Top 1200 Successful Company Quotes & Sayings - Page 7

I think there's really only been one successful video game adaptation, and that was probably Tomb Raider. Whether or not you thought it was a good movie, it was successful financially.

People get famous now for I-don't-know-what. People have reality shows because they're a Hollywood socialite, and these things become very successful and they generate a shitload of money for the company. And it's multiplying, to where you're literally looking into your next door neighbor's bathroom with reckless abandon. It is like watching a fire. You can't take your eyes off of it.

Every company is now a technology company.

When you look at how technology companies are funded, it's not a zero-sum game. It could be 20 investors in one company, and everybody has to work together for the benefit of that company.

We have made a decision in our economy to lower taxes on successful risk-taking and have been very successful relative to Europe and Japan.

You can look at the cost structure of an incumbent company and discover: where are they not going to be able to drop their prices... because that business model is fundamental to the existence of the company.

There is one thing that 99 percent of 'failures' and 'successful' folks have in common - they all hate doing the same things. The difference is successful people do them anyway.

We are a company that promotes 100% within the company.

If you're thinking of acquiring a company and want to keep it a secret, tell everyone in the company; let them all in on the truth. Say, 'Listen, if this gets out, we'll probably lose the deal, so we're all in this together.'

The down market favours the small two-, three-, four-person company, not the huge company with 100 people losing half a million dollars a month.

Successful people follow successful patterns.

Whores don’t live in company of poor men, citizens never support a weak company and birds don’t build nests on a tree that doesn’t bear fruits.

To survive in modern times, a company must have an organizational structure that accepts change as its basic premise, lets tribal customs thrive, and fosters a power that is derived from respect, not rules. In other words, the successful companies will be the ones that put quality of life first. Do this and the rest - quality of product, productivity of workers, profits for all - will follow.

I'd like to think my company HootSuite is anything but a stodgy old-boys' club. As a social media company, our employees are by and large young, progressive and open-minded.

It is not the government's purpose to make a profit the way a company does, because a company doesn't have to give a damn about the unemployed poor or provide services that are non-commercial by definition.

We've really got to stop looking to Washington to fix our problems. It obviously doesn't have the ability to do that. People who are successful are not successful because of the president.

I first felt successful when I was 13 and in a show called "Seesaw." I came offstage and heard the applause of the theater audience and felt a sense of accomplishment. Around that time, my role model for success was Burt Lancaster. He was one of the first actors in Hollywood to start his own production company, and I respected him because he created something he believed in.

I'm thinking, That's Barack Obama. He doesn't go to work. He doesn't go down to Congress and make a deal. What the hell's he doing sitting in the White House? If I were in that job, I'd get down there and make a deal. Sure, Congress are lazy bastards, but so what? You're the top guy. You're the president of the company. It's your responsibility to make sure everybody does well. It's the same with every company in this country, whether it's a two-man company or a two-hundred-man company... . And that's the pussy generation - nobody wants to work.

When I started my first company, I still had a 40-hour a week job. I was working on my company on nights and weekends before I took the plunge and gave up a salary.

TOMS is no longer a shoe company... we're a one-for-one company.

If a coach gets behind Lonzo and has confidence in him, I'm cool. 'Cause that's when he's very successful. He's been successful in AAU, high school and college.

A little-known company with a realistic framework that appeals to entrepreneurial employees is going to be more attractive than a famous company that treats its people like disposable assets.

Essentially, you have to be aware of a crisis happening: 'Can the company go on if I get hit by a bus?' That's, I think, how you build a great company and something that can scale.

For a global company, it is imperative to respect and honor local culture and weave that into the core company values rather than the other way around.

But one thing I would like to certainly clarify that I am no player-manager, nor is my company a talent management company. That needs to be very clear.

It wasn't until we got our first office in Palo Alto where things became more like a company. We never went into this wanting to build a company.

I think there's really only been one successful video game adaptation, and that was probably 'Tomb Raider.' Whether or not you thought it was a good movie, it was successful financially.

