Company Quotes
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I built a company, a team, and a brand that started right here. It was an American success story, and it started right here in Arizona.
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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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I admit that the direct model has done a lot for Dell. That's the only thing the company has ever really accomplished.
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At Nike, designers both created and communicated the brand, transforming a company that made shoes into a purveyor of athletic heroism.
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I busted my tail for so long, I'm just glad it's getting recognized now as part of the WWE. Because let's face it, the WWE is the biggest company out there when it comes to wrestling. I'm just happy that I'm being recognized as somebody who works hard, I guess.
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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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You can't be an entrepreneur and work in a public company anymore.
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My cousin in Louisiana started a small company with a little savings, renovating houses. A single mom, she saved enough to buy a home and provide child care for her son. When the economy went belly up, so did her company. She was forced to sell her home and move in with her parents.
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I started a feta cheese company, Euphrates, in upstate New York in 2002.
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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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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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I don't like stock buybacks. I think if a company has the money to buy their stock back, then they should take that and increase the dividends. Send it back to the stockholder. Let them invest their money again from the dividends.
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I have this ratio that if you divide age of entrepreneur by market cap of company. For Facebook it's one. Every year of his life Zuckerberg has been making $1 billion for investors.
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PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.
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Associate with men of good quality if you esteem your own reputation; for it is better to be alone than in bad 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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I'm a believer. I'm one of the few standing before you today from a large financial services company that has not given up on digital currencies.
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Every company has to identify what I call its strategic resources, and make sure that it grabs as much of its strategic resources as possible.
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Whoever makes the fewest persons uneasy, is the best bred man in company.
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I'm still focused on the flagship businesses: Quicken Loans and RockBridge, the title company, and some of the board stuff in the gaming.
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You know you're old when your family talk about you in front of you. What are we going to do with Pop? We have company tonight.
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I have a company attitude about my work. I don't like to do just one thing; I like to do a lot of things.
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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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If we are happy within ourselves, we don't accept or demand that our partner should fulfill every need. We need to be comfortable with our own company.
