A Quote by Jesse Ventura

Once you privatize something, it becomes a for-profit business. — © Jesse Ventura
Once you privatize something, it becomes a for-profit business.
We've so, so fallen for the premise that only government can do certain things. But then when we get around to privatizing, people always applaud it. Well, I mean, the left never does. Privatize this; privatize that. Prisons, you name it. When you are endeavoring to create wealth by virtue of creating profit, you're gonna have a much more efficient operation a bunch of bureaucrats - who have no idea what they're doing, by the way.
My Christian Louboutins are also one of the secrets to my not-for-profit success. Here's why - and it's something that everyone who manages employees, whether in a for-profit business or a not-for-profit, should keep in mind: A little extravagance goes a long way.
Business must be run at a profit, else it will die. But when anyone tries to run a business solely for profit, then also the business must die, for it no longer has a reason for existence.
A tremendous amount of the entrepreneurial initiative, if you want to call it that, comes from the dynamic state sector on which most of the economy relies to socialize costs and risks and privatize eventual profit. And that's achieved by, if you like, advertising.
We, in the business world, invest our money to make a profit. Sports teams make a good profit. That's the way the system should work, not taxpayers forking over these dollars to for-profit enterprises.
First something is a great idea, then it becomes a cause, then it becomes a business and finally it becomes a racket.
If it moves, privatize it, if it doesn't move, privatize it; since everything either moves or doesn't move, privatize everything.
Republicans are always saying we should privatize things like schools, prisons, social security - hey, how about we privatize privacy! Because if the government forbids gay men from tying the knot, what is their alternative? They can`t all marry Liza Minnelli.
Social business lies in the spectrum of possibility between the traditional, profit-maximizing business, which directs little to no profit to doing good, and the traditional charity, which relies mostly on donations to sustain itself.
Once you become tagged as anything, it becomes difficult to shake it, because the less imaginative people in the business want you to do what worked for the last guy. That's always been something I've had to deal with.
In business, the earning of profit is something more than an incident of success. It is an essential condition of success. It is an essential condition of success because the continued absence of profit itself spells failure.
You know, art is very emotional business. But mostly it becomes not emotional, the fabric of commodity. It becomes business. It becomes so many different things. Because we forgot there was emotions involved.
As business leaders, we should not choose between profit or good; rather, we must choose to profit from good. And that requires connecting what we do with a purpose beyond profit - a reason to exist that meets our shared sense of 'doing good.'
I dismiss personal profit and focus exclusively on people and planet. That's what I call social business: a nondividend company dedicated to solving human problems. You can go all the way, forgetting about personal profit, being single-minded about solving problems. The company makes profit, but profit stays with the company.
When a nanotech company matures and becomes a real business, it becomes something else. It becomes a biotech company or a cleantech company or a memory chip company. Nanotechnology has fueled the core innovations in electronics and energy.
When designing algorithms as a business owner, your incentive is your profit, something for your business, it's not an incentive to maximise something for the individual.
This site uses cookies to ensure you get the best experience. More info...
Got it!