Company Quotes
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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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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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Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.
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Being single is only sad if you have a problem with your own company. I'm content with mine.
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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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Large organizations don't worship shareholders or customers, they worship the past. If it were otherwise, it wouldn't take a crisis to set a company on a new path.
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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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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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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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You can't be an entrepreneur and work in a public company anymore.
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Infosys was going to be a different type of company. It was going to be very ethically run, meritocratic, quality-conscious, transparent. People didn't confuse the personal with the corporate.
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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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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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I used to be pretty reckless. When I was a runner for a production company, I drove a massive 16 seater van. I was only 18. I mean I look young now, but then I looked about 12.
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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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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 went to Parsons, and I interned with Ronen when I was at Parsons. We started our own company since then.
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If my company spends money, it should be disclosed to the shareholders and how it was spent. With my personal money, I can do anything I want. But company money should be disclosed.
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Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in 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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I started a feta cheese company, Euphrates, in upstate New York in 2002.
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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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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.
