Quotes About Company

Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.

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.

The responsibility of the company is to help the people, grow as people. If we can do that, then the company will grow as a company.

When top executives get huge pay hikes at the same time as middle-level and hourly workers lose their jobs and retirement savings, or have to accept negligible pay raises and cuts in health and pension benefits, company morale plummets. I hear it all the time from employees: This company, they say, is being run only for the benefit of the people at the top. So why should we put in extra effort, commit extra hours, take on extra responsibilities? We'll do the minimum, even cut corners. This is often the death knell of a company.

My contract with mercury PolyGram Nashville was about to expire. And I never had really been happy. The company, the record company, just didn't put any promotion behind me. I think one album, maybe the last one I did, they pressed 500 copies. And I was just disgusted with it. And about that time that I got to feeling that way, Lou Robin, my manager, came to me and talked to me about a man called Rick Rubin that he had been talking to that wanted me to sign with his record company.

I never dreamed I could build a $100 million company. I just happened to build a $1 million company that became a $5 million company, and so on.

The design and creative side is not a problem, but learning how to run a company as a young creative has been challenging. There is so much more on the business side than I ever considered when I first started making jewelry in my kitchen. It has been a challenge keeping up with the company's success, and I have had to learn from my and others' mistakes as I go.

Over the last 40 years, I have built MW into a multi-billion dollar company with amazing employees and loyal customers who value the products and service they receive at MW. Over the past several months I have expressed my concerns to the Board about the direction the company is currently heading.Instead of fostering the kind of dialogue in the Boardroom that has in part contributed to our success, the Board has inappropriately chosen to silence my concerns through termination as an executive officer.

Something worth doing might take a while, so really flesh out the potential of the business and be honest about whether it's worth doing. If it's not a $100 million company in five years, maybe it'll take 10 or 15 years. If you're doing something that has a universal, timeless need, then you need to think of the company in a timeless way.

In one of his last newsletters, Mike Ranney wrote: "In thinking back on the days of Easy Company, I'm treasuring my remark to a grandson who asked, 'Grandpa, were you a hero in the war?' No,'" I answered, 'but I served in a company of heroes.

Mandatory auditor rotation is designed to address a potential conflict of interest between a public company and its auditor. Because an auditor is hired and paid by the public company it audits, the auditor's desire to maintain a good relationship with its client could conflict with its duty to rigorously question the client's financial statements.

Remember that in 1993 a company with a bad Web site needed an engineer. Today, a company with a bad Web site needs a psychiatrist.

But once you buy a company, you are married. You are married to that company.

A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable. A visionary company doesn't simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme.

We do not view the company itself as the ultimate owner of our business assets but instead view the company as a conduit through which our shareholders own assets.

You don't want to be the only car company. When you're the only car company and there's no competition, customers may not know what a car is, the roads may not be developed for cars, there may not be gas stations everywhere.

The only reason I was able to accomplish things is the great people willing to work with me. A company is a group of people organized to create a product or service, and that product or service is only as good as the people in the company - and how excited they are about creating it. I do want to recognize a ton of super-talented people. Without them, I would have accomplished very little. I just happen to be the face of the companies.

There is no normal. What my job was a few years ago was completely different than what it is today. As soon as I have it dialed in, the company changes and the team changes and my role changes as a result. What the company needs is always evolving, and I don't get to choose what I want to do as much as I thought I would be now - which is OK. It keeps me in this position of learning new things and keeping me humble. There is always something I don't know, and I'm comfortable with that.

I also try to surround myself with people I love - make a family out of the company. So I tend to use the same people over and over. There's a sort of Mel Brooks Repertory Company.

The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this...a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference!

Is not disease the rule of existence? There is not a lily pad floating on the river but has been riddled by insects. Almost every shrub and tree has its gall, oftentimes esteemed its chief ornament and hardly to be distinguished from the fruit. If misery loves company, misery has company enough. Now, at midsummer, find me a perfect leaf or fruit.

I don't think it makes any sense for an individual to invest in common stocks unless they know the company, work at the company, and so on.

