Patti Stanger Quotes

Great entrepreneurs focus intensely on an opportunity where others see nothing. This focus and intensity helps to eliminate wasted effort and distractions. Most companies die from indigestion rather than starvation, i.e., companies suffer from doing too many things at the same time rather than doing too few things very well.

The biggest challenge is to build the team and start the company, while hiring people, raising money, building a brand which has no history, all at the same time. You're doing a lot of things that in an established company are already done.

Marvel is run by some very smart people, and they seem to pride themselves on the fact that they don't just find talent, they groom talent.

When you face unexpected events, you have to try to overcome those problems, but at the same time, you have to continue working according to the plan that you defined since the beginning. So that's what we have tried to do - not to avoid the urgent responses but to continue the route that we had defined.

The great menace to the life of an industry is industrial self-complacency.

We have never seen a sport as a business, and we have this great passion for football. QPR are not a trophy asset. If we had wanted a trophy asset, there were more glamorous clubs we could have bought.

The great decision was the Explorer program. The thing we did not do well is that we allowed and somewhat encouraged too much exposure to the program.

I think it takes 30 years to build a luxury brand.

Because YouTube is focused on a lot of different types of content at the same time, it has many opportunities, and the hardest thing is to figure out which ones you shouldn't do, and focus on the ones you should.

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.

Brand is just a perception, and perception will match reality over time. Sometimes it will be ahead, other times it will be behind. But brand is simply a collective impression some have about a product.

If you mentioned Hanna-Barbera to people, they said, 'Oh yeah, Flintstone, Yogi, Scooby-Doo, Jetsons,' and that was pretty much it. We have characters with very high recognition factors and great films, but no organized plans for really making the most of them and increasing their value.

All I'm saying is that Louis Vuitton and L'Oreal didn't invent branding at some point in the mid-Eighties. Big, reassuring names have been around a long time.

We have built brands that resonate deeply with our customers. Our strategy to grow these brands is clear, and we have strong teams in place to execute this strategy. That is our formula for success.

A great trademark is appropriate, dynamic, distinctive, memorable and unique.

All this improvement is great, but all that does is get us in the game to play for improvements that we need in the future, so that we can be aggressive in the marketplace.

People need patience. It takes time to build a brand.

I built a great company, one of the - some of the most iconic assets in the world, $10 billion of net worth, more than $10 billion of net worth, and frankly, I had a great time doing it.

I think there's a number of pillars to success. One is you've got to have a great idea. The other is you've got to have a constituency, you've got to have finance, and you've got to be able to raise awareness.

When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.

I do feel strongly that we have got to do a little brand-positioning work. Wouldn't it be great to have something that everybody could say: 'Yep, that's Chicago.'

I've done a pretty good job of hitting 18-34-year-old males, and not such a good job of reaching kids. Disney has done a great job of reaching kids, but maybe not the 18-34-year-olds. I figure I can learn a lot from Disney, and maybe, I don't know, they can learn a lot from me.

What an entrepreneur does is to build for the long run. If the market is great, you get all of the resources you can. You build to it. But a good entrepreneur is always prepared to throttle back, put on the brakes, and if the world changes, adapt to the world.

One of the great responsibilities that I have is to manage my assets wisely, so that they create value.