Major Owens Quotes

When you are on assignment, film is the least expensive thing in a very practical sense. Your time, the person's time, turns out to be the most valuable thing.

Why should I build an asset when I can buy it more cheaply than you can build it?

If we drive cost down, we will be able to live with low freight rates.

Obviously, consideration of costs is key, including opportunity costs. Of course capital isn't free. It's easy to figure out your cost of borrowing, but theorists went bonkers on the cost of equity capital. They say that if you're generating a 100% return on capital, then you shouldn't invest in something that generates an 80% return on capital. It's crazy.

Price is what you pay. Value is what you get.

The crucial point is always the own cost structure. Therefore I created a Low Cost alliance with air Berlin.

It isn't as important to buy as cheap as possible as it is to buy at the right time.

Some people might say, 'Can we afford it?' I think that's asking the wrong question... We should instead be asking, 'Can we really afford not to try?'

Anything beats an expensive stack of paper.

You don't make houses cheaper by making them more expensive to build.

The lower the cost of the film, the more you can experiment.

It is not necessarily true that expensive experiments are not worthwhile doing but there are plenty of rather cheap experiments which are certainly worth doing.

We can still do a stop motion feature for about one-third of what it costs Pixar or DreamWorks or Blue Sky to make a feature. But nobody is interested in a film that cost $50 to 60 million with the potential to do $120 million. They want to risk big money to make huge money.

When we do acquisitions, we decide what we want. We decide what fills a hole. And if the price is too high, our alternative is the $5 billion we spend on R&D every year. We're not well-known for overpaying, because at Oracle we always have an alternative.

The Gujarat government knows what's in the interest of consumers. When they plan, they ensure they can save every single rupee or earn every single rupee for the state government and bring power at lowest cost to the consumer. They are tightfisted in their approach.

Why take the pay-per-view gamble? I don't need to do that.

Our continued investment in productivity will add to our margins, and you'll see that reflected in the bottom line earnings.

From a financial perspective, you have to think about what the film will generate in revenue so you can set a budget against it.

If someone is doing that, saving the customer money, is making a profit so bad?

Pay-per-view is bit of a gamble.

Valuations are always much-debated. I try to center on what is the value to us. Is it solving a problems for us? If it is, we find a way to proceed. If the valuation has been overhyped on something and it doesn't make sense, we won't. It's very simple for me. I tend not to worry too much about the valuation. It's really what the value is to us.

Almost all decisions based on cost accounting are utterly wrong.

The best way to keep water prices down is to avoid unnecessary increases in costs.

Honestly, direct monetary comparisons aren't helpful. If you're going to look at remuneration, you have to be realistic about what revenue we're bringing in for the organisation and the sport. And as it currently stands, women's cricket is still a cost to the business.

It is in all our interests that the government, when buying goods or services, pays the lowest price.