Top 1200 Successful Company Quotes & Sayings - Page 3

Why are we here? I think many people assume, wrongly, that a company exists solely to make money. Money is an important part of a company's existence, if the company is any good. But a result is not a cause. We have to go deeper and find the real reason for our being.

Some years ago one oil company bought a fertilizer company, and every other major oil company practically ran out and bought a fertilizer company. And there was no more damned reason for all these oil companies to buy fertilizer companies, but they didn't know exactly what to do, and if Exxon was doing it, it was good enough for Mobil and vice versa.

I didn't build Auntie Anne's alone. That would have been impossible. From the very beginning, we had a team around us that was exceptional. Our company was successful because of the dedicated people who worked for us.

Most artists have contracts directly with the record company, and when they do music, all of their music is owned by the record company. But I did mine through a production company.

All competitors are fierce competitors; Vodafone is the world's second largest company. We fight it each day. Idea Cellular is big and successful, too. Competition is competition; we are used to it.

If we go to work at 8 a.m. and go home at 5 p.m., this is not a high-tech company and Alibaba will never be successful. If we have that kind of 8-5 spirit, then we should just go and do something else.

The successful companies try to keep the new entrants down. Now that's great for a company like ours. We make more money that way because we have less competition and less innovation. But for the country as a whole, it's horrible.

Those things which we call extraordinary, remarkable, or unusual may make history, but they do not make real life. After all, to do well those things which God ordained to be the common lot of all mankind, is the truest greatness. To be a successful father or a successful mother is greater than to be a successful general or a successful statesman.

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.

What I know now is that everybody in life, no matter where you are or what you do, must be able to sell in order to be successful. I used to believe that I could be successful on talent alone. What I realize now is that I can only be successful if I can have people buy my talent.

As a company, we have to be very transparent. We are in a business very related to finance, and I want this company to last long, and I want this company to be audited by everyone.

It's unfortunate, and we're disappointed the FDA did not grant the stay, ... But because there are no new scientific findings other than what the poultry groups submitted already, the likelihood of the company being successful in a further legal action is next to nil.

If you built a successful company the first time, it's really important not to fall into the trap of resting on your laurels and doing the same thing the next time. It's stepping into the unknown that enables you to create something fresh, new, and innovative.

Entrepreneurship works on the apprenticeship model. The best way to learn how to be an entrepreneur is to start a company and seek the advice of a successful entrepreneur in the area in which you are interested. Or work at a startup for a few years to learn the ropes.

People invest in companies in order to get a share of the profit that company will make. If the Government increases its share of the profits, potential profits, at the expense of the owners of the company, the shareholders, then that makes investment in that company less attractive.

My three wishes are just be respected out the game. I want respect from everybody. And just make a successful clothing line and company. I'm not going to put a number on it. Just to have a great career.

With the support and dedication from employees at every level of the company, we've been successful in expanding supplier diversity in many areas, including traditionally challenging areas such as construction services, legal and professional services.

If there's a car company, and you have another car company, you don't stop building your car and company because there are others.

If you are a single product company, then you are a contract company. But if you enter the retail market, then you have to be a multiple product company.

Where I've been able to be successful in our company's path is the fact that people think that we kill it, because they don't see our failures. Because we don't talk about them.

I tried to build a company my father would have been proud to work for, that he would have looked back on and said, 'That's the company that honoured me, even though I don't have an education'. I wanted to build a company that had a conscience.

JPMorgan Chase are among the most successful global investment banks, most successful global asset managers, and, in the United States, one of the most successful retail and commercial bankers. We do a great job for customers.

Rosneft, for instance, was mainly built upon capital stolen from [jailed oligarch Mikhail] Khodorkovsky's company, but the IPO was successful with many Western corporations investing in it. This means that it is extremely difficult to detect these assets in their pure form.

You sometimes have a very innovative company, and if they come up with one idea, they can come up with many more - if they're successful. If they can't feed themselves, you lose that creativity.

The best moments of my working life are when I find people who are passionate about what they do. That happens a lot in film, and it's an exciting experience that creates its own energy. I think that underlying care and passion is key in any successful company.

I'm a complete globalist. I think like a global CEO. But I'm an American. I run an American company. But in order for GE to be successful in the coming years, I've gotta sell my products in every corner of the world.

The best thing I could do is build a successful company and continue to innovate and be in the right role I want to be in. If I'm not doing that, I'm inauthentic. That's not a good role model to anyone. That, to me, is the most important thing.

When you're in youth development, you have to develop players - win or come in second. But the job where I am and the reality of our industry is to win to be successful, and that is what I have to do. I have to be successful, and I want to be successful, so we'll do everything we can do to win.

I feel like I went through the Great Depression. All these companies are being successful around you, you're on that track, and then the market collapses, and you're out of a job. You're trying to save your investors' investment, and it doesn't work, and you sell the company for nothing. It was brutal.

I knew I wanted to be successful in some form or fashion. My first dreams and aspirations of being successful was probably that I wanted to be a successful drug dealer. I wanted to be Nino Brown. That was my first dream.

Here's the secret that every successful software company is based on: You can domesticate programmers the way beekeepers tame bees. You can't exactly communicate with them, but you can get them to swarm in one place and when they're not looking, you can carry off the honey.

