What is PeopleAnalyst?

PeopleAnalyst is the front door for people-analytics research: 205+ works indexed and profiled, 40+ citation-grade findings extracted, and peer-reviewed behavioral science translated from academic to actionable — the missing manual for the people analytics you always meant to do.

What is people analytics?

People analytics is not a dashboard. It is behavioral science and statistical inference applied to workforce decisions — a discipline with its own methodology, spanning measurement, organizational design, talent, leadership, and analytics craft.

Why does AI in HR need measurement science?

AI is being deployed in high-stakes people decisions — hiring, performance, attrition — without the measurement science to evaluate whether it works or whom it harms. Construct validity, effect sizes, and criterion validity are the vocabulary for asking an AI vendor the right questions.

How is the research made accessible?

The evidence is indexed and searchable: 205+ works, 40+ citation-grade insight cards, and 8 research arcs, so the right finding reaches the right decision at the right time.

What separates good people measurement from assertion?

Good measurement has a method: construct validity, reliability, and effect-size interpretation are not optional — they are what separates evidence from assertion.

library / lib9774cc9ea29ec714

The $100 Startup

In a sentence

A practical blueprint showing how ordinary people build profitable microbusinesses on tiny budgets by converging personal passion or skill with what other people will pay for.

Drawing on a multiyear study of more than 1,500 unexpected entrepreneurs (narrowed to over 100 detailed case studies), The $100 Startup argues that you don't need an MBA, venture capital, employees, or a long business plan to escape traditional employment and create a life of freedom. Chris Guillebeau distills the patterns of people who turned hobbies and skills into businesses earning $50,000 or more—often started for less than $100—into an actionable, customizable system: find the convergence of passion and usefulness, give people what they actually want, craft a compelling offer, launch with a story, hustle through relationships, and tweak your way to higher income. With real numbers, one-page templates, and candid failure-and-recovery stories, the book reframes risk (a job may be riskier than self-employment) and positions value-creation as the surest route to personal freedom.

The four lenses

Science
Statistics
Systems
Strategy

Create Business Infrastructure

To establish a foundational infrastructure for business operations, enabling remote work and efficient management of logistics.

When to use: During the initial setup of a business or when transitioning a physically-located business to a remote or location-independent model.

Step 1Identify key components necessary for remote operations.
Entry: A decision has been made to operate the business remotely or to systematize core operations.
Exit: A list of required operational components is finalized.
- Which business functions are critical to systematize or manage remotely?
In: Business operational requirements · Out: List of required software and systems
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Step 2Research and select appropriate tools and partners.
Entry: A list of required components is available.
Exit: All necessary tools and partners have been selected and contracted.
- Which specific software vendor or logistics partner offers the best value and functionality?
In: List of required software and systems, Budget constraints · Out: Selected software subscriptions, Partnership agreements
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Step 3Set up and configure the selected systems and logistics.
Entry: Tools and partners have been selected.
Exit: The operational infrastructure is fully configured.
In: Selected software subscriptions, Partnership agreements · Out: Configured operational systems
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Step 4Test the infrastructure to ensure seamless integration.
Entry: The infrastructure is configured.
Exit: Successful end-to-end test of the operational flow.
In: Configured operational systems · Out: Validated operational workflow
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Step 5Transition to the new model and monitor performance.
Entry: The operational workflow has been validated.
Exit: The business is operating successfully on the new infrastructure.
In: Validated operational workflow · Out: A fully operational remote business framework
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Develop a Pricing Strategy

To establish an effective pricing model that maximizes revenue and aligns with the value delivered to customers.

When to use: When launching a new product, entering a new market, or re-evaluating the profitability of existing offerings.

