A Quote by Ray Anderson

We really began to think in different ways about our business in terms of climbing this mountain and it became very clear very quickly this was the smart thing to do. Not only did we start to generate answers for those customers, they embraced us for what we were trying to do. The goodwill in the market place has just been stunning. The rest of the business case is pretty simple. I cost it down not up.
If we deliver on those promises, we'll have done our job, and we did it with PSOne, and we certainly did it with PS2, and we are about to do it very rapidly with PSP. This is a whole new business for us, in terms of the handheld market, and we're going about it the right way.
People who have grown up in a world where this was not a concern and suddenly start hearing about climate change - it's very difficult. It's a very, very abstract concept. So we need to work on making it very educational and very, very clear, in very simple terms.
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.
We need an honest bottom line. Today that bottom line is vastly subsidized. If anyone of us were paying the full cost of oil our bottom lines would be very different. If you internalize the cost of oil, look at the cost of the war in the Middle East or the cost of global warming for future generations, if you internalize those external costs and what you pay, that bottom line would look very different, what ever business you are in.
The number one metaphor I have in my mind for writing a screenplay is that...you're trying to climb a mountain blindfolded. And the funny thing about that is, you think, 'Okay, that's hard because you're climbing up a rock face, and you don't know where you're going, and you don't know where the top is, you can't see what's below you...' But actually the hardest part about climbing a mountain blindfolded is just finding the mountain.
The Roman Empire was very, very much like us. They lost their moral core, their sense of values in terms of who they were. And after all of those things converged together, they just went right down the tubes very quickly.
I wasn't always smart, I was actually very stupid in school [T]here was a boy who was very attractive who was even stupider than I was. And in order to ingratiate myself with this boy who was very beautiful, I began to do his homework for him – and that's how I became smart, I had to do all this work to just keep ahead of him a little bit, in order to help him. In a sense, all the rest of my life I've been trying to do intellectual things that would attract beautiful boys.
I think small business is struggling in New York City. It's a fantastic market, it's a very appealing market, there's lots of opportunity, at the same time it's a very difficult place to build a small business.
The first thing you learn about the music business is that it changes very quickly. You come into it at a certain point and you think you have a handle on it... And then, three years later, the whole thing has been turned upside-down.
The pace of change for entrepreneurs is rapidly accelerating, and the cost and risk of launching a new business and getting off the ground is just amazing. The ability to gain user feedback really quickly and adapt to what your consumers want is totally different with the web as it is now. But finding a new market, helping people and taking that original idea and turning it into a business is really exciting right now.
The digital business is a fantastic business to be in. The only thing you have to do is build a cost structure for a declining business, which is different from the structure for a growing business.
All of my films have been very hard to understand at the script stage because they're very different. At the time I did them they were not conventional. The executives could only think in terms of what they'd already seen. It's hard for them to think in terms of what has never been done before.
Trying to get a common set of trading rules right down to very simple things like paperless customs arrangements and telecommunications services and all those things that will help lower the cost and increase the ease of doing business across the region.
On the environment and climate change, I suspect that future generations will think there was too much timidity, too much fear of upsetting business. Basically, New Labour was very nervous about regulating business, or requiring it to do anything, even when there was a very clear social or environmental case for doing so.
We could be like a lot of consumer brands that start blogs after they start their business. But in our case, I think Glossier is still very much a content company. I think about our products themselves as pieces of content.
Once our construction business began to win more contracts, our business success allowed us to reap the benefits of all the risks we took to start our company and we were able to resolve and settle outstanding fees.
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