Rob Walton Quotes

The people that are running the bulk of the comic shops in North America aren't business people and they don't understand sales. They don't understand good product.

Most small business owners are not particularly sophisticated business people. That's not a criticism; they're passionate about cutting hair or cooking food, and that's why they got in the business, not because they have an MBA.

I knew nothing about sales, marketing or how to run a company. Nor did I have a desire to do any of those things.

I never had a job. I bought my first house within a year of getting out of school, and I built a custom one four and a half years later. The Art Center didn't teach much about business, but I learned a lot from the Fortune 500 companies that were my clients.

Doctors quickly learn that how much they make has little to do with how good they are. It largely depends on how they handle the business side of their practice.

I think running a business, doing what I've done for the last - since 1996, has taught me so many things because I started from just an idea and then had to figure out how to make it, market it, every single thing from soup to nuts on how to get a product done and out there.

When I started Netscape I was brand new out of college and all the aspects of building a business, like balance sheets and hiring people, were new to me.

Selling cookies helped me to realize that you needed to have a certain way to communicate with people. You also needed business skills. You knew you needed to sell a certain amount of boxes, so that gave me some business sense.

I came from Bill Blass, where it was a well-oiled machine and if I said I needed a fabric, it was done. Now, I have to budget everything. I have to take on the role not just as a designer but a business. But I'm a glass half-full kind of guy.

The restaurant business had a profound effect on my future and that of my two brothers. When we were able to stand on a stool to reach the sink, we washed dishes, and later, when we could see over the counter, we waited tables and managed the cash register.

If you can run one business well, you can run any business well.

We buy and sell goods. We buy low and sell higher - that's what we all do to make a profit. But I consider a merchant someone who has a certain intuition and instinct, and - very important - knows how to run a business, knows the numbers.

I love cooking, but I love the business, too. It's important because a lot of chefs forget the business side and have to shut down after six months.

My father built a small manufacturing business. I worked alongside him and saw firsthand the challenges that business owners face.

I spent my time, growing up, essentially between two things: technology and retail. I was fascinated by selling and loved the idea of making a profit, but I also spent a lot of time on technology.

What I learned about America is that anything is possible, but sometimes people get into businesses they shouldn't be in. They go in without capital or know how, but their mothers had told them that they could cook, and they're good with people.

It's much more difficult running a business than buying one.

Necessity, n. The mother of invention. Profit is the father.

Regulation of private enterprise and not Government ownership or operation is the course rightly to be pursued in our relation to business.

Most small-business owners have no financial education when they started. They weren't trained to be entrepreneurs.

The Big Dream of any entrepreneur really has very little to do with the entrepreneur. If you truly love repairing automobiles, chances are, you'll be a lousy business owner. Likewise, if you are fascinated by debits and credits, the dream of building an accounting firm with you at the helm is probably best left unfulfilled.

I'm running a business.

Your own business growth and success depends on many things, and along that growing path, you are going to have to concede certain responsibilities and activities - whether for your accounting, your production, or day-to-day management.

Economics comes easily to me, and we all seek out what we do well in life. I had in mind becoming a businessman. And I was good at logic and reasoning; figures were comfortable inside my head.

I did a business in a box called College Pro Painters. They taught you how to paint houses, how to hire and fire, how to sell, how to deal with customers. You got a one-year franchise. It was the hardest year of my life in terms of hard work. I won manager of the year. It was very successful.