[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"nav-categories":3,"article-u-s-business-leaders-maintain-optimism-for-2026-revenue-growth":66,"article-ads":232},{"data":4},[5,53,60],{"name":6,"slug":7,"categories":8},"Tech","tech",[9,13,17,21,25,29,33,37,41,45,49],{"id":10,"title":11,"slug":12},17,"Branding","branding",{"id":14,"title":15,"slug":16},19,"Marketing","marketing",{"id":18,"title":19,"slug":20},20,"Work","work",{"id":22,"title":23,"slug":24},34,"Community","community",{"id":26,"title":27,"slug":28},21,"For newbies","for-newbies",{"id":30,"title":31,"slug":32},24,"Investment","investment",{"id":34,"title":35,"slug":36},22,"Finance","finance",{"id":38,"title":39,"slug":40},28,"Technology","technology",{"id":42,"title":43,"slug":44},32,"Artificial Intelligence","artificial-intelligence",{"id":46,"title":47,"slug":48},26,"Security and protection","security-and-protection",{"id":50,"title":51,"slug":52},31,"YouTube Blog","youtube-blog",{"name":54,"slug":55,"categories":56},"News","news",[57],{"id":58,"title":54,"slug":59},18,"quasanews",{"name":61,"slug":62,"categories":63},"Business","business",[64],{"id":65,"title":61,"slug":62},16,{"post":67,"published_news":95,"popular_news":146,"categories":218},{"title":68,"description":69,"meta_title":70,"meta_description":71,"meta_keywords":72,"text":73,"slug":74,"created_at":75,"publish_at":76,"formatted_created_at":77,"category_id":65,"links":78,"view_type":83,"video_url":84,"views":85,"likes":86,"lang":87,"comments_count":86,"category":88},"U.S. Business Leaders Maintain Optimism for 2026 Revenue Growth","Surveys show 73% of U.S. business leaders expect revenue increases and 64% higher profits in 2026 despite AI and economic uncertainties.","Business Leaders' 2026 Revenue Growth Expectations","Survey data shows strong optimism among U.S. business leaders for 2026 revenue and profits, with details on workforce and challenges.","2026 business outlook, revenue growth expectations, business leaders optimism, AI workforce impact, economic challenges 2026, midsize companies, profit projections, H2 business planning","\u003Cp>Surveys show that \u003Ca href=\"https://www.jpmorgan.com/insights/markets-and-economy/business-leaders-outlook/2026-us-business-leaders-outlook\" target=\"_blank\" rel=\"nofollow noopener\">73% of U.S. business leaders expect revenue increases and 64% higher profits in 2026\u003C/a> despite AI and economic uncertainties.\u003C/p>\u003Cp>This level of optimism provides a basis for midsize companies to plan their second half activities with a focus on internal growth opportunities.\u003C/p>\u003Ch3>Executive Summary of 2026 Outlook\u003C/h3>\u003Cp>The 2026 Business Leaders Outlook survey reveals that midsize U.S. business leaders are maintaining a positive stance on their financial prospects for the year. The data indicates steady expectations compared to the prior period, highlighting resilience in volatile conditions. Workforce expansion plans coexist with technology integration efforts. Company specific optimism surpasses broader economic views, directing attention to internal controls. These findings originate from a primary survey of midsize U.S. businesses and may not extend to every company size or geographic area. Leaders reviewing this summary can identify key sentiment indicators to inform their own assessments before examining detailed aspects such as staffing or external pressures.\u003C/p>\u003Cp>Interpreting the survey requires understanding its focus on midsize entities, which typically represent companies with significant but not large scale operations. The primary source provides a snapshot from early in the year, allowing for baseline comparisons with actual performance as the year progresses. One limitation involves the potential for results to shift with changing policies or market dynamics that were not fully anticipated at the time of data collection. A common error is applying these percentages directly without considering industry specific factors that could alter individual outcomes. In practice, businesses can cross reference their performance metrics with these aggregates to spot alignment or gaps in their planning processes.\u003C/p>\u003Cp>The survey mechanics involve collecting responses from executives on their forward looking views, which then aggregate into these percentages. Criteria for selection of this data include its primary nature and focus on U.S. markets for relevance to domestic operations. Limitations include the absence of updates in mid year sources that replicate the exact figures. Typical mistakes involve treating the optimism as uniform across all sectors without verification. Leaders might begin by compiling their own revenue and profit projections to compare against the reported benchmarks for more informed decision making.\u003C/p>\u003Cp>Additional context from the survey shows consistency in responses across different respondent groups within the midsize segment. This consistency strengthens the reliability of the aggregated percentages for planning purposes. Businesses should consider this when benchmarking their own expectations against the overall results. The approach helps avoid overgeneralization from the primary data set.