Quotes About Business

It's really gratifying to see, after all these years, and I've been in the business for 30 years, and after all of these years, to see fans wearing nWo shirts and fans of WCW who still remember make me feel good.

We're in the '100 percent return' business. This is driving millions of new customers into brands; most of our customers are wearing brands they've never tried before.

I hate wearing suits and ties.

I have no interest in being a celebrity. I wouldn't go to anything that I wasn't involved in just for the sake of wearing a nice frock and having my picture taken. That part of the business doesn't make me feel very comfortable.

Banks operate like a man who either wears his trousers round his chest, stifling breathing, as now, or round his ankles, exposing his assets. We want their trousers tied round their middle: steady lending growth; particularly to productive British business, especially small scale enterprise.

I am not a celebrity. I work with celebrities, and it is very difficult. When a celebrity wears a dress, it's good for business, so brands fight for the red carpet. Me? I don't like it, because fashion becomes a job about dressing celebrities. And it's a bit boring.

Trendy gadgets and edgy pitches inevitably get replaced due to the fickle nature of the buying public, but a business designed from the start to play big has the ability to weather trends and redirect itself to venues and products that its customers want and need.

By using big data, it will also be possible to predict adverse weather conditions, rerouting ships to avoid delays, and monitor fuel data, thereby allowing companies to optimize their supply chains and the way they drive their business.

Libraries function as crucial technology hubs, not merely for free Web access, but those who need computer training and assistance. Library business centers help support entrepreneurship and retraining.

Most larger companies now see that for the market to grow, Web infrastructure must be royalty-free.

There is no longer any anonymity on the Web - unless we mandate it. The most personal information about your online habits is collected, bought and sold, often instantaneously and invisibly. Data collection is a business driven by profits at consumers' expense.

One is that that's the way we started and we thought there would be more value and less confusion if the business model was just based on delivering news that's of value to Web sites.

I think there are a lot of honest people doing honest business on online auctions. But the control on these Web sites is pretty minimal.

We've got to lift our game tremendously. We'll sell our business news and information in print, we'll sell it to anyone who's got a cable system, and we'll sell it on the Web.

I was telling somebody just the other day, there's technically such a hierarchy in this business. You have film, that's the ideal; then you have TV, and things like web series do not claim as much cred, but the fact is, if the material is solid and I believe and trust in the team that's involved, I don't care what format it is.

Anybody who can afford a box of business cards can afford a Web site. Any company with an 800 number can move its services to the Web for peanuts by comparison. The extreme case of corporate promotion is to strip away all other aspects of your business and sell goods or services via the Net alone, as amazon.com has done with books.

Domination and monopoly is the name of the game in the web marketplace.

What the Web has never figured out is how to pay for reporting, which, with the collapse of print newspapers, is in desperately short supply, and without which even the most prolific commenters will someday run out of things to say.

Before I started Code for America, I spent my career around startups. First it was game developers, small teams trying to make hits in a tough business. Then, when I started working on the Web 2.0 events, it was web startups during times of enormous opportunity and investment.

It's easy to forget the ever-plodding eBay with all the noise made by the more lithe and lively Web 2.0 companies.

What Google did in Web 1.0 was take a feature, which was search, and built an entire business around that utility. In Web 2.0, Twitter took a feature, which is sharing, and built a utility that allowed people to do that on a massive scale.

My job was to turn the company around and to give Time Warner a profitable Web business to spin off and a profitable access business that still throws off a tremendous amount of cash. I can check both of those boxes. I am done, and I feel good about what we've accomplished.

Google, Facebook, and other consumer web companies violate our privacy. But that's only because they have an ad-based business model. They can only make money by selling your data - and degrading the product experience with ads.

At the height of the first great dot-com boom, Craig Kanarick, then in his early 30s, was running Razorfish, a Web design firm he'd co-founded with an old friend, which at its peak had 2,300 employees in nine countries.