A Quote by Michael Dell
Buying a company that is number one in its business is hard to do. When something is for sale, it's often not a leader.
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All business success rests on something labeled a sale, which at least momentarily weds company and customer.
No one is doing something in your business - getting a sale, having a key customer, working on an R&D project - doing anything that's more important than something you say is going to change the company.
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.
Buying something on sale is a very special feeling. In fact, the less I pay for something, the more it is worth to me.
You go ask any founder of any company why he or she did it, you will never hear, "I wanted to create jobs for the community" as the number one, number two, number three, number four, number five, number 10 reason for doing so. That is a result of the success the business enjoys. Creating jobs is not why people start businesses. Creating jobs is not how people innovate in business. It's not how they compete.
Many of life's decisions are hard. What kind of career should you pursue? Does your ailing mother need to be put in a nursing home? You and your spouse already have two kids; should you have a third?such decisions are hard for a number of reasons. For one the stakes are high. There's also a great deal of uncertainty involved. Above all, decisions like these are rare, which means you don't get much practice making them. You've probably gotten good at buying groceries, since you do it so often, but buying your first house is another thing entirely.
Buying something on sale is a very special feeling. In fact, the less I pay for something, the more it is worth to me. I have a dress that I paid so little for that I am afraid to wear it. I could spill something on it, and then how would I replace it for that amount of money?
The ultimate goal is to be the leader in mobile commerce. I'm not just saying revenues; if you're trying to find a good experience of buying something on your phone, I want you to automatically think, 'Boxed has one of the best, if not the best, experiences of buying something on your mobile device.'
When a nanotech company matures and becomes a real business, it becomes something else. It becomes a biotech company or a cleantech company or a memory chip company. Nanotechnology has fueled the core innovations in electronics and energy.
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.
It's my job for Oracle, the number two software company in the world; to become the number one software company in the world. My job is to build better than the competition, sell those products in the marketplace and eventually supplant Microsoft and move from being number two to number one.
Nothing helps make a leader more approachable than admitting your struggles, screw-ups and behind-the-scenes thinking on hard calls. If the leader makes this a priority, the whole company will be more open and methodical learning from failure.
I'm a sucker for a sale. I don't understand why anyone wants to pay full price for anything because everything goes on sale. I love sale websites. In fact - this is almost kind of embarrassing - I'm coming from an Isabel Marant sample sale.
There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.
When I'm bearish and I sell a stock, each sale must be at a lower level than the previous sale. When I am buying, the reverse is true. I must buy on a rising scale. I don't buy long stocks on a scale down, I buy on a scale up.
It's extremely hard to build a company with a product that everyone loves, is free and has no business model, and then to innovate a business model. I did that with Kazaa, had half a billion downloads but that wasn't a sustainable business.
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