A Quote by Marty Scurll
As a business man running a huge enterprise, it wouldn't be smart for me to discuss my potential business decisions with a journalistic tabloid. That being said, I certainly aim to make waves in the wrestling world, and continue to raise Villain Enterprises stock through the roof.
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Everyone wants to call wrestling 'the business.' Why don't you treat it like a business? I don't care if you're running a diner, if you're running a car wash or a wrestling company. It's all business.
If someone really wants my company's business, why shouldn't he be able to do everything he can - including paying me off - to get that business? Because bribery encourages people to make decisions based on the wrong criteria, which means in the business world that it distorts the efficient allocation of resources.
Business owners are like joggers. If you stop a jogger, he goes on running on the spot. If you drag an owner away from his business, he goes on running on the spot, pawing the ground, talking business. He never stops hurtling onwards, making decisions and executing them.
When I'm at home, I don't discuss business. I don't talk business. I don't answer the phone. It's just me, my wife, my children, my dogs. That's my world.
The business models in enterprise have changed pretty dramatically. A huge problem with enterprise software traditionally has been usually you sell to the customer and then they adopt the technology. The great thing about 'freemium' and the new way enterprise software is being sold is you get to try it first and then buy it.
I've had 20 years, 25 years of running business. I've been well trained by a number of amazing organizations and I've got a lot of implicit, subconscious pattern recognition on how to make business decisions.
I called my business manager in California and said, 'Sell all of my stock' - what little of it I had - and it's the only smart financial move I ever made.
I've also built my own business, and obviously it's a brand that I've built and it's wholly owned by me and something that certainly my experience observing him and working with him and for him has informed how I make business decisions around my brand. But it's my company.
My number one rule in business, and in life, is to enjoy what you do. Running a business involves long hours and hard decisions; if you don't have the passion to keep you going, your business will more than likely fail. If you don't enjoy what you are doing, then you shouldn't be doing it.
I make no effort to predict the course of general business or the stock market. Period. However, currently there are practices snowballing in the security markets and business world which, while devoid of short term predictive value, bother me as to possible long term consequences.
The venture business is a bit of an apprenticeship business, so the firm I worked for didn't let me make an investment until I was 30. That was probably a very smart thing.
As I said just now, the world has gone past me. I don't blame it; but I no longer understand it. Tradesmen are not the same as they used to be, apprentices are not the same, business is not the same, business commodities are not the same. Seven-eighths of my stock is old-fashioned. I am an old-fashioned man in an old-fashioned shop, in a street that is not the same as I remember it. I have fallen behind the time, and am too old to catch it again.
I got into this business for one reason, and I stayed in this business for one reason: To be the World Heavyweight Champion. I think if you are in professional wrestling, and you don't have that dream or aspire to be the best and carry that World Heavyweight Championship, then you are in the wrong business.
Your mindset matters. It affects everything - from the business and investment decisions you make, to the way you raise your children, to your stress levels and overall well-being.
You're running a business, and at the end of the day, if you're running a business, you've got to make money.
The dumb-manager theory of business problems just didn't hold water for me. There had to be a deeper reason why smart people would make decisions that lead to failure.
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