A Quote by Robert J. Eaton
Both companies have product ranges with world-class brands that complement each other perfectly. Our companies share a common culture and mission. By realizing synergies and with our combined financial and strategic strengths, we will be ideally positioned in tomorrow's marketplace.
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He [The Dalai Lama] has made it his mission to say, "We can't afford to squabble over minor differences, we have to concentrate on what we have in common, our common mission, our common culture - and indeed what we have in common with the rest of the world."
I see "demand creation" as a 20th-century construct that's bound up with advertising. It's an outmoded view of marketing that says, "First, we build a product or service, then we advertise it into people's lives." Embedded this view is the belief that companies control brands. This is a myth. My message all along has been that brands are actually created by customers, not companies. Companies only provide the raw materials - the products, messaging, behaviors - that people use these to create brands.
Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.
In archetypes, there is the Nurturer and the Warrior. Different kinds of strengths that, ideally, complement each other and are equally respected.
We can determine our strategic part or strategic options, but the strategic framework is something which will evolve from the interaction of world powers with each other.
We have full disclosure in transparency of our audited, our financial audits. It's on our Web site. It is, I think 16 or 20- something pages, which most public companies or private companies and most ministries don't disclose. So we have always operated with financial integrity and full transparency.
I have observed that people make strategic plans for brands, businesses, and companies, but they are not always strategic about themselves.
Too many companies are reluctant to share technical information about threats with each other, and most open platforms and tools don't see widespread adoption. As a result, lots of us are reinventing the wheel and solving the same problems without realizing that our neighbors have already built great solutions.
High tech companies that focus on research, development and production will learn that they can be the perfect complement to our world-renowned agriculture heritage.
Where you have complexity, by nature you can have fraud and mistakes. You'll have more of that than in a company that shovels sand from a river and sells it. This will always be true of financial companies, including ones run by governments. If you want accurate numbers from financial companies, you're in the wrong world.
The universe that we inhabit and our shared perception of it are the results of a common karma. Likewise, the places that we will experience in future rebirths will be the outcome of the karma that we share with the other beings living there. The actions of each of us, human or nonhuman, have contributed to the world in which we live. We all have a common responsibility for our world and are connected with everything in it.
Our community of drivers has 30 percent women in a driving industry that's typically 1 percent. We better understand each other because we better reflect our community than maybe other tech companies or other companies in general. It's something we're very happy with and proud of.
The focus of our public discourse has been on how American companies are competing with Japanese, German, and other foreign companies. What this allows us to ignore is how each of those American companies is really in competition with the families of the workers. That's the real competition.
We're not going to let our companies be raided by other countries where we lose all our jobs, we don't make our product anymore. It's very sad.
I’ve seen how important this concept is in business. To be truly successful, companies need to have a corporate mission that is bigger than making a profit. We try to follow that at salesforce.com, where we give 1% of our equity, 1% of our profits, and 1% of our employees’ time to the community. By integrating philanthropy into our business model our employees feel that they do much more than just work at our company. By sharing a common and important mission, we are united and focused, and have found a secret weapon that ensures we always win.
Rather than wringing our hands about robots taking over the world, smart organizations will embrace strategic automation use cases. Strategic decisions will be based on how the technology will free up time to do the types of tasks that humans are uniquely positioned to perform.
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