A Quote by Dave Goldberg

In general, you don't want competitors to understand your business outside of telling people your revenue and profitability numbers. — © Dave Goldberg
In general, you don't want competitors to understand your business outside of telling people your revenue and profitability numbers.
Any other business, you want your competitors to go out of business. In sports, you just don't want them to have as good a record as you do.
Vanity metrics are the numbers you want to publish on TechCrunch to make your competitors feel bad.
Even though this is a business you do have people here that you're with every day, like your family. You want to go play for them and you want to win with them. You have to find a way to do that but understand that there is a business side to it. You have to find a way to understand.
Daily Mojo: Your main competitors are not others in your industry. Your main competitors are distractions. Don't let them beat you - stay focused
I know a few CEOs who delegate the understanding of their financials and their business metrics to the CFO, and then stop worrying about all that 'numbers stuff.' Don't do that. You have to know your numbers inside and out - they are your life blood.
As a woman, it is so tough to grow your business. People are ready to hear all your creative inputs, but the minute you start talking about numbers and statistics, they look over your shoulder to see whether you have a man backing you up or not.
Money is just a consequence. I always say to my team, 'Don't worry too much about profitability. If you do your job well, the profitability will come.'
Control your cash. Stick to your core business. Know your numbers.
I'm a spreadsheet guy. But you get to that moment of truth, and it has nothing to do with a spreadsheet. You've got to factor in what your competitors are doing, what the technology is doing, what your shareholders want, what your employees want, what your customers want, and you've got to make it happen sometimes.
If you are seizing on a new business opportunity, deliberately move your customers' expectations up a few notches and consistently over-deliver on your promises - you will leave your competitors struggling to catch up.
In industries where a lot of competitors are selling the same product - mangoes, gasoline, DVD players - price is the easiest way to distinguish yourself. The hope is that if you cut prices enough you can increase your market share, and even your profits. But this works only if your competitors won't, or can't, follow suit.
Don't ever let your business get ahead of the financial side of your business. Accounting, accounting, accounting. Know your numbers.
Q1 is the easiest quarter to make. If you miss your Q1, regardless of the type of revenue you have, you aren't going to make your revenue plan for the year because your budget process isn't accurate.
As much as I'd only like to concentrate on the creative side of acting, the whole business in general is just that - a business - and you have to do your homework if you want to be successful.
Publishing is a business, and I completely understand it. But when you don't have to depend on writing for your identity or your income, you can do whatever you want.
If you tell your story well, it can help attract customers; it can help people understand your business better, and you are more approachable as a business and a company.
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