A Quote by Parker Conrad

I'm not going to run my business on the basis of quarterly numbers. — © Parker Conrad
I'm not going to run my business on the basis of quarterly numbers.
I have almost no interest in quarterly reports. Running a business or investing in a business based on quarterly earnings doesn't make any sense at all to me.
That's all baseball is, is numbers; it's run by numbers, averages, percentage and odds. Managers make their decisions based on the numbers.
You can't run a company simply by the numbers. So if you're going to bet on someone, you bet on someone you want to be in business with for a long time.
How can you be on top of the things you do? I think when you are involved in a business, first of all you need to know the business. After that you know the business, you can - the numbers tell you what is happening. You can read with the numbers.
There will be no good business unless the majority comes to agree that we should demand more from business than large quarterly returns.
You can't manage the creative process on a quarterly basis. The way we're structured has really helped us grow.
We live in a digital world where all is available at the touch of a screen. Money has been simplified, changed subtly over time from tangible bills to numbers in cyberspace. Cash is no longer in a cloth bag; it's numbers on a screen. Numbers that can be manipulated and modified. If you run out of numbers, you can just buy some more, right?
I understand quarterly billing, how the record companies run.
We'll have a sales leader go run engineering. A lawyer go run business development. A business development leader go run our consumer operations. We're going to train a generalist group of leaders who know how to learn and operate in collaboration teamwork. I think that's the future of leadership.
The average small-business owner uses 18 apps to run their business every day, and if those applications don't allow data to flow seamlessly and they don't integrate, it's going to become a point of friction. It's going to prevent the small business from being successful.
When people run a business and open their door to the public, they must serve the public. That doesn't mean they can't say whatever they want to say. It doesn't mean they can't believe whatever they want to believe. Those are protected also. But businesses must serve the public. And that's a principle that we fought for in this country over many, many decades, when some were invoking religious freedom as an excuse to deny people on the basis of their race, on the basis of their religion, on the basis of sex and on the basis now of sexual orientation. Let's not confuse one thing with the other.
We like being private because when there is a downturn, as in 2001 and 2008, we do not reduce people. Also, we have flat decision-making. It's quick. We don't have to meet quarterly numbers, and it's all about excellence of work for the client.
Early on in your career, find someone better than yourself to run the business on a day-to-day basis. Remove yourself, maybe even from the building, and from the nitty-gritty. That way, you're going to be able to see the bigger picture and think of new areas to go into.
I think the best comparable is Bryant Gumbel's "Real Sports," in the sense that it's quarterly as well. So that's what we're doing, a quarterly special, an hour, three to four stories each hour.
Tough management is a way to approach work. It is a practical, reasonable, and organized way to get to decisions more easily, make the numbers on a consistent basis, have those around you understand where you stand, and increase the business.
I consider a merchant someone who has a certain intuition and instinct, and - very important - knows how to run a business, knows the numbers.
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