. The dams had one purpose—hydroelectric power—and a single objective: lots and lots of cash. They would not conserve any water, because there was none left to conserve; in some years, they would cause a net loss to the river through evaporation. They were there only to take advantage of the thousand feet of elevation loss between Glen Canyon and Hoover dams. Together, they would generate 2.1 million kilowatts of peaking power, marketable at premium rates. Later, the power revenues would finance an artificial river of rescue; for now it would pay for the other features of the plan. One of those features—actually, it was the centerpiece of the plan—was a pair of big dams on the Trinity River, in far-northern California, and a long hard-rock tunnel that would turn their water into the Sacramento River, where it would begin its journey to Los Angeles.

The financialization of municipalities, the loss of key tax revenue streams, deindustrialization, and capital flight are the causes of the fiscal crisis—not reckless public spending.

Netflix is now the eight-hundred-pound streaming gorilla. Fifty-one percent of all streaming subscriptions flow their way, earning them over $4.5 billion in annual revenue and $150 billion in market cap.

Even who works for whom is becoming unclear. Robert Reich, former U.S. secretary of labor, points out that a significant part of the labor force consists of independent contractors, free agents and others who work in company A but are actually employees of company B. “In a few years,” says Reich, “a company may be best defined by who has access to what data and who gets what portion of a particular stream of revenues over what period of time. There may be no ‘employees’ at all, strictly speaking.

The Bowie Bond, as it was known, was attractive to insurance companies, which have to make regular payments to their beneficiaries years into the future. Owning a long-term bond, like a Bowie Bond, is how they hedge risk, because they need an asset that offers a regular stream of payouts. Prudential paid $55 million and in exchange got a 7.9 percent interest payment on their principal for fifteen years.* These interest payments were financed by the income generated by royalties from Bowie’s albums recorded before 1990. If for some reason the music did not generate enough revenue (and exhausted a reserve fund), Bowie’s catalog would be owned by Prudential. But that did not happen, since the income from music royalties is fairly stable for older artists with established catalogs.

This is possible, in part, because the structure of exponential organizations is very different. Rather than utilize armies of employees or large physical plants, twenty-first-century start-ups are smaller organizations focused on information technologies, dematerializing the once physical and creating new products and revenue streams in months, sometimes weeks. As a result, these lean start-ups are the small furry mammals competing with the large dinosaurs—meaning they’re one asteroid strike away from world dominance.

No. I wouldn’t see what Mary saw until I’d been witness to the untimely decline of a generation of colleagues exhausted by the demands of jobs that never paid them enough, drowning in debt to care for children riddled with disorders that couldn’t be cured; and the cousins—and the best friend from high school—who ended up in shelters or on the street, tossed out of houses they could no longer afford; and until the near-dozen suicides and overdoses of fortysomething childhood classmates in a mere space of three years; and the friends and family medicated for despair, anxiety, lack of affect, insomnia, sexual dysfunction; and the premature cancers brought on by the chemical shortcuts for everything from the food moving through our irritable bowels to the lotions applied to our sun-poisoned skins. I wouldn’t see it until our private lives had consumed the public space, then been codified, foreclosed, and put up for auction; until the devices that enslave our minds had filled us with the toxic flotsam of a culture no longer worthy of the name; until the bright pliancy of human sentience—attention itself—had become the world’s most prized commodity, the very movements of our minds transformed into streams of unceasing revenue for someone, somewhere. I wouldn’t see it clearly until the American Self had fully mastered the plunder, idealized and legislated the splitting of the spoils, and brought to near completion the wholesale pillage not only of the so-called colony—how provincial a locution that seems now!—but also of the very world itself. In short, I wouldn’t see what she saw back then until I’d failed at trying to see it otherwise, until I’d ceased believing in the lie of my own redemption, until the suffering of others aroused in me a starker, clearer cry than any anthem to my own longing.

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.

