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“We grow by letting the customer tell us. So when the customer tells us that they're frustrated, that they just got their catalogue and we're already out of a product they wanted, then it tells me that we're not making enough. We let the customer tell us instead of creating an artificial demand for our products. Any time you're making products that people don't need, you're at the mercy of the economy, you're at the mercy of whatever is going on. So we tried to avoid that situation.”

“We've teamed up with some Japanese companies to, basically by 2010, make all our clothing out of recycled and recyclable fibers. And we're going to accept ownership of our products from birth to birth. So if you buy a jacket from us, or a shirt ,or a pair of pants, when you're done with it, you can give it back to us and we'll make more shirts and pants out of it.”

“Entrepreneurs don't really make mistakes, though. We just make decisions that seem right at the time, but which sometimes turn out to have been the wrong path to take. For example, we allowed a buyer to place a huge opening order and later had to take some product back. We didn't have our sell-through programs in place, so in hindsight, it would have been wiser to sell in less product at the outset. The scary thing is you are always making decisions without knowing the future.”

“What they don't realize is that I'm not in the business to make clothes. I'm not in the business to make more money for myself, for Christ's sake. This is the reason Patagonia exists - to put into action the recommendations I read about in books to avoid environmental collapse. That's the reason I'm in business - to try to clean up our own act, and try to influence other companies to do the right thing, and try to influence our customers to do the right thing. So we're not going to change.”

“Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior.”

“The 10 or 12 artists I have known really well all my life are at least as competitive as professional athletes. They may express it in slightly different terms, but you look at the Jackson Pollocks et al., and they are as interested in wall space in the galleries as Joe Montana is in the percentage of completed passes. So the notion that symphonic conducting, or stage play, or pure art, is not a competitive business is real bullshit.”

“The start of the New Year is a perfect time to start a stop doing list and to make this the cornerstone of your New Year resolutions, be it for your company, your family or yourself. It also is a perfect time to clarify your three circles, mirroring at a personal level the three questions... 1) What are you deeply passionate about? 2) What are you are genetically encoded for - what activities do you feel just "made to do"? 3) What makes economic sense - what can you make a living at?”

“In the early 1970s, Milton Friedman argued that corporations should not be socially responsible because they had no mandate to be; they existed to make money, not to be charitable institutions. But in the economy of the 21st century, corporations cannot be socially responsible, if social responsibility is understood to mean sacrificing profits for the sake of some perceived social good. That's because competition has become so much more intense.”

“Yes, I am optimistic about the environment. If you assume business is exerting the most negative influence on the environment and also has the possibility to impact it positively, there are a bunch of forces that are impacting business that are fundamentally different from the situation 3 or 4 years ago.”

“Peter Drucker has pointed out that it is a manager's job to "do things right." It is an executive's job to make sure "the right things" get done. Even the most rigorous eco-efficient business paradigm does not challenge basic practices and methods: a shoe, building, factory, car, or shampoo can remain fundamentally ill-designed even as the materials and processes involved in its manufacture become more "efficient."”

“Our concept of eco-effectiveness means working on the right things - on the right products and services and systems - instead of making the wrong things less bad. Once you are doing the right things, then doing them "right," with the help of efficiency among other tools, makes perfect sense.”

“If there's a big problem and you've got the right people with you, usually the answer emerges and you do what's the obvious thing to do. I don't think of myself as some great manager or great leader. I've been very lucky to be in the positions that I've been in. I meet a lot of people and I've grown a lot of companies, and I meet a lot of CEOs at big enterprises. I'm always so surprised at how much they seem to know. It doesn't always seem to be correlated to how well they actually do.”

“I'm amazed by the potential of more companies employing integrated philanthropic initiatives at earlier stages in their life cycle. What if this were done on an even more massive scale? Consider what would happen if a top-tier venture-capital firm required the companies in which it invested to place 1% of their equity into a foundation serving the communities in which they do business.”

“"Patents make our product defensible." The optimal number of times to use the P word in a presentation is one. Just once, say, "We have filed patents for what we are doing." Done. The second time you say it, venture capitalists begin to suspect that you are depending too much on patents for defensibility. The third time you say it, you are holding a sign above your head that says, "I am clueless."”

“If we can find approaches that meet the needs of the poor in ways that generate profits for business and votes for politicians, we will have found a sustainable way to reduce inequity in the world. This task is open-ended. It can never be finished. But a conscious effort to answer this challenge will change the world.”

