Peter Thiel Quotes

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.

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

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

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

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

That doesn't mean you have to have the lowest costs in the industry to succeed. But you need to make sure the activities and product attributes that increase your costs above the other guy bring in at least that much more in revenue, and hopefully more.

Our Fly Smart philosophy is about investing only on those points of differentiation that pay for themselves, that earn a revenue premium commensurate with what it costs us to provide that product or service.

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

Everything I write is designed to be milked to the last drop of revenue.

If companies don't think systemically enough - if they try to capture too much of the value - eventually, innovation moves somewhere else.

The purpose of business is to make a reasonable return by making products and services that people want and value. If you are not, you are wasting resources.

What we are doing is increasing our focus on cash flow, return on investment, and value creation.

Because the private sector has evolved processes and metrics for growth over many generations, for-profit models are more likely to efficiently accomplish their goals.

To be successful, innovation is not just about value creation, but value capture.

A business model describes how your company creates, delivers and captures value.

In business, every phase of things counts. Companies that just yell out a low price today to win business aren't going to make money in the long term.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

The flakier your mission, the fiercer you have to be on the business side.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

In my opinion MS is a lot better at making money than it is at making good operating systems.

I have always focused on the bottom line.

Basically if you study entrepreneurs, there is a misnomer: People think that entrepreneurs take risk, and they get rewarded because they take risk. In reality entrepreneurs do everything they can to minimize risk. They are not interested in taking risk. They want free lunches and they go after free lunches.

Profitability comes from loyalty, productivity, and having a character base from which to work.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

Our planes should be full, which among other things means we have a golden opportunity... to build on the momentum reflected in the financial results we are reporting today.