A Quote by Kenneth Frazier

We value R&D as a company. It's who we are. — © Kenneth Frazier
We value R&D as a company. It's who we are.
For every company that sees the value of their capital go up, there's another company that has been disrupted, and the value of their capital gets marked down because it's not going to compete in the same way.
I think the next massive wave of value creation will be when you can get a manufacturing company or agriculture devices company or a health care company to develop dozens of AI solutions to help their businesses.
You need to focus on creating the actual value of the company, not just the theoretical value. The actual value comes from a great product that sells well and is ultimately profitable.
Our entire team is focused on managing this company for value - fixing or eliminating those operations that lessen value and expanding or adding those that enhance value.
Value investors look at cash flows. If a company can maintain present cash flows for 5 or 6 years, it’s a good investment. Investors then just hope that those cash flows - and thus the company’s value - don’t decrease faster than they anticipate.
Customer-centricity should be about delivering value for customers that will eventually create value for the company.
At the height of the Enron mania, the company's market value was $65 billion. Once the dust cleared, the final value was $0.
Companies that actually survive and flourish are going to change their business model from production to aggregating the networks and the network services and solutions. If you're a construction company or an IT company or a logistics company or an information data operation, to the extent that you can find ways to help build the commons, you can get some commercial value in that.
Economic theory dictates that the value of a company is basically the present value of its future profits. To estimate Facebook's value through its future profits, we need to have a view on its user growth and how this will evolve in the next 10 to 50 years.
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.
If you provide enough value, then you earn the right to promote your company in order to recruit new customers. The key is to always provide value.
We try to reward people according to the value they create, value they create in society and for the company.
A company's ethical behavior is ultimately triggered by some sense of caring. And care is a sense of closeness to someone or something. A company must bring value to whom or what it is close to.
Anyone who prefers owning part of your company to being paid in cash reveals a preference for the long term and a commitment to increasing your company's value in the future.
It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
For value investors, General Motors is a tempting target. The company's share of the North American auto market has steadily declined for two decades, and analysts say the company suffers from weak management and unexciting cars.
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