Quotes & Sayings About Company Success

Joseph's story just parted company with the volumes of self-help books and all the secret-to-success formulas that direct the struggler to an inner power ("dig deeper"). Joseph's story points elsewhere ("look higher"). — Max Lucado

I'm very ambitious. I live in reality but I have dreams I want to fulfill - I want to be a director, and I've already started my own production company. But I also have a measure of success that I keep to myself. It's something very personal to me. — Alex Pettyfer

(About Pop Idols) Obviously, it's designed by record company executives who want a cheap success, and they don't want to give money to anybody and they don't want to give contracts, so they've created this world of very bubbly teenagers who want to be "idols" and they think all they have to do is mime quite well and they've made it ... But it's not the problem of the kids, it's the problem of the record companies, because it's just an inexpensive way for them to have so-called, I won't say "artists", but erm ... You're nodding, you know what I mean. — Steven Morrissey

Years later, I found myself running
a network television division and then a
movie studio and now an entire entertainment
company. But, much of the success I've achieved
can be traced to the direct and metaphorical
lessons I learned in building those campfires.
I can hardly think of an aspect of my life
that wasn't positively affected by my camping
experience. — Michael Eisner

Good leadership is about the company's success, not your own. — Anne M. Mulcahy

Every great brand goes back to a courageous individual who dared to say 'NO' to the status quo. — David Brier

I do not like to repeat successes I like to go on to other things. — Walt Disney Company

History is filled with inferior brands outselling superior ones thanks to better branding. Only superior branding has the power to overcome and reverse this (and superior products and services deserve superior branding). — David Brier

Cookie cutters are for baking, not branding. — David Brier

At its zenith Sears accounted for more than 2 percent of all retail sales in the United States. It pioneered several innovations critical to the success of today's most admired retailers: for example, supply chain management, store brands, catalogue retailing, and credit card sales. The esteem in which Sears' management was held shows in this 1964 excerpt from Fortune: "How did Sears do it? In a way, the most arresting aspect of its story is that there was no gimmick. Sears opened no big bag of tricks, shot off no skyrockets. Instead, it looked as though everybody in its organization simply did the right thing, easily and naturally. And their cumulative effect was to create an extraordinary powerhouse of a company. — Clayton M Christensen

Companies don't succeed, people do.
Companies don't fail, people do. — Nabil N. Jamal

Elizabeth was counting on Marco to keep cousin Mary occupied until after the board meeting was over. A piece of cheese might catch a mouse, but an afternoon alone with a muscular masseur would ensnare her cousin far more effectively. And afterwards, while Mary lay sated and sleeping upon a massage table, wiser heads could determine the company's future. There were times, Elizabeth thought, when success in business demanded utter ruthlessness. — Barbara Taylor Bradford

Do not keep company with people who speak of careers. Not only are such people uninteresting in themselves; they also have no interest in anything interesting ... Keep company with people who are interested in the world outside themselves. The one who never asks you what you are working on; who never inquires as to the success of your latest project; who never uses the word career as a noun
he is your friend. — Roger Rosenblatt

In response, BEA launched an innovative program to put the company's experts at the heart of its best customers' IT organizations. BEA created Global Service Executives (GSEs) who were responsible for all services across education, consulting, and support. A portion of their compensation was based on customers' ongoing success and full utilization of all purchased products. In addition, a client architect was placed on-site at strategic accounts, reporting to the customer's CIO. These roles were in position to see customers' needs from the inside and to help customers create strategy and road maps. Use proactive services to extend — Lilia Shirman

I feel I am a role model to many, not just for my designs, but also for the fact that I started my own company with the help of my two friends. I became a success story, and people relate to that. — Christian Louboutin

The relationship between nurturance and moral self-interest can be seen most clearly in nurturant forms of business practice. It involves the humane treatment of employees, the creation of a safe and humane workplace, social and ecological responsibility, fairness in hiring and promotion, the building of a work community, the development of excellent communication between employees and management and between the company and its customers, opportunities for employee self-development, a positive role in the larger community, scrupulous honesty, a regard for one's customers and for the public, and excellent customer service. Policies such as these have increased the productivity and success of many businesses. They are models of how Nurturant Parent morality can function to help businesses be successful and to allow owners, investors, and employees to seek their self-interest within this moral system. Moral — George Lakoff

The faster you act, the more stable your company becomes and the higher your chances of success. Perfectionists make lousy entrepreneurs. — Sean Wise

Motivated employees are crucial to a company's success. — Anne Rice

Look at every 'revolutionary' brand or category killer, it had an app, or a feature, or a functionality, or a user experience nobody else at that point could offer. I refer to this as 'the Killer App' principle. — David Brier

