A Quote by Neal Patterson
Cerner has significant growth opportunities. We believe there is leverage with HNA Millennium and in our business model that can grow both our top-line and earnings during 2000 and through the foreseeable part of this decade.
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It's an advantage for both parties to have the other. It also creates good stability of earnings. Our business mix means we have a diversified earnings stream, which is one of the things why we got through the tough times so successfully.
At many companies, business development is treated as a sales tool for incremental growth, but I believe that business development can bend our growth curve in a big way. It should accelerate our ability to grow, helping us quickly close gaps or leap ahead of competitors.
I saw that we needed to grow but our top line wasn't growing, so we had to find other ways to grow the business. We had to reshape our business and acquire share in a non conventional way. But most tech leaders don't come out of a business background. They really have a parochial point of view. All they know are the go-go years of Silicon Valley. That's the environment in which they were raised.
As Popeyes becomes part of the RBI family, we believe we can deliver growth and opportunities for all of our stakeholders, including our valued employees and franchisees.
We're looking to have the ability to come in and be able to capitalize on the marketing in order to grow the top-line. We basically leverage what has worked with our other successful acquisitions - investment in marketing, retention and student services.
If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.
I advise other companies' CEOs, don't fall into the trap where you go, 'Where's the growth? Where's the growth?' Where's the growth?' They feel a tremendous pressure to grow. Well, sometimes you can't grow. Sometimes you don't want to grow. In certain businesses, growth means you either take on bad clients, excess risk, or too much leverage.
DaimlerChrysler made significant progress in the year 2005, but our earnings are still not where we want them to be. We intend to grow profitably and to create added value over the long term - for the benefit of our customers, employees and shareholders.
Xerox's innovative technology and service offerings - delivered through an expanding distribution system with a lean and flexible business model - continue to solidify our market leadership, driving consistently strong earnings performance.
A lot of people will say, "what's Facebook's business model?" I always find that a kind of funny question. Our business model is out there, which is: we monetize largely through advertising and a little bit through the gift revenue, the virtual gifts we have on our site. I think those continue to be the most promising avenues going forward.
Growth is the mantra of our society because the economy can't remain healthy without growth.Impregnable monopolies aside (and these are few), profits are both the hallmark of capitalism and its Achilles heel, for no business can permanently maintain its prices much above its costs. There is only one way in which profits can be perpetuated; a business-or an entire economy-must grow.
Our progress isn't just limited to the operation. Financially, we have been performing well. United's 2015 earnings were one of the best in the company's history, and we made significant progress shrinking the margin gap with our closest competitors, strengthening our balance sheet, and returning significant cash to shareholders.
Treat your career as a business. Invest your earnings into good tools that can enhance your business. Film businesses are the same as non-film businesses. Ploughing part of your earnings back into your filmmaking business would grow career exponentially.
Siemens' health care IT assets provide additional scale, R&D, an impressive client base, and knowledgeable and experienced associates who will help Cerner achieve our plans for the next decade.
Part of being able to make great decisions around that and to really grow a business and scale a business, it also comes down to people. I spend a lot of time building teams at both businesses - both The Trump Organization and my own - and thinking about who to hire to supplement the team and allow us to best achieve our goals.
Education is a business - the growth business. It cultivates the growth of our learners, translates the growth of new knowledge, and builds professional growth.
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