A Quote by Joe Mimran

There are different ways to raise capital that were not available when I was growing my business. — © Joe Mimran
There are different ways to raise capital that were not available when I was growing my business.
Capital is always available for good companies, but the only question is value at which you raise capital. In bad times, you raise capital at low valuation, and in good times, you get a fair price. It separates winners from the rest.
Companies that raise capital do it on the basis of past performance and unique competencies of the business. We cannot raise capital if we are not creating sustained value.
The purpose of finance is to enable business to acquire the ownership of capital instruments before it has saved the funds to buy and pay for them. The logic used by business in investing is things that will pay for themselves is not today available to the 95% born without capital. Most of us owe instead of own. And the less the economy needs our labor, the less able we are to "save" our way to capital ownership.
Learn to raise capital by any means necessary. That's your primary job as an entrepreneur. You must continually raise capital from family and friends, banks, suppliers, customers and investors.
I would say I used to spend 60 percent of my time just to raise capital, when I was growing.
Well, certainly the Democrats have been arguing to raise the capital gains tax on all Americans. Obama says he wants to do that. That would slow down economic growth. It's not necessarily helpful to the economy. Every time we've cut the capital gains tax, the economy has grown. Whenever we raise the capital gains tax, it's been damaged.
I certainly agree that capital is not a one-dimensional object, and that the return on capital takes very different forms for different assets or different people.
The digital business is a fantastic business to be in. The only thing you have to do is build a cost structure for a declining business, which is different from the structure for a growing business.
The ways of the Lord are different from the ways of man. Man's ways remove people from office or business when they grow old or become disabled. But man's ways are not and never will be the Lord's ways.
Well, he's got a much bigger circus to play with, and he has a lot more financing available, and he has a lot more time available. I think that makes a huge difference. I think he instinctively knows how to make films and all the different ways that you can make stuff. He's very gadget-wise, and he's very smart about all the different things that are available to a filmmaker nowadays, and he makes very good use of them. He has a theater in his house, for God's sake. It has proper curtains on it and everything. It's pretty wild.
I saw that we needed to grow but our top line wasn't growing, so we had to find other ways to grow the business. We had to reshape our business and acquire share in a non conventional way. But most tech leaders don't come out of a business background. They really have a parochial point of view. All they know are the go-go years of Silicon Valley. That's the environment in which they were raised.
If the business were a play, Act One is: Woohoo, bright and bushy-tailed. We're going to make something great! Act Two is: We're six months behind on back-end development. We're trying to raise venture capital. We're trying to figure out what furniture we should sell to make payroll.
One of the special characteristics of New York is that it is different from a London or a Paris because it's the financial capital, and the cultural capital, but not the political capital.
When I started Biocon in 1978, the obstacles I needed to navigate were manifold - ranging from infrastructural hurdles to issues related to my credibility as a business woman. With no access to venture capital, money was scarce and high-cost, debt-based capital was all I had.
Increased business sales would almost certainly raise the productive capacity of the economy by encouraging additional capital spending, especially if accompanied by reduced uncertainty about future prospects.
I was encouraged to break all the rules but to take the best of philanthropy, the best of investing, and the best of development finance, and experiment with new ways to create this venture capital model of using philanthropy to back patient capital investments, and then build solutions that were measured in terms of the kind of impact and change they were making on people's lives and in the world, not just on the financial return.
This site uses cookies to ensure you get the best experience. More info...
Got it!