Tiger Woods Quotes

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

Business 2.0 was hugely profitable last year, and will be profitable this year.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business.

I truly believe that the combination of a strong top line together with a strong bottom line is what makes for a sustainable business.

We've grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good.

We are out-of-the-gates strong in fiscal 2015. We grew revenue 8% in the first quarter and exceeded our QuickBooks Online subscriber and our company financial targets.

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.

I definitely see a correlation between how many things a company gets right and how fast a company grows.

Profits are one of the most important goals of any successful business, and investors are one of the most important constituencies of public businesses.

The good news about building a company during times like this is that the companies that do succeed are going to be extremely strong and resilient.

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

This is a business. Be smart. Choose wisely.

Well, as we built the business in the 1990's, as I said, I enjoyed that.

Business is Business.

I come back to the same thing: We've got the greatest pipeline in the company's history in the next 12 months, and we've had the most amazing financial results possible over the last five years, and we're predicting being back at double-digit revenue growth in fiscal year '06.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

My revenue was $4 million my first year in business, off of one $20 item.

In the business world, bad news is usually good news - for somebody else.

If we look at pricing holistically, we'll create a more solid business.

All of my businesses are profitable.

Profit is the most global aspect of a business, and it is cross-functional.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

Unlike Marvel, we are not setting up redundant organizations for expertise that exists. We will track all DC properties to measure financial success.

But, on balance, we seized the marketplace. We've got a great infrastructure. And yes it's struggling in some areas because of some external factors and some internal factors.

In a globalized world, one application can spread like wildfire and there's only one winning company, which means you have to invest more than you've ever had.