Step 1Price your product based on the benefits it provides, not the cost to produce it.
Entry: A product or service is defined.
Exit: An initial price point based on value is determined.
- What is the primary benefit the customer receives?
- How much is that benefit worth to the customer?
In: Product/service definition, Understanding of customer needs and perceived value · Out: Value-based price point
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Step 2Offer a limited range of prices to guide customer choice.
Entry: A baseline value-based price has been established.
Exit: A set of 2-3 pricing tiers is defined.
- How many pricing tiers to offer?
- What features or benefits differentiate each tier?
In: Understanding of market segments, Product feature list · Out: Tiered pricing model
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Step 3Consider establishing a recurring revenue model.
Entry: Product or service can be delivered on an ongoing basis.
Exit: A recurring revenue model and price are defined.
- Can the product be adapted for a subscription model?
- What is a sustainable price for ongoing access?
In: Service or product suitable for recurring delivery · Out: Subscription pricing plan
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Step 4Conduct pricing experiments to find the optimal price point.
Entry: A baseline pricing model is in place and generating sales.
Exit: Data-driven insight into the most profitable price point.
- Which price points should be tested?
- Should the price be raised or lowered based on results?
In: Marketing materials, Sales tracking system, A/B testing tool · Out: Optimized pricing strategy, Data on price elasticity
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Executing a Product Launch

To build market anticipation and execute a comprehensive, step-by-step plan for launching a new product to maximize engagement and sales.

When to use: When introducing a new offering to the market.

Step 1Define the launch strategy and goals.
Entry: A product is ready for market.
Exit: A clear launch plan with goals and incentives is documented.
- What bonuses or rewards will be offered to early buyers?
- What are the specific financial goals for the launch?
In: Finalized product details, Target audience profile · Out: Launch strategy document, List of early-bird incentives
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Step 2Build pre-launch anticipation.
Entry: Launch strategy is defined.
Exit: Audience is aware of and anticipating the upcoming launch.
- How much information to disclose at each stage of the pre-launch campaign?
In: Launch strategy document, Communication channels (email list, social media) · Out: Pre-launch announcements and content
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Step 3Prepare all launch assets and technical systems.
Entry: Pre-launch campaign is underway.
Exit: All marketing assets and technical systems are ready and tested.
In: Product information, Marketing copy, Website platform, Payment processor · Out: Finalized sales materials, Tested and functional order process
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Step 4Engage partners and amplify reach.
Entry: Launch assets are ready.
Exit: Partners and affiliates are equipped and ready to promote the launch.
In: List of affiliates and media contacts, Promotional materials · Out: Outreach emails to partners
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Step 5Execute the final pre-launch sequence.
Entry: All systems and assets are ready.
Exit: Final checks are complete and audience is primed for the launch.
- What is the optimal timing for the launch based on audience preferences?
In: Email list, Social media accounts · Out: Final reminder communications
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Step 6Officially launch the product.
Entry: Pre-launch sequence is complete.
Exit: The product is officially available for sale.
In: Launch message, Live order page link · Out: Launch announcements
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Step 7Manage the post-launch phase.
Entry: Product has been launched.
Exit: Initial post-purchase engagement is complete.
In: List of buyers, Customer feedback channels · Out: Thank-you emails, Customer feedback, Post-launch content
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Step 8Review launch performance and celebrate.
Entry: The launch sales window has closed.
Exit: Launch performance is analyzed and documented.
In: Sales data, Launch goals · Out: Launch performance report, Lessons learned for future launches
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Develop and Execute a Promotion Plan

To create and maintain a consistent, multi-faceted marketing and promotion schedule to build relationships, increase visibility, and drive business growth.

When to use: As a continuous process after a business or product has been launched to maintain momentum and grow the audience.