\u003C/p>\u003Ch3>Revenue and Profit Expectations\u003C/h3>\u003Cpicture>\u003Csource srcset=\"https://cdn.quasa.io/images/news/CvPHuFTc9PN3RqSUaVxwfsl3oq5wjB0kLb1xxVHL.webp\" type=\"image/webp\">\u003Cimg class=\"image-align-left\" src=\"https://cdn.quasa.io/images/news/CvPHuFTc9PN3RqSUaVxwfsl3oq5wjB0kLb1xxVHL.jpg\" alt=\"Business leader writing revenue growth notes in a notebook\" width=\"300\">\u003C/picture>\u003Cp>Seventy three percent of executives expect increased revenue in 2026 while 64% project higher profits. These figures represent a slight adjustment from the previous year's 74% and 65%, yet they underscore ongoing resilience. The expectations stem from companies' capacity to enhance operations and position in markets effectively. For planning purposes in the latter half, these numbers serve as reference points for establishing internal goals and tracking sales and profitability advancements. Data from the survey dates to January 2026, meaning later policy or market changes might influence real results. The minimal year over year variation points to stabilized outlooks that facilitate more reliable planning processes.\u003C/p>\u003Cp>The mechanism behind these expectations involves leaders assessing their sales pipelines and cost structures based on current trends and historical performance data. Criteria for using this data include matching it to similar company profiles in terms of size and sector to ensure applicability. Limitations arise because the survey does not capture all variables like sudden economic shifts or new regulatory changes. A typical mistake is overlooking the context of resilience and treating the numbers as guarantees rather than probabilities that depend on execution. Businesses might review their revenue forecasts against the 73% benchmark to adjust strategies accordingly, such as investing in sales channels or product development.\u003C/p>\u003Cp>Further analysis shows that profit projections at 64% reflect optimism in margin management despite cost pressures from various sources. This can guide decisions on pricing strategies and efficiency measures to achieve the projected outcomes. When applying the data, consider the source's focus on U.S. midsize firms for relevance to avoid misapplication. Errors often include ignoring the steady nature compared to prior year and overreacting to minor changes without deeper analysis. Practical application involves setting quarterly targets that align with these overall expectations for the year to maintain momentum.\u003C/p>\u003Cp>Resilience in these expectations allows companies to prioritize growth initiatives even when external conditions present challenges. The slight decline from previous projections indicates a more cautious yet still positive approach. Criteria for success in this area include regular monitoring of key performance indicators against the survey averages. Limitations of the data mean that individual company results could deviate based on unique circumstances. A common error is failing to account for the date of the survey and not updating plans as new information emerges throughout the year.\u003C/p>\u003Cp>The year over year comparison reveals that expectations have not shifted dramatically, which supports consistent resource allocation. This stability aids in long term forecasting for the second half. When using the figures, verify alignment with your sector trends to refine applicability. Errors include assuming uniform application without sector adjustments. Companies can track progress through monthly reviews to stay on course with the projected increases.\u003C/p>\u003Ch3>Workforce and AI Integration Plans\u003C/h3>\u003Cp>Forty eight percent of leaders plan to expand their workforce in 2026 even as 27% anticipate some AI related headcount impact. A majority of 60% report that AI will have no impact on headcount, suggesting that technology serves as a complement rather than a substitute in many operations. AI use cases center on process automation for 62% of respondents, predictive analytics for 44%, and market intelligence for 42%. These applications allow for efficiency without necessitating reductions in staff numbers. Leaders considering workforce changes should assess how these AI tools fit into their specific business models to support expansion plans. Evaluating AI use cases can help determine if additional hiring is necessary to support new technologies.\u003C/p>\u003Cp>The integration of AI into workforce planning follows a pattern where automation handles routine tasks while human roles focus on higher value activities. Criteria for choosing AI applications include alignment with existing processes and measurable efficiency gains. Limitations of the survey data include its snapshot nature from early 2026, which may not reflect later advancements in AI capabilities. Typical mistakes involve assuming widespread job losses from AI when the majority report no impact, leading to unnecessary restructuring. In a conditional example, a company might pilot process automation in one department to test impacts before scaling.