Charles M. Schwab Quotes

I realized early on, maybe better than some of my competitors did, that a textile business can run only if you have scale. I decided to horizontally and vertically integrate, adding everything from spinning, dyeing, weaving, and stitching to processing and packing.

The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.

When a product is market driven, it should be able to pay for all its raw materials at market prices.

Manufacturing all over the world has the benefit of efficiency. That's great. I support it.

Apple no longer builds any products. When I was there, people used to call Apple "a vertically integrated advertising agency," which was not a compliment.

A company's best advantage should be a quality product offered at the right price. That fair competition is what drives innovation.

It never ceases to amaze me what it takes to develop and bring to mass production a product.

Chemicals are really simple. You mix a couple things together and sell it for more than the materials cost.

For much of Toyota's history, we have ensured the quality and reliability of our vehicles by placing a device called an andon cord on every production line - and empowering any team member to halt production if there's an assembly problem. Only when the problem is resolved does the line begin to move again.

I've always worked on the machines, especially the 125 and 250 which are really difficult to set up.

Process innovation is different from product innovation. It's about how do you create a new product or develop a new product or manufacture a new product, but not a new product itself?

Levi's can produce many more Western jeans than we can and make them at a better price.

A laborer no longer makes whole articles. He receives raw materials, puts his touch on them, and passes them to another worker in the series. When the articles are quite finished they are carried out of sight by currents of commercial exchange. These currents are untraceable.

One way to measure the size of a company, industry, or economy is to determine its output. But a better way is to determine its added value - namely, the difference between the value of its outputs, that is, the goods and services it produces, and the costs of its inputs, such as the raw materials and energy it consumes.

One of the strengths of Adani is that, because we are controlling mines, ships, ports and logistics, we are the cheapest solution provider for end users.

We dried continuously day and night. We had no efficient way to do it, so we built this new popcorn plant.

The chips are in production, the machines aren't. So we've got a little bit of work left to do.

The facility of obtaining food is beneficial in two ways to the owners of capital, it at the same time raises profits and increases the amount of consumable commodities.

In the long run all producers are forced to use the most efficient methods or give place to others who do.

Protect the consumer by owning the product all the way from the soil to the table.

There are certain economics involved in making a network TV show that you want to amortize the costs of that, so the more episodes you make, the cheaper they all are individually.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

I conduct business, not dependent of public sentiment, but according to the rules of fair business.

I was running an assembly line designed to build memory chips. I saw the microprocessor as a bloody nuisance.

The prices of raw materials do not fluctuate directly with the labour cost of producing them.