Bill Gurley Quotes

When a project has an ample budget, I am interested now in using bigger units of materials.

I really don't want the best people at the highest cost.

We have never considered any costs as fixed. Therefore we first reduce the price to a point where we believe more sales will result. Then we go ahead and try to make the price. We do not bother about the costs. The new price forces the cost down.

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.

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

My buildings are all on budget.

The cost overrun [for the C-5A] here is so much smaller as a percentage of what we expected it to be when we let the contract, that it is a great improvement.

Budget drives everything that we do.

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

I continue to be a believer in a standard-based industry, where your lean cost structure is a huge advantage.

The first thing I control is the cost by not shooting for many days. It is not control, but somebody has to drive the whole thing. If I shoot unnecessary things, it will raise cost.

There is never a time in a company's history when cost control can be relegated to the back burner, but for a startup company, keeping costs low is a vital necessity.

The key to building a sustainable content company is to control costs.

I think that a lot of companies are still amazingly price sensitive.

If a manager can't control his costs, fire them.

The income from sales now covers the expense of materials but I expect this to improve.

I keep my overhead as low as I can.

Even on a $100 million film, people will complain that they haven't got enough money and enough time, so that's always going to be an element in filmmaking.

I don't know whether you have done your calculations but, about two or three years back, I did a first assessment of what the first successful device would be worth and it came out at about 300 trillion dollars.

I've always worked very efficiently on small budgets, both in documentaries and in features.

I tend to look at things from the supply side, looking for ways to make it less expensive to do more production. I think that's what creates a demand and keeps an economy moving.

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

I think we have to be very careful when we toss around terms like 'cut health care costs.' We would do very well to expect a cut in the rate of increase.

Commissions add up, taxes are a big drag, margin ain't cheap. A good accountant costs money as well. The math on this one is obvious, yet investors often fail to recognize it: Keep your costs low and your turnover lower, and you will win in the end.

The key is to cut out the middleman and empower both doctor and patient with information about what things cost.