A Quote by Ronald Burkle

Supermarket companies are big logistics companies, and one of the ways we've increased profitability in the past is by re-evaluating how they do logistics. — © Ronald Burkle
Supermarket companies are big logistics companies, and one of the ways we've increased profitability in the past is by re-evaluating how they do logistics.
We like to think of Uber as the cross between lifestyle and logistics, where lifestyle is what you want and logistics is how you get it there.
Companies should not have a singular view of profitability. There needs to be a balance between commerce and social responsibility... The companies that are authentic about it will wind up as the companies that make more money.
Companies that actually survive and flourish are going to change their business model from production to aggregating the networks and the network services and solutions. If you're a construction company or an IT company or a logistics company or an information data operation, to the extent that you can find ways to help build the commons, you can get some commercial value in that.
Logistics comprises the means and arrangements which work out the plans of strategy and tactics. Strategy decides where to act; logistics brings the troops to this point.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
It is so basic as to be mundane, but in disaster relief, all the good will in the world can go to hell in a hand basket if the logistics don't work. In Ethiopia at the best of times, the logistics are difficult. It is a huge country - about the same size as Texas, New Mexico and Oklahoma combined. It is also a transportation nightmare.
When we first started our internet company, 'China Pages', in 1995, and we were just making home pages for a lot of Chinese companies. We went to the big owners, the big companies, and they didn't want to do it. We go to state-owned companies, and they didn't want to do it. Only the small and medium companies really want to do it.
Leaders win through logistics. Vision, sure. Strategy, yes. But when you go to war, you need to have both toilet paper and bullets at the right place at the right time. In other words, you must win through superior logistics.
In the past, I had the marketing know how to get people to talk about my products, but I didn't have the infrastructure or logistics to fulfill the demand properly.
In this way, it seems to me that, since 1984, my book on the logistics of perception has been proved totally correct. For instance, almost every conflict since then has involved the logistics of perception, including the war in Lebanon, where Israel made use of cheap drones in order to track Yasser Arafat with the aim of killing him.
In many places, above all in the Anglo-Saxon countries, logistics is today considered the only possible form of strict philosophy, because its result and procedures yield an assured profit for the construction of the technological universe. In America and elsewhere, logistics as the only proper philosophy of the future is thus beginning today to seize power over the intellectual world.
I have taken on virtually every element of the big money establishment, whether it's the Koch brothers, and the big energy companies, whether it's the industrial complex, whether it's Wall Street... I have taken on the drug companies. I have taken on the insurance companies.
There's nobody who has as big of a real-time logistics network than Uber.
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.
As part of the process, there are a lot of different ways to evaluate players. There are a number of different companies and things out there that do different things; that have different ways of evaluating and those types of tests and so forth.
Over the past 60 years, marketing has moved from being product-centric (Marketing 1.0) to being consumer-centric (Marketing 2.0). Today we see marketing as transforming once again in response to the new dynamics in the environment. We see companies expanding their focus from products to consumers to humankind issues. Marketing 3.0 is the stage when companies shift from consumer-centricity to human-centricity and where profitability is balanced with corporate responsibility.
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