A Quote by David Steward

We're probably one of the few Internet dot-com B2Bs business-to-business companies that have improved their bottom line. — © David Steward
We're probably one of the few Internet dot-com B2Bs business-to-business companies that have improved their bottom line.
My primary early interest was in marketing and my aim was to improve its theories, methods and tools. Early on I pressed companies to adopt a consumer orientation and to be in the value creation business. I didn't pay much attention to the social responsibilities of business until later. Now I am pressing companies to address the triple bottom line: people, the planet, and profits. I found that companies were too much into short term profit maximization and they needed to invest more in sustainability thinking.
When there were not very many Internet companies, the supply of Internet companies to the market was small and the appetite for them was large. Therefore, if you were in the business of creating Internet companies in 1996-98, you had a market that provided massive demand for that.
ICG wasn't an index fund so much as a collection of venture-capital investments focused on so-called business-to-business Internet companies.
My message to business leaders is clear: If you are looking to expand your business and boost the bottom line, there is no better place than Utah to do it.
Today, companies have to radically revolutionize themselves every few years just to stay relevant. That's because technology and the Internet have transformed the business landscape forever. The fast-paced digital age has accelerated the need for companies to become agile.
Wherever you go in the galaxy, you can find a food business, a house-building business, a war business, a peace business, a governing business, and so forth. And, of course, a God business, which is called 'religion,' and which is a particularly reprehensible line of endeavor.
We ought to start running the government like a private-sector business. I have that ability as CEO of our companies. I have line item vetoes, and if I didn't, we'd probably be out of business by now.
Whenever one or more components of a company's business model changes, new business models are created for supporting companies. The changes might involve niches served, new marketing angles or improved value propositions.
We need an honest bottom line. Today that bottom line is vastly subsidized. If anyone of us were paying the full cost of oil our bottom lines would be very different. If you internalize the cost of oil, look at the cost of the war in the Middle East or the cost of global warming for future generations, if you internalize those external costs and what you pay, that bottom line would look very different, what ever business you are in.
In business -- every business -- the bottom line is understanding the process. If you don't understand the process, you'll never reap the rewards of the process.
It's not about revenues: The fundamental economics in digital business is scale and margins. The top line has become the bottom line.
It’s not about revenues: the fundamental economics in digital business is scale and margins. The top line has become the bottom line.
I see the level of sophistication and knowledge about business growing dramatically. Several decades ago, only a few companies thought about international business.
Filmmaking is a business and at the bottom line people who don't make fiscally responsible decisions end up going into another line of work.
A lot has been written about the Internet bust. From my point of view, it's quite clear the Internet isn't a category; the Internet is a technological infrastructure that can be deployed to facilitate a disruptive business model or a sustaining business model.
Film-making is a business and at the bottom line people who don't make fiscally responsible decisions end up going into another line of work.
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