A Quote by John Elkington

Companies watch what consumers are doing like a hawk. Just as one letter to a politician can signal an insipient problem, for companies, a trend where people are beginning to switch away from one of their key products to a rival offering on the basis of either claims or real improvements on performance, that's significant.
The last few months have seen a welcome race to the top. Consumers have sent companies a clear signal that they do not want their purchasing habits to drive deforestation and companies are responding. Better still, companies are committing to working in partnership with suppliers, governments and NGOs to strengthen forest governance and economic incentives. It can be done and this Declaration signals a real intention to accelerate action.
It used to be that American and European companies built their products in low-wage countries, separated by great distances from the innovators who developed the products and the markets where they were sold. But companies increasingly find that is an outmoded way of doing business.
I think you have to learn that there's a company behind every stock, and that there's only one real reason why stocks go up. Companies go from doing poorly to doing well or small companies grow to large companies.
Most businesses change in character and quality over the years, sometimes for the better, perhaps more often for the worse. The investor need not watch his companies' performance like a hawk; but he should give it a good, hard look from time to time.
When the trust is high, you get the trust dividend. Investors invest in brands people trust. Consumers buy more from companies they trust, they spend more with companies they trust, they recommend companies they trust, and they give companies they trust the benefit of the doubt when things go wrong.
The companies sending Alabama-made products to markets across the world are not just large, multinational companies, but also small and medium-sized companies located in communities across the state.
More and more, companies are realizing the value of their female consumers, and that's showing up in the female-specific products they're making, their marketing strategies, and even the feel of their companies internally.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
If you want to make big improvements in communication, my advice is - hire physicists, not communications people from normal companies and never believe what advertising companies tell you about 'data' unless you can independently verify it.
We've got a portfolio of companies that range all the way from hotels to television stations and cable TV companies, oil and gas, consumer products, and industrial products. If there's anything that I want to know more about, I have the opportunity. It's right in our portfolio. I can spend time at the factory or with the manangement and learn as much as I want. You can't get bored doing that.
I think people often underestimate the power of consumers. But I equally say that consumers are like shock troops: You can't keep them agitated and motivated and committed and active forever. There are pulses where they switch on to a particular issue, and just inevitably they switch off.
There are black companies that are very active in the economy, that are growing and not on the basis of mergers and acquisitions, but because of putting new money into their particular companies and, therefore, their particular sectors. Indeed, if they didn't do that, they would collapse as companies.
Normally, Indian companies follow the trend set by companies abroad. There is usually a long lag period.
There's no trend lines that work in entertainment. You can break any trend line by offering value that we as consumers of content want.
You can find a product and be aware of all the other products out there in just seconds. That's a very attractive method for companies and consumers. At the same time, it also creates a lot of competition.
If Canadian companies want to sell products to the E.U., they have to prove those products conform with E.U. product safety, health and environmental rules. This involves extra bureaucracy, controls and paperwork. If the U.K. had a Canada-style deal with the E.U., U.K. companies would have to do the same.
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