Fairchild Parent rewarded Fairchild Child's success the way all East Coast companies of the era did: it kept a sizable chunk of the profits to fund other company operations, and it promoted the people at the top of the division to a fancier position and a better salary for a job well done. Back in New Jersey, it didn't cross anyone's mind that this was exactly the wrong response to an egalitarian company that shared both risk and reward among all of its employees, whose executives had moved to California precisely to get away from the Old World of business, and which needed to plow most of its profits back into product development to stay ahead of the competition in a fast-moving take-no-prisoners industry. — Michael S. Malone

In the '80s, I thought I'd be a success as a woman if I were the president of a billion dollar company, had a sensitive soul-mate husband, two bilingual children, buns of steels, and a compost heap. In the '90s, I pretty much feel I'm a success if I can get through the afternoon without eating a cheesecake. — Cathy Guisewite

When you are in a growth company, you have to really open people's eyes to the bigger possibilities so they think differently. Once they understand how to define success and what their role is in success, they make better decisions, and you can push decision-making down. — Dan Rosensweig

Evolution has been the key tenet of success over the past 13 years, and we have transformed from a single subscription e-commerce image business into a company with a diversified portfolio of content offerings, servicing the needs of businesses of all types and sizes globally. — Jon Oringer

Trust is not an important element; it is THE important element in any LONG TERM success with anyone or any company. — Jeffrey Gitomer

Success travels in the company of very hard work. There is no trick, no easy way. — John Wooden

What we did ten years ago with the Playstation was a phenomenal success story for the company. That product had a ten year life cycle, which has never been done in this industry. — Ian Jackson

But human deciding what to eat without professional guidance - something they have been doing with notable success since coming down out of the trees - is seriously unprofitable if you're a food company, a definite career loser if you're nutritionist, and just plain boring if you're a newspaper editor or reporter. — Michael Pollan

Eighty to 90 percent of success in a company has nothing to do with business at all - it's all personal. — Carol Roth

If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I'd put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn. And the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people. — James C. Collins

Success is creating something original and lasting-whether it is a company, a work of art, an idea or analysis that influence others, or a happy and productive family. — Linda Chavez

Why is it there's no aisle in a grocery or department in a store or menu on a website for "average stuff" or "beige products"? FACT: People never got passionate about mediocre and average. While consumers and clients can find "best deals" and "natural foods" and "artisan goods," one doesn't find an aisle or a website menu tab offering "average stuff" without excelling in something (which might explain that while vanilla is necessary for the ice cream sundae, it's the hot fudge we all crave and talk about). — David Brier

You need to simplify the value proposition in the company's metrics for success on a whiteboard. — Keith Rabois

Other flash-sales companies have tried to copy Vente-Privee's business model, but the company's success continues thanks to its abiding passion for customer service, as seen in its perennial awards for providing the best customer service of any French-based online company and its determination to provide choices. — Bill Price

Marketing automation is the technology that propels your business into a new era of relationship based marketing with quantifiable results. When powerful technology meets effective implementation and internal process management, your company will soon find itself on a journey that leads to new heights of business success. — Jon Miller

Our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company's success. — Richard Branson

It is no longer just engineers who dominate our technology leadership, because it is no longer the case that computers are so mysterious that only engineers can understand what they are capable of. There is an industry-wide shift toward more "product thinking" in leadership
leaders who understand the social and cultural contexts in which our technologies are deployed.
Products must appeal to human beings, and a rigorously cultivated humanistic sensibility is a valued asset for this challenge. That is perhaps why a technology leader of the highest status
Steve Jobs
recently credited an appreciation for the liberal arts as key to his company's tremendous success with their various i-gadgets. — Damon Horowitz

the naked approach is certainly not limited to our field. It applies to anyone who provides ongoing, relationship-based advice, counsel, or expertise to a customer, inside or outside of a company. Or better yet, it applies to anyone whose success is tied to building loyal and sticky relationships with the people they serve. — Patrick Lencioni

One can always sell something by offering the lowest price. But this does not create loyalty to your brand. Never did and never will. It only creates "loyalty" to that price point. As soon as your guest or visitor is offered a better price, he or she will jump ship, leaving you like a scorned lover in the middle of the night. — David Brier

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does. — Gordon Bethune

The formation of our beliefs is fraught with superstitions - even today (I might say, especially today). Just as one day some primitive tribesman scratched his nose, saw rain falling, and developed an elaborate method of scratching his nose to bring on the much-needed rain, we link economic prosperity to some rate cut by the Federal Reserve Board, or the success of a company with the appointment of the new president at the helm. — Nassim Nicholas Taleb

