Paul Singer Quotes

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

I never lost money by turning a profit.

The closest thing to a law of nature in business is that form has an affinity for expense, while substance has an affinity for income.

It must be a poor business man who cannot pay expenses under such labor conditions; and our statement for the fiscal year, ending June 30, 1917, showed a net profit of $156,000. This after paying ALL the expenses of the institution, making proper allowances for depreciation of buildings and machinery, paying wages to all inmates, providing them with food, clothing, schooling, shelter, medical service, entertainment, and religion, and also after paying the salaries of all officers employed. t must be a poor business man who cannot pay expenses under such labor conditions; and our statement for the fiscal year, ending June 30, 1917, showed a net profit of $156,000. This after paying ALL the expenses of the institution, making proper allowances for depreciation of buildings and machinery, paying wages to all inmates, providing them with food, clothing, schooling, shelter, medical service, entertainment, and religion, and also after paying the salaries of all officers employed.

I always make sure my film benefits my producer and earns him a profit.

What we are doing is increasing our focus on cash flow, return on investment, and value creation.

It's fine to do movies and say, 'We made big grosses,' but you've got to go back and ask, 'How much did it cost?' and 'Where do you make your profit?'

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%.

And with the money from your corn, from your rents, and from the issues of pleas in your courts, and from your stock, arrange the expenses of your kitchen and your wines and your wardrobe and the wages of servants, and subtract your stock.

What do you want your business to do? Make money, of course. To pay for people and supplies, to be able to grow.

Business people do two things with their time fundamentally. The first is that they try to create sales, right? Revenue, key to business. But the other thing they devote their time to equally is cost containment. That is to say, how to not create jobs. Because the fewer jobs you can create for the revenue you create, the more profit you make.

My movies make a profit, but obviously not a fortune.

We know that's the bottom line: if money is made, the powers that be pay attention.

I don't care about revenues.

Our wage freeze was vital to keep wages competitive with rival companies. I always try to communicate to our people that we can never make enough money. We can never make enough profit.

We want Boeing to make a lot of money but not that much money.

Anything you get involved with, you are supposed to make money.

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.

Our first fiscal year, we were profitable.

You don't do a business for pleasure: You have to make money.

If someone is doing that, saving the customer money, is making a profit so bad?

We care about margins.

You know what kind of companies generally survive? Companies that make more money than they spend. I know, duh, right?

I don't think profit margins are great when you're giving away free tickets!

I feel like a lot of entrepreneurs hear all this talk about profitability and realize they need to lower their burn. So, they just start chopping off perks and people.