Company Quotes
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Employers have gone away from the idea that an employee is a long-term asset to the company, someone to be nurtured and developed, to a new notion that they are disposable.
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I'm developing a record company. I'm learning how to supervise music on a film.
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My company, Against All Odds Productions, has done print on demand; we were the first to do a book with a CD-ROM in the early 1990s. We do custom covers. It's always fun to do something new.
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Our company is very diversified, both in terms of geography and in terms of products.
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Being an entrepreneur means that you are sort of inventing something new. You're giving birth to a company. You're giving birth to a new product, a new service. And that's always exciting.
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If you're part of a record company, you're a manufactured product. It doesn't mean that you're not talented.
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If you're going to run a public company, be absolutely certain of what the parameters are, what the clarity is, that you can explain it to yourselves and explain it externally.
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Prior to 2001, hardly any company in North America or Europe would buy from India.
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More and more, in any company, managers are dealing with different cultures. Companies are going global, but the teams are being divided and scattered all over the planet.
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Look first at management. That's the key to a company.
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The plate tectonics of media have shifted where NBC had to become a new media company from an old media company.
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My record company had to beg me to stop filmin' music videos in the projects. No matter what the song was about, I had 'em out there.
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Except for a handful of banks that just keep a handful of their loans in portfolio, on their balance sheet, every other loan that's originated in the United States - whether from a bank, mortgage company, mortgage broker - is sold into the secondary market.
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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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My husband and I are very different. Our company is called Syzygy Industries, which can mean a pair of opposites. And that's exactly what we are. Yet there is obviously a very strong pull toward each other.
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One of the criteria for a global company is that it should have a manufacturing presence in multiple countries and should not only be an exporter.
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This is a very fashionable charge to bring against a company. This is one of the consequences, in this country, of being in the Internet industry. I think it's quite scandalous, they brought the weakest charges they had.
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I left Iran back in 1985. I lived in Turkey for a while, then I went to Germany. I joined a theater company there, and we toured the country.
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We never envisioned this much stuff. I'm overwhelmed by the support out there for the troops, ... only one company that will remain nameless turned us down.
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It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
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Atari always was a technology-driven company, and we were very keen on keeping the technological edge on everything. There's a whole bunch of things that we innovated. We made the first computer that did stamps or sprites, we did screen-mapping for the very first time, and a lot of stuff like that. We had some of the most sophisticated sound-creating systems, and were instrumental in MIDI.
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A lot of productivity is capturing ideas. I use a wiki - it's more valuable than e-mail for running a company - and I have a page for every person with whom I interact frequently.
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I can't run a company... I can't even run my own life!
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It's difficult for any single company to develop all the applications and services.
