Quotes About Business

Said another way, the Entrepreneurial Model has less to do with what's done in a business and more to do with how it's done. The commodity isn't what's important—the way it's delivered is. When The Entrepreneur creates the model

What would best serve our customer here? How could I most easily give the customer what he wants while also maximizing profits for the company?

Your Strategic Objective is a very clear statement of what your business has to ultimately do for you to achieve your Primary Aim.

Begin by quantifying everything related to how you do business. I mean everything.

Charles Revson, the founder of Revlon and an extraordinarily successful entrepreneur, once said about his company: "In the factory Revlon manufactures cosmetics, but in the store Revlon sells hope." The commodity is cosmetics; the product, hope.

commodity. Understanding the difference between the two is what creating a great business is all about. Charles Revson, the founder of Revlon and an extraordinarily successful entrepreneur, once said about his company: "In the factory Revlon manufactures cosmetics, but in the store Revlon sells hope." The commodity is cosmetics; the product, hope.

The question you need to keep asking yourself is: How can I give my customer the results he wants systematically rather than personally? Put another way: How can I create a business whose results are systems-dependent rather than people-dependent? Systems-dependent rather than expert-dependent.

How can I get my business to work, but without me? • How can I get my people to work, but without my constant interference? • How can I systematize my business in such a way that it could be replicated 5,000 times, so the 5,000th unit would run as smoothly as the first? • How can I own my business, and still be free of it? • How can I spend my time doing the work I love to do rather than the work I have to do?

How can I systematize my business in such a way that it could be replicated 5,000 times, so the 5,000th unit would run as smoothly as the first? • How can I own my business, and still be free of it? • How can I spend my time doing the work I love to do rather than the work I have to do?

You might say that, while going to work on the business, people begin to realize that it is a powerful metaphor for going to work on their lives.

To The Entrepreneur, the business is the product.

The Entrepreneurial Perspective adopts a wider, more expansive scale. It views the business as a network of seamlessly integrated components, each contributing to some larger pattern that comes together in such a way as to produce a specifically planned result, a systematic way of doing business.

The Entrepreneurial Perspective asks the question: "How must the business work?" The Technician's Perspective asks: "What work has to be done?

The purpose of going into business is to get free of a job so you can create jobs for other people.

What's the difference? The commodity is the thing your customer actually walks out with in his hand. The product is what your customer feels as he walks out of your business. What he feels about your business, not what he feels about the commodity.

If your business depends on you, you don't own a business—you have a job. And it's the worst job in the world because you're working for a lunatic! "And, besides, that's not the purpose of going into business. "The purpose of going into business is to get free of a job so you can create jobs for other people.

If your business depends on you, you don't own a business—you have a job.

the Entrepreneurial Model does not start with a picture of the business to be created but of the customer for whom the business is to be created.

Life is what a business is about, and life is what this work is about. Coming to grips with oneself, in the face of an incredibly complex world that can teach us if we're open to learn.

It's easy to spot a business in Infancy—the owner and the business are one and the same thing.

Most business founders believe that the success of a business resides in the success of the product it sells.

The third says that the business is a place where everything we know how to do is tested by what we don't know how to do, and that the conflict between the two is what creates growth, what creates meaning.

That Fatal Assumption is: if you understand the technical work of a business, you understand a business that does that technical work.

Sarah," I began softly, "if the Business Development Process were only about Orchestration, I would agree with you—it would be deadly. Absent a higher purpose, all habits are. Because that's all that Orchestration really is, Sarah: a habit. A way of doing something habitually.