A Quote by Ted Genoways
It's surprising how a minor slump in sales can have a huge impact, and can actually cut so significantly into margin that the company really feels it.
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One thing that's interesting is that whenever something starts, like the school year when you were a kid, it feels like such a significantly huge time in your life and how much life has changed. What's surprising is how quickly it's going by.
Sales Cure All. Know how your company will make money and how you will actually make sales.
The reality is the world is a really, really big place, and there's a lot of people running around with a lot on their mind. And you really have to figure out how to build a company that can put on a message that can actually reach people and have an impact globally.
It is surprising, in the welter of questions that one gets at (AGMs), how few actually relate to the performance of the company, or the decisions taken by the board in particular areas.
The reason to go public is that it is a massive branding, marketing, credibility, trust-building exercise with your customers, and then it allows you to consolidate power and scale and market share. Do we want to be a huge company with a huge impact? If the answer to that is yes, the only way that that happens is by going public. It is effectively a branding event that catalyzes interest. It helps with recruiting, it helps with marketing, it helps with sales. It just helps on many dimensions. I think it's basically a litmus test for the CEO's ambition.
There's a general feeling if you take the cut block out of the game, then you're going to significantly impact the run game.
I ate huge bowls of fresh papaya all day in Fiji when I was filming a movie, which was one of the most magical experiences in my entire life, so the fruit actually really changes my mood and how my body feels.
I actually saw 'Piranha 3DD' - God, it's so weird saying that - and it's actually really surprising. It's really good. It's funny; it's fun. And you actually want more when you see it.
Sometimes minor details can have a huge impact. If you don't devote 100 percent of your efforts to every detail, you immediately run into difficulties.
As a whole, [changing] is deflation force that is being underestimated. Whether each person thinks of it in the context of the word deflation ... what they think of it is, "Hard to hold my margin. I'm under margin pressure. I'm under sales pressure. I'm under cost pressure."
Speaking about our largest oil company Rosneft, and I recalled in the beginning that almost 20 percent of it [19.7] belongs to BP. Who's company is that? British Petroleum, isn't it? I suppose that is not bad. I have to tell that British Petroleum's capitalization is significantly related to the fact that it owns more than 19 percent of Rosneft, which has vast oil reserves both in Russia and abroad. This has its impact on the company's stability as well.
Looking at the poems of John Gray when I saw the tiniest rivulet of text meandering through the very largest meadow of margin, I suggested to Oscar Wilde that he should go a step further than these minor poets; he should publish a book all margin; full of beautiful, unwritten thoughts.
High leverage is unsafe, not just for a company but the entire economy... LBOs are reducing the safety. Management loses the power to do many things. It has no margin for error and less margin for additional risk.
When I was younger, I was always described as happy-go-lucky. Then I drank and I partied - did all that stuff that might tell you maybe there was a little bit of untruth in that [description]. Now, the surprising thing is that when I say stuff, I actually mean it. I don't have to do the work of trying to formulate my point of view. It just is. And it's surprising how much I love life. I just really have a good time.
Margins on other sales and revenues grew as a result of the growth in extended service plan revenues, which have no associated cost of sales, and the growth in our service margin, reflecting improved overhead expense absorption.
We have this idea that extroverts are better salespeople. As a result, extroverts are more likely to enter sales; extroverts are more likely to get promoted in sales jobs. But if you look at the correlation between extroversion and actual sales performance - that is, how many times the cash register actually rings - the correlation's almost zero.
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