Travis Beacham Quotes

Not all of our movies work, but we take shots, and we're able to do that because we really stick to low budgets.

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

I've really pushed the limits of what you can get away with at big studios, and I've been extremely well-supported.

In 2001, I did some research and identified four characteristics that successful companies share. One, they aspire to be leaders in their businesses. Two, they have global potential. Three, they are innovative. Four, they display a ruthless focus on financial returns.

It is difficult to make movies on your own terms and also to make a film and convince somebody to have faith in it.

It's not the number of trucks parked outside that make a movie interesting but if you have more money, you have more time. More time enables you to try out other possibilities or follow an interesting lead. I don't like indulgence, but to have more possibilities is always more interesting.

My faith in my filmmaking changed on the heels of 'Titan.' It allowed me to pursue things that I previously would have questioned.

I have a real kind of fundamental philosophical belief that movies are better if everyone gets paid when they work, and if they don't work, the people who worked on them make a little bit of money, and the people who finance them, they lose, but they don't lose too much. I believe that that creates better work.

There are an enormous amount of techniques I wanted to beta test in television. You can't take those risks on a $100 million movie.

We got bigger, much scarier competitors. We ended up with Microsoft, a company with all the money in the world, the way I look at those guys. And IBM, another company that, historically, dwarfed us.

It used to be the case that studio executives like Robert Evans, Darryl Zanuck, and David Selznick would put aside money for what they wanted to be great movies regardless of whether they would perform well with the box office.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.

The biggest challenge to thriving in the marketplace is identifying the strategic moves that will keep us ahead of the competition.

Film-making, in itself, is such a risky, costly-yet-uncertain business that despite being wealthy, 90 percent of people don't become producers.

I think we need ideas for the future.

'Machine' was one of the biggest decisions I have taken in my life - it was the best narration till date. It is a typical Abbas-Mustan thriller.

I truly believe that cinema is a collaborative effort, and as long as I get to tell, and be part of, interesting stories and work with genuine people, I don't see any project as a 'risk.'

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

XUV is a living proof of the value of MRV. In that sense, the XUV was a wonderful validation. The XUV grew along with MRV. As the institution was built, the product was created.

I'm often asked how I shoulder the responsibility of films, but I've always believed in taking risks.

If it is something particularly useful and for some reason is having trouble getting funding from traditional sources, I may be interested.

A strong sense of purpose drives businesses to take the long view and invest for growth.

We knew we had to think global and think big. Most companies that are emerging don't do that.

Filmmaking involves a lot of money and hard work, which should not be wasted, though nobody knows which film will be a hit.