\u003C/p>\u003Cp>Expansion plans at 48% indicate that many leaders see opportunities for growth that require additional personnel. This balances with the AI considerations to create a net positive hiring outlook. When evaluating, businesses should consider their current headcount and growth targets. Errors can occur when leaders focus only on the 27% impact figure without the context of the 60% no impact group. Practical steps include conducting internal audits of AI readiness to inform hiring decisions for the second half.\u003C/p>\u003Cp>Understanding these dynamics helps in creating balanced strategies that leverage technology without disrupting team structures. The use cases provide concrete areas where AI can add value without headcount changes. Criteria for implementation involve assessing the 62% automation focus for applicability. Limitations include the possibility that actual AI adoption rates could evolve. A typical error is underestimating the need for training when introducing new tools, which can delay benefits.\u003C/p>\u003Cp>The distribution of AI use cases shows a clear preference for operational improvements over disruptive changes. This supports the overall workforce expansion intent. When planning, map your current processes to the reported percentages for better fit. Errors include neglecting the predictive analytics and market intelligence categories in favor of automation alone. Regular assessment of AI tools can ensure they complement rather than replace staff roles.\u003C/p>\u003Ch3>Broader Economic vs. Company-Level Sentiment\u003C/h3>\u003Cp>Seventy one percent of business leaders express optimism about their own company's performance for 2026 compared to 39% who are optimistic about the national economy. Industry optimism sits at 51%, indicating that views of the broader sector fall between company and national levels. This pattern suggests that leaders derive confidence from factors they can influence directly within their organizations. Such a focus can help in allocating resources effectively during the second half of the year. The distinction between company and economic sentiment underscores the importance of tailored strategies over reliance on macro trends. This company centric view can mitigate the effects of national economic fluctuations on individual operations.\u003C/p>\u003Cp>The difference in sentiment levels arises because company performance depends on internal decisions like product development and customer relations. Criteria for leveraging this insight include prioritizing actions that enhance company specific strengths. Limitations of the data mean that national economic views could improve or worsen based on external events not captured in the survey. Typical mistakes include becoming overly pessimistic due to national figures and neglecting company level opportunities. Leaders can use this contrast to maintain motivation within teams by highlighting internal achievements and plans.\u003C/p>\u003Cp>Industry optimism at 51% provides a middle ground that reflects sector specific trends. This can inform competitive positioning strategies. When applying, compare your industry to the average to see if adjustments are needed. Errors often involve equating company optimism with economic optimism without recognizing the gap. Practical application involves developing contingency plans that focus on company strengths to buffer against broader uncertainties.\u003C/p>\u003Cp>This sentiment gap encourages a proactive internal approach to planning. By focusing on what is controllable, companies can sustain momentum. Criteria for effective use include regular internal reviews of performance against the 71% optimism benchmark. Limitations include the subjective nature of optimism measures. A common error is dismissing the national view entirely rather than using it for risk assessment.\u003C/p>\u003Cp>The pattern of higher company level optimism persists across the respondent base, reinforcing the value of internal focus. This can guide resource allocation away from macro concerns. When interpreting, account for the 51% industry figure as a comparator. Errors include misaligning strategies with the lower national optimism without justification. Companies benefit from documenting internal wins to sustain the 71% confidence level.