A Quote by Louis V. Gerstner, Jr.

The value that some analysts put on revenue vs. what they put on profit is out of whack. If you can grow real cash earnings, that's 80% of what you ought to do, and the revenue component is 20%.
I have endeavoured to show that the ability to pay taxes depends, not on the gross money value of the mass of commodities, nor on the net money value of the revenue of capitalists and landlords, but on the money value of each man's revenue compared to the money value of the commodities which he usually consumes.
Reasonable mergers generate substantial synergies, so that provides for earnings and cash-flow growth even if it doesn't provide for revenue growth, and I think that's a big driver.
I decided I could develop a toy and get some revenue from that and then use that revenue to really become an inventor and work on some of the more challenging projects I had in mind.
We grow our own source revenue base, we put ourselves into a stronger financial position and so this budget is unashamedly going to be about focusing on ensuring that we continue to grow our economy and create jobs.
I also don't think all of the revenue will come from digital subscriptions. We have in the New York Times a mix of revenue sources and it will continue to be a mix for quite a while. What makes me more nervous is that we built this newsroom on a really high profit margin that has eroded significantly over the last years. I'm nervous that we won't continue to have the profit margins that allow us to have a big, robust newsroom.
When you prohibit failure, you kill innovation. If you kill innovation in fundraising, you can't raise more revenue. If you can't raise more revenue, you can't grow. And if you can't grow, you can't possibly solve large social problems.
Today, National Geographic has a membership side with a magazine and some television side, and they generate about a billion dollars in revenue, and they're profitable. And so at the end of the year they have some bottom line profit which they can then reinvest, because they're running it as a not-for-profit in charitable endeavors.
I think it's smart for the United States to have some kind of tax revenue for international earnings - if that tax were reasonable.
The basis of the free market is anytime you can generate revenue or profit, you've created value in excess of the resources you consume in a society. That's probably the most unbiased utility function there is, as opposed to someone's opinion.
I came up with this idea to create an app. And the premise of the app is this: every problem in the bar business goes away when there's sales. You increase revenue and you solve every problem. It's when the revenues are low that [the business] doesn't work. So I wanted to put together an app that focused on top-line revenue, guest experience, and business management in a more organized way.
Even if you sell the same number of plasma televisions - if you are selling them for 20 or 30 or 40 per cent of the original price, your revenue goes down, and the profit goes with it.
The essence of any plan for financing old age is saving-to put aside some part of today's earnings for the future. Anything that saps the value of savings-and inflation is the worst single threat-is the enemy of the aged and of those who expect to grow old.
You're not changing the world at $500 million in revenue. You start making a true difference when you're doing billions in revenue.
What we do is we test what works on Wall Street. And sometimes it is earnings momentum, and sometimes it's earnings surprises. Sometimes it's price-to-sales cash flow, and then we put together our stock selection models.
Business people do two things with their time fundamentally. The first is that they try to create sales, right? Revenue, key to business. But the other thing they devote their time to equally is cost containment. That is to say, how to not create jobs. Because the fewer jobs you can create for the revenue you create, the more profit you make.
U.S. Internal Revenue Service: an agency modeled after the revenue raising concepts of the 19th century economist, Jesse James.
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