A Quote by Robert Kiyosaki
As the owner of the company, I'm always focusing on how my company can do more for less. And it's one of the principles of the world.
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I love being a worship leader, but because I'm also a record company owner, a publishing company owner and a brand developer, I have an economic and a fiscal responsibility as well.
Understand this - as a new company, if you don't know how to get interested prospects into your company, then you don't have a company. At the same time, if you, as a owner, have to drive every lead into your business, then you need a real lead generation strategy.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
Adidas is one of the biggest companies in the world. To have a company like that, a mainstream company, a major sports company, to say they want me, it's awesome.
I discovered that the best innovation is sometimes the company, the way you organize a company. The whole notion of how you build a company is fascinating." Steve Jobs
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
About half the people at Valve have run their own companies, so they always have the option not just to take a job at another game company, but to go start their own company. The question you always have to answer is, 'How are we making these people more valuable than they would be elsewhere?'
I've always thought of Boeing as the premier aerospace company in the world, so as I was coming up through school, it was the company I aspired to work for.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
People invest in companies in order to get a share of the profit that company will make. If the Government increases its share of the profits, potential profits, at the expense of the owners of the company, the shareholders, then that makes investment in that company less attractive.
Focusing on the customer makes a company more resilient.
I got a job working at a publishing company, Balmur Music, which was a company that Anne Murray was a co-owner in, as a tape copy guy. Eventually, I got fired from that job.
He who walks in the company of fools suffers much. Company with fools, as with an enemy, is always painful. Company with the wise is pleasure, like meeting with kinfolk.
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