A Quote by John Mackey
Not everyone is born to run a $4 billion company. There is no magic formula. I've learned, and I've grown by learning. That's why I've enjoyed being in business so much: It's stretched me.
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I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.
When I look at this company, I envision a billion-dollar business, and that's how it's run.
It's extremely hard to build a company with a product that everyone loves, is free and has no business model, and then to innovate a business model. I did that with Kazaa, had half a billion downloads but that wasn't a sustainable business.
My company in the U.S., Pratt Industries U.S.A., has grown from scratch to become a billion-dollar business based on recycling, as well as the largest Australian-owned employer of U.S. citizens.
A father and two sons run Adelphia. It's a cable company. And they took from that company a billion dollars. A billion. Three people - three people took a billion dollars. What were they gonna do, start their own space program? 'Let's send the monkey to Mars, Dad!'
The design and creative side is not a problem, but learning how to run a company as a young creative has been challenging. There is so much more on the business side than I ever considered when I first started making jewelry in my kitchen. It has been a challenge keeping up with the company's success, and I have had to learn from my and others' mistakes as I go.
You can't come in and value your company at $10 billion if you don't have any sales, or you don't have anything to justify why your company is worth that much.
With the premise that we look for technical co-founders to run a company, I view myself as being a coach to that technical co-founder. I can help them with their business issues, with the growth issues of taking a company from a very early stage to something much larger.
My goal was becoming the next David Copperfield. I learned how to be a performer by emulating him as a kid - his formula of just talking to people onstage, being free to improvise, being charming and witty with a crowd, together with great, beautiful magic.
PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.
This is our moment of reckoning as a society and as a civilization itself. I didn't need to do this [run for presidency], folks, believe me — believe me. I built a great company and I had a wonderful life. I could have enjoyed the fruits and benefits of years of successful business deals and businesses for myself and my family. Instead of going through this absolute horror show of lies, deceptions, malicious attacks — who would have thought? I'm doing it because this country has given me so much, and I feel so strongly that it's my turn to give back to the country that I love.
Everyone wants to call wrestling 'the business.' Why don't you treat it like a business? I don't care if you're running a diner, if you're running a car wash or a wrestling company. It's all business.
There is always magic to be summoned at any point. I love to live in a world of magic, but not a fake world of magic. We all really basically have a lot of magic... It’s only those of us who choose to accept it, that really understand it. It’s there for everyone. That’s the only thing that I feel I am able to give to people and that’s why I know that they respond to me because I try to give them only their own magic... not mine, but theirs
If you can't figure out how to make money on three billion in revenue, when exactly will the profit magic be found? Ten billion? Fifty billion?
I believe Business Objects is on the cusp of becoming a multi-billion-dollar sales company. There is tremendous growth potential for business intelligence.
I run a multi billion dollar company
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