A Quote by Marc Randolph

If you want your company to succeed, you have to have the confidence in your business to take a bet on its future - to risk destroying a mediocre business model for the chance to have a strong one.
The risk of working with people you don't respect; the risk of working for a company whose values are incosistent with your own; the risk of compromising what's important; the risk of doing something that fails to express-or even contradicts--who you are. And then there is the most dangerous risk of all--the risk of spending your life not doing what you want on the bet that you can buy yourself the freedom to do it later.
The business model of Linux distribution is broken; it's like the business model of the dotcoms. Running your company on Linux is like running your company on Napster.
The same Jesus Who turned water into wine can transform your home, your life, your family, and your future. He is still in the miracle-working business, and His business is the business of transformation.
It's extremely hard to build a company with a product that everyone loves, is free and has no business model, and then to innovate a business model. I did that with Kazaa, had half a billion downloads but that wasn't a sustainable business.
Learn to bet on yourself and have confidence in your own decisions. No one knows your business better than you.
If you want a solid future, you need to create it. You can take charge of your future only when you take control of your income source. You need your own business.
There's no such thing as a good time. I started an apparel-manufacturing business in the tech-boom years. I mean, come on. Get out of your garage and go take a chance and start your business.
You, (my meat-eating friends), put your health at risk – that’s your business. But animal-based diets put the land, the water, the air, a society’s collective health, and even our collective pharmaceutical resources at risk. That’s my business. That’s everyone’s business.
What I tell founders is not to sweat the business model too much at first. The most important task at first is to build something people want. If you don't do that, it won't matter how clever your business model is.
Call on a business man only at business times, and on business; transact your business, and go about your business, in order to give him time to finish his business.
Money, while clearly helpful in solving myriad problems, can often conceal a business's real flaws. It can also risk rigidifying a company's business model at the very moment it should be in 'customer discovery' mode or iterating around market opportunities.
If you have a business model that relies on customers being misinformed, you better start working on changing your business model.
If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.
I think I became an entrepreneur because I have my way of doing business... to do that, you have to have your own company. But if you have your own company, you're an outsider in the Japanese business world. It's difficult. But that's life.
I can find only three kinds of business in the universe: mine, yours and God's. Much of our stress comes from mentally living out of our business. When I think, "You need to get a job, I want you to be happy, you should be on time, you need to take better care of yourself," I am in your business. When I'm worried about earthquakes, floods, war, or when I will die, I am in God's business. If I am mentally in your business or in God's business, the effect is separation.
You can't run a company simply by the numbers. So if you're going to bet on someone, you bet on someone you want to be in business with for a long time.
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