Top 1200 Successful Company Quotes & Sayings - Page 17

No other content company has Sony's intuitive grasp of technology and no other company has Sony's intimate understanding of the demands of content.

What I've realized is that all of these people are so successful because they love what they do and they work exceptionally hard. No one gets successful in this business by fluke really. There are probably a couple of exceptions but most people just work so hard. They are working every day and they are doing their prep.

Especially around Valentine's Day, it's easy to find advice about sustaining a successful marriage, with suggestions for 'date nights' and romantic dinners for two. But as we spend more and more of our lives outside marriage, it's equally important to cultivate the skills of successful singlehood.

My goal was never to just create a company. A lot of people misinterpret that, as if I don't care about revenue or profit or any of those things. But what not being just a company means to me is not being just that - building something that actually makes a really big change in the world.

I ended up working in Michigan for a young company called Sycor out of Michigan, worked there, and that company got bought by Northern Telecom. We became the Bell Northern Research Labs of Northern Telecom.

One does not have to be a philosopher to be a successful artist, but he does have to be an artist to be a successful philosopher. His nature is to view the world in an unpredictable albeit useful light.

Good developers like seeing their products sell in large quantities. They enjoy the competition of doing a better job than the other company, especially if the other company has more people on the project and they're entrenched and people are saying that we don't have a chance of getting in there and... and doing well.

If you work at an insurance company that sells premiums you wouldn't even sell to your mother, how happy would you feel to work there? It's going to eat you up. It might last a few years, but it doesn't attract the best people, and it certainly doesn't create the energy and engagement you need to be a long-term performing company.

I've never really felt that being part of a literary community is all that important. It can be extremely detrimental to a writer. It can damage successful writers by giving them an exalted sense of what they've done, and it can crush less successful writers by infecting them with envy and malice at an early stage in their careers.

Some people get very successful for something they're very cynical about - like Alec Guinness in 'Star Wars.' He thought it was ridiculous. Whereas for me, I'm so proud of 'Stranger Things.' I'm so proud of everyone's work in it. And it's become so successful. So for those two to meet is incredible.

Look, don't congratulate us when we buy a company, congratulate us when we sell it. Because any fool can overpay and buy a company, as long as money will last to buy it.

My dream was to set up my own e-commerce company. In 1999, I gathered 18 people in my apartment and spoke to them for two hours about my vision. Everyone put their money on the table, and that got us $60,000 to start Alibaba. I wanted to have a global company, so I chose a global name.

I think there are a lot of successful people in this country who connect amazingly well with the American people and have - and one of the reasons they are successful is because they connect well.

I obviously appreciate all the fans I gained from my band, but there weren't enough of them to make me a very successful artist. To me, being successful is selling a lot of records and selling out big venues on tour, and it's not up to anyone else to decide what success is for me.

I admire companies that have a purpose, passion, and performance. I am a fan of Unilever under its CEO Paul Polman, not only for the company's insights into women and men when they buy beauty products or skin products (the DOVE woman, the AXE man), but also as a company seeking to achieve both growth and practicing social responsibility.

When you buy enough stocks to give you control of a target company, that's called mergers and acquisitions or corporate raiding. Hedge funds have been doing this, as well as corporate financial managers. With borrowed money you can take over or raid a foreign company too. So, you're having a monopolistic consolidation process that's pushed up the market, because in order to buy a company or arrange a merger, you have to offer more than the going stock-market price. You have to convince existing holders of a stock to sell out to you by paying them more than they'd otherwise get.

Look at France and Didier Deschamps; he was just a guy who just did his job but he was captain of one of France's most successful teams. Then you've got Iker Casillas; he's not into PR or things like that, but he's one of the most successful captains of Spain.

I have 18 tattoos. My tattoos have kind of become their own person. Everybody does stories on them. It is risky to be successful in the fashion industry and to tat your body up, but I figured, the way that I made my career and the way that I am successful is because I have always been myself.