\u003C/p>\u003Ch3>Top Challenges and External Factors\u003C/h3>\u003Cpicture>\u003Csource srcset=\"https://cdn.quasa.io/images/news/rEYf0gK0MXz2kz0N7oyLb5jW5lQpgl2XzNZ3dKZu.webp\" type=\"image/webp\">\u003Cimg class=\"image-align-right\" src=\"https://cdn.quasa.io/images/news/rEYf0gK0MXz2kz0N7oyLb5jW5lQpgl2XzNZ3dKZu.jpg\" alt=\"Executive handling physical documents on business challenges\" width=\"300\">\u003C/picture>\u003Cp>Uncertain economic conditions top the list of challenges at 49%, with revenue and sales growth at 33% and tariffs and labor at 31% each. Sixty one percent of leaders report a negative cost impact from tariffs while 30% indicate they are unaffected. These challenges highlight the need for proactive risk management in areas such as supply chain and pricing strategies. Addressing them involves monitoring policy changes and diversifying operations where possible. Given that the survey reflects views from January 2026, ongoing shifts in tariffs or economic conditions may require updated assessments for H2. Tariff impacts may vary by industry, so sector specific analysis is advisable.\u003C/p>\u003Cp>The ranking of challenges shows that economic uncertainty affects nearly half of respondents, requiring robust scenario planning. Criteria for addressing tariffs include evaluating supply chain dependencies and exploring alternative sourcing. Limitations of the information include its basis in early year views that predate potential policy adjustments. Typical mistakes involve ignoring the 30% unaffected by tariffs and assuming uniform impacts across all businesses. Companies can develop response plans that include cost pass through strategies or efficiency improvements to counter the 61% negative impact group.\u003C/p>\u003Cp>Revenue and sales growth as a challenge at 33% points to the importance of market expansion efforts. This ties back to the overall revenue expectations. When planning, assess your sales capabilities against this benchmark. Errors can include underestimating labor issues at 31% and not preparing for workforce related costs. Practical measures involve diversifying revenue streams to reduce reliance on single markets.\u003C/p>\u003Cp>External factors like tariffs require ongoing vigilance as conditions evolve. The data provides a starting point for identifying priorities in risk management. Criteria for selection of mitigation tactics include cost benefit analysis of each option. Limitations include the need to monitor how these priorities evolve with economic conditions. A typical error is failing to update challenge assessments as new information becomes available during the year.\u003C/p>\u003Cp>The combination of top challenges suggests interconnected risks that demand integrated responses. Economic uncertainty at 49% often amplifies the effects of tariffs and labor issues. When addressing, prioritize based on your exposure levels. Errors include addressing challenges in isolation without considering overlaps. This integrated view supports more effective H2 adjustments.\u003C/p>\u003Ch3>Mid-Year Economic Context for H2 Planning\u003C/h3>\u003Cp>\u003Ca href=\"https://portusadvisors.com/insights/july-2026-economic-and-investment-update/\" target=\"_blank\" rel=\"nofollow noopener\">Mid-year 2026 economic updates note steady U.S. expansion with GDP growth at 2.1% annualized in Q1, unemployment at 4.2% in June, and strong small-cap performance as the Russell 2000 rose approximately 22% in the first half\u003C/a>. This information provides a broader market and economic backdrop that aligns with the themes of business confidence. The indicators point to stability that supports investment activities including those related to AI technologies. Secondary sources offer context but do not update the specific survey metrics from the primary business leaders study. Companies can incorporate these economic signals into their H2 planning to better anticipate market conditions. The unemployment rate and GDP figures offer concrete data points for forecasting labor costs and demand.\u003C/p>\u003Cp>The GDP growth figure of 2.1% suggests moderate expansion that supports business activities without overheating. Criteria for using these indicators include aligning them with company specific forecasts for accuracy. Limitations of secondary sources mean they provide general context rather than direct confirmation of survey results. Typical mistakes involve misinterpreting market performance like the Russell 2000 gains as guarantees for all companies. Businesses might adjust their investment plans based on the low unemployment rate to anticipate labor availability.\u003C/p>\u003Cp>Strong small cap performance indicates investor confidence in smaller and midsize firms, which matches the survey focus. This can encourage similar positioning in portfolios or strategies. When applying, consider how your company fits into the small cap category. Errors often include overlooking the date of the update and not checking for subsequent changes. This stability contrasts with some broader forecasts such as those from the IMF on growth amid risks \u003Ca href=\"https://quasa.io/media/imf-cuts-2026-growth-forecast-to-3-amid-war-and-ai-risks\" target=\"_blank\" rel=\"nofollow noopener\">IMF analysis on global growth projections\u003C/a>.\u003C/p>\u003Cp>These economic signals can be integrated into H2 planning by reviewing them alongside internal data. The context affirms ongoing stability consistent with business confidence themes. Criteria for incorporation include relevance to your industry and operations. Limitations include that these are not primary survey updates. A common error is using the data in isolation without combining with company level insights from the main survey.