A Quote by Elizabeth Esty

We may not have the cheapest labor costs, but where we can compete is innovation. Historically, that's been Connecticut's strength, and it can be again. — © Elizabeth Esty
We may not have the cheapest labor costs, but where we can compete is innovation. Historically, that's been Connecticut's strength, and it can be again.
The consumer gets the best deal when the product is cheapest, and the product is cheapest when people can freely compete in the market place.
The strength of the dollar has historically been tied to the strength of the U.S. economy and the faith that investors have in doing business in America.
We cannot put Connecticut's future on the credit card. The state has had a problem putting costs on Connecticut's credit card that it simply can't afford to pay.
The Lord had given them the day and the Lord had given them the strength. And the day and the strength had been dedicated to labor, and the labor was its reward. Who was the labor for? What would be its fruits? These were irrelevant and idle questions.
If we get a tax system that is competitive, we will hire people. When you hire people, you have to compete for labor. When you compete for labor, you drive wages.
Never ever compete on prices, instead compete on services and innovation.
The candidate out front on Labor Day has historically been the one who stayed ahead in November.
Avant-garde architects have never been able to depend on the support of the establishment, since the customary patrons of this most conservative and slowly moving art form have historically been resistant to innovation and experiment.
The cleanup costs of polluting a river, injecting pesticides into the ground water, or putting noxious gases into the air have not been figured into the cost of the manufacturing or agribusiness that put them there in the first place. Historically, the economic incentive has been to pollute.
This law … defines the limits of competition in the community of life. You may compete to the full extent of your capabilities, but you may not hunt down your competitors or destroy their food or deny them access to food. In other words, you may compete but you may not wage war.
The companies that get innovation right, again and again, are the ones that feel what their customers feel. That is true user-centered innovation
I'll find a place to rest my spirit if I can Perhaps I may become a highwayman again Or I may simply be a single drop of rain But I will remain And I'll be back again, and again and again and again and again...
All businesses require capital, management and labor, and business executives, wanting to grow and maintain profitable enterprises, have a strong incentive to keep costs, including labor, as low as possible.
Boeing has won in the marketplace for 100 years because of innovation, and we need to continue to invest in innovation for the future. And our cash generation strength is what allows us to do that.
What we've been finding is that when you remove the barriers to innovation, you can actually hold costs down while lifting entrepreneurs up and getting better health results.
When the press writes scare stories about the global labor supply draining jobs from rich to poor places, the story is usually presented as a "race to the bottom" simply in terms of wages. Capitalism supposedly looks for labor wherever labor is cheapest. This story is half wrong. A kind of cultural selection is also at work, so that jobs leave high-wage countries like the United States and Germany, but migrate to low-wage economies with skilled, sometimes overqualified workers.
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