A Quote by Julie Sweet
If you choose to work at a larger company over a smaller company, you are more likely to be higher paid.
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As a director, you're incredibly proud when an individual steps up to the podium and is acknowledged for their work. But to have an entire company acknowledged, there is just no higher honor ever paid for that company - or for the director, for that matter.
I've talked to several CEOs - from a recycling company in Indiana, a furniture company in Kentucky, a brewing company in Colorado, and more - who believe paying higher wages is both the right thing to do and part of a successful business model.
I absolutely don't dislike children - I would choose their company over adult company any time.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
John W. Snow was paid more than $50 million in salary, bonus and stock in his nearly 12 years as chairman of the CSX Corporation, the railroad company. During that period, the company's profits fell, and its stock rose a bit more than half as much as that of the average big company.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
People who get higher pay are more willing to relocate--especially to undesirable locations at the company's behest... A corporate secretary may change companies in the same town; a corporate executive is more likely to change towns with the same company. A talented corporate secretary sees an invitation to relocate as an invitation; a future corporate executive sees an invitation to relocate as an opportunity--and an obligation.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
One of the biggest reasons for higher medical costs is that somebody else is paying those costs, whether an insurance company or the government. What is the politicians' answer? To have more costs paid by insurance companies and the government. ... [H]aving someone else pay for medical care virtually guarantees that a lot more of it will be used. Nothing would lower costs more than having each patient pay those costs. And nothing is less likely to happen.
Without husbands, women have to focus on earning more. They work longer hours, they're willing to relocate and they're more likely to choose higher-paying fields like technology.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
I'm fortunate to work for a company that supports investigative journalism with strong editors and lawyers. That's the benefit of working for a company that's been around for more than a century.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
If a German company takes over 51 percent of an Indian one, it is given far-reaching controlling rights. But if an Indian company owns the majority of a German company, it is granted only very limited influence. That is unfair.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
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