\u003C/p>\u003Cp>The unemployment rate at 4.2% provides a favorable environment for workforce expansion plans mentioned in the primary survey. This supports the 48% hiring intentions by indicating available talent pools. When planning, cross check against your local labor market conditions. Errors include assuming national figures apply uniformly without regional adjustments. The overall backdrop encourages measured investment in growth areas.\u003C/p>\u003Ch3>Strategic Priorities for Growth\u003C/h3>\u003Cpicture>\u003Csource srcset=\"https://cdn.quasa.io/images/news/SpypMp0DY5WJcpgMC7tYPISOUs5z8xbOG0VoMbd5.webp\" type=\"image/webp\">\u003Cimg class=\"image-align-left\" src=\"https://cdn.quasa.io/images/news/SpypMp0DY5WJcpgMC7tYPISOUs5z8xbOG0VoMbd5.jpg\" alt=\"Strategic Priorities for Growth\" width=\"300\">\u003C/picture>\u003Cp>Plans for new products stand at 58%, with M&A interest at 39% and partnerships at 49%. These priorities support the achievement of revenue and profit targets by opening new avenues for expansion and collaboration. Leaders can evaluate these options based on their current resources and market position to select the most suitable paths. Implementing these strategies requires careful analysis of potential returns and alignment with overall business objectives. By focusing on these areas, companies position themselves to capitalize on the optimistic outlook while managing identified challenges. Partnerships can provide access to new technologies or markets without the full commitment of M&A.\u003C/p>\u003Cp>The 58% focus on new products indicates a preference for organic growth through innovation. Criteria for pursuing this include assessing R&D capabilities and market demand. Limitations of the survey include its early year timing, which may not account for later developments in product pipelines. Typical mistakes involve pursuing M&A at 39% without sufficient due diligence, leading to integration issues. In practice, companies can prioritize partnerships at 49% for lower risk expansion opportunities.\u003C/p>\u003Cp>M&A interest at 39% reflects opportunities for inorganic growth in a stable environment. This requires evaluating financial readiness and strategic fit. When selecting, compare to the survey percentages for context. Errors can include overemphasizing one priority without balancing with others like new products. Practical application involves creating a roadmap that sequences these initiatives for the second half of the year.\u003C/p>\u003Cp>Partnerships at 49% offer flexible ways to achieve growth without heavy capital outlay. This aligns with the overall positive expectations. Criteria for choice include compatibility with existing operations and shared goals. Limitations include the need to monitor how these priorities evolve with economic conditions. A typical error is not aligning these priorities with the revenue and profit goals, resulting in misdirected efforts.\u003C/p>\u003Cp>To move forward, review your current strategic plans against these percentages to identify areas for adjustment or reinforcement. This step ensures that actions support the reported optimism levels while addressing challenges. Regular evaluation can help maintain alignment throughout the remainder of 2026. Companies that integrate these priorities with the revenue and workforce data position themselves for sustained performance in the second half.\u003C/p>","u-s-business-leaders-maintain-optimism-for-2026-revenue-growth","2026-07-15T09:10:19.000000Z","2026-07-15T23:07:00.000000Z","15.07.2026",{"image":79,"image_webp":80,"thumb":81,"thumb_webp":82},"https://cdn.quasa.io/images/news/x0XKRuTa19C9IdYPbiAKhwFXHfppv1D6Kc8jwuSy.jpg","https://cdn.quasa.io/images/news/x0XKRuTa19C9IdYPbiAKhwFXHfppv1D6Kc8jwuSy.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/x0XKRuTa19C9IdYPbiAKhwFXHfppv1D6Kc8jwuSy.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/x0XKRuTa19C9IdYPbiAKhwFXHfppv1D6Kc8jwuSy.webp","large",null,13,0,"en",{"id":65,"title":61,"slug":62,"meta_title":89,"meta_description":90,"meta_keywords":91,"show_on_homepage":92,"deleted_at":84,"created_at":93,"updated_at":94,"lang":87},"Business Growth Hacks: AI Startups, Solo Ventures & Strategy | QUASA","Business is a battlefield. In QUASA MEDIA you will find all the most useful articles on how to do business and not screw up.","Business, earn money, business strategy, business process",true,"2021-08-03T10:59:17.000000Z","2026-05-28T13:57:59.000000Z",[96,100,113,124,135],{"title":68,"description":69,"slug":74,"created_at":75,"publish_at":76,"formatted_created_at":77,"category":97,"links":98,"view_type":83,"video_url":84,"views":85,"likes":86,"lang":87,"comments_count":86,"is_pinned":99},{"title":61,"slug":62},{"image":79,"image_webp":80,"thumb":81,"thumb_webp":82},false,{"title":101,"description":102,"slug":103,"created_at":104,"publish_at":105,"formatted_created_at":77,"category":106,"links":107,"view_type":83,"video_url":84,"views":112,"likes":86,"lang":87,"comments_count":86,"is_pinned":99},"EU