Norman R. Augustine Quotes

When most people ask about a business growing, what they really mean is growing revenue, not just growing the number of people using a service. Traditional businesses would view people using your service that you don't make money from as a cost.

It is commonly our Scots way to do little business but squeeze up high prices, whereas it would much more real advantage to enlarge the business, have the profit, though small upon it, yet many smalls to make a great.

My expenses are largely a fixed, sunken cost, regardless of how much revenue I earn.

They will therefore not be in a hurry to risk their entire business by expanding too rapidly, but they are the major indicator of whether the manufacturing industry accepts there is a sustainable business in RFID production.

If your goal is to provide a service at terms your customers can afford, you have to figure out how to offer your services at price points such that your aggregated costs are lower than your aggregated revenues.

Every retailer, when they price their goods, looks at their total cost overall. When they have costs go up, they'll price their products accordingly.

Grocery stores can't afford to pay $80 a square foot. At that rate, we are going out of business.

I run advertisements and sell T-shirts to cover overhead costs and pay the few people who help me out behind the scenes. Anything left over is spent on production costs, animation costs, etc.

I'm always amazed at how many people assume a business has to lose money before it makes money.

If we want, we can be profitable, but we are focusing on growth. We don't comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.

All companies incur expenses, some of which are fixed and bear no relation to sales volumes. In this way, profits can grow at a faster rate than sales.

If you have a great idea that can translate elsewhere, then that's where the scalability comes in - and that's where you can actually start to make real money.

Many newly public companies are able to post a year or two of strong sales growth off a small base, but their growth almost always slows over time, thanks to what investment professionals call 'the law of large numbers.'

Good decisions can have bad short-term outcomes but be great for the business long-term.

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

Great businesses can be built on scale. I think Amazon has built a phenomenal commerce business largely on scale. Their network effect isn't obvious to me, but boy, have they used scale effectively.

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

There are a lot of people who get support from a thriving business.

After I met my partner, Mr. Protherow, we decided to start a banking project, and at the same time we started to think already about a business on a bigger scale. At the very beginning we thought more about gaining money, to have a normal life with our families, etc.

Many businesses fail because the owner wasn't willing to invest and wasn't educated on the difference between spending money frivolously and investing money into the business for growth, and the risks and rewards of that cash infusion.

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.

I've said this over the years publicly - this is not a lucrative business. My goal every year is to break even with the White Sox.

Accept business only at a price permitting thoroughness. Then do a thorough job, regardless of cost to us.

We own 18 percent of just the PC business. Now that's only about 60 percent of our business today.

The studios basically, besides developing some material, their strength is distribution. Distribution in any other business is a cost that you incur. You know, in a trucking business, you eat it. In a film business, distribution is a profit center.