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“Mom & pop stores are not about something small; they are about something big. Ninety percent of all U.S. businesses are family owned or controlled. They are important not only for the food, drink, clothing, and tools they sell us, but also for providing us with intellectual stimulation, social interaction, and connection to our communities. We must have mom & pop stores because we are social animals. We crave to be part of the marketplace.”

“Right now, we continue to see demand at very strong levels. It's tough to find a Wii now. If we hit 100 stores in the area, we would find Wiis in only 20 percent of them today. That tremendous strength we had in December really wiped the pipeline clean. Our pipeline, the retailer pipeline. And so with that kind of demand, it doesn't suggest the need for any pricing actions.”

“Every morning I'd have coffee with my wife and we would discuss ideas. Sixty percent of what I did for the stores was concepts. The other forty percent was correcting and cleaning up other concepts in house, or doing final art on my concepts. Most of my concepts were so finished they could turn them over to somebody else.”

“Oddly, I think if you look at comic books, you look at the shelves in the store, it's predominantly male characters, historically. But if you look outside the window it's 52-percent female, and something odd is going on there. So I do think it's your responsibility as a writer, really, to create stuff that little girls can get into too. I want my daughters to have role models that are female.”

“Israel produces and stores chemical weapons. So therefore the US will prevent the Chemical Weapons Convention from being imposed on the Middle East. But it's necessary to evade this by misrepresenting the convention, and I think maybe 100 percent of the media, or close to it, go along. But that's a critical issue. Actually, Syria's chemical weapons were developed largely as a deterrent to Israeli nuclear weapons. Also, not mentioned.”

“In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.”