When it comes to branding and the ever-changing social media phenomenon, you're not a mushroom. In other words, you shouldn't be kept in the dark and fed a pile of...well, you get the idea. — David Brier

Evidently, one thing seems to have more value in direct proportion to whether or not we feel we have the freedoms, joys or conveniences of that thing. — David Brier

In the final round of the game, if your company has admitted women to the play, I do not recommend that you vote for your paramour, or for the member of the company who has taken your fancy. In my experience it rarely leads to success; and your fellows will notice and make fun of your noble gesture for weeks. — James Wallis

The chief executive officer is also the chief sales officer. He or she is responsible for the success of the company and making a profit. The closer the CEO is to the everyday selling process, bringing in business, the more successful the company will become. — Jeffrey Gitomer

IT has to provide both business and technological insight into how they bring success to the company as a whole transparently, holistically, and continually. — Pearl Zhu

There are three points I used to help a gourmet chocolatier increase sales 300% in a single month as well as a Midwest city to increase tourism guests 500% in 12 months. — David Brier

The shareholders who own the businesses in this book have other, nonfinancial priorities in addition to their financial objectives. Not that they don't want to earn a good return on their investment, but it's not their only goal, or even necessarily their paramount goal. They're also interested in being great at what they do, creating a great place to work, providing great service to customers, having great relationships with their suppliers, making great contributions to the communities they live and work in, and finding great ways to lead their lives. They've learned, moreover, that to excel in all those things, they have to keep ownership and control inside the company and, in many cases, place significant limits on how much and how fast they grow. The wealth they've created, though substantial, has been a byproduct of success in these other areas. I call them small giants. — Bo Burlingham

When Thomas and John Knoll launched Photoshop 1.0 in 1990, the software couldn't even handle color images. But their offerings got the startup noticed by Apple and Adobe, both of whom became key to the fledgling company's later success. — Jay Samit

Let's say a startup is hot. It ships something great, and it achieves success. Thus, it's able to attract the best, brightest, and most talented. These people have been told they're the best since childhood. Indeed, being hired by the hot company is "proof" that they are the A and A+ players; in fact, the company is so hot that it can out-recruit Google and Microsoft. — Guy Kawasaki

There is always a critical job to be done. There is a sales door to be opened, a credit line to be established, a new important employee to be found, or a business technique to be learned. The venture investor must always be on call to advise, to persuade, to dissuade, to encourage, but always to help build. Then venture capital becomes true creative capital - creating growth for the company and financial success for the investing organization — Georges Doriot

The biggest mistake brands make are trying to "sell their stuff" rather than clarifying what people are actually buying. — David Brier

It becomes a question of 'How do we convey our differentiation instantaneously?' and drive a wedge between any apparent (or assumed) sameness in the marketplace. — David Brier

No manager wants success completely defined on the company's terms. They want success defined by their own terms too. — Stan Slap

I think the company's [HP's] success will be my legacy. The company's failure will be my failure, with all the predictable consequences of that. — Carly Fiorina

Brand growth and dominance is created by having the highest brand value, not the lowest price tag. — David Brier

With joint-stock corporations, investors can place bets on the success of many different companies, without having to play a central management role in any one of them. This allows investors to diversify their financial holdings. It also allows them to capture profits on their investments, without having to get involved in the dirty, troublesome business of actually running a company. — Jim Stanford

At Google, operations are not just an afterthought: they are critical to the company's success, and we want to have just as much effort and creativity in this domain as in new product development. — Eric Schmidt

Don't waste time. Avoid the company of wasteful people who lack the desire to achieve. Become assertive and action-oriented. — Archibald Marwizi

My advice to fledgling entrepreneurs is always the same: build a company that you plan to be with for the next 10 years - that is the best way to increase your chances of success. — Vivek Wadhwa

The leader's success in this skill is not just in the development of a vision - the corporate world is littered with concept videos, detailed mockups, and other scenarios of possible futures. Their success is instead shown in how the vision catalyzes action, inspiring the people within a company to charge forward because they want to live in a world where that vision is made a reality. — Peter Merholz

Any company designed for success in the 20th century is doomed to failure in the 21st. — David S. Rose

As a global company, our future growth and success requires that we constantly look at ways to improve our ability to serve customers worldwide. — Steve Ballmer

The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, 'They love you until they don't.' I am going to stay happy until I am not. — Dan Rosensweig

