Jon Oringer Quotes

The value that some analysts put on revenue vs. what they put on profit is out of whack. If you can grow real cash earnings, that's 80% of what you ought to do, and the revenue component is 20%.

Control your expenses better than your competition. This is where you can always find the competitive advantage.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

I always try to communicate to our people that we can never make enough money. We can never make enough profit.

Even though I'm a hype man myself, I like the practicality of it all. People who understand how to turn a profit. At the end of the day, this is still business so I'm looking for real practical knowledge of how to actually make money, not necessarily raise it.

I'm much more interested in raising revenues for businesses than for the government.

Profit or perish... There are only two ways to make money: increase sales and decrease costs.

There really is no shortcut just because you have a name, or you have some kind of access or some way you can solve all the problems. And I think one of the things I learned with FUBU, you have to understand that there's really only two ways of operating a business: more sales, or lower overhead.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.

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

Competition is the keen cutting edge of business, always shaving away at costs.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

The considerations of a corporation, especially now, have nothing to do with art or music.

In business, the competition will bite you if you keep running, if you stand still, they will swallow you.

The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.

Volkswagen must continue to attack and make good use of its opportunities.

There's usually room in the theme parks business for efficiencies on the cost side and new investment, which drives traffic.

If you are focused on profits right out of the gate, you're gonna have the smallest profitable business that has ever been seen.

We are going to continue to run a business, and we are going to continue to meet the supply and demand that's out there.

I think the only way to maintain profitability is to meet the needs of the customers.

If we want, we can be profitable, but we are focusing on growth. We don't comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.

In the bar and restaurant industry, you're always one idea away from your next quarter-million.

Quality will save our company.

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.