A Quote by Philippe Kahn
Great fit and synergism for both companies and excellent outcome for employees, customers and shareholders.
Related Quotes
Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.
I am convinced that companies should put staff first, customers second and shareholders third - ultimately that's in the best interest of customers and shareholders.
... Our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company's success.
Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
Customers first, employees second, and shareholders third.
Being a smaller, nimbler company is better for our customers, employees and shareholders.
We do not talk enough about spirit in business, yet it is what moves employees, customers, and shareholders alike.
We believe that there is no greater power in the world than the force of a great idea. We believe that people are the lifeblood of every organization. We believe that the best companies are true meritocracies, where people rise and fall through their own contributions, not through game playing or politics. We believe that work isn't simply a paycheck; it is the ultimate expression of a fully realized self. We believe that a company's obligations extend far beyond its bottom line and its shareholders - to a wider constituency that includes employees, customers, suppliers, and the community.
We need to reexamine and reassess the purpose of the corporation, and go back to the idea that senior leadership has responsibilities not just to shareholders but also to customers and employees.
Real teams are much more likely to flourish if leaders aim their sights on performance results that balance the needs of customers, employees, and shareholders.
We believe that a company's obligations extend far beyond its bottom line and its shareholders - to a wider constituency that includes employees, customers, suppliers, and the community.
Shareholder value is the result of you doing a great job, watching your share price go up, your shareholders win, and dividends increasing. What happens when you have increasing shareholder value? You're delivering better employees to their communities and they can give back. Communities are winning because employees are involved in mentoring and all these other things. Customers are winning because you're providing them new products.
There are "four keys" to becoming an excellent manager: finding the right fit for employees, focusing on strengths of employees, defining the right results, and hiring for talent - not just knowledge and skills.
Companies that hire employees..that are deeply passionate create companies that customers are really really passionate about, and those are the companies that have strong brands.
Companies that build scale for the benefit of their customers and shareholders more often succeed over time.
Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.
