A Quote by Felix Dennis
There is never a time in a company's history when cost control can be relegated to the back burner, but for a startup company, keeping costs low is a vital necessity.
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If you are a new startup company, try not to arouse the interest or suspicion of your competition; especially if they are a bigger company. They can crush you while you are still in your startup phase. Lie low while still strengthening your bottom line.
The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.
More than once in the history of Whole Foods Market, the company was unable to collectively evolve until I myself was able to evolve - in other words, I was holding the company back. My personal growth enabled the company to evolve.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
I had started at a small startup as a big-company guy. Now I was leaving a big company as a small-startup guy.
No matter what I've wanted to accomplish, whether it was raising capital, investing in a startup, or selling a company, legal has always been a cost and a roadblock to the ultimate goal.
The key to building a sustainable content company is to control costs.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
I never said that I wanted to be the only company, is it my fault that I ran my company well? Wouldn't you want the best for your company? Also consider that I started of small.
The costs in F1 are extremely high, it is down to the regulators to control those costs through having stable regulations, every time you change the rules, there is a huge cost involved.
I want to control the company, but I don't know how life goes. We are already a big company, and the larger our capitalization is, the lower goes the threshold for control.
I believe a board in a small startup company should never vote on anything.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
It's easy for a multi-billion company like WWE - it's for a company like that to hire anyone. So I'm glad Bobby Lashley is back in action with that company, 'cause he's a fantastic guy.
You can look at the cost structure of an incumbent company and discover: where are they not going to be able to drop their prices... because that business model is fundamental to the existence of the company.
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