Commission Opinion Confirms Code Adequacy for AI Content Transparency","The July 2026 Commission Opinion confirms that the Code of Practice adequately covers AI Act Article 50 obligations for transparency and labelling 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anniversary continue in Washington DC and across cities in summer 2026, with the Smithsonian Castle open until September.","community-events-for-america-s-250th-anniversary-in-summer-2026","2026-07-15T22:07:00.000000Z",{"title":23,"slug":24},{"image":120,"image_webp":121,"thumb":122,"thumb_webp":123},"https://cdn.quasa.io/images/news/qReB8g8bzJnWcrA4TykrULGCT21WStR9rYQszuMt.jpg","https://cdn.quasa.io/images/news/qReB8g8bzJnWcrA4TykrULGCT21WStR9rYQszuMt.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/qReB8g8bzJnWcrA4TykrULGCT21WStR9rYQszuMt.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/qReB8g8bzJnWcrA4TykrULGCT21WStR9rYQszuMt.webp",{"title":125,"description":126,"slug":127,"created_at":104,"publish_at":128,"formatted_created_at":77,"category":129,"links":130,"view_type":83,"video_url":84,"views":18,"likes":86,"lang":87,"comments_count":86,"is_pinned":99},"Doximity 2026 Report Shows 54% of US Physicians Using AI in Practice","The Doximity 2026 State of AI in Medicine 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LGBTQ+ Test","The 2026 GLAAD Social Media Safety Index finds that no platform earned a passing score, with declines across TikTok, X, YouTube, Facebook, Instagram, and Threads driven by Meta and YouTube policy 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deliver highly targeted advertising that reaches motivated users across our platforms.","advertising-on-quasa","2022-07-06T07:33:02.000000Z","2026-05-15T14:33:02.000000Z","15.05.2026",{"title":54,"slug":59},{"image":156,"image_webp":157,"thumb":158,"thumb_webp":159},"https://cdn.quasa.io/images/news/W7eArlQV3VogkOkJhIxdXCkL0VjAIwKvxZ1AuyBU.jpg","https://cdn.quasa.io/images/news/W7eArlQV3VogkOkJhIxdXCkL0VjAIwKvxZ1AuyBU.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/W7eArlQV3VogkOkJhIxdXCkL0VjAIwKvxZ1AuyBU.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/W7eArlQV3VogkOkJhIxdXCkL0VjAIwKvxZ1AuyBU.webp",82312,8,{"title":163,"description":164,"slug":165,"created_at":166,"publish_at":167,"formatted_created_at":168,"category":169,"links":170,"view_type":173,"video_url":84,"views":174,"likes":175,"lang":87,"comments_count":86,"is_pinned":99},"The Anatomy of an Entrepreneur","Entrepreneur is a French word that means an enterpriser. Enterprisers are people who undertake a business or enterprise with the chance of earning profits or suffering from loss.","the-anatomy-of-an-entrepreneur","2021-08-04T15:18:21.000000Z","2025-12-14T06:09:00.000000Z","14.12.2025",{"title":61,"slug":62},{"image":171,"image_webp":84,"thumb":172,"thumb_webp":172},"https://cdn.quasa.io/images/news/mVsXPTMuHZuI7UXCsENgL1Qwp1uSOf7Rz3uVPMfm.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/mVsXPTMuHZuI7UXCsENgL1Qwp1uSOf7Rz3uVPMfm.webp","small",81221,4,{"title":177,"description":178,"slug":179,"created_at":180,"publish_at":181,"formatted_created_at":182,"category":183,"links":184,"view_type":173,"video_url":84,"views":187,"likes":188,"lang":87,"comments_count":86,"is_pinned":99},"What is a Startup?","A startup is not a new company, not a tech company, nor a new tech company. You can be a new tech company, if your goal is not to grow high and fast; then, you are not a startup. ","what-is-a-startup","2021-08-04T12:05:17.000000Z","2025-12-17T13:02:00.000000Z","17.12.2025",{"title":61,"slug":62},{"image":185,"image_webp":84,"thumb":186,"thumb_webp":186},"https://cdn.quasa.io/images/news/EOsQhSW3VXyG7a6NPdE1oZd00xfJXe3bjY5aJGb7.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/EOsQhSW3VXyG7a6NPdE1oZd00xfJXe3bjY5aJGb7.webp",79346,7,{"title":190,"description":191,"slug":192,"created_at":193,"publish_at":194,"formatted_created_at":195,"category":196,"links":197,"view_type":173,"video_url":84,"views":202,"likes":175,"lang":87,"comments_count":203,"is_pinned":99},"Top 5 Tips to Make More Money as a Content Creator","Content creators are one of the most desired job titles right now. Who wouldn’t want to earn a living online?","top-5-tips-to-make-more-money-as-a-content-creator","2022-01-17T17:31:51.000000Z","2026-05-18T19:10:00.000000Z","18.05.2026",{"title":19,"slug":20},{"image":198,"image_webp":199,"thumb":200,"thumb_webp":201},"https://cdn.quasa.io/images/news/gP8kiumBPpJmQv6SMieXiX1tDetx43VwFfO1P4Ca.jpg","https://cdn.quasa.io/images/news/gP8kiumBPpJmQv6SMieXiX1tDetx43VwFfO1P4Ca.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/gP8kiumBPpJmQv6SMieXiX1tDetx43VwFfO1P4Ca.