Philip Green Quotes

Prove to yourself that your business, in micro-scale at least, creates value. If you believe it, you'll find it that much easier to convince potential investors, partners and employees, too.

People must be realistic when evaluating their business.

The key to making acquisitions is being ready because you really never know when the right big one is going to come along.

Running a real business is exacting, daunting, repetitive work. Even in Silicon Valley.

We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

You can't be successful in business without taking risks. It's really that simple.

On 'Bar Rescue,' failure is not an option. I have to try to turn the business around.

The way deals are done, every idea is looked at 50 different ways. Now, the market continues to change all the time. And we are always looking at everything in evaluating how it fits with our strategy.

Buying a company that is number one in its business is hard to do. When something is for sale, it's often not a leader.

That's the problem with so many organizations around entrepreneurship. They're driven by metrics that don't matter.

Starting in business is like getting married... there is really no good time and no bad time. The time is now.

You have to have a business model you believe in and like.

The life of a business is not like a football team! We are not taking part in an Italy-France game or against Germany.

A company's commitment to searching out potential blockbusters and then investing in marketing to convert potential to reality attracts and retains top scientists and creatives.

Mergers and acquisitions, we are always looking for that.

I got an album concept called 'Exit Strategy,' that might be one of my last ones. It's a term they use in business when you build companies. You create an exit strategy as you make a company. You don't wait till you're five years in it; you create a exit strategy as you make the company.

As a business owner, I understand the importance of prioritizing your bottom line, but it's equally as important to consider how you can succeed while also thinking about the long-term impact on the community.

Sometimes on Broadway, you don't know who the investors are, and you end up making a million dollars for somebody awful.

I took a risk and invested in SM Mall of Asia because I wanted to create something that could contribute to Philippine tourism growth.

Advertising decisions are based on what's best for MyPillow, my employees and my customers.

I'm a very commonsense guy - I just look at the viability of the idea, if I feel the team has the ability to execute the idea. I also look at the investment syndicate, the size of the market, and then a lot of gut married on top of it.

Entrepreneurship is, in large part, about building something from nothing, which means creating a cause.

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

I think I have a pretty decent business savvy, when I give myself room to.