A Quote by Ray Anderson

During the last five years, those four advantages-costs, products, people, goodwill-have been the salvation of Interface during a recession that saw our primary marketplace shrink by 38% from peak to trough-38%! As a heavily leveraged company with over $400 million in debt, we might not have made it without the sustainability initiative and, especially, the support of our customers. This revised definition of success-this new paradigm-has a name: "Doing well by doing good". It is a better way to bigger profits.
I always make the business case for sustainability. It's so compelling. Our costs are down, not up. Our products are the best they have ever been. Our people are motivated by a shared higher purpose - esprit de corps to die for. And the goodwill in the marketplace - it's just been astonishing.
To the economically illiterate, if some company makes a million dollars in profit, this means that their products cost a million dollars more than they would have without profits. It never occurs to such people that these products might cost several million dollars more without the incentives to be efficient created by the prospect of profits.
Something worth doing might take a while, so really flesh out the potential of the business and be honest about whether it's worth doing. If it's not a $100 million company in five years, maybe it'll take 10 or 15 years. If you're doing something that has a universal, timeless need, then you need to think of the company in a timeless way.
We've grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good.
Good developers like seeing their products sell in large quantities. They enjoy the competition of doing a better job than the other company, especially if the other company has more people on the project and they're entrenched and people are saying that we don't have a chance of getting in there and... and doing well.
[If] we can celebrate that in a way that celebrates our love for New England as well as our love for the Italian culture as well as the American culture, then we've done something that's really good and supporting these fishermen who are doing the right thing in sustainability . . . paying attention to make sure we don't overfish our world.
Over the last 40 years, I have built MW into a multi-billion dollar company with amazing employees and loyal customers who value the products and service they receive at MW. Over the past several months I have expressed my concerns to the Board about the direction the company is currently heading.Instead of fostering the kind of dialogue in the Boardroom that has in part contributed to our success, the Board has inappropriately chosen to silence my concerns through termination as an executive officer.
This recession is the deepest in our lifetimes, the deepest since 1929. If you take the people thrown out of work in the 1982 recession, the 1991 recession, the 2001 recession, not only is this bigger, this is bigger than all of those combined.
In the 24 hours since this time yesterday, over 200,000 acres of rainforest have been destroyed in our world. Fully 13 million tons of toxic chemicals have been released into our environment. Over 45,000 people have died from starvation, 38,000 of them children. And more than 130 plant and animal species have been driven to extinction by the actions of humans. And all this just since yesterday.
Our population is growing rapidly because of our good health policy. When I came into office, there were 14 million Ugandans, today there are 38 million, despite the catastrophe of AIDS, which we have also tackled. The Ugandans know and appreciate this, especially the elderly.
People, materials, facilities, money, and time are the resources available to us for conducting our business. By applying our skills, we turn these resources into useful products and services. If we do a good job, customers pay us more for our products than the sum of our costs in producing and distributing them. This difference, our profit, represents the value we add to the resources we utilize.
I've been a professional actor now for 38 years. A long time. And it's wonderful to earn your living doing something that you love. To think people actually give you money for it!
What vast additions to the conveniences and comforts of living might mankind have acquired, if the money spent in wars had been employed in works of public utility; what an extension of agriculture even to the tops of our mountains; what rivers rendered navigable, or joined by canals; what bridges, aqueducts, new roads, and other public works, edifices, and improvements might not have been obtained by spending those millions in doing good, which in the last war have been spent in doing mischief.
With this new initiative, Disney is doing what no major media company has ever done before in the United States. And what I hope every company will do going forward when it comes to the ads they show and the food they sell they're asking themselves one simple question: Is this good for our kids?
I love Scientology. I've been involved for 38 years, and I don't think I'd be here without it because I've had a lot of losses and different negative things that have happened over the years and it really got me through brilliantly.
When I was doing Goodenough, I'd hired a few people to work in my office, but then, toward the end of the '90s, I decided that this is not what I should be doing. I didn't want to make a big company and have to hire lots of people. I felt like I was better as an independent or as a solo operator. So I made the decision to finish everything and work alone just with an assistant or two. Although maybe there isn't the potential that there is in having a bigger company, it's good for me.
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