Individual Greeks are delightful: funny, warm, smart, and good company. I left two dozen interviews saying to myself, "What great people!" They do not share the sentiment about one another: the hardest thing to do in Greece is to get one Greek to compliment another behind his back. No success of any kind is regarded without suspicion. Everyone is pretty sure everyone is cheating on his taxes, or bribing politicians, or taking bribes, or lying about the value of his real estate. And this total absence of faith in one another is self-reinforcing. The epidemic of lying and cheating and stealing makes any sort of civic life impossible; the collapse of civic life only encourages more lying, cheating, and stealing. Lacking faith in one another, they fall back on themselves and their families. — Michael Lewis

Brands are either built on reruns or coming attractions. The future has no road map while the past does. Creating a brand that blazes new trails can sometimes be bumpy but will also allow you to be the first to discover something new, something meaningful and something that makes others ask, "Why didn't we think of that?" Be very scared of "old tricks" and build a spirit of innovation. It's the "old tricks" that have the highest risk, not doing something bold. — David Brier

When you have gained a victory, do not push it too far; 'tis sufficient to let the company and your adversary see 'tis in your power but that you are too generous to make use of it. — Eustace Budgell

Whether your focus is on preserving and strengthening family ties in a world of increasingly unstable relationships, gaining access to a decent job, growing and evolving as a person, or guiding a company through the stormy seas of a fiercely competitive global marketplace-whether your goals are material, emotional, or spiritual-the price of success is the same: thinking, learning. To be asleep at the wheel-to rely only on the known, familiar, and automatized-is to invite disaster. — Nathaniel Branden

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company's products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company's success, but they should not dominate the conversation. — Eric Schmidt

We are a consumer company and our success is directly linked to our users trusting us. Therefore we have the same incentive as the user: they want to see relevant advertising so their experience of Google is positive and we want to deliver it. — Susan Wojcicki

When the corporation's investment capital becomes impatient for growth, good money becomes bad money because it triggers a subsequent cascade of inevitable incorrect decisions. Innovators who seek funding for the disruptive innovations that could ultimately fuel the company's growth with a high probability of success now find that their trial balloons get shot down because they can't get big enough fast enough. Managers of most disruptive businesses can't credibly project that the business will become very big very fast, because new-market disruptions need to compete against nonconsumption and must follow an emergent strategy process. Compelling them to project big numbers forces them to declare a strategy that confidently crams the innovation into a large, existing, and obvious market whose size can be statistically substantiated. This means competing against consumption. — Clayton M Christensen

I couldn't deal with anything. I wasn't enjoying what I was doing because of the situation. My Paiste rep, a symbol company, referred me to this doctor in LA. I went there and had a consultation done. So, he examined exactly what the problem was and I went for the operation and it was a success. — Charlie Benante

The average time for karma to produce results is five years. I mean, five years for a company to prove itself or end, but also for a person to achieve success or failure. Now, if you really persist in doing something truly good for five years of your life, you must conquer the results you envisioned, if you did so. And the same applies for the ignorant. If you ignore the potential of those around you, if you ignore your life partner, if you ignore the needs of others, if you are ignorant about yourself and waste your time for five years, then expect to get karma back after that period as well. Life is wonderful, even for the stupid, but you shouldn't need negative consequences to learn something useful from it. — Robin Sacredfire

You turn friends away before you discover they were good after all; you give up on your dreams before you realize you were very close to your success all that while. Be patient; don't rush things! — Israelmore Ayivor

Garraty wondered how it would be, to lie in the biggest, dustiest library silence of all, dreaming endless, thoughtless dreams behind your gummed-down eyelids, dressed forever in your Sunday suit. No worries about money, success, fear, joy, pain, sorrow, sex, or love. Absolute zero. No father, mother, girlfriend, lover. The dead are orphans. No company but the silence like a moth's wing. An end to the agony of movement, to the long nightmare of going down the road. The body in peace, stillness, and order. The perfect darkness of death.
How would that be? Just how would that be? — Stephen King

Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings. — Charles Koch

There is an increasing gap between academic research and business application. Sometimes the incentives for success in the academic world are not consistent with what it takes to run a company. — Dave Ulrich

Superior execution is vital to sustaining the success initiated by an innovative service concept. An innovator's service quality is usually more difficult to imitate than its service concept. This is because quality service comes from inspired leadership throughout an organization, a customer-minded corporate culture, excellent service-system design, the effective use of information and technology, and other factors that develop slowly in a company, if at all. — Leonard L. Berry

The way to get started is to quit talking and begin doing. — Walt Disney Company

Our managers hadn't had that kind of success - the record company hadn't, we hadn't - and the feeling was that the next record had to be even bigger, and if it wasn't it would be some kind of failure. — Roland Gift

Managers' responsibility is to ensure that people deliver the expected results, which are the company's strategy. The company's strategy, in turn, determines its competitive advantage. So, if a manager does a poor job of motivating employees' productivity, the enterprise is a weak competitor. — Anna Stevens

