A Quote by Marcus Lemonis

When selecting businesses, I first have to be enticed by the product or the industry they are in. Then I look for passion. If a company has these two qualifiers, I go for it. — © Marcus Lemonis
When selecting businesses, I first have to be enticed by the product or the industry they are in. Then I look for passion. If a company has these two qualifiers, I go for it.
If you are a single product company, then you are a contract company. But if you enter the retail market, then you have to be a multiple product company.
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.
A company can set off in one direction, figures out that it's not the right way to go, and then go in an entirely new direction. Over time, the product or service improves, and the company gets better at executing and delivering.
Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.
Look back to the old days: people bought an MS DOS machine and struggled with it for weeks to bring it up to speed. Then Apple created Macintosh, struggled a bit with it, but eventually succeeded. Then it went into other businesses. If your company truly wants to change the world, it would make these problems go away for customers.
Since your company is the product that makes all of your other products, it should be the best product of all. When you begin to think of your company this way, you evaluate it differently. You ask different questions about it. You look at improving it constantly, rather than just accepting what it's become.
It's really rare for people to have a successful start-up in this industry without a breakthrough product. I'll take it a step further. It has to be a radical product. It has to be something where, when people look at it, at first they say, 'I don't get it, I don't understand it. I think it's too weird, I think it's too unusual.'
The company that employed me strived only to serve up the cheapest fare that the customer would tolerate, churn it out as fast as possible, and charge as much as they could get away with. If it were possible to do so, the company would sell what all businesses of its kind dream about selling, creating that which all of our efforts were tacitly supposed to achieve: the ultimate product -- Nothing. And for this product they would command the ultimate price -- Everything.
I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.
One of the reasons for The Walt Disney Company's long- term success is really the first of Dr. Deming's famous points, "create constancy of purpose." In his professional career, Walt's major passion was to provide the finest in family entertainment. For the most part, for nearly a century, the Company has stayed true to that legacy, and has set the standard for the entire entertainment industry.
It takes a long time to get a reputation for quality. There are people in our industry, they're basically copiers. Look at the cars on the streets. They all look alike. But if you put quality into a product, then have it validated, you have huge credibility.
You can divide our industry into two kinds of people: those who want to go work for a company to make it successful, and those who want to go work for a successful company.
The reality is the only place a company's culture is going to start and end is at the beginning of that company. And it always starts with the founders. So if you can't create an environment of founders and founding employees who are going to represent the company you want, then you are never going to get there. You have to look at your own network and find what you are missing. So if you don't have a female or someone who has an international perspective or a person with a bio degree, but those perspectives matter to the firm or product you want to create, then it's never going to work out.
When you go to make a purchase, take a look at the product and ask yourself: 'am I being cheated?' If a product from a 'fast fashion' chain is falling apart before you've even bought it, it's not a deal. It's the fast-fashion company trying to get you to buy something that is quick on trend but slow on quality.
Gambling drains the economy by taking money away from grocery stores and retail businesses and putting it in the hands of an industry that produces no product
Founders should think of their company as a product and build it and shape it with the same passion and care.
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