As public funding has been cut and cut again, universities have come to rely on increased use of patents and control of knowledge for revenue streams, and on corporate branding and influence. This market-driven, privatized approach to funding higher education has in turn created an administrative style catering to commercialization—with presidents making the big dollars and academics and educators being relegated to the role of workers in the corporate university. The heightened commercialism is changing the approach, tenor and focus of these institutions and their faculties, and the experiences of their students, as institutional goals are shifted away from higher education’s traditional core commitment to research, teaching, and the production of public knowledge.

Another, less obvious benefit to this model is that once a subscription business achieves scale, the predictability of its revenue streams allows it to be more aggressive with long-term investments, since it isn’t obliged to maintain large cash balances to weather short-term variations in the business.

DVD technology allowed Netflix to create a completely new business model. Rather than renting out individual movies and being charged exorbitant late fees if they failed to return the VHS tape in time, Netflix customers paid $20 per month for a subscription to “unlimited” movies—provided they checked out just one movie at a time. This allowed Netflix to eliminate Blockbuster’s widely loathed late fees and capture the powerful and certain revenue stream from the proven model of a subscription service. Netflix took off, and even went public as a DVD-by-mail service. But Hastings never lost sight of his ultimate vision for Netflix—on-demand television delivered via the Internet

The MS City of New York commanded by Captain George T. Sullivan, maintained a regular schedule between New York City and Cape Town, South Africa until the onset of World War II when on March 29, 1942 she was attacked off the coast of Cape Hatteras, North Carolina by the German submarine U-160 commanded by Kapitänleutnant Georg Lassen. The torpedo struck the MS City of New York at the waterline under the ship’s bridge instantly disabling her. Surfacing the U-boat circled the crippled ship making certain that all of the crew had a chance to abandon ship. In all four lifeboats were lowered holding 41 passengers, 70 crewmen and 13 officers. The armed guard stayed behind but considering the fate of those in the lifeboats did not fire on the submarine. At a distance of about 250 yards the submarine fired a round from her deck gun striking the hapless vessel on the starboard side at the waterline, by her number 4 hold. It took 20 minutes for the MS City of New York to sink stern first. The nine members of the armed guard waited until the water reached the ships after deck before jumping into the water. The following day, a U. S. Navy PBY Catalina aircraft was said to have searched the area without finding any survivors. 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, formally a seagoing tugboat and revenue cutter, now operated by the U.S. Coast Guard. All of the survivors were taken to the U.S. Naval Base in Norfolk, Virginia. Almost two weeks later, on 11 April, a U.S. Army bomber on its way to Europe, located the forth boat at 38°40N/73°00W having been carried far off shore by the Gulf Stream. The lifeboat contained six passengers, four women, one man and a young girl plus 13 crew members. Two of the women died of exposure. The eleven survivors and two bodies (the mother of the child and the armed guard) were picked up by the U.S. Coast Guard Cutter CG-455 and were brought to Lewes, Delaware. The final count showed that seven passengers, one armed guard and 16 crewmen died.

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.

Here’s a compelling quote from Scott Pezza of Blue Hill Research on the topic: If you currently sell products that collect some sort of data (or could be retrofitted to do so) and there is someone out in the world who would find that data valuable, IoT is a new revenue source for you. If you sell physical products that degrade or need to be serviced, IoT means you can offer remote monitoring services, or preventative maintenance services—new revenue streams. In the alternative, you can increase the attractiveness (and value) of those products by giving customers the ability to conduct that monitoring and maintenance themselves. If you sell services that could be expanded if you only had access to more data, it’s new money. And if you sell technology to help sense conditions, facilitate secure communications, conduct analysis, manage service provisioning and billing, or forecast and plan revenue—this market is going to need you.