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/gP8kiumBPpJmQv6SMieXiX1tDetx43VwFfO1P4Ca.webp",49561,1,{"title":205,"description":206,"slug":207,"created_at":208,"publish_at":209,"formatted_created_at":210,"category":211,"links":212,"view_type":83,"video_url":84,"views":217,"likes":175,"lang":87,"comments_count":86,"is_pinned":99},"8 Logo Design Tips for Small Businesses","Your logo tells the story of your business and the values you stand for.","8-logo-design-tips-for-small-businesses","2021-12-04T21:59:52.000000Z","2025-05-05T03:30:00.000000Z","05.05.2025",{"title":15,"slug":16},{"image":213,"image_webp":214,"thumb":215,"thumb_webp":216},"https://cdn.quasa.io/images/news/Wbx2NtS1CnTupgoQbpFMGspJ5jm4uob2hDOq33r0.jpg","https://cdn.quasa.io/images/news/Wbx2NtS1CnTupgoQbpFMGspJ5jm4uob2hDOq33r0.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/Wbx2NtS1CnTupgoQbpFMGspJ5jm4uob2hDOq33r0.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/Wbx2NtS1CnTupgoQbpFMGspJ5jm4uob2hDOq33r0.webp",47789,[219,220,221,222,223,224,225,226,227,228,229,230,231],{"title":23,"slug":24},{"title":43,"slug":44},{"title":51,"slug":52},{"title":39,"slug":40},{"title":47,"slug":48},{"title":31,"slug":32},{"title":35,"slug":36},{"title":27,"slug":28},{"title":19,"slug":20},{"title":15,"slug":16},{"title":54,"slug":59},{"title":11,"slug":12},{"title":61,"slug":62},{"data":233},[234,259,267,275,300,318,337],{"id":235,"order":86,"created_at":236,"expired_at":237,"news_id":238,"post":239},81,"2025-10-19T20:19:39.000000Z","2026-10-19 20:19:16",12864,{"id":238,"title":240,"description":241,"slug":242,"created_at":243,"publish_at":244,"formatted_created_at":245,"category":246,"links":252,"view_type":83,"video_url":84,"views":257,"likes":258,"lang":87,"comments_count":84},"Earning Money Through Website Surfing: A Simple Way to Make Cryptocurrency","Many believe that earning cryptocurrency online requires special skills or expensive equipment. However, this is far from the truth. Website surfing, or browsing websites for rewards, is an accessible way to earn money or cryptocurrency with just a computer or smartphone and an internet connection.One of the easiest methods to generate income in the digital space is through website surfing. The tasks involved are so simple that virtually anyone can participate, regardless of experience or technical expertise.In this article, we’ll introduce you to a platform where you can start earning money and cryptocurrency through website surfing: Quasa Rewards.","earning-money-through-website-surfing-a-simple-way-to-make-cryptocurrency","2025-09-26T10:51:12.000000Z","2025-12-11T10:51:12.000000Z","11.12.2025",{"id":58,"title":54,"slug":59,"meta_title":247,"meta_description":248,"meta_keywords":249,"show_on_homepage":92,"deleted_at":84,"created_at":250,"updated_at":251,"lang":87},"Quasa News: Latest Updates, AI & Tech Announcements | QUASA","Daily news and deep analysis on AI, cryptocurrencies, and key business trends. Find out what's next for the markets. Stay informed with QUASA.","AI news, crypto news, blockchain news, IT news, market analysis, business trends, latest technology news today, artificial intelligence news, major crypto events, future of tech news","2021-08-09T19:09:44.000000Z","2026-05-28T13:57:48.000000Z",{"image":253,"image_webp":254,"thumb":255,"thumb_webp":256},"https://cdn.quasa.io/images/news/YSiJuxDAmWhSW9FRj9ySKpji0y7gn3H3M7GejA0x.jpg","https://cdn.quasa.io/images/news/YSiJuxDAmWhSW9FRj9ySKpji0y7gn3H3M7GejA0x.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/YSiJuxDAmWhSW9FRj9ySKpji0y7gn3H3M7GejA0x.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/YSiJuxDAmWhSW9FRj9ySKpji0y7gn3H3M7GejA0x.webp",7120,3,{"id":260,"order":86,"created_at":261,"expired_at":262,"news_id":263,"post":264},86,"2026-06-07T14:36:10.000000Z","2029-06-07 14:35:45",4545,{"id":263,"title":148,"description":149,"slug":150,"created_at":151,"publish_at":152,"formatted_created_at":153,"category":265,"links":266,"view_type":83,"video_url":84,"views":160,"likes":161,"lang":87,"comments_count":84},{"id":58,"title":54,"slug":59,"meta_title":247,"meta_description":248,"meta_keywords":249,"show_on_homepage":92,"deleted_at":84,"created_at":250,"updated_at":251,"lang":87},{"image":156,"image_webp":157,"thumb":158,"thumb_webp":159},{"id":268,"order":86,"created_at":269,"expired_at":270,"news_id":271,"post":272},87,"2026-06-07T14:46:09.000000Z","2031-06-07 14:45:52",1229,{"id":271,"title":177,"description":178,"slug":179,"created_at":180,"publish_at":181,"formatted_created_at":182,"category":273,"links":274,"view_type":173,"video_url":84,"views":187,"likes":188,"lang":87,"comments_count":84},{"id":65,"title":61,"slug":62,"meta_title":89,"meta_description":90,"meta_keywords":91,"show_on_homepage":92,"deleted_at":84,"created_at":93,"updated_at":94,"lang":87},{"image":185,"image_webp":84,"thumb":186,"thumb_webp":186},{"id":276,"order":203,"created_at":277,"expired_at":278,"news_id":279,"post":280},92,"2026-06-07T15:05:49.000000Z","2033-06-07 15:05:26",13757,{"id":279,"title":281,"description":282,"slug":283,"created_at":284,"publish_at":285,"formatted_created_at":286,"category":287,"links":293,"view_type":173,"video_url":84,"views":298,"likes":299,"lang":87,"comments_count":84},"The State of Hybrid Freelance 2026: AI, Web3 and the Death of Traditional Work (Update June 