Innovation is not a big breakthrough invention every time. Innovation is a constant thing. But if you don't have an innovative company [team], coming to work everyday to find a better way, you don't have a company[team]. You're getting ready to die on the vine. You're always looking for the next innovation, the next niche, the next product improvement, the next service improvement. But always trying to get better.

In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.

Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.

We always say about Hollywood that it's a company town and it's sort of is. It's like in Washington, they say, you know, the company is the government.

Most people, most great people even are ammunition. But what you need in your company are barrels. You can only shoot through the number of unique barrels you have, so that's how the velocity of your company improves... is by adding barrels, and then you stock them with ammunition and then you can do a lot.

I started passing out the schematics and the code listings for the computer, telling everyone here it is. It's small, it's simple, it's inexpensive: Build your own. No idea to start a company. Steve Jobs came by later and say, you know, people are interested. Why don't we start a company?

I try to keep myself in the best of company and my horses in the worst of company.

Show me a chief executive who’s on five boards and who lends his or her name, prestige and time to 15 community activities — and I’ll show you a company that’s underperforming. A chief executive is paid to run the company. That’s the CEO’s job.

No company has a culture; every company is a culture.

Many years ago, a large American shoe company sent two sales reps to different parts of the Australian outback. A while later, the company received a telegram from each. The first said, 'No business here - the natives don't wear shoes.' The second said, 'Great opportunity here - the natives don't wear shoes.'

If you don't believe in God, it may help to remember this great line of Geneen Roth's: that awareness is learning to keep yourself company. And then learn to be more compassionate company, as if you were somebody you are fond of and wish to encourage. I doubt that you would read a close friend's early efforts and, in his or her presence, roll your eyes and snicker. I doubt that you would pantomime sticking your finger down your throat. I think you might say something along the lines of, 'Good for you. We can work out some of the problems later, but for now, full steam ahead!

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

I didn't need to borrow money from the record company, because if I had my own publishing company, and I had my own writers, I'd have enough to get and do whatever I wanted to do.

If you have information that a company is not as good as its stock market valuation, you don't have a way to sell that stock unless you already own it. And so that information doesn't get incorporated in the company's stock price as fast if you don't allow short selling.

Having a company that's successful is a wonderful platform to do new things. You don't have to raise money for it; you can take profits from the company and pump them into new business.

Take care of yourself: When you don't sleep, eat crap, don't exercise, and are living off adrenaline for too long, your performance suffers. Your decisions suffer. Your company suffers. Love those close to you: Failure of your company is not failure in life. Failure in your relationship is.

It's the company itself, but most of these mutual fund companies, the guy who runs the company is just a fact totem and the guy who runs the money is the power. But we really don't know who they are.

Design can be both a manifestation of a company's design ethic and an outward communication of a company's design ethic and drive for excellence.

I'm the founder of the McAfee Anti-Virus Software Company. Although I have had nothing to do with this company for over 15 years, I still get volumes of mail asking 'how do I uninstall this software'. I have no idea.

If I taught a class, on my final exam I would take an Internet company and ask, 'How much is this company worth?' Anyone who would answer, I would flunk.

A company can spend hundreds of thousands of dollars on firewalls, intrusion detection systems and encryption and other security technologies, but if an attacker can call one trusted person within the company, and that person complies, and if the attacker gets in, then all that money spent on technology is essentially wasted.

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.

The cynic who twitted Aristippus by observing that the philosopher who could dine on herbs might despise the company of a king, was well replied to by Aristippus, when he remarked that the philosopher who could enjoy the company or a king might also despise a dinner of herbs.

Sad company is bad company.

In your company or industry, work every job in that industry. It's the only way of having a complete understanding of your people and your company.

It is a solemn sight to see so many Christians lying in their blood, some here, and some there, like a company of sheep torn by wolves, all of them stripped naked by a company of hell-hounds, roaring, singing, ranting, and insulting, as if they would have torn our very hearts out; yet the Lord by His almighty power preserved a number of us from death, for there were twenty-four of us taken alive and carried captive