“"Why is the creative entrepreneur the riskiest type to be?" I asked. "Because being creative means you are often a pioneer. It is easy to copy a successful and proven product. It is also less risky. If you learn to innovate, create, or invent your way to success, you are an entrepreneur creating new value rather than an entrepreneur who wins by copying."”

“In the business world, unwise men take more that they give. They do not realize that they are breaking the Universal Law which will eventually break them to an equal extent. It may not be balanced in the form of dollars and cents but in the loss of good-will upon which their future business depends.”

“Man's ignorance of the Law of Love in personal and world relationships will not serve as an excuse to save him from disaster. Wealth cannot be acquired from others by might, for wealth thus taken will impoverish him who takes anything which is not given. Nor can power be thus acquired, for the weakness of the despoiled will prevail against the might of the despoiler.”

“Oh Lord, there it is again. The question;" What kind of business should I start?" Incidentially, it has a twin that also sets me off: "What should I specialize in during the second year of my MBA studies?" Sorry, but those are two of the most profoundly upsetting questions anyone can ask - upsetting because the answer should be obvious: Do what turns you on, not what the statistics say is best.”

“Business, life itself, is damned hard work if you wanna be good at it. Actually, that's precisely wrong. Business ceases to be work when you're chasing a dream that has engorged you. ("Work should be more fun than fun" - Noel Coward.) And if the passion isn't there. then biotech and plumbing will be equal drags.”

“The reason is still difficult to explain, but it is not complicated. That inner voice that will not be denied, once we learn to listen to it, had whispered since the beginning, "Business is not what your life is about. Founding VISA and being its chief executive officer is something you must do, but it's only preparatory."”

“An unreflective passion for social justice may be one of the biggest obstacles to creating peace and prosperity in the 21st century. While there are most certainly factory owners in China whom we would rightly regard as criminal in their treatment of their workers, it is very important not to confuse these incidents with the phenomenon of globalization. It is a good thing that Wal-Mart is encouraging more humane standards in its supplier's factories.”

“Treasures in heaven are more permanent. They are more satisfying. There are only two reasons why we are not as successful as we would like to be in laying up earthly treasures. One is that we sometimes get into the wrong business; and the second reason is that even though we may be in the right business, we do not always work at it effectively. Interestingly enough, these are the same reasons why we fail in laying up treasures in heaven.”

“I have known some good men who have been so addicted to their study, that they have thought the last day of the week sufficient to prepare for their ministry, though they employ all the rest of the week in other studies. But your business is to trade with your spiritual abilities. ... A man may preach a very good sermon, who is otherwise himself; but he will never make a good minister of Jesus Christ, whose mind and heart are not always in the work. Spiritual gifts will require continual ruminating on the things of the Gospel in our minds.”

“Never before has information been so important, to governments and businesses alike. And please don't imagine that some of you gathered here today may be less concerned than others. Globalization means that the "butterfly effect" is everywhere at work. The mistakes of a stockbroker in Singapore or the collapse of the Baht in Bangkok, the decisions of a Finnish industrial concern, or what the Governor of Minas Gerais in Brazil decides to do about his State's debt, have had consequences for the world as a whole.”

“The new female is competent in all that she chooses. She chooses whatever her heart tells her. She can create a business, lead a country, drive a truck, hammer nails, deliver mail, or raise a family. She is at home in every social and physical environment. She can be a housewife, if she chooses. She can be anything else, too. She is intuitive and heart centered. She is all that a female has been, and more.”

“What a dead thing is a clock, with its ponderous embowelments of lead and brass, its pert or solemn dullness of communication, compared with the simple altar-like structure and silent heart-language of the old sundials! It stood as the garden god of Christian gardens. Why is it almost everywhere vanished? If its business-use be superseded by more elaborate inventions, its moral uses, its beauty, might have pleaded for its continuance.”

“Is life so dear or peace so sweet as to be purchased at the price of chains and slavery? Forbid it, Almighty God! I know not what course others may take, but as for me, give me liberty, or give me death!”

“I was 21 and had spent the last few years in Stanford University Engineering School at California. Many people advised me to take up a nice, cushy job rather than face the challenges of running a hydrogenated oil business. Looking back, I am glad I decided to take charge instead. Essentially leadership begins from within. It is a small voice that tells you where to go when you feel lost. If you believe in that voice, you believe in yourself.”