Step 1Build a promotional network from your personal contacts.
Entry: A project or product is ready for promotion (at least in beta).
Exit: Initial outreach to personal network is complete.
- Who to include in the contact list based on relevance and potential impact.
In: A compelling project/product, List of personal and professional contacts · Out: Increased initial awareness and support
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Step 2Structure a one-page promotion plan with a regular cadence.
Entry: A need for structured, ongoing promotion is identified.
Exit: A documented plan with scheduled activities is created.
- What frequency and type of engagement is sustainable for the business?
In: List of marketing channels (social media, email), Customer database · Out: One-page promotion plan/calendar
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Step 3Execute daily 'hustle' activities.
Entry: The promotion plan is active.
Exit: Daily engagement tasks are completed.
- Which platforms to focus on for daily engagement?
In: Scheduled time block, Social media accounts · Out: Strengthened community relationships, Enhanced project visibility
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Step 4Execute weekly promotional activities.
Entry: The promotion plan is active.
Exit: Weekly outreach and follow-up tasks are completed.
In: List of peers and partners, List of prospects · Out: Joint promotion opportunities, Nurtured leads
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Step 5Execute monthly engagement and planning.
Entry: The promotion plan is active.
Exit: Monthly customer check-ins are completed.
In: Customer database · Out: Increased customer loyalty, Feedback for improvement
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Step 6Incorporate strategic giving and referrals into your plan.
Entry: An active customer base exists.
Exit: A system for strategic giving and referral generation is in place.
- What referral incentives to offer?
- Which influencers or clients to target for strategic giving?
In: Understanding of client needs, Quality service delivery · Out: Increased loyalty and goodwill, Expanded client base through word-of-mouth
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Increase Website Traffic

To attract more potential customers to a business's website or online presence.

When to use: When a business has a stable offering but needs more visibility and a larger pool of potential customers.

Step 1Assess current traffic levels and identify the target audience.
Entry: A business website or online presence exists.
Exit: Baseline traffic metrics are documented and target audience channels are identified.
In: Website analytics data, Customer demographics · Out: Traffic baseline report, List of target marketing channels
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Step 2Create and implement strategies to drive traffic.
Entry: Target channels are identified.
Exit: Traffic-driving campaigns are launched.
- Which marketing channels to prioritize based on potential ROI?
- What type of content will be most effective for the target audience?
In: List of target marketing channels, Content creation tools, Marketing budget · Out: Published content, Active advertising campaigns
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Step 3Monitor traffic metrics to evaluate effectiveness.
Entry: Campaigns are active.
Exit: Performance data is being collected and reviewed regularly.
In: Website analytics tools · Out: Traffic performance reports
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Step 4Adjust and optimize strategies based on performance data.
Entry: Performance data is available.
Exit: Marketing strategies are refined for better performance.
- Which campaigns should receive more budget?
- Which strategies should be discontinued?
In: Traffic performance reports · Out: Optimized traffic generation plan
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Optimize Conversion Rate

To improve the percentage of website visitors who take a desired action, such as making a purchase or signing up for a newsletter.

When to use: When a website is receiving traffic but is not generating enough leads or sales.

Step 1Establish a baseline conversion rate.
Entry: The website or page is receiving consistent traffic.
Exit: The current conversion rate is documented.
In: Website analytics data · Out: Baseline conversion rate metric
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Step 2Create variations of elements to test.
Entry: A baseline conversion rate is established.
Exit: One or more test variations are created.
- Which element is most likely to have the biggest impact on conversion?
In: Hypothesis for improvement, Content creation tools · Out: Alternative page/element versions
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Step 3Implement A/B testing to compare the variations.
Entry: Test variations are ready.
Exit: An A/B test is running and collecting data.
In: Control and variation versions, A/B testing tool · Out: Live A/B test
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Step 4Analyze the results to determine the winning variation.
Entry: The A/B test has concluded.
Exit: A winning variation is identified based on data.
- Is the result statistically significant enough to declare a winner?
In: A/B test results data · Out: Test analysis report
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Step 5Implement the winner and repeat the process.
Entry: A winning variation has been identified.
Exit: The winning variation is live and a new test is being planned.
In: Winning variation · Out: Improved baseline conversion rate
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Enhance Average Sales Price

To increase the average revenue generated per customer transaction through upselling and cross-selling.

When to use: When a business has a steady stream of transactions and wants to increase revenue without acquiring new customers.