David Lee Roth had the idea that if you covered a successful song, you were half way home. C'mon - Van Halen doing 'Dancing in the Streets'? It was stupid. I started feeling like I would rather bomb playing my own songs than be successful playing someone else's music.

The Cinquecento was an engine of motivation at Fiat. It refurbished the image of the entire company. It's a symbol for the company, but it's more than that. It's a global Italian symbol, as Mini is a global British symbol and the Beetle is a global German symbol.

Preemption is not about the Essure women - it affects all consumers. If someone had a medical device installed, there's no recourse for victims, and the company is protected. If there's a problem, the company gets a pass because they have preemption. It dawned on me the consumer didn't know. The women didn't know that this existed.

The way you set up for a sequel is by having a successful film. The focus is on making a successful film, and making a film that travels around the world, and that people enjoy and have fun with, and that people are able to escape with.

Once your company grows past a certain point, upholding values becomes more and more difficult. This is where companies get into trouble. Thus, it's absolutely critical to take your company values seriously and practice it every day.

I've run a very successful business, and I think I can also run a very successful team.

Designful companies are those that weave design thinking into the fabric of the company. In a designful company, innovation is rewarded instead of punished. Risk taking is the norm instead of the exception. Some companies have already embraced this type of culture change with impressive results.

I believe that being successful means having a balance of success stories across the many areas of your life. You can't truly be considered successful in your business life if your home life is in shambles.

The more successful the villain, the more successful the picture.

If you're CEO of a company, you have to be a public person. You're speaking to the press, you're speaking to investors, you're speaking to employees, you're the public face of the company and so kind of naturally you become more extroverted, more outwards facing.

I cannot put pressure on myself that I have delivered a Rs 100 crore film and now I have to give it again or it will not be successful. Films that earn Rs 50 crore or Rs 60 crore are successful, too.

Some of the biggest bores I've ever known are men who have been highly successful in business, particularly self-made heads of big companies. Before the first olive has settled into the first martini, they pour the stories of their lives into the nearest and sometimes the remotest ears capturable.... These men have indeed paid the price of success. To rise to the top of a big company often takes a totality of effort, concentration and dedication. Others, too, have to pay part of the price. Wife and children are out of mind even when in sight.

If I had gone to a big company, it would have been very difficult for me to do research freely. At a big company, say Sony, there are very, very good researchers. So I would have to ask them what I could do.

The odds of being successful are the same for every group that is educated in America. It's just that the group that is not wealthy is 95 percent of the population. So if there are 100 successful people in a room, probably 95 out of 100 came from more modest means.

Traditionally, women have a lot of different roles in society. It is very difficult to balance all these roles and at the same time to compete with men. A leading, successful woman has to put in much bigger efforts to be more competent and faster, more dynamic and organized, than a successful man.

Give me but a little cheerful company, let me only have the company of the people I love, let me only be where I like and with whom I like, and the devil may take the rest, say I.

I always tell young people: When you meet someone successful, ask them as many questions as you can. Because there's nothing more successful people love - nothing more - than talking about their successes, and you can learn a lot in that.

Feminists don't honor successful women. You never hear them talking about Margaret Thatcher. Take Condoleezza Rice. She's a remarkable, successful woman. You don't hear the feminists talk about her or Carly Fiorina or Jeanne Kirkpatrick.

I have a production company, I have a marketing company, I have different things that I have going on and different interests and there's nothing wrong with having different interests as long as you prioritize the things that you need to do first. And I do.

This is our moment of reckoning as a society and as a civilization itself. I didn't need to do this [run for presidency], folks, believe me — believe me. I built a great company and I had a wonderful life. I could have enjoyed the fruits and benefits of years of successful business deals and businesses for myself and my family. Instead of going through this absolute horror show of lies, deceptions, malicious attacks — who would have thought? I'm doing it because this country has given me so much, and I feel so strongly that it's my turn to give back to the country that I love.

It used to be that you needed a $500-million-a-year company in order to reach a worldwide audience of consumers. Now, all you need is a Steam account. That changes a whole bunch of stuff. It's kind of a boring 'gee, information processing changes a stuff' story, but it's going to have an impact on every single company.

