A Quote by Janet Yellen

The trust institutions have in the marketplace, the confidence customers and suppliers and workers and employees have, are very important to a business's effectiveness.
And no business can possibly equate happy workers (community) with profit (effectiveness). Happy workers are much more productive workers and hence contribute to profit, but no organization is formed for the idea of pleasing its employees.
Without concentration, a business will be ordinary in every respect, because it will have no presence, no inner force, no way to attract the people upon whom it depends for its very existence - employees, customers, suppliers, and lenders.
We're very much in the people business in that there are two important groups you have to work with: customers and employees.
To have a healthy and thriving business, there must be healthy relationships with the C.E.O.S. in the organization and I'm not referring to the Chief Executive Offficers. I am talking about the Customers, the Employees, the Owner (or stockholders), and the Suppliers.
Profit isn't and shouldn't be the mission of business. The mission of business is to help people. To help your customers, your co-workers, your employees, and your partners. Success is not a number - it's not X dollars or Y customers - it's a measurement of VALUE.
We’ve got customers. We’ve got suppliers. We’ve got employees. We’ve got unions. We’ve got communities. We’ve got all of these things that go into making up whether a business succeeds or fails.
It is important that we win back the trust of employees first, then customers.
The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.
The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.
We believe that a company's obligations extend far beyond its bottom line and its shareholders - to a wider constituency that includes employees, customers, suppliers, and the community.
My father was an entrepreneur - a sign maker, and he had about 20 employees - and often he'd take me to business meetings, and I would listen to him talk with his workers and customers. We would also talk a lot about business over dinner.
Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.
We have to build the capacity of our institutions, employees and workers.
Only recently have people begun to recognise that working with suppliers is just as important as listening to customers.
The most important job of the entrepreneur begins before there is a business or employees. The job of an entrepreneur is to design a business that can grow, employ many people, add value to its customers, be a responsible corporate citizen, bring prosperity to all those that work on the business, be charitable, and eventually no longer need the entrepreneur. Before there is a business, a successful entrepreneur is designing this type of business in his or her mind's eye. According my rich dad, this is the job of a true entrepreneur.
In a very real sense, there are only two roles in organisations: customers and suppliers. Everybody functions simultaneously in both roles, whether inside or outside the organisation the essence of good business, therefore, is the quality of the relationship between customer and supplier.
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