At the risk of being controversial here, I definitely vote for "controlling expenditures" If you can't secure enough cash flow you won't go anywhere - no growth, no international expansion, no maximizing revenue, and even no "something else" (-: - not to mention risks when you face bad debt... So for me controlling expenditures is really the key. It doesn't mean you should automatically go for the cheapest of course!  

Without revenue... no more company.  

I can't beleive that somebody thinks that 'maximizing revenues' could be one of strategic choices. The profit ( and its growth as well ) is the core of any kind of business, it is what distinguishes business from not-business. It is a kind of synonym of the business itself.
The strategy answers the question how do we maximize the profit. It is very useful if we will answer : 'Our way to maximize the revenue is the maximizing of the revenue', isn't it?  

In my experience, maximising revenue is the driving force of a company and without it we have nothing. I also believe that how we spend the revenue we generate is the key to securing future growth and success.  

I think it depends how you are financed. As some one who is self funded, all I ever think about is cash flow and making more sales.  

I think that for on-line projects, international expansion is important. Since 'the world is flat', and since there are lots of tools for international collaboration availble (Skype, Contactoffice, Basecamp, ...) international collaboration for start-ups is becoming much easier.
Also read the Wired Article on 'mega-niches', which also points out the importance of international audiences.  

sound business model