Step 1Identify potential upsell and cross-sell opportunities.
Entry: The business has existing products and sales data.
Exit: A list of potential upsell and cross-sell pairings is created.
- Which products are most logically paired for a cross-sell?
- What is a compelling reason for a customer to upgrade to a higher-priced item (upsell)?
In: Product catalog, Customer purchase history data · Out: List of upsell/cross-sell opportunities
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Step 2Develop and implement engaging offers at key customer touchpoints.
Entry: Upsell/cross-sell opportunities are identified.
Exit: Offers are live on the website or in the sales process.
- Where in the customer journey is the best place to present the offer?
In: List of upsell/cross-sell opportunities, Website platform capabilities · Out: Live upsell/cross-sell offers
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Step 3Monitor the impact on average sales price.
Entry: Offers have been live long enough to collect data.
Exit: The impact of the offers on key metrics is understood.
In: Sales and analytics data · Out: Performance report on upsell/cross-sell offers
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Step 4Adjust and refine offers based on customer response.
Entry: Performance data is available.
Exit: Offers are optimized for maximum effectiveness.
- Which offers should be kept, changed, or removed?
In: Performance report · Out: Refined upsell/cross-sell strategy
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Drive Repeat Sales from Existing Customers

To increase revenue and customer lifetime value by encouraging existing customers to make additional purchases.

When to use: When a business has established a customer base and wants to focus on retention and lifetime value as a growth strategy.

Step 1Compile and segment the existing customer list.
Entry: A business has a history of customer transactions.
Exit: A segmented customer database is created.
- What are the most meaningful segments for targeting (e.g., by product category, by customer value)?
In: Customer database or CRM, Sales records · Out: Segmented customer lists
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Step 2Develop promotional strategies tailored to customer segments.
Entry: Customer lists are segmented.
Exit: A set of targeted promotional offers is developed.
- What type of offer (e.g., discount, early access, free shipping) will be most appealing to each segment?
In: Segmented customer lists, Product catalog · Out: Targeted promotional campaigns
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Step 3Craft and implement personalized outreach communications.
Entry: Targeted promotions are developed.
Exit: Outreach campaigns are sent to customer segments.
- What is the best timing and frequency for follow-up communications?
In: Targeted promotional campaigns, Marketing communication tools (e.g., email service provider) · Out: Personalized marketing messages
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Step 4Evaluate the performance of repeat sales initiatives.
Entry: Campaigns have been running long enough to generate data.
Exit: The effectiveness of the repeat sales initiatives is understood.
In: Sales data, Marketing analytics · Out: Campaign performance report
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Diversify Service Offerings

To create new revenue streams and meet evolving customer needs by expanding the range of services offered.

When to use: When a business has a stable core offering and identifies unmet customer needs that align with its expertise.

Step 1Evaluate existing offerings and identify complementary opportunities.
Entry: A business has an established market presence.
Exit: A list of potential new service ideas is generated.
- What problems do our customers have that our current products don't solve?
In: Market analysis, Customer feedback, Data on existing product performance · Out: List of potential new services
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Step 2Develop an outline for the new service.
Entry: A promising new service idea has been selected.
Exit: A complete service plan is documented.
- What is the best pricing model for this service (e.g., hourly, project-based, retainer)?
- Does the business have the capacity to deliver this service effectively?
In: Selected service idea · Out: New service outline and business case
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Step 3Launch and promote the new service.
Entry: The new service is fully developed and ready for delivery.
Exit: The new service is launched and being actively promoted.
In: New service plan, Marketing channels · Out: Launched new service, Promotional campaigns
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Step 4Monitor uptake and gather feedback for improvement.
Entry: The new service has been launched.
Exit: The service is being continuously improved based on market feedback.
In: Sales data, Customer feedback · Out: Performance report for the new service, Action plan for improvements
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Manage and Improve Business Operations

To establish a disciplined routine for monitoring business health, making continuous improvements, and fostering proactive growth.

When to use: As a regular, ongoing practice to ensure the business remains healthy, efficient, and adaptable.

