Quotes About Business

If you aren't in debt, you can't go broke and can't be made to sell, in which case "liquidity" is irrelevant. But a leveraged firm may be forced to sell, lest fast-accumulating losses put it out of business. Leverage always gives rise to this same brutal dynamic, and its dangers cannot be stressed too often.

A chief attraction of the real bills theory was that it took decisions regarding the money supply out of human hands. John Carlisle, Treasury secretary under Cleveland, maintained that issuing notes "is not a proper function of the Treasury Department, or of any other department of the Government." The task was just too difficult. Rather, Carlisle said, currency should be "regulated entirely by the business interests of the people and by the laws of trade.

The important person in a free economy is not the manager but the entrepreneur – the one who takes risks and meets the cost of them.

It is to overlook the culture that has focused, down the centuries, on the business of repentance.

modern economies have developed ways of avoiding costs or passing them on that effectively remove the sanctions from dishonest or manipulative behaviour. The

Why do the defenders of the market not raise their voices against the practice of externalizing costs in that way? After

Jean-Pierre Marquis, From a Geometrical Point of View: A Study of the History and Philosophy of Category Theory, Springer Science & Business Media, 2008.

As a student of business administration, I know that there is a law of evolution for organizations as stringent and inevitable as anything in life. The longer one exists, the more it grinds out restrictions that slow its own functions. It reaches entropy in a state of total narcissism. Only the people sufficiently far out in the field get anything done, and every time they do they are breaking half a dozen rules in the process.

He downplayed the significance of technical knowledge in business. "I never felt the need of scientific knowledge, have never felt it. A young man who wants to succeed in business does not require chemistry or physics. He can always hire scientists.

Having prospered as a merchant, Jesse was now worth $100,000—equivalent to nearly $3 million today—and employed about fifty people. When he reached sixty in 1854, he had begun to withdraw from active management of his business interests. His holdings included several tanneries near Portsmouth, Ohio, and leather goods stores in Wisconsin, Iowa, and Galena, Illinois.

In his early days in business, Rockefeller often suffered from severe neck pains that might have indicated stress on the job, and he turned to horses as a therapeutic diversion. "I would leave my office in the afternoon and drive a pair of fast horses as hard as they could go: trot, break, gallop—everything.

The clandestine payoffs made by Standard Oil were a different matter, and Rockefeller never stinted in making payments to get the job done.

This relentless price war forced Tidewater to operate at half capacity.

He said that he felt that the time had about come when the companies should work together with a view of preventing other companies from engaging in the business

Benson's solution suited Rockefeller just fine: Tidewater, instead of cutting rates to compete with the railroads, would collude with them to raise rates.

Had she stayed in business, she would have been bankrupt within a few years.

all looking up at the windows of J. P. Morgan & Co.

Rockefeller tended to portray himself as a hard-driving executive who went as far as the law allowed but not an inch further.

Since he never owned more than a third of his company, he needed the cooperation of other people.

when Archbold took control in the mid-1890s, he kept domestic prices high while depressing foreign prices to diminish overseas competition.

They knew they would either have to quit the business or swallow their pride and make peace with the oil giant.

He was a much less clever monopolist than his mentor.

In other words, the Sherman Antitrust Act wouldn't be used against U.S.

Orders to handle commodity trades poured in almost faster than he could handle them.