Our popular government has often been called an experiment. Two points in it our people have already settled, the successful establishing and the successful administering of it. One still remains, its successful maintenance against a formidable internal attempt to overthrow it.

Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.

More than once in the history of Whole Foods Market, the company was unable to collectively evolve until I myself was able to evolve - in other words, I was holding the company back. My personal growth enabled the company to evolve.

I'm not successful in Hollywood, and I probably would never be. I think Hollywood has such an interesting model for success, and it creates those successful people. I'm not in that chosen category, but what is successful for me is that, in spite of that, I've been able to work and do the things that I wrote down that I wanted to do and be.

A romantic or classical view of the French approach would have been to say, 'It's a French company; let no one attack it. Let's block any merger. But the reality is Alcatel-Lucent is not a French company; it's a global company. Its main markets are China and the U.S. Its ownership is foreign; most of its managers aren't French.

I remind young people everywhere I go, one of the worst things the older generation did was to tell them for twenty-five years "Be successful, be successful, be successful" as opposed to "Be great, be great, be great". There's a qualitative difference.

If a German company takes over 51 percent of an Indian one, it is given far-reaching controlling rights. But if an Indian company owns the majority of a German company, it is granted only very limited influence. That is unfair.

I once worked at a record label called London Records. The company was owned by Roger Ames, one of the most successful figures in the British music industry. Roger always placed a value on loafing, on holidays, on not being in the office all the time.

I heard of the word 'rainmaker.' It means one particular star who could make a company or project rich and successful. Someone that makes it rain with money. I thought it was a really good concept, so I took over that idea to become the rainmaker.

Obviously solving the education problem is big and complex, and there's already so many failings, but coding is the new fluency. This is the most valuable skill of this century. If you want to be a founder of a company, and not even just a tech company, but like a founder of a company, because I'm telling you software is going to play a role.

Whenever I talk to people who founded a company, I often like to ask the prehistory questions 'When did you meet? How long have you been working before you started the company?' A bad answer is, 'We met at a networking event a week ago, and we started a company because we both want to be entrepreneurs.'

When a change initiative is focused on changing a company's culture directly, it can take five to ten years to accomplish its objective. Company cultures don't change easily. My friend Peter Drucker used to argue that company cultures don't change at all.

Management is always part of the equation of making the company successful, so the quality of management always matters.

For actors, being successful is generally getting a job. If you can work a lot, you're really successful. If you work a lot on projects that are interesting and intelligent and great fun to be part of, then you're hugely successful. And I feel hugely successful. I can't believe that I get to be involved with the projects and the people I work with.

Engineering talent is the most precious resource for any technology company - Palantir and Addepar are successful first and foremost because of their top tech cultures, and the same is true for our best portfolio companies at 8VC.

You're going to be successful or you're not going to be successful. You have to handle success and not being successful in the same way.

Successful people have fear, successful people have doubts, and successful people have worries. They just don't let these feelings stop them.

Profitability, growth, and safeguards against existential risks are crucial to strengthening a company's long-term prospects. But if these three factors constitute a company's 'hard power,' firms also need 'soft power': public trust and acceptance, won by fulfilling a company's social responsibility.

I think that the word 'ambitious' is still used in a derogatory way when it comes to women, in a way that it's not when it comes to men. It's a generalisation because not everyone is like this, but I think there's almost a love-hate relationship going on with successful women, where you can be a little bit successful and you'll be celebrated, but don't become too successful because that seems to bring out the hate in some cases. Take one glance at social media and you can see that successful women don't seem to be treated with the same respect as successful men.

I learnt earlier on that If you can run one company.You can really run any company.A company is all about finding the right people and inspiring those people,drawing out the best in people

In my view the successful companies of the future will be those that integrate business and employees' personal values. The best people want to do work that contributes to society with a company whose values they share, where their actions count and their views matter.

Building a successful company (or living a happy life, for that matter) is not about embracing someone else's philosophy, but staying true to your own beliefs about the world and learning from the mistakes you make along the way.

From the outside, Yahoo was extremely successful. It was making money; it was still bigger than Google. But when I got there, I learned what a disaster of a company looks like from the inside. There were a lot of vice presidents, and it was basically a turf battle between them.

People have said, 'Why don't you make your own company like Chan-wook Park has his own company,' but my head is full of writing and directing and I don't feel like I want to run a company. That's not really within my personality as well.

In the early days, it was enough for Imgur to have a team that was focused on building product and engineering. But I realized early on if we were going to be successful, we needed someone who would be a bridge between the company and community.

At a big company, often size turns into constipation; it fogs the lens about what's really happening. Sometimes with size and success comes the notion that since we've done things to be successful, we have the formula and can institutionalize it. That can be death.

The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.

There are multiple ways to be externally focused that are very successful. You can be customer-focused or competitor-focused. Some people are internally focused, and if they reach critical mass, they can tip the whole company.

It's a very painful, eye-opening experience to realize, "Wait a minute, my dad actually doesn't want me to be successful because he's not happy." Whether you call it misery loves company, it's not like parents are bad people. It's a human trait. It's just a thing.