A Quote by Peter Chernin

There was no business plan, no model. It was just guts. — © Peter Chernin
There was no business plan, no model. It was just guts.
I've been a fashion model for 15 years and designing is just an extension of my career. I still plan on modeling lingerie, but at the same time this is a business transition that I plan to have around for a long time.
Ive been a fashion model for 15 years and designing is just an extension of my career. I still plan on modeling lingerie, but at the same time this is a business transition that I plan to have around for a long time.
Unless you have tested the assumptions in your business model first, outside the building, your business plan is just creative writing.
We don't have a business model for health care in this country, We just have a business model for care. The way doctors and hospitals get paid is something bad has got to happen. It's a pure reactive model.
We cannot truly plan, because we do not understand the future-but this is not necessarily a bad news. We could plan while bearing in mind such limitations. It just takes guts.
We now understand the distinction between startups - who search for a business model - versus existing companies - that execute a business plan.
If I am to choose two words that best describes myself, they are 'self-esteem' and 'guts.' Guts helped me become a global model.
You can increase the odds of spotting the weak points in your approach if you really think about the end-to-end business model you plan to follow - how you plan to create, capture, and deliver value.
Don't get stuck on a business plan just because it was your business plan.
Generally, the technology that enables disruption is developed in the companies that are the practitioners of the original technology. That's where the understanding of the technology first comes together. They usually can't commercialize the technology because they have to couple it with the business model innovation, and because they tend to try to take all of their technologies to market through their original business model, somebody else just picks up the technology and changes the world through the business model innovation.
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.
Founders go wrong when they start to believe their business plan will materialize as written. I advise entrepreneurs to burn their business plan - it's simply too dangerous to the health of your business.
Founders have continually struggled with and adapted the 'big business' tools, rules, and processes taught in business schools when startups failed to execute 'the plan,' never admitting to the entrepreneurs that no startup executes to its business plan.
I never had a business plan. I did, actually - I'm lying. My business plan was to get lucky, and I did; that was great. And then my second business plan was to get lucky again, and there, I faltered.
I don't want to plan my career. That would be a business plan. Filmmaking is not a business plan.
The basic problem is with the business model of journalism. That business model is premised on the idea that talk is cheap and reporting is expensive.
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