2026)","New industry data from QUASA: How AI and Web3 are destroying traditional work in 2026. Download the full report.","report-2026","2026-02-02T08:38:20.000000Z","2026-07-04T15:26:00.000000Z","04.07.2026",{"id":18,"title":19,"slug":20,"meta_title":288,"meta_description":289,"meta_keywords":290,"show_on_homepage":99,"deleted_at":84,"created_at":291,"updated_at":292,"lang":87},"AI at Work: Productivity Hacks, Job Risks & Automation | QUASA","Exclusive life hacks on how to choose a career and be productive in any job.","Freelance, business, startup, Survive As a Freelance Developer","2021-09-03T20:21:41.000000Z","2026-04-22T15:14:46.000000Z",{"image":294,"image_webp":295,"thumb":296,"thumb_webp":297},"https://cdn.quasa.io/images/news/GD0ptwC1dSdOUluvqyI6Hkay9pmmzOQGaJPpn1ib.jpg","https://cdn.quasa.io/images/news/GD0ptwC1dSdOUluvqyI6Hkay9pmmzOQGaJPpn1ib.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/GD0ptwC1dSdOUluvqyI6Hkay9pmmzOQGaJPpn1ib.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/GD0ptwC1dSdOUluvqyI6Hkay9pmmzOQGaJPpn1ib.webp",5844,2,{"id":301,"order":299,"created_at":302,"expired_at":303,"news_id":258,"post":304},82,"2025-10-19T20:23:19.000000Z","2026-10-19 20:23:00",{"id":258,"title":305,"description":306,"slug":307,"created_at":308,"publish_at":309,"formatted_created_at":310,"category":311,"links":312,"view_type":83,"video_url":84,"views":317,"likes":203,"lang":87,"comments_count":84},"Earn Cryptocurrency While Browsing: A Simple Way to Make Quasacoin","In today’s digital age, where browsing the internet is second nature, what if your everyday web surfing could become a source of income? With Quasa Rewards, this dream is now a reality.","earn-cryptocurrency-while-browsing-a-simple-way-to-make-quasacoin","2019-07-16T15:59:39.000000Z","2025-12-12T11:17:36.000000Z","12.12.2025",{"id":58,"title":54,"slug":59,"meta_title":247,"meta_description":248,"meta_keywords":249,"show_on_homepage":92,"deleted_at":84,"created_at":250,"updated_at":251,"lang":87},{"image":313,"image_webp":314,"thumb":315,"thumb_webp":316},"https://cdn.quasa.io/images/news/CC21Qn3xHuMMnkH2VqSF7lcbd3XJrV9idLXnjPxX.jpg","https://cdn.quasa.io/images/news/CC21Qn3xHuMMnkH2VqSF7lcbd3XJrV9idLXnjPxX.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/CC21Qn3xHuMMnkH2VqSF7lcbd3XJrV9idLXnjPxX.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/CC21Qn3xHuMMnkH2VqSF7lcbd3XJrV9idLXnjPxX.webp",6623,{"id":319,"order":299,"created_at":320,"expired_at":321,"news_id":322,"post":323},89,"2026-06-07T14:54:22.000000Z","2030-06-07 14:54:10",14533,{"id":322,"title":324,"description":325,"slug":326,"created_at":327,"publish_at":328,"formatted_created_at":329,"category":330,"links":331,"view_type":173,"video_url":84,"views":336,"likes":299,"lang":87,"comments_count":84},"Quasa Projects: The PPC Advertising Platform Powering the New Crypto Economy","The global PPC advertising market is more than 1,000 times larger than the old surfing niche — operating in the hundreds of billions of dollars.","quasa-projects-the-ppc-advertising-platform-powering-the-new-crypto-economy","2026-05-16T17:26:37.000000Z","2026-05-17T14:40:00.000000Z","17.05.2026",{"id":58,"title":54,"slug":59,"meta_title":247,"meta_description":248,"meta_keywords":249,"show_on_homepage":92,"deleted_at":84,"created_at":250,"updated_at":251,"lang":87},{"image":332,"image_webp":333,"thumb":334,"thumb_webp":335},"https://cdn.quasa.io/images/news/imwxgJ055ISr1tlKGDQLYBQFaE0ub84LDZnW3gvo.jpg","https://cdn.quasa.io/images/news/imwxgJ055ISr1tlKGDQLYBQFaE0ub84LDZnW3gvo.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/imwxgJ055ISr1tlKGDQLYBQFaE0ub84LDZnW3gvo.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/imwxgJ055ISr1tlKGDQLYBQFaE0ub84LDZnW3gvo.webp",4143,{"id":338,"order":258,"created_at":339,"expired_at":340,"news_id":341,"post":342},83,"2025-10-19T20:28:22.000000Z","2026-10-19 20:28:07",12458,{"id":341,"title":343,"description":344,"slug":345,"created_at":346,"publish_at":347,"formatted_created_at":348,"category":349,"links":350,"view_type":173,"video_url":84,"views":355,"likes":86,"lang":87,"comments_count":84},"Customers Know Their Actions Are Valuable and Want to Be Compensated","In today’s digital landscape, customers are increasingly aware of the value their actions—such as sharing data or engaging with content — hold for businesses.","customers-know-their-actions-are-valuable-and-want-to-be-compensated","2025-08-16T14:11:36.000000Z","2026-01-22T09:18:36.000000Z","22.01.2026",{"id":58,"title":54,"slug":59,"meta_title":247,"meta_description":248,"meta_keywords":249,"show_on_homepage":92,"deleted_at":84,"created_at":250,"updated_at":251,"lang":87},{"image":351,"image_webp":352,"thumb":353,"thumb_webp":354},"https://cdn.quasa.io/images/news/U41SnZieapnGo9WQI8GWBgaZIpI0yKk8d51nr6hA.jpg","https://cdn.quasa.io/images/news/U41SnZieapnGo9WQI8GWBgaZIpI0yKk8d51nr6hA.webp","https://cdn.quasa.io/thumbs/news-thumb/images/news/U41SnZieapnGo9WQI8GWBgaZIpI0yKk8d51nr6hA.jpg","https://cdn.quasa.io/thumbs/news-thumb/images/news/U41SnZieapnGo9WQI8GWBgaZIpI0yKk8d51nr6hA.webp",2833]