A great sports car that goes from 0-60 in 3.9 seconds is just a fact. To the wrong audience, it's irrelevant. But to the right audience, it's a passion. — David Brier

On the contrary, a company was more likely to asphyxiate on its own success. — Tracy Kidder

If you look at the average age of a company on the Dow Jones index, it's something like 35 years or younger. In other words ... success is no indication of longevity. — Simon Sinek

Often, there is no correlation between the success of a company's operations and the success of its stock over a few months or even a few years. In the long term, there is a 100 percent correlation between the success of the company and the success of its stock. This disparity is the key to making money; it pays to be patient, and to own successful companies. — Peter Lynch

The best CEOs in our research display tremendous ambition for their company combined with the stoic will to do whatever it takes, no matter how brutal (within the bounds of the company's core values), to make the company great. Yet at the same time they display a remarkable humility about themselves, ascribing much of their own success to luck, discipline and preparation rather than personal genius. — James C. Collins

Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will. Understand that they are very ambitious; but their ambition, first and foremost, is for the company's success. They realize that the most important step they must make to become a Level 5 leader is to subjugate their ego to the company's performance. When asked for interviews, these leaders will agree only if it's about the company and not about them. — James C. Collins

If I could get one message to you it would be this: the future of this country and the welfare of the free world depends upon our success in space. There is no room in this country for any but a fully cooperative, urgently motivated all-out effort toward space leadership. No one person, no one company, no one government agency, has a monopoly on the competence, the missions, or the requirements for the space program. — Lyndon B. Johnson

Starbucks considers a product's success not only in terms of consumer acceptance but also in terms of employee — Fast Company

Do business managers have a commitment to anything more than the success of their company and to making money? It would be hard to say that they do. Indeed, many business leaders deny that there is any conflict between self-interest and the interests of all. — Peter Singer

Is it weird that when I see a cool t shirt or pick up a toothbrush or see a new car I don't think about the product itself? I think about the thousands of people and dollars to make it.

I think about how the retailer that took the risk to buy and resell it. Then I work backwards to the store costs, the distributer who got it there, the shipping company that brought it over from China, the factory workers that made it, the people that sourced the materials and the people that harvested the raw materials, and on and on..
.
The global economy is amazing. Your $20 t-shirt is a freaking miracle. — Richie Norton

Some of the biggest bores I've ever known are men who have been highly successful in business, particularly self-made heads of big companies. Before the first olive has settled into the first martini, they pour the stories of their lives into the nearest and sometimes the remotest ears capturable ... These men have indeed paid the price of success. To rise to the top of a big company often takes a totality of effort, concentration and dedication. Others, too, have to pay part of the price. Wife and children are out of mind even when in sight ... — Malcolm Forbes

Getting the job done has been the basis for the success my company has achieved. — Michael Bloomberg

The speed at which a business success is recognized, furthermore, is not that important as long as the company's intrinsic value is increasing at a satisfactory rate. In fact, delayed recognition can be an advantage: It may give us the chance to buy more of a good thing at a bargain price. — Warren Buffett

War is like a game of chess ... but with this little difference, that in chess you may think over each move as long as you please and are not limited for time, and with this difference too, that a knight is always stronger than a pawn, and two pawns are always stronger than one, while in war a battalion is sometimes stronger than a division and sometimes weaker than a company. The relative strength of bodies of troops can never be known to anyone ... Success never depends, and never will depend, on position, or equipment, or even on numbers, and least of all on position. — Leo Tolstoy

Too many of the women lack critical assignments that will give 'star' visibility in their companies, even though they are considered high potential," she said. "Such assignments enable a woman to prove herself by showcasing her skills, tenacity, leadership, and making a difference to the company's bottom line. — Betty Liu

Continuing on my theme of backing inclusive innovations, I am optimistic of the success of Uniphore. Man-machine communication is one of the more complex problems to solve. Uniphore's vision lends possibility of finding a solution to this very difficult problem, and the company has already made substantial progress. — Kris Gopalakrishnan

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

Don't look for a successful company to make your life better. Instead, strive to make whatever company your in a success — W.H. Carusso

Most companies' culture just happens; no one plans it. That can work, but it means leaving a critical component of your success to chance. Elsewhere in this book we preach the value of experimentation and the virtues of failure, but culture is perhaps the one important aspect of a company where failed experiments hurt. — Eric Schmidt

We had maybe the greatest success of any company that I know of in Paris, and after two or three years I wanted to do this same number that we did for PBS, so we did it and Paris had always considered us their darlings. — Katherine Dunham