A Quote by Richard Cordray

It's not a long-term business model to take advantage of your consumers in ways that are not sustainable. — © Richard Cordray
It's not a long-term business model to take advantage of your consumers in ways that are not sustainable.
I would say the league is viable as long as you have owners who want to continue funding losses. But it's not on the long term a sustainable business model that we're happy to be supporting. It needs to be reset.
Sure there are some companies at the margins of our society that probably do that and I think we all have the responsibility as consumers and as investors to avoid them like the plague. If we do, they won't last very long. Doing what's right is the only possible formula for long-term - I emphasize long term - business success.
Kevin Systrom of Instagram used to work for us as a consultant in the early days of Mint. I knew him a long time ago. Maybe I could have gotten in there. But with photo sharing, I don't know if there's an obvious business model. I don't think there's a competitive, sustainable advantage.
I tell my graduate students [at Bard College], ‘There are two ways to change the world: through policy, or through sustainable business.’ With sustainable business, individuals build solutions within the current system… Sustainable business asks, ‘How would nature do this?’
I do think there are ways to increase wages significantly, even in a global era. But you have to take voters and consumers with you on this journey - and that involves a tremendous, and long-term, public education campaign.
My goal is to create a sustainable long-term business that, we're committed to print, we're rooted in print, but we're expanding into digital and into modernizing the way we sell to customers through e-commerce and things like that. And it requires different skill sets; it requires different ways of doing business.
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.
Not long ago, the term 'business model' was not exactly on the tip of everyone's tongue. Then, in the early to mid-1990s, 'business model' became a catchphrase that described how a company makes money or saves money.
Integrate purpose into your for-profit business model through a long term commitment to a cause that is aligned with your core values and those of your community.
Synergy is the driver. There are two levels of synergy: there are operating synergies, which, you know, you'd have to be stupid not to try to take advantage of, and then there are strategic synergies. In other words, in what positions you would be more sustainable, more long term, and so on.
The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it. We apply these skills in business, yet when it comes to ourselves, we rarely apply them.
I discovered a long time ago that if I focus on doing the right thing for the long term to improve the lives of consumers and customers all over the world, the business results will come.
The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it.
To build and sustain brands people love and trust, one must focus-not only on today but also on tomorrow. It's not easy...but balancing the short and long term is key to delivering sustainable, profitable growth-growth that is good for our shareholders but also good for our consumers, our employees, our business partners, the communities where we live and work, and the planet we inhabit
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
From Richard Holbrooke - and I miss him every day - I learned two things. One, prioritization: Never take your eye off the longer-term reforms. The other thing is, he was a hell of a schmoozer! So I should take advantage of my Irish love of beer and gift of the gab, and build relationships. That's a cherished part of the job, asking someone, "How did you get to be the Rwandan ambassador?" I try to take advantage of the fact that I hope to be here at least until the president's term ends getting to know my colleagues.
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