Walt Disney Quotes

I have a business to run and stockholders to think about.

I believe our philosophy of conscious capitalism will eventually be widely adopted primarily because it is a better way to do business, and it creates more total value in the world for all of its stakeholders.

If you're running a business for the long term, the last thing you should be doing is borrowing money to buy back stock.

In student government in high school, I learned how to deal with people, and in college I studied Eastern philosophy. I'm also an avid team-sports fan. I think I just blended them all together and came out with a business management philosophy that combines the Eastern ethic with the Western sport concept, basically.

Once America's CEOs get back to the business of growing their companies rather than growing their share prices, shareholder value will take care of itself, and all Americans will share in the higher wages and other benefits of a renewed era of economic growth.

Our responsibility is to maximise shareholder value, and if that means we can make short-term investment where we can maximise short-term value, we can do that.

I try to buy stock in businesses that are so wonderful that an idiot can run them. Because sooner or later, one will.

I have long believed the corporate world is plagued by poor capital allocation decisions.

Some managements do not even think of buybacks as an option. The idea of shrinking their equity base repels them. Their inclination instead is to get bigger, and this often leads them to pay rich prices for acquisitions that never earn their keep.

I really don't spend my money that much unless I'm reinvesting in my business.

At the end of the day, it's a business about fighters and a business about people. This is our philosophy.

I can hope that the economy gets better, or I can seek a more proactive approach to protect our employees, reward our shareholders and better service artists and fans.

While our managers debated what steps to take to address the sales and cash-flow crisis, I began to lead week-long employee seminars in what we called Philosophies. We'd take a busload at a time to places like Yosemite or the Marin Headlands above San Francisco, camp out, and gather under the trees to talk. The goal was to teach every employee in the company our business and environmental ethics and values.

I think the responsibility of running a huge business, which happens if you become a successful designer, probably makes you more careful.

Companies that build scale for the benefit of their customers and shareholders more often succeed over time.

One way to think about running a successful business is to figure out what the least you can do is, and do that.

You read a book from beginning to end. You run a business the opposite way. You start with the end, and then you do everything you must to reach it.

There are three rules for running a business; fortunately, we don't know any of them.

The philosophy of this world may be founded on facts, but its business is run on spiritual impressions and atmospheres.

An executive cannot gradually dismiss details. Business is made up of details and I notice that the chief executive who dismisses them is quite likely to dismiss his business. Success is the sum of detail. It might perhaps be pleasing to imagine oneself beyond detail and engaged only in great things, but as I have often observed, if one attends only to great things and lets the little things pass the great things become little; that is, the business shrinks.

I don't think I was talking specifically about Steve Jobs. It was just a general philosophy about one person grows up and he's kind of managing companies and every day he's working making sure this is in place and that's in place.

One of the best bits of advice I can give is, early on, when you're building a new business, try to find somebody to run it on a day-to-day basis to free yourself up to look at the bigger picture.

Who wishes to give himself an abundance of business let him equip these two things, a ship and a woman. For no two things involve more business, if you have begun to fit them out. Nor are these two things ever sufficiently adorned, nor is any excess of adornment enough for them.

The speed at which a business success is recognized, furthermore, is not that important as long as the company's intrinsic value is increasing at a satisfactory rate. In fact, delayed recognition can be an advantage: It may give us the chance to buy more of a good thing at a bargain price.

People ought to invest in us because they like our company and the way they run it. We still do quarterly earnings guidance, but we tell people openly that they ought to look at the company for the long term and that's how they ought to invest.