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“When there is some fear about accounting and growth and the economy, food stocks are a decent place to be, ... This company has been through a bit of a restructuring the last couple of years. Management is doing a great job. The company is improving and people are buying chocolate. So, what a great week to buy it.”

“You don't win an Olympic gold medal with a few weeks of intensive training. There's no such thing as an overnight opera sensation. Great law firms or design companies don't spring up overnight... Every great company, every great brand, and every great career has been built in exactly the same way: bit by bit, step by step, little by little.”

“What you do is ultimately pointless. You could be replaced any day of the week with the first moron who walks in the door. So work as little as possible, and spend a little time (not too much, though) 'selling yourself' and 'networking' so that you will have backup and will be untouchable (and untouched) the next time the company is restructured.”

“It's far more difficult being a small-business owner starting a business than it is for me with thousands of people working for us and 400 companies. Building a business from scratch is 24 hours, 7 days a week, divorces, it's difficult to hold your family life together, it's bloody hard work and only one word really matters - and that's surviving.”

“As James Surowiecki noted in a New Yorker article, given a choice between developing antibiotics that people will take every day for two weeks and antidepressants that people will take every day for ever, drug companies not surprisingly opt for the latter. Although a few antibiotics have been toughened up a bit, the pharmaceutical industry hasn't given us an entirely new antibiotic since the 1970s.”

“I haven't seen so much tippy-toeing around since the last time I went to the ballet. When members of the arts community were askedthis week about one of their biggest benefactors, Philip Morris, and its requests that they lobby the New York City Council on the company's behalf, the pas de deux of self- justification was so painstakingly choreographed that it constituted a performance all by itself.”

“Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company. One of the ways, the definition of a barrel is, they can take an idea from conception and take it all the way to shipping and bring people with them.”

“Look back to the old days: people bought an MS DOS machine and struggled with it for weeks to bring it up to speed. Then Apple created Macintosh, struggled a bit with it, but eventually succeeded. Then it went into other businesses. If your company truly wants to change the world, it would make these problems go away for customers.”