A Quote by Darl McBride

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.
I never got into Linux. I swear to God, it's only lack of time. I'm past the years of my life where I can really dig into something like running a Linux system. I'm very sympathetic to the whole idea; Linux people always think the way I want to think.
Everyone wants to call wrestling 'the business.' Why don't you treat it like a business? I don't care if you're running a diner, if you're running a car wash or a wrestling company. It's all business.
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.
It's been a bit sad to see that out of Linux distributions, it was Android - the most successful mobile Linux distribution - that has really introduced the malware problem to the Linux world.
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.
Not long ago, the term 'business model' was not exactly on the tip of everyone's tongue. Then, in the early to mid-1990s, 'business model' became a catchphrase that described how a company makes money or saves money.
I've talked to several CEOs - from a recycling company in Indiana, a furniture company in Kentucky, a brewing company in Colorado, and more - who believe paying higher wages is both the right thing to do and part of a successful business model.
A business model describes how your company creates, delivers and captures value.
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.
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.
Companies that actually survive and flourish are going to change their business model from production to aggregating the networks and the network services and solutions. If you're a construction company or an IT company or a logistics company or an information data operation, to the extent that you can find ways to help build the commons, you can get some commercial value in that.
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.
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.
You know your business model is broken when you're suing your customers.
Napster was predicating its business model on violation of copyright.
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