Quotes About Business

There was always a qualifying clause that made you ineligible for benefits. God would have done well in the insurance business.

Industry is fortune's right hand, and frugality its left.

Awareness is bad for the meat business. Conscience is bad for the meat business. Sensitivity to life is bad for the meat business. DENIAL, however, the meat business finds indispensable.

Profits are better than wages. Wages make you a employee. Profits make you a fortune

My car and my adding machine understand nothing: they are not in that line of business.

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Never knowingly undersold.

I was bullied as a kid, and I got a job on television. And I had a camera. And so I wanted to go after those business bullies. And I just have been following that instinct.

All praise of Civilization, or Art, or Contrivance, is so much dispraise of Nature ; an admission of imperfection, which it is man's business, and merit, to be always endeavouring to correct or mitigate.

He committed the mistake of supposing that the abusinessa part of human affairs was the whole of them; all at least that the legislator and the moralist had to do with. Not that he disregarded moral influences when he perceived them; but his want of imagination, small experience of human feelings, and ignorance of the filiation and connexion of feelings with one another, made this rarely the case.

Whatever renders a larger capital necessary in any trade or business, limits the competition in that business.

Energy and environmental regulation, transportation, and broadband policy all benefit when legislators have a basic grounding in the technical concepts behind business models, products, and innovation.

The American formula for creating business is not to have the government create business.

It's tough to make a living in my racket. Most people who need detecting done just go to the cops. They're free. I have to charge money for essentially the same service. Another thing that makes it tough is that I'm not the best detective in town. In fact in this building you have to pass the offices of three detectives who are better than me to get to my place. So I guess I lose some business that way.

John J. Raskob was the money man. Born in Lockport, New York, in 1879, when he was twenty-one he found himself working for Pierre S. du Pont as a bookkeeper. Raskob had a quick and agile mind, and soon became du Pont's secretary.

The deal fell through, but what emerged was Raskob's desire to outdo Chrysler in his new real estate venture. Raskob wanted a building that would literally and figuratively put Walter Chrysler's building in the shade. But nobody at the time could say with any certainty how high the Chrysler Building would be.

business of New York in the twenties was real estate. Business was booming, and developers and realtors had every reason for continued optimism. Real estate values, they said, rested on the firm bedrock of population, and New York City—world metropolis, center of finance, industry, and art—had new people locating there all the time. With its limited supply of space and an ever-increasing demand, realtors believed that New York property values would always be rising.

With his partner gone, Hastings lost his momentum. In 1920, he retired as an active member of the firm.1 The beneficiaries were Shreve and Lamb.

A force of two hundred cleaners—160 women, and forty men—reported to Brown. There were cleaners on duty twenty-four hours a day, but the bulk of the janitorial work was done after normal business hours. All the floors were cleaned at least once a day.

when competition is seen as essential to a good life, when winning against one's neighbors is put at the heart of society, business thrives. To win, others have to lose: the more losers, the better winning feels.

It is natural businessmen should seek to influence the enactment and administration of laws, national and international, and that they should try to control education.

Purdue paid its reps better than most drug-makers paid theirs—by 2001, an average salary of $55,000 and an average bonus of $71,500. Purdue spent a half-billion dollars on the one-on-one sales strategy between 1996 and 2001.

By 2002, six years after its release, Purdue was selling almost $1.5 billion of the drug each year—eight times the volume the company had projected. The single drug represented 80 percent of Purdue's net sales. It was the biggest-selling brand-name controlled substance on the market. The once sleepy drugmaker was now a powerhouse, and it wasn't about to concede that its star product had a major flaw. OxyContin's

the clinic was inhaling $100,000 a day. A day.