A Quote by Donal Daly
Mediocre products with great sales teams always beat great products with mediocre sales teams.
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Great teams are usually small-under fifty in total head count. (There are few examples of a team made up of hundreds of people who created anything revolutionary.) Big teams aren't conducive to revolutionary products because such products require a high degree of single-mindedness, unity, and unreasonable passion.
Sales teams use social media to generate leads and track clients as they move through the sales funnel. Operations and distribution teams forecast supply chains, while research and development squads brainstorm product ideas.
In December 1989, my mother died very suddenly, and that sparked a re-evaluation of what I was doing, and I realized I was mediocre at everything. I was a mediocre IBM employee, I was a mediocre entrepreneur, I was a mediocre artist. I decided that, although my mom wouldn't be around to see it, I wanted to be great at something.
You have a lot of great teams in the NBA. I watched San Antonio against Dallas, and they're two great teams, and there are great teams in the east, as well. So it takes time to gel, as we've all seen.
Good teams beat you with speed. Great teams beat you with spacing and timing.
My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits were the motivation.
Great spirits have always encountered opposition from mediocre minds. The mediocre mind is incapable of understanding the man who refuses to bow blindly to conventional prejudices and chooses instead to express his opinions courageously and honestly.
I would always rather do a mediocre script with a great filmmaker than a great script with a mediocre filmmaker.
My Eighth District, like others, counts on these family businesses and their teams working hard to support their families and aid their communities. As retailers, these teams often bring different or unique products to the marketplace.
Japanese tend to put sales and market share first. They make many products with the aim of raising sales. But then profits decline, and companies find themselves falling into debt... I changed the mindset at Canon by getting people to realize that profits come first.
There's mediocre jazz, mediocre salesmen, mediocre golfers. If you want to be good, you have to really hone your skills.
We pretty much have barnburners with every team. There's always new teams, there's always great teams, and you always want to be in the ring with the best.
I had the opportunity to play in many fantastic squads. I won with great teams but also lost with great teams.
Many companies forget what it means to make great products. After initial success, sales and marketing people take over and the product people eventually make their way out.
I wish developing great products was as easy as writing a check. If that was the case, Microsoft would have great products.
The Canadian teams just have great training and great coaches and that's sort of why there's the expectation that they're going to win. But there's a lot of really good teams coming out of the European countries.
