Quotes About Company

At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.

When a company creates a product that directly or indirectly adversely impacts the health of people, that product must be regulated. The process by which its created must be regulated. No company has the right to injure people. No company.

People have said, 'Why don't you make your own company like Chan-wook Park has his own company,' but my head is full of writing and directing and I don't feel like I want to run a company. That's not really within my personality as well.

The most common mistakes were investing in money market funds by people who were so scared at the prospect of managing their own funds that they picked the most conservative option, and their investments did not keep up with inflation. The second major mistake was being too heavily invested in their own company's stock, and buying when it was high and there was a lot of optimism about the company, and then having to sell it low when the company got in trouble.

What a reason the Company has for observing its Rules faithfully: to do what the Son of God came into the world to do! That there should be a Company, and that it should be the Company of the Mission, composed of poor men, and that it should be entirely dedicated to that purpose, going here and there through hamlets and villages, leaving the towns behind-something that's never been done-and going to announce the Gospel only to persons who are poor; yet, those are our Rules!

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.

I'm out talking about this company (General Electric) seven days a week, 24 hours a day, with nothing to hide. We're a 130-year-old company that has a great record of high-quality leadership and a culture of integrity.

However, given the fact that the State has a controlling stake in the company [Rosneft], it might not be the best course of action when one company under State control buys another one fully owned by the State. This is one point.

When you're running a company, creating jobs is the last thing you want to. When you're running a company you want to employ as few people as possible, and yet you inadvertently create jobs.

E.Biscom is an Internet company that is diversified, not a diversified company that is trying out the Internet.

Senior executives can, after a fashion, get a portion of their pay tax-free. You defer part of your income and not have to pay taxes on it, and then when you retire you have the company buy a life insurance policy on you using that money. The company can deduct that money because it is a business expense, and the money will get paid out to your children or grandchildren when you die, so you have effectively given them your money and it's never been taxed.

Hardware: where the people in your company's software section will tell you the problem is. Software: where the people in your company's hardware section will tell you the problem is.

As the owner of the company, I'm always focusing on how my company can do more for less. And it's one of the principles of the world.

We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.

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.

Employees are given the chance to help shape their company by participating in a company-wide communications program making suggestions on waste reduction, environmental improvement, customer satisfaction, quality improvement, and safety issues.

Everybody likes to win. I don't care if you work for a small plumbing company or the most successful company in the world. There's a special flavor to winning.

I have told our senior executives that I will slaughter holy cows if it benefits the company's long-term success. When we asked ourselves whether Formula 1 still matched the concept of a sustainable company, the clear answer was no.

Why are we here? I think many people assume, wrongly, that a company exists solely to make money. Money is an important part of a companys existence, if the company is any good. But a result is not a cause. We have to go deeper and find the real reason for our being.

It's far better to buy a wonderful company at a fair price than a fair company at a wonderful price.

Every company has room for the man who has a definite plan of action which is to the advantage of that company.

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.

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

I'm not sure I was a typical head of a company. Most people that run big companies come out of sales and they come out of marketing and they're quite serious and they have MBA's from very good schools and things like that. I'm an accidental CEO, thank the Disney Company.

We think of Starbucks not as a coffee company but a media company.

The company Liberated People represents just not liberation of different nations around the world; it can be special liberation days. It can be what the company represents and helps highlight someone's personal liberation date.

I saved $725 million on the 90 planes. Just 90. Now there are 3,000 planes that are going to be ordered. On 90 planes I saved $725 million. It's actually a little bit more than that, but it's $725 million. Gen. Mattis, who had to sign the deal when it came to his office, said, "I've never seen anything like this in my life." We went from a company that wanted more money for the planes to a company that cut. And the reason they cut - same planes, same everything - was because of me. I mean, because that's what I do.

Just because a company falls doesn't invalidate what we can learn by studying that company when it was at its historical best.

There's a very distinct difference between a really wonderful DIY label and a soft drink company, or a car company, or a clothing brand, and you will always understand that difference.

You can divide our industry into two kinds of people: those who want to go work for a company to make it successful, and those who want to go work for a successful company.

When I was doing Goodenough, I'd hired a few people to work in my office, but then, toward the end of the '90s, I decided that this is not what I should be doing. I didn't want to make a big company and have to hire lots of people. I felt like I was better as an independent or as a solo operator. So I made the decision to finish everything and work alone just with an assistant or two. Although maybe there isn't the potential that there is in having a bigger company, it's good for me.

Well if you've got information about a company, or you believe that a company is undervalued, you can go out and buy their stock and you can make some profit on it.

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.

I started off with a company, InfoSpace, with my own funding. The company was listed among the most successful companies and I went on to start Intelius and Moon Express. Now, I focus my time on using the skills of an entrepreneur to solve many of the grand challenges facing us in the areas of education, healthcare, clean water and energy.

Combating climate change is absolutely critical to the future of our company,Green Cooler customers, consumers-and our world. I believe all of us need to take action now. PepsiCo has already taken actions in our operations and throughout our supply chain to 'future- proof' our company-all of which deliver real cost savings, mitigate risk, protect our license to operate, and create resilience in our supply chain.

Designful companies are those that weave design thinking into the fabric of the company. In a designful company, innovation is rewarded instead of punished. Risk taking is the norm instead of the exception. Some companies have already embraced this type of culture change with impressive results.

Make your company stock a consumer product. When consumers buy stock in your company, they'll never buy a competitive product. You've linked their financial future to yours.

The worst loophole is what Donald Trump has talked about: the tax deductibility of interest. If you let real estate owners or corporate raiders borrow the money to buy a property or company, and then pay interest to the bondholders, you'll load the company you take over with debt. But you don't have to pay taxes on the profits that you pay out in this way. You can deduct the interest from your tax liability.

Well i know that my company is not corrupt or unfair because i got all this with all my hard work. I see no reason why you say my company was corrupt may you explain to me miss [Ida] Tarbell.

I have felt in my very blood, ever since I was born, a most unconquerable hatred towards the whole tribe of fools, and it arises from the fact that I feel myself a blockhead whenever I am in their company.

A book is a garden, an orchard, a storehouse, a party, a company by the way, a counselor, a multitude of counselors.

I live for the moment. I'm basically a Buddhist-type person. I'm just here right now, and I don't think about what's going to happen a hundred years from now. I try to concentrate on what's going on right now. But I'm really trying to run this company like it is going to be here a hundred years from now. That's what's important.

I think that’s a responsibility that I have, to push possibilities, to show people, this is the level that things could be at. So when you get something that has the name Kanye West on it, it’s supposed to be pushing the furthest possibilities. I will be the leader of a company that ends up being worth billions of dollars, because I got the answers. I understand culture. I am the nucleus.

A clothing company is making T-shirts inspired by Bernie Sanders with messages like 'Feel the Bern.' They were gonna make them for Lincoln Chafee too, but no one wants to wear a shirt that says 'Feel the Chafee.'

Starbucks is not an advertiser; people think we are a great marketing company, but in fact we spend very little money on marketing and more money on training our people than advertising.

I worked for this company that repossessed cars. Sure enough, the day after I quit, they repossessed my car, but that would probably be my strangest job to date. You have to work your way up to become a hardcore repo man.

Give up control and give it away ... The more you give your idea away, the more your company is going to be worth.

Their educations ended with high school - my father going to work as a clerk and then salesman in a company dealing in printing and stationary, and my mother working as a secretary and then bookkeeper in a firm of wool merchants.