In two years of research the best example of self-disruption I can find is Netflix. Netflix’s transition to streaming from DVD rental by mail was not nearly as smooth as many would like to remember it, but in hindsight it appears genius. Netflix was founded in 1997 as a DVD mail service and pretty rapidly rose to take huge market share from local video stores who could not compete with its vast range of titles. People soon appreciated the appeal of no late fees, the ability to have several movies out at the same time, as well as its unlimited consumption tariff. Always keen to keep abreast of the latest technology, in 2007 Netflix spent about $40 million to build data centres and to cover the cost of licensing for the initial streaming titles (Rodriguez, 2017). When internet speeds allowed, it introduced streaming as an additional service for its existing subscribers. Monthly fees remained the same, but those with more expensive tariffs were given access to more hours of streamed content. While it added something for free, it also helped give people a reason to upgrade to more expensive plans. Growth was impressive, the video libraries of streamed content rose, the share price rose impressively from $3 in 2007 to over $42 in 2011, and life was good. In September 2011 Netflix made a very bold move. It created two tariffs, and moved all its US subscribers onto two separate plans: the original DVD-by-mail service was to be called Qwikster; the other was a streaming service for a lower monthly fee. The market was shocked, and by December the stock price was below $10 and the company was in pieces. The company rapidly lost higher revenue DVD subscribers and within nine months profits were down by 50 per cent (Steel, 2015). And yet slowly things changed. First, the lower prices suddenly appealed to a much wider market, bringing in far more paying customers, allowing Netflix to buy more content and to slowly raise prices. Then Netflix started making its own original content, clearing out global streaming rights, and then at a flick of a switch it was able to expand globally. If Netflix had not disrupted itself it would be a very different company. It would rely on a massive physical distortion system, with very high costs. It would probably have lost out massively to YouTube and would have withered away as a mail-order DVD supplier. Instead, Netflix’s share price is now nearly $200, five times more than it was when it bravely self-disrupted, it operates in 190 countries, makes nearly $9 billion in revenue from over 110 million customers (Feldman, 2017). Today DVDs represent only 4 per cent of Netflix’s users. It seems that in 2011, when Wall Street was demanding the resignation of Reed Hastings for reinventing the business, they were wrong. From this you can see the pressure this approach places on leaderships, the confidence you need to have, the degree to which this antagonizes the market and everyone around you. This move takes balls. The confidence, conviction, and aggression, to change before you have to create your own future, is remarkable.

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.

Why is owning equity in a business important to becoming rich? It’s ownership versus wage work. If you are paid for renting out your time, even lawyers and doctors, you can make some money, but you’re not going to make the money that gives you financial freedom. You’re not going to have passive income where a business is earning for you while you are on vacation. [10] This is probably one of the most important points. People seem to think you can create wealth—make money through work. It’s probably not going to work. There are many reasons for that. Without ownership, your inputs are very closely tied to your outputs. In almost any salaried job, even one paying a lot per hour like a lawyer or a doctor, you’re still putting in the hours, and every hour you get paid. Without ownership, when you’re sleeping, you’re not earning. When you’re retired, you’re not earning. When you’re on vacation, you’re not earning. And you can’t earn nonlinearly. If you look at even doctors who get rich (like really rich), it’s because they open a business. They open a private practice. The private practice builds a brand, and the brand attracts people. Or they build some kind of a medical device, a procedure, or a process with an intellectual property. Essentially, you’re working for somebody else, and that person is taking on the risk and has the accountability, the intellectual property, and the brand. They’re not going to pay you enough. They’re going to pay you the bare minimum they have to, to get you to do their job. That can be a high bare minimum, but it’s still not going to be true wealth where you’re retired but still earning. [78] Owning equity in a company basically means you own the upside. When you own debt, you own guaranteed revenue streams and you own the downside. You want to own equity. If you don’t own equity in a business, your odds of making money are very slim. You have to work up to the point where you can own equity in a business. You could own equity as a small shareholder where you bought stock. You could also own it as an owner where you started the company. Ownership is really important. [10]

The British record industry earned £519.7m overseas last year, the highest figure on record. Export revenues for music in 2020 grew by 6% compared to 2019, aided by the "explosive growth of music streaming", said record label association the BPI. One in 10 tracks streamed globally hail from the UK, with 300 British artists receiving 100 million streams or more. According to the BPI, the UK is still the largest exporter of music in the world, after the USA - but its share of the global market has dropped from 17% in 2015 to 10% last year. 12 “In 2019 arts and culture contributed £10.47 billion to the UK economy. This corresponds to 0.5% of total UK economic output. There were an estimated 226,000 jobs in the arts and culture sector in 2019, 40% of these were based in London”13

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