Before arriving at Ferrari, I had no idea how important it is for a Formula 1 team to be successful to have a successful relationship with their fuel and lubricants partner.

A successful life does not result from chance; nor is it determined by fate or good fortune, but rather through a succession of successful days.

Be careful not to start a company that really belongs as a feature of another company, like the 25 Twitter URL shortener companies out there. Pick a real problem that's here to stay.

Cutting back on calories is not the answer to successful weight loss and successful health... you have to increase the quality of what you eat, not just reduce the quantity.

When a manufacturing engineer is hired to create new products but insists on sharing his "wisdom" in accounting with the company controller, he is not going to last long in that company.

The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.

I grew up in a nonprofit theater company in the heartland of central California, so I am very aware of the importance that company had not only on my life but my community.

Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.

In fact, most people are being squeezed in their little cubicle, and their creativity is forced out elsewhere, because the company can't use it. The company is organized to get rid of variants.

Some incubators, like Y Combinator and TechStars, were started by successful entrepreneurs wishing to help the next generation learn from their experiences. Other programs, such as Viterbi Startup Garage and Austin Technology Incubator, were created by universities to help young entrepreneurs bridge the knowledge gap from student to funded company.

Nations are more successful when their women are successful.

A foreign company in a comparable industry should pay the same as a domestic company, even if their products aren't produced here. That can be achieved using measures in corporate tax law.

If one felt successful, there'd be so little incentive to be successful.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

I've come to recognize that social purpose must be embedded into the core DNA of a company. The questions 'Why do we exist as a company?' and 'How do we make a difference?' need to have the same answer.

In a well-run tech company, small, elite groups who have ownership in the company are given the freedom to define and achieve their tasks in line with a broader mission that they have internalized as their own.

Games give you a chance to excel, and if you're playing in good company you don't even mind if you lose because you had the enjoyment of the company during the course of the game.

There is never a time in a company's history when cost control can be relegated to the back burner, but for a startup company, keeping costs low is a vital necessity.

In 2009, South Carolina was blessed to welcome a great American company that chose to stay in our country to continue to do business. That company was Boeing.

I'm fortunate to work for a company that supports investigative journalism with strong editors and lawyers. That's the benefit of working for a company that's been around for more than a century.

I think a successful company is one where everybody owns the same mission. Out of necessity, we divide ourselves up into discipline groups. But the goal when you are actually doing the work is to somehow forget what discipline group you are in and come together. So in that sense, nobody should own user experience; everybody should own it.

I'm supposed to be the director of a television company, but I've only ever seen that company as a vehicle for making the kind of programmes we wanted to make, getting our ideas on the screen.

Our company has to be a company that enables its people.

One of the nice things about being a private company is operating without the intensity of public glare. It's hard to grow a company under a microscope of constant second guessing.

It's not a successful captain that makes a successful team.

Every job in a company is important. Unless you experience a wide range of those jobs, I don't think you are as well prepared to start and run a company as you could be.

A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?

Working for company X and having a substantial portion of your retirement plan in company X is simply exposing yourself to too much risk, because the company is both your employer and the source of your retirement income. So if something goes wrong, you lose both your job and your retirement plan.

The more successful enterprises are the more they try to replicate, duplicate, codify what makes us great. And suddenly they're inward thinking. They're thinking how can we continue to do what we've done in the past without understanding that what made them successful is to take risks, to change and to adapt and to be responsive. And so in a sense success breeds its own failure. And I think it's true of a lot of successful businesses.

It's my company and I believe in the company that's why I started it.

We generally acquire a company every three to four weeks on average. And so it's a rare month that there's not a company being bought. We typically buy for technology and really great people.

Guitar Hero has been so successful that a lot of people were questioning how it was possible to innovate on the most successful franchise of its kind.

For a company to excel, employees must be reassured that self-interest, not the company's, is their foremost priority. We believe an employee who puts himself first will be motivated to perform.