Quotes About Strategy

If you play professionally, you can expect to go broke at some point.

We're professionals, everybody scores. It's just a matter of limiting them as much as you can and trying to contain them.

There's so much more involved with the game than just sitting there, looking at the numbers and saying, 'OK, these are my percentages, then I'm going to do it this way,' because that one time it doesn't work could cost your team a football game, and that's the thing a head coach has to live with, not the professor.

Israel's secret services are allowed to profile.

If I have an idea of football, and I am the manager, it doesn't make sense for the club to find players with a different profile.

We pick players on their profiles. Over the years, I've learned that, if you have one cog that's not quite right in the system, that flow of how you want to play can't work.

Ancelotti's teams are more balanced. It's a more Italian defense and creativity from the midfield forward. I admire his work and also his discreet profile. I am also like that.

The best plan is to profit by the folly of others.

Profit is the most global aspect of a business, and it is cross-functional.

In the U.S., PC-makers have no incentive to lower prices because it kills their profit margins. They keep adding new features like high-end retina displays and faster processors to justify their high prices.

Hollywood is going to have to find a way of meeting those profit goals.

The chief executive officer is also the chief sales officer. He or she is responsible for the success of the company and making a profit. The closer the CEO is to the everyday selling process, bringing in business, the more successful the company will become.

What did Citibank get out of it? It got the ability to reverse the arbitrage. Actually, what they got was the ability to give themselves a profit, and that saved the bank.

Even if you sell the same number of plasma televisions - if you are selling them for 20 or 30 or 40 per cent of the original price, your revenue goes down, and the profit goes with it.

Traditional businesses can say, 'We're going to sell widgets to people, and it will make X amount of profit.' But new business models are hard.

We have multiple businesses, and obviously we want every one to stand on its own, and what you don't want to do is manage one business from the profit of the other one.

If you want to grow a business, you want to make profit. Only then it is good business.

On our profit margins, honestly on all our products, anything we work on in in the industry, I do not touch it unless it is double digits.

The way we have looked at pricing at Merck is we've always said we want to be responsible, which means we want to optimize profitability and patient access.

In general, you don't want competitors to understand your business outside of telling people your revenue and profitability numbers.

You will always need more capital than you think, because it will always take you longer to reach profitability than you can imagine.

I just want to make a difference. I want to make Chrysler the most profitable car company in the United States.

You can choose to be very profitable very quickly if you don't want to grow.

We'll continue to take the right actions to make sure we're a profitable business.