It's easy to make fun of AOL's pending purchase of HuffPo. Just like AOL's purchase of TimeWarner, here we have a new media company - Huffington Post - fooling an old media company, AOL, into overpaying for something that has already peaked.

At my company, we have 300 employees spread across offices all over the world, and I send them all a voicemail each morning with a message from me about why our work is important and a reminder about one of our values. I call myself our company's 'chief spiritual officer.'

If we're interviewing someone and they really care about having a certain title, I usually think, 'Let's hire someone else.' You want someone who will say, 'I truly believe in the company's future. I want to own part of this company. I believe I can grow its value.'

Everything is a tradeoff. Everywhere you leave, you leave some good things. The more successful you are, the harder it is to make tradeoffs. That's why some people become successful and then become flat. Be willing to give up income for potential, for opportunity.

Once established, a successful style looks like an inevitability - maybe that's the definition of a successful style - but there's often the time when it looks like anything but.

The secret of a successful art career is to make more art that folks think they need than pieces they just want. When a piece of art emotionally connects with a person the work becomes a need. You are then on your way to becoming successful.

It's very simple: The more successful you are, the more you'll earn. But if you're not successful, you will not earn a dime.

The business model piece is we're always talking about competing more effectively. If you're starting a company or career you don't want to compete. You want to create a monopoly. We want to invest in a company that has a good plan to create a monopoly.

In terms of getting super successful, every once in a while, something very different gets successful and than everything that comes after is kind of like it, maybe. That's what happened with Nirvana, which was so out there and changed everything, and then so much after became imitative of them.

Growth isn't central at all, because I'm trying to run this company as if it's going to be here a hundred years from now. And if you take where we are today and add 15% growth, like public companies need to have for their stock to stay up in value, I'd be a multi-trillion-dollar company in 40 years. Which is impossible, of course.

I'm from the school that great performers and great leaders create more great leaders. Give people other experiences, other responsibilities. Have them join organizations within the company and outside the company.

You're free to do anything you want with your company. It's more like art. You don't have to follow any norms. It's an expression of how you feel the world should be. When you make a company, that's your little place to make your own little utopia.

People ought to invest in us because they like our company and the way they run it. We still do quarterly earnings guidance, but we tell people openly that they ought to look at the company for the long term and that's how they ought to invest.

Since your company is the product that makes all of your other products, it should be the best product of all. When you begin to think of your company this way, you evaluate it differently. You ask different questions about it. You look at improving it constantly, rather than just accepting what it's become.

To make a successful film from a successful play is probably much more difficult than making one from scratch, just as any carpenter will tell you that it is more difficult to restore an old house than to build a comparable new one.

Booksellers are tied to publishing - they need conventional publishing models to continue - but for those companies, that's not the case. Amazon is an infrastructure company; Apple sells hardware; Google is really an advertising company. You can't afford as a publisher to have those companies control your route to market.

In a startup car company, everything you do has to be done in a different way than a traditional car company. And the main reason is that all of these big car companies are operating like giant well-oiled machines - you could put a very seasoned executive in, and all he has to do is make sure the machine keeps running.

Often we are caught in a mental trap of seeing enormously successful people and thinking they are where they are because they have some special gift. Yet a closer look shows that the greatest gift that extraordinarily successful people have over the average person is their ability to get themselves to take action.

I don't see any particular sweet spot. But I do see sweet stocks that I really love and like and think are going to do well. And one is a company that probably makes that beautiful toenail polish you've got on. A company called Ulta. And it has just beautiful beauty salons all over the country.

You don't start a company because you want to be an entrepreneur or the fame and glory that comes along with it. You become an entrepreneur, and you create a company to solve a real problem. And by real problem, I mean a problem that is going to exist down the line.

Apple Computer would not have reached its current peak of success if it had feared to roll the dice and launch products that didn't always hit the mark. In the mid-1990s, the company was considered washed up, Steve Jobs had departed, and a string of lackluster product launches unrelated to the company's core business.