Step 1Establish a daily business improvement ritual.
Entry: The business is operational.
Exit: Proactive growth activities are a consistent part of the daily schedule.
- What is the most critical area of the business to focus on for improvement today?
In: A quiet, distraction-free space, A clear agenda of improvement activities · Out: New ideas for products or partnerships, Solutions to chronic business problems
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Step 2Monitor key business health metrics.
Entry: Key performance indicators (KPIs) for the business have been identified.
Exit: Daily metrics are being tracked and reviewed.
- Which one or two metrics best represent the daily health of the business?
In: Access to business data (sales, leads, etc.), Tracking tool (spreadsheet, dashboard) · Out: Daily snapshot of business performance
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Step 3Conduct a regular, comprehensive business audit.
Entry: The business has been operating long enough to generate performance data.
Exit: A thorough review of business operations is completed and action items are identified.
- Does the pricing need to be adjusted?
- Which marketing strategies are most effective and warrant more investment?
In: Sales data, Customer feedback, Marketing materials · Out: Business audit report, Action plan for improvements
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Step 4Maintain an updated list of future opportunities.
Entry: The business audit process is established.
Exit: An 'opportunity register' is actively maintained.
In: Ideas from brainstorming sessions and audits · Out: A documented list of growth opportunities
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Outsource Tasks for Scaling

To delegate non-core tasks to contractors or employees, enabling the entrepreneur to increase efficiency, scale operations, and focus on strategic business functions.

When to use: When the business workload exceeds the founder's capacity, preventing focus on high-value activities like business development and strategy.

Step 1Identify specific tasks that can be outsourced.
Entry: The business owner's workload is unsustainable or limiting growth.
Exit: A clear list of tasks suitable for delegation is created.
- Which tasks are core to the business strategy vs. which are operational and can be delegated?
In: Analysis of business operations, Founder's time log · Out: List of tasks to be outsourced
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Step 2Hire contractors or employees to handle the identified tasks.
Entry: Tasks for outsourcing have been identified.
Exit: Suitable individuals or firms are hired.
- Is a contractor or a full-time employee a better fit for the role and budget?
In: List of tasks to be outsourced, Financial resources for hiring · Out: Hired contractors or employees
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Step 3Develop clear communication channels and defined responsibilities.
Entry: Team members have been hired.
Exit: Roles are clearly defined and communication systems are in place.
In: Job descriptions · Out: Documented responsibilities, Communication plan
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Step 4Monitor the performance of outsourced work.
Entry: Outsourced work is in progress.
Exit: A system for quality control and performance management is active.
In: Completed work from outsourced team · Out: Performance reviews, Quality assurance checks
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Step 5Adjust team size according to workload.
Entry: The business experiences fluctuations in demand.
Exit: The team size is dynamically managed to match the current workload.
- When to scale the team up or down based on market needs?
In: Sales forecasts, Workload data · Out: An agile, scalable team
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Pitch for Support After Rejection

To equip entrepreneurs with a strategy to successfully re-approach decision-makers for support (e.g., funding) after an initial rejection.

When to use: After receiving a rejection for a critical business need, such as a bank loan, and believing the decision was incorrect or can be overturned.

Step 1Analyze the feedback from the initial rejection.
Entry: A rejection has been received.
Exit: The reasons for the rejection are clearly understood.
In: Rejection notice, Feedback from decision-makers · Out: Analysis of rejection reasons
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Step 2Revise the approach and refine the business proposal.
Entry: Rejection reasons have been analyzed.
Exit: A revised, stronger business proposal is created.
In: Analysis of rejection reasons, Original business proposal · Out: Refined business proposal
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Step 3Engage the decision-makers for a follow-up meeting.
Entry: The proposal has been refined.
Exit: A follow-up meeting is scheduled.
In: Refined business proposal · Out: Scheduled meeting
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Step 4Deliver the revised pitch with passion and conviction.
Entry: A follow-up meeting is scheduled.
Exit: The revised pitch has been delivered.
In: Refined business proposal, Compelling narrative · Out: A persuasive presentation
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A candidate measure

The $100 Startup — derived measurement candidates

Convergence of Passion/Skill and Market Demand

self-rated passion/skill; keyword search volume and relevance; number of pre-launch willingness-to-pay responses