Quotes About Entrepreneurship

If you haven't much skill, or much wit, or much talent, or much luck, and yet you insist on owning more than your fair share of any start-up or acquisition, then you can become rich. If you take what you're given, you will probably not get rich. Years

Do not seek a replica of yourself to delegate to, or to promote. Watch out for this, it is a common error with people setting out to build a company.

Opportunity is manufactured

If you make the opportunity. you'll be the first in the position to take advantage of it.

We lacked something that is the key to a successful startup, and it was bigger than sound quality. It was emotional investment. If you don't love what you're building, if you're not an avid user yourself, then you will most likely fail even if you're doing everything else right.

You can't build a small giant if you're in an industry where your success depends on how big your company becomes.

The point is, your growth is absolutely limited by your capital, or your ability to borrow capital.

You might reasonably ask why Erickson didn't simply sell the business and start another company. In his book, he noted that his ex-partner's attorney asked him that very question, and his immediate, visceral reaction was no. He said he refused to consider the option. He later saw other entrepreneurs try that, and they all regretted it. Besides, he added, Clif Bar was where he belonged—"my place in the world.

but you can't attract them, let alone hold on to them, unless they have room to grow. That is, in fact, why many owners wind up putting their companies on a path of aggressive growth, even if they themselves might prefer to rein it in.

The notion that bigger—and more—is better has so pervaded our culture that most people assume all entrepreneurs want to capitalize on every business opportunity, grow their companies as fast as they can, and build the next Google or Facebook.

Busyness is certainly one of the reasons that owners don't think about whether or not their journey is taking them to a place they really want to wind up. They're constantly preoccupied—it goes with the territory—and figuring out the ultimate destination doesn't seem particularly urgent alongside, say, meeting the next payroll or landing the next big customer

The mistake they make grows partly out of their tendency to regard the exit as simply an event, and a relatively distant one at that. But the exit is actually a critical phase of a business owner's journey and an integral part of the entrepreneurial experience. "It's like passing the 26.2-mile mark of a marathon, or crossing home plate after a home run

My dad was born in Chicago in 1908... his parents came from Russia. They settled in Chicago, where they lived in a little tiny grocery store with eight or nine children - in the backroom all together - and my grandmother got the idea to go into the movie business.

If you need money, add value. And if you need da lot of money, add a lot of Value.

The second half is riskier because it has to do with living beyond the immediate. It is about releasing the seed of creativity and energy that has been implanted within us, watering and cultivating it so that we may be abundantly fruitful. It involves investing our gifts in service to others — and receiving the personal joy that comes as a result of that spending. This is the kind of risk for which entrepreneurs earn excellent returns much of the time.

Entrepreneurial capitalism takes more people out of poverty than aid.

Friends suggested that it sounded a bit sinister. But something about it must have captivated Bezos: he registered the URL in September 1994, and he kept it. Type Relentless.com into the Web today and it takes you to Amazon.

McAdoo and Graham were discussing that most essential characteristic of great entrepreneurs: mental toughness, the ability to overcome the hurdles and negativity that typically accompany something new. McAdoo and his partners had identified this kind of true grit as the most important attribute in the founders of their successful portfolio companies, like Google and PayPal.

If you want to build a truly great company you have got to ride a really big wave. And you've got to be able to look at market waves and technology waves in a different way than other folks and see it happening sooner, know how to position yourself out there, prepare yourself, pick the right surfboard—in other words, bring the right management team in, build the right platform underneath you. Only then can you ride a truly great wave.

I didn't know Jeff Bezos but I just remember being blown away by the fact that he was there with his sleeves rolled up, climbing around the conveyors with all of us,

he liked to say he didn't have an exit strategy—he was building a company for the long term.

These are not fever dreams. They are near inevitabilities. It's an easy prediction to make—that Jeff Bezos will do what he has always done. He will attempt to move faster, work his employees harder, make bolder bets, and pursue both big inventions and small ones, all to achieve his grand vision for Amazon—that it be not just an everything store, but ultimately an everything company.

Nevertheless, Blecharczyk came through with a new version of a site on March 3, a week before the annual conference in Austin, Texas. The new slogan was "A friend, not a front desk.

The first week after the official launch, they took $12,000 in orders and shipped $846 worth of books, according to Eric Dillon, one of Amazon's original investors. The next week they took $14,000 in orders and shipped $7,000 worth of books. So they were behind from the get-go and scrambling to catch up.