Quotes About Company

Solitude is very sad, Too much company twice as bad.

On the 28th the ship's company received two months pay in advance, and on the following morning we worked out to St. Helen's, where we were obliged to anchor.

Like most people of his temperament, though sociable, he (Napolean) disliked company in which he would have to appear merely as one of the crowd, even if not definitely as an inferior

if i add that my uncle took mathematical strides of exactly three feet, and that, while walking, he firmly clenches his fists-the sign of an impetuous temperament-then you will know him well enough not to wish to spend too much time in his company

Before long, Mir Jafar and the Jagat Seths had significantly raised their offer, and were now promising the participants Rs28 million, or £3 million sterling – the entire annual revenue of Bengal – for their help overthrowing Siraj, and a further Rs110,000 a month to pay for Company troops. In addition, the EIC was to get zamindari – landholding – rights near Calcutta, a mint in the town and confirmation of duty-free trade. By

The Company had gambled everything – and won.

there could be little legitimacy for this general who had had his own Nawab murdered and who now sat in what one Company observer called 'a throne warm with the blood of his Lord

In the end, the Company sued for peace. Haidar was successfully bought off: a treaty was signed and the Mysore forces returned home. But the fact that the Company could

Four years later, in December 1797, Tipu despatched an embassy seeking Napoleon's help against the Company. What the Sultan of Mysore did not know was that the army he needed was already being prepared in Toulon. By the time Tipu's embassy arrived in Paris, in April 1798, Napoleon was waiting for an opportunity to sail his 194 ships, carrying 19,000 of his best men, out of Toulon, and across the Mediterranean to Egypt. Napoleon was quite clear as to his plans.

in 1770–71, at the height of the Bengal famine, an astounding £1,086,255 was transferred to London by Company executives – perhaps £100 million in modern currency.27

In the political settlement that followed, Tipu's sons were despatched to exile in the fort of Vellore and most of the best lands of the state of Mysore were divided between the Company and the Nizam of Hyderabad. The rump was returned to the Hindu Wadyar dynasty whose throne Haidar and Tipu had usurped. A five-year-old child from the dynasty was found living 'in a state of misery … in kind of stable with sheds attached to

perhaps Shuja's most feared crack troops were a large force of 6,000 dreadlocked Hindu Naga sadhus, who fought mainly on foot with clubs, swords and arrows, ash-painted but entirely naked, under their own much-feared Gossain leaders, the brothers Anupgiri and Umraogiri.39 The colossal scale of the combined armies bolstered the confidence of the leaders, as did the news of unrest and further mutinies among the Company forces on the other side of the river.

Calcutta had quickly grown to become the jewel among the Company's overseas trading stations: it was by far the EIC's most important trading post in India and the major source of British textile imports. Indeed, 60 per cent of all EIC exports from Asia were now passing through Calcutta.23

The three great armies of the Mughal world had come together to defeat the Company and expel it from India. When instead it was the Mughals that were defeated, the Company was left the dominant military force in north-east India. Buxar confirmed the Company's control of Bengal and the coast and opened the way for them to extend their influence far inland to the west.

The British had long used Shah Alam's confidant, Sayyid Reza Khan, as a discreet channel of communication with the Emperor, and now Wellesley decided to send a secret letter to Shah Alam, offering him asylum and opening negotiations to take the Mughals back under Company care for the first time since the Emperor had left Allahabad thirty years earlier, in 1772:

Mir Jafar was not up to the job, and that however many members of Siraj ud-Daula's regime he and Miran purged, there could be little legitimacy for this general who had had his own Nawab murdered and who now sat in what one Company observer called 'a throne warm with the blood of his Lord'.

Modave noted that the further away you went from Calcutta, the worse the situation became: 'A European visiting the upper parts of the Ganges finds mere robbers in charge of Company affairs, who think nothing of committing the most atrocious acts of tyranny, or subaltern thieves whose despicable villainy dishonours the British nation, whose principles of honour and humanity they seem totally to have rejected

fields in the world laid waste; and five millions of harmless and industrious people were either expelled or destroyed. Want of foresight became more fatal than innate barbarism; and [the company's servants] found themselves wading

Already, by the end of 1771, the mood was beginning to change in London. Word was spreading about the Company's inhumanity in Bengal: the number of dead and dying was simply too vast to hide. Horace Walpole's letters reflected a growing awareness that behind the EIC's vast profits there was something profoundly rotten at work in the Company's Indian operations. 'The groans of India have mounted to heaven

The great subject and theme of his thoughts in what he is, and what he hath above others, applauding himself; as Bernard confesseth, that—when one would think he had little leisure for such thoughts—even in preaching; pride would be whispering in his ear, Bene fecisti Bernarde—O well done, Bernard. Now have a care, Christian, of chat ting with such company. Run from such thoughts as from a bear.

As stated before, I am always tempted to tell marketing people that "I would rather be different than better," knowing full well that if a product is truly different in some ways important to some customers, they will automatically perceive the product as better. Being different and offering customers features and services they cannot get anywhere else is one of the most important things a company can do.

Positioning is a psychological location in the consumer's mind, pertaining to the relative qualities a company, product, or service may have with respect to its competition.

I can enjoy society in a room; but out of doors, nature is company enough for me.

The risk of owning stock in a single shaky company is very high. But in a portfolio of many such losers, a few might reasonably be expected to pull through, providing the investor with a reasonable return. Thus