Jack Welch Quotes

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

The flakier your mission, the fiercer you have to be on the business side.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

If you want to stay in the business then you've got to be a bit shrewd, haven't you?

Like many businessmen of genius he learned that free competition was wasteful, monopoly efficient. And so he simply set about achieving that efficient monopoly.

Competitive strategies is a concept or philosophy that's as American as apple pie.

Business is the systematic playing of games.

A monopoly is like running on firm ground. Nothing compels you to move, but if you do, you move forward. The faster you run, the more scenery you see - so you have some incentive to run fast.

Economy consists in a due and proper application of the means afforded according to the ability of the employer and the situation chosen; care being taken that the expenditure is prudently conducted.

There are many elements to a campaign. Leadership is number one. Everything else is number two.

Business is all about risk taking and managing uncertainties and turbulence.

Unlike Marvel, we are not setting up redundant organizations for expertise that exists. We will track all DC properties to measure financial success.

Business is war. I go out there, I want to kill the competitors. I want to make their lives miserable. I want to steal their market share. I want them to fear me and I want everyone on my team thinking we're going to win.

When I first came into baseball, people didn't want to hear that a team was a business. But it is. And the better the business is run, the healthier the team on the field is going to be.

To try and stand outside the marriage, I'd say we have complementary capabilities. I do the hustling and the business. I do more script reading. I handle contracts.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

If you don't drive your business, you will be driven out of business.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

This industry is 90 percent business, 10 percent talent.

As a multisport athlete, I was always fascinated with competition and how to win. At HBS and later at the Harvard Department of Economics, I was drawn to the field of competition and strategy because it tackles perhaps the most basic question in both business management and industrial economics: What determines corporate performance?

I don't know what would have happened to Wal-Mart if we had laid low and never stirred up the competition. My guess is that we would have remained a strictly regional operator.

First, we have to lower our costs to levels that are more competitive. This will prevent the lower-cost airlines from pushing us out of the markets we want to serve. We've made great progress on this front, but we need to keep pushing.

And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.