Quotes About Profitability

the Fifth Ideal is Customer Focus, where we ruthlessly question whether something actually matters to our customers, as in, are they willing to pay us for it or is it only of value to our functional silo?

It was less respectable because less immediately useful; and it was poorly financed since it was less profitable.

Profitability is the sovereign criterion of the enterprise.

The level of dynamism is a matter of how fertile the country is in coming up with innovative ideas having prospects of profitability, how adept it is at identifying and nourishing the ideas with the best prospects, and how prepared it is in evaluating and trying out the new products and methods that are launched onto the market.

Relative to Google or the kind of turnaround we're seeing, we do care about profitability. That is our goal in every one of the areas where we invest.

never ask a man if he is from Sparta: If he were, he would have let you know such an important fact—and if he were not, you could hurt his feelings." Likewise, never ask a trader if he is profitable; you can easily see it in his gesture and gait.

traders and salespeople were only manageable when they were unprofitable, in which case they weren't wanted.

De pronto, la popularidad ya no tiene el monopolio de la rentabilidad.

be financially viable in its current form.

Given the typical fee structures of hedge funds, they need to do something different to make money in a consistent way.

Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.

At the end of the day, effective mission statements balance the possible and the impossible. They give people a clear sense of the direction to profitability and the inspiration to feel they are part of something big and important.

It thus became almost impossible to have one's music heard without first being profitable, in other words, without writing commercial works known to the bourgeoisie. To be successful, a musician first had to attract an audience as an interpreter: representation takes precedence over composition and conditions it. The only authorized composers were successful interpreters of the works of others.

One of the things which make any company successful, in particular the Home Depot, was that we understood and catered to the customer. If it didn't sell, it didn't make a difference what we thought or our research told us. They told us if it was successful by buying it or not.

Any business owner can tell you that if their company isn't performing profitably and up to standards, one of two things will happen: either you make changes to improve its efficiency, or a competitor will drive you out of business. Market forces have a way of cutting to the chase rather quickly.

If you can create even the illusion of high profitability for a few years, then when the thing collapses you can walk out of the wreckage a very rich man.

I have a responsibility to the people who work for me, the manufacturers I work with. There is no point to clothes that don't sell.

cost reductions meant survival, but not profitability

It is very difficult for a company whose cost structure is tailored to compete in high-end markets to be profitable in low-end markets as well.

the innovator's dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

business. One particularly common one is RONA, or Return on Net Assets. In manufacturing businesses, this is calculated by dividing a company's income by its net assets. Hence, a company can be judged as being more profitable either by adding income to the numerator, or by reducing the assets in the denominator. Driving the numerator up is harder, because it entails selling more products. Driving the denominator down is often easier—because you can just opt to outsource.

In fact, the prospects for growth and improved profitability in upmarket value networks often appear to be so much more attractive than the prospect of staying within the current value network, that it is not unusual to see well-managed companies leaving (or becoming uncompetitive with) their original customers as they search for customers at higher price points.

innovator's dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

4. Principled Entrepreneurship: This principle—so central to our culture that we had it trademarked—is defined as "maximizing the long-term profitability of the business by creating superior value for our customers while consuming fewer resources and always acting lawfully and with integrity." Creating value for society requires Principled Entrepreneurship—not political or other forms of entrepreneurship, such as corporate welfare or fraud.