Company Quotes
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I have a company called Earl Campbell Foods. I got into the meat business in 1991.
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Any business owner can tell you that if their company isn't performing profitably and up to standards, one of two things will happen: either you make changes to improve its efficiency, or a competitor will drive you out of business. Market forces have a way of cutting to the chase rather quickly.
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It was really a very small company when I started and it changed very rapidly during those first periods.
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Like most struggling writers trying to get their scripts commissioned, I had to do something odd to pay the rent. So, aged 21, I started up my own small cheesecake company in Philadelphia.
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Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.
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To get promoted, company executives need to be able to see you as one of them.
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You can always think that we're old and not innovative, but there is no company that can limp on for 139 years without being creative and having the genes to change.
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I don't write about Google except to insult the company.
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One of my theories is to be captain on the field and off the field, you need to totally enjoy each other's company. I don't like discussing cricket off the field.
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When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.
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Having always imagined myself in a fairly slim minority, I suddenly saw that I was in a vast company. Difference unites us. While each of these experiences can isolate those who are affected, together they compose an aggregate of millions whose struggles connect them profoundly. The exceptional is ubiquitous; to be entirely typical is the rare and lonely state.
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Going to work for a large company is like getting on a train. Are you going sixty miles an hour or is the train going sixty miles an hour and you're just sitting still?
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Bad company is like a nail driven into a post, which, after the first and second blow, may be drawn out with little difficulty; but being once driven up to the head, the pincers cannot take hold to draw it out, but which can only be done by the destruction of the wood.
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If I do decide to review a product, I sometimes negotiate with a company the timing of the review but never its outcome or tone. I sometimes strive to be the first to publish a review, but I never promise a good review in exchange for that timing.
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Luckily, I work for a company that promotes on performance.
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What I see now is the consumerisation of IT. I don't want my company to tell me that I have to use a BlackBerry or I have to use a Windows phone. I just want to use the phone I want and have it all work.
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By definition, startups are not constrained by the limits of established company culture. And so they push boundaries and develop new technologies and ways of doing things.
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We have access to more resources in general, and they are not going to force a situation on us, whether its the producer, or the cover, or what songs we have to play. And it's a small enough company that it seems like the people there care about music and not just about business.
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When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
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It's also somewhat in the center of a number of things that will be useful to the company.
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Growth isn't central at all, because I'm trying to run this company as if it's going to be here a hundred years from now. And if you take where we are today and add 15% growth, like public companies need to have for their stock to stay up in value, I'd be a multi-trillion-dollar company in 40 years. Which is impossible, of course.
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Seattle is a fantastic place to build a great technology-enabled consumer company.
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We were ready to launch Barry White, but the record company wouldn't put it out. Said it wouldn't sell.
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It's very difficult to photograph an opera. And they messed up on it. It just wasn't there. And I don't blame the Gershwins for taking it away. Of course, if they had gotten the original company to have done it, it would have been very good.
