Parker Conrad Quotes

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

Businesses will ultimately go where the markets and opportunities are.

Leaders of companies of any size, at any stage of development spend a lot of time focused on growing the business. We develop our game plan and ensure that we are optimally executing on our objectives. We concentrate on looking forward.

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

Once you have a product that you are happy with, you the need to centralize things to continue growth.

There's always something happening in the world that creates an opportunity to try to fix a business and build a business.

For me, the winning strategy in any start-up business is, 'Think big but start small.'

We recognize the need to adapt to a changing competitive environment.

Our ultimate goal is to stay in business. We are not here with a specific plan. That's kind of how our entire career has evolved. We will figure things out as we go along.

Most entrepreneurs are merely technicians with an entrepreneurial seizure. Most entrepreneurs fail because you are working IN your business rather than ON your business.

If you're successful and growing, you can manage any way you want to. Growth makes so many dimensions of management easier. It's when growth stops that things get tough.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.

You need to make certain decisions to expand your market.

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.

The challenge of any business owner is not only to keep the saw sharp, but also to know if you even have a need for such a tool.

I've said it for four decades - work 'on' your business, not just 'in' your business!

You need to run the company on an even keel, and you need to be thinking about the company long-term and how to drive your next innovation.

You change your business plan to anticipate and adapt to changes in the marketplace.

We're a company that's gone through many cycles and evolutions, and every time we have a major success, we double down and use the money from that to fund our initiatives and so forth.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

Just like a script, you need to keep a business plan to yourself.

If I had learned more about business ahead of time, I would have been shaped into believing that it was only about finances and quality management.

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

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.