Quotes About Companies

When I was in the Maine Senate and proposed Maine RX - a plan to lower prescription drug costs by forcing the pharmaceutical companies to negotiate - I was told by many people that it was too big an idea, and we couldn't overcome opposition from the drug companies.

It's fashionable to use terms like 'sales funnels' to describe the sales process for many companies, and it is true that the funnel design is very appropriate for the digital world, but despite all the prose written on sales funnels and the like, my question is still the same - when do you close your sales, and how long does that take?

One of the first things the PT government did when it took office in 2003, after Luiz Inacio Lula da Silva won the presidency, was to create a 'dirty list' of hundreds of companies and individual employers who were investigated by labor prosecutors and found to be using slaves.

We don't prognosticate macroeconomic factors, we're looking at our companies from a bottom-up perspective on their long-run prospects of returning.

Companies cannot really see beyond their current customer base. They explicitly or implicitly do things to protect their current customers. And the last person to want real change is your customer. This is why most new ideas come from small companies that have nothing to lose.

We passionately set up a programme that we call the Indian gun programme. I challenged Colonel Bhatia, who heads our defence business, that let's build an Indian gun. There's a belief that Indian companies aren't capable of this, and we want to prove them wrong, as we did in components.

For many people, "advice from experts" is part of a larger strategy of domination by the new ruling class—the meritocrats. All advanced countries are now run by a meritocracy. Schools admit applicants based largely on their test scores, and companies hire and promote people based mostly on credentials of one sort or another.

We can't have the DNC deciding how big companies behave. That's called fascism.

Most companies don't have a good mechanism to give the CEO real, honest feedback.

We discovered that there are actually fewer companies actually buying data.

The list of companies that have added their own financial metrics is not a savory group.

I think that the direct conversation is exactly what companies need to earn trust of customers. Admit an error. Fix a problem. Commit to doing better. That is only human.

The problem is that at a lot of big companies, process becomes a substitute for thinking. You're encouraged to behave like a little gear in a complex machine. Frankly, it allows you to keep people who aren't that smart, who aren't that creative.

There's no better place in the world for technology start-ups than Silicon Valley; there's such an incredible well of talent and capital and resources. The whole system is set up to foster the creation of new companies.

Back in the late 1990s, venture capitalists got very excited about the Internet. A whole lot of money was poured into some companies that failed rather spectacularly, and a lot of people lost a lot of money.

Well, there's no question that the law passed in 1996 was flawed. It deregulated the wholesale market, meaning the price that the utilities had to pay energy companies for power, but not the retail market.

Well, actually, I had been working as a consultant to former companies of Enron, or predecessor companies of Enron and, so, I joined in 1990 to really start our wholesale merchant business.

Britain's railways don't need to be wholly nationalised and they don't need to be operated solely by private companies. Both of these myopias harm our ability to get the best deal for passengers.

Forcing companies to recruit away from the golf course might lead to the appointment of more women from NGOs and academia and medicine, all of whom are likely to understand such concepts as stewardship and sustainability much better than men picked from the usual hunting grounds.

The revenues of Cuban state-run companies are used exclusively for the benefit of the people, to whom they belong.

Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.

If SoftBank can complete the tender offer it contemplates to buy a large stake in Uber, the company's bizarre governance war will be over for the time being, putting Uber back on par with other normal companies whose boards of directors dont fight publicly with each other.

Mergers are like marriages. They are the bringing together of two individuals. If you wouldn't marry someone for the 'operational efficiencies' they offer in the running of a household, then why would you combine two companies with unique cultures and identities for that reason?

In 1945, the world was in a shambles. American companies had no competition. So nobody really thought much about quality. Why should they? The world bought everything America produced. It was a prescription for disaster.