Ronald Coase Quotes

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

I love the business of business; I love the risk raking.

Just like a script, you need to keep a business plan to yourself.

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

If we look at pricing holistically, we'll create a more solid business.

When you start a business, go for the lowest hanging fruit.

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.

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.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

A merchant who approaches business with the idea of serving the public well has nothing to fear from the competition.

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.

Our Fly Smart philosophy is about investing only on those points of differentiation that pay for themselves, that earn a revenue premium commensurate with what it costs us to provide that product or service.

People must be realistic when evaluating their business.

This is a business. Be smart. Choose wisely.

Competition is the keen cutting edge of business, always shaving away at costs.

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?

Can we please agree that in the real world, corