A Quote by Gerry Schwartz
I have almost no interest in quarterly reports. Running a business or investing in a business based on quarterly earnings doesn't make any sense at all to me.
Related Quotes
Business chief executive officers and their boards succumb to the pressures of the financial markets and their fears of takeovers and pour out their energies to produce quarterly earnings - at the expense of building their companies for the long term.
I think the best comparable is Bryant Gumbel's "Real Sports," in the sense that it's quarterly as well. So that's what we're doing, a quarterly special, an hour, three to four stories each hour.
There will be no good business unless the majority comes to agree that we should demand more from business than large quarterly returns.
Employers should overcome a myopic quarterly earnings posture and focus on long-term strategies for growth that include investing in their own skills-training efforts to enable a broader pool of applicants.
I'm not going to run my business on the basis of quarterly numbers.
The filmmakers aren't running the studios anymore. Sometimes people who like films are making them, but by and large, they have to go report quarterly earnings and all that stuff. The competition is so huge that it's very hard to get people to show up to see any movie in the theater, much less an original one that isn't a version of something else they saw.
After careful consideration, we have decided that for our next fiscal year, we'll issue guidance on comparable store used unit sales and on earnings per share only for the full fiscal year. We will no longer issue quarterly guidance. This decision reflects our continuing focus on longer-term store, sales, and earnings growth and on return on invested capital, and our recognition that the performance in shorter-term periods can be more volatile than over the longer term. As we report our quarterly results, we plan to comment on how our performance is tracking against our annual guidance.
Corporations today, by their razor sharp focus on the 'bottom line' and quarterly earnings, have lost their ability to innovate.
It is important that global business leaders understand that they need to think beyond their quarterly balance sheets and see what it is that they are creating.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
There's such a preoccupation with liquidity and such an unwillingness to invest beyond the horizon of the next quarter and making sure that the CEOs hit their quarterly earnings.
There's a myth out there that you have to genuflect at the altar of quarterly earnings. But it's a false choice that you can either be a good fiduciary or promote values such as environmental sustainability.
In a world where companies increasingly know about their business in real time, it makes no sense that public reporting mostly follows the old quarterly schedule. Companies sit on vital information until reporting day, at which point the market goes crazy.
If you truly want to innovate, there will be some failures, and this can be difficult for some organizations - especially public companies managing quarterly earnings.
Anthony and I are putting together a company where we won't lose our jobs based on quarterly earnings and can afford to play a longer game. That short game is what creates a glut of mediocrity in the market because people are desperate for hits, and it puts so much pressure on executives to deliver them. We will take that pressure off the artists.
Immigrants aren't the reason wages haven't gone up enough; those decisions are made in the boardrooms that too often put quarterly earnings over long-term returns.
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