Does the language we speak determine how healthy and rich we will be? New research by Keith Chen of Yale Business School suggests so. The structure of languages affects our judgments and decisions about the future and this might have dramatic long-term consequences.
There has been a lot of research into how we deal with the future. For example, the famous marshmallow studies of Walter Mischel and colleagues showed that being able to resist temptation is predictive of future success. Four-year-old kids were given a marshmallow and were told that if they do not eat that marshmallow and wait for the experimenter to come back, they will get two marshmallows instead of one. Follow-up studies showed that the kids who were able to wait for the bigger future reward became more successful young adults.
Resisting our impulses for immediate pleasure is often the only way to attain the outcomes that are important to us. We want to keep a slim figure but we also want that last slice of pizza. We want a comfortable retirement, but we also want to drive that dazzling car, go on that dream vacation, or get those gorgeous shoes. Some people are better at delaying gratification than others. Those people have a better chance of accumulating wealth and keeping a healthy life style. They are less likely to be impulse buyers or smokers, or to engage in unsafe sex.
By all counts and measures, Bradley Smith is an unequivocal business success. He’s CEO of Rescue One Financial, an Irvine, California-based financial services company that had sales of nearly $32 million last year. Smith’s company has grown some 1,400 percent in the last three years, landing it at No. 310 on this year’s Inc. 500. So you might never guess that just five years ago, Smith was on the brink of financial ruin–and mental collapse.
CrossFit is a fitness lifestyle that has taken the world by storm over the last few years. In some ways, it’s a throwback to old-fashioned fitness, using moves that incorporate cardio activity with strength training moves like pull-ups and push-ups. From garage set-ups to larger spaces, CrossFit “boxes” as CrossFitters like to call them are popping up all over.The brand has grown exponentially, with no advertising. People are addicted.CrossFit is the perfect example of a stripped-to-the-bone strategy for cult branding
eBay has been one of the largest advertisers on Google, but that might not be the case for much longer. It decided to do an A-B split test to determine how many of those clicks they would have eventually seen even without those paid placements; even going so far as to go dark in 30 market areas to provide a control. In a study conducted with eBay Labs along including fancy degree holders from Berkeley and U. Chicago, it showed that it only made back about 25 cents on the dollar spent.
The study shows that brand ads – and by that they mean ads that focus on the brand names of the products to be theoretically purchased, rather than “branding” ads – can be efficiently effective for potential new users to the retailer, but tend to be unnecessary for those who are already familiar with the retailer. eBay, more than most, would suffer from a high familiarity ratio, thus making its relative efficiency low.
One thing the full version of the study appears to miss, however, is that very high clickthrough rate experienced by an ad due to a specific brand reference that is common to the search term may have another financial benefit to the advertiser: increasing the “quality score” of the ad campaign, and thus reducing the expense of other clicks in the campaign.
eBay bids on a universe of more than 170 million keywords. It spends more than $50 million a year on online advertising.
Most small businesses never reach $1 million in annual sales. Instead, they struggle just to survive. Of businesses started in 2004, barely more than half — 56 percent — were still around in 2009, a study from the Ewing Marion Kauffman Foundation found.
In fact, cracking the $1 million barrier at any point in a company’s lifetime is a major achievement. U.S. Census data from 2007 shows that more than three-quarters of the country’s 6 million firms with employees made less than $1 million in revenue. And most solopreneur businesses don’t earn anywhere near that much: According to IRS data for 2008, the average solo business brought in less than $60,000.
All in the family: Brig Sorber and his mother, Mary Ellen Sheets.
Brig and Jon Sorber are definitely mama’s boys, at least when it comes to their moving franchise, Two Men and a Truck. During high school in the early 1980s, the brothers borrowed a 12-foot step van from their mother, Mary Ellen Sheets (she’d been using it in her spare time to buy furniture at auctions and estate sales). Once they had a set of wheels, they were able to do moves for small houses and apartments in the Lansing, Mich., area. But when they left for college, the brothers thought their days of wrestling couches were over.
Mama Sheets had other ideas. “She kept getting calls for jobs and asked if she could hire guys to keep the business going,” says Brig Sorber, now CEO of the franchise. “And she did. We’d jump back on the trucks during Christmas and summer vacations. One summer we came home and there was a brand-new truck in the driveway. We thought, Uh-oh, there goes all our beer money.”
In fact, that truck was their future. Over the next two decades, Sheets, who now serves on the board, and her boys built Two Men and a Truck into a 228-unit, nationwide franchise with more than 1,400 trucks. But unlike many successful franchises, which are created with franchising in mind from the start, the team behind Two Men and a Truck had to make the transition through trial and error.
Fortune — When the founders of Blue Man Group decided to get bald and blue, they had no idea that shooting goo out of their chests and teaching fractal geometry would turn into two decades of fun and a multimillion-dollar show business enterprise. Today an average of 60,000 people a week attend Blue Man Group performances in six cities around the world — not including the touring shows — at an average ticket price of $59, or roughly $3.54 million in revenue a week from sellouts. Co-founders Matt Goldman, 51, Phil Stanton, 52, and Chris Wink, 51, continue to write and produce the shows, perform for special events — and have no thoughts of retiring. Their story: