Quotes About Business

Almost all decisions based on cost accounting are utterly wrong.

Nothing wrong with making money.

You're doing a major merger, you got to hope you didn't get it wrong. That's the view of any CEO.

There is one other business where the customer is always wrong and that's the media.

Economists often get the market wrong.

When companies get together secretly to fix prices and attempt to eliminate competition, honest businessmen suffer. I think this is wrong.

You could have everything right but be in the wrong place. You think your business is no good, but really, the problem is your place is no good.

Well, I think that there's a very thin dividing line between success and failure. And I think if you start a business without financial backing, you're likely to go the wrong side of that dividing line.

There are many commentators who have said the wrong thing before. That's part of the business.

I believe if you start a business with the intent of making it huge, you're already prioritizing the wrong thing. Size is important, but it's a byproduct of a whole bunch of other things that are worth way more of your mental energy - customers, service, quality.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

I would draw a really big distinction between competition, or potential competition, and a conflict of interest. A conflict of interest implies wrongdoing, whereas competition is really healthy.

Finally, I'm recognizing that rewrites aren't some cosmic punishment for childhood wrongs but the nature of the business.

I still run into people in the business who skip over any other credits I have and say, 'I loved 'Hey, Dude!' This was back in '88, '89, '90. It was a goofy show about kids working at a dude ranch in Arizona. We did 65 episodes; I wrote 13 of them. We didn't know what we were doing, but it was writers' boot camp. It was great.

The publishers, as I remember at the very beginning of my career, wrote letters with their fountain pens. A letter is different from a phone call or fax. It's a different kind of intimacy. That pervaded the entire business of writing and publishing.

My original business model - I actually wrote this down - was 'interesting work for interesting people.'

WWE is the 8,000 pound gorilla in the room, and the market share they have is north of 90 percent.

Ronda Rousey is coming to WWE at such a great time because we're a big family here, and we try to help everyone succeed. She has passion for it, which is awesome, and she respects the business, which is awesome. Everyone has been helping her and walking her through everything.

The difference between me and other talent that has left WWE is - I left the company. In most of the other situations, the company fired them or not wanting to do with business with them.

To some people, being in the business only starts when you're in the WWE. So I guess for those people, I'm kind of an overnight sensation.

WWE doesn't do anything to protect the wrestlers; they do things to protect themselves.

This isn't a business that you can pick up in a few weeks. This takes years of commitment, dedication, passion, and hard work. With that is WWE's road schedule that doesn't provide for enough in-ring time for the divas to develop.

The WWE machine is a lot stronger than it was when I was there. When you go to TV, it's unbelievable the production that's going on.

To WWE and to everyone who owns WWE, it's a business, and if you become something to the people, you're going to become something to the company. It's just that simple now.