Quotes About Company

a good company must "impute"—it must convey its values and importance in everything it does, from packaging to marketing.

He was furious, and that was reflected in his passion to start what was, no matter how he spun it, a rival company.

At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. "I discovered that the best innovation is sometimes the company, the way you organize a company

The first instinct that he indulged was his passion for design. The name he chose for his new company was rather straightforward: Next. In order to make it more distinctive, he decided he needed a world-class logo. So he courted the dean

In 2001 Jobs had a vision: Your personal computer would serve as a "digital hub" for a variety of lifestyle devices, such as music players, video recorders, phones, and tablets. This played to Apple's strength of creating end-to-end products that were simple to use. The company was thus transformed from a high-end niche computer company to the most valuable technology company in the world.

The mark of an innovative company is not only that it comes up with new ideas first, but also that it knows how to leapfrog when it finds itself behind. iTunes

Using Hollerith's tabulators, the 1890 census was completed in one year rather than eight. It was the first major use of electrical circuits to process information, and the company that Hollerith founded became in 1924, after a series of mergers and acquisitions, the International Business Machines Corporation, or IBM.

released that year, and the following year Apple's purchase of NeXT offered him reentry into the company he had founded.

Thus was born the iPod, the device that would begin the transformation of Apple from being a computer maker into being the world's most valuable company.

those who have experienced your hospitality at night, have little occasion for breakfast in the morning.—

our experience with newly-minted MBAs has not been that great. Their academic records always look terrific and the candidates always know just what to say; but too often they are short on personal commitment to the company and general business savvy. It's difficult to teach a new dog old tricks.

In addition to being independent, directors should have business savvy, a shareholder orientation and a genuine interest in the company. The rarest of these qualities is business savvy—and if it is lacking, the other two are of little help. Many people who are smart, articulate and admired have no real understanding of business. That's no sin; they may shine elsewhere. But they don't belong on corporate boards.

My direct experience (limited, thankfully) with CEOs who have played with a company's numbers indicates that they were more often prompted by ego than by a desire for financial gain.

The bedrock challenge for directors, nevertheless, remains constant: Find and retain a talented CEO — possessing integrity, for sure — who will be devoted to the company for his/her business lifetime. Often, that task is hard. When directors get it right, though, they need to do little else. But when they mess it up, . . . . . .

We do not follow the common practice of talking one-on-one with large institutional investors or analysts, treating them instead as we do all other shareholders. There is no one more important to us than the shareholder of limited means who trusts us with a substantial portion of his or her savings. As I run the company day-to-day — and as I write this letter — that is the shareholder whose image is in my mind.

Separate from the pleasure of your company, I don't much care if I never see a mountain in my life.

Melanzana, a small, privately owned company that makes the world's best fleece jackets and sweaters right out of its shop on Main Street. The "Mellie" is standard-issue among serious Coloradans. You see one and chances are you're dealing with a native. Or a wannabe.

I'd like to see the health care professionals making decisions, not some bureaucrat in Indianapolis working for an insurance company.

I have my own production company called Urban Dreams.

With tea, one is always in company, even when taken alone.

Vanity I am sensible, is my cardinal Vice and cardinal Folly, and I am in continual Danger, when in Company, of being led an ignis fatuus Chase by it, without the strictest Caution and watchfulness over my self.

Here he went through the not very difficult process of winking upon the company with his solitary eye...

Before I started a company, I was an employee with a bad attitude. I was always felt like, bosses are stupid, and people weren't well treated.

The objective of most corporate leaders is to use people to make a great company. My objective is to use the company to make great people. —Ralph C. Stayer