A Quote by Julius Erving
One of the commitments that I personally have now is to a diverse approach to buying businesses, and the operation of those businesses.
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If you look at America, one of the great strengths of America is its university towns and the way a lot of their businesses and a lot of their innovation and enormous economic growth have come from reducing that gap, getting those universities directly involved in start-up businesses, green field businesses, new development businesses.
There are only two kinds of businesses in this world: Businesses in crazy competition, and businesses that are one of a kind.
In one month, the Small Business Administration does $1 billion of loans and guarantees for businesses; many of those are women-owned businesses.
I think if you look at the commonalities between eBay, PayPal and OpenTable, all three are businesses that built a network in a vertical. Network effect businesses are very attractive businesses.
We may well have a competitive advantage buying decent businesses at decent prices. But they won't be fabulous businesses and fabulous prices. There's too much competition and money out there, with many buyout specialists.
At the end of the day local authorities are responsible for economic growth in their area. They don't buy and sell businesses, they don't build businesses, what they do is work to attract businesses their area, through a combination of things.
The experience is fundamentally different for buying from local businesses than it is for buying consumer goods.
I don't have a lot of time for managing [my businesses], so I put a lot of trust in people I hire to manage my businesses. I can't necessarily attend to [the businesses] while I'm in season. We swap ideas on how we can improve and deliver a better product.
But in the business I had, we invested in over 100 different businesses and net-net, taking out the ones where we lost jobs and those that we added, those businesses have now added over 100,000 jobs.
Because I work with entrepreneurs who own businesses, I have found Doug Tatum's No Man's Land to be a really helpful body of working knowledge. It's very applicable to most businesses that have the usual problems of growing businesses - managing people, capital, markets, etc.
As I have mentioned before, we cannot make the same sort of money out of permanent ownership of controlled businesses that can be made from buying and reselling such businesses, or from skilled investment in marketable securities. Nevertheless, they offer a pleasant long term form of activity (when conducted in conjunction with high grade, able people) at satisfactory rates of return.
As I examine progressive revenue options, I want to make sure wealthy individuals and businesses pay their fair share, that we reduce the burden on low-income and middle-class families, and not drive businesses from Chicago or create a disincentive for businesses to invest in our city.
Then by the springtime, you'll see us moving an effort to cut taxes for working families, small businesses and family farms to reform our business taxes in this country so that American businesses can compete more effectively with businesses around the world.
The key thing for all businesses, and especially of course technology businesses or businesses that employ technology as a key kind of strategic advantage, is you always have to be investing in the future.
The New Capitalism (arising from the global economic downturn)...those running our biggest commercial businesses will have to be more visible. They'll have to manifest a genuine understanding not only of the anxieties of their employees but of all taxpayers. Those chief executives who succeed will be those who imbue in their businesses very simple, commonsense standards of decency
When product performance outstrips the ability of customers to use that performance in an industry, the competitive game changes. Under those circumstances you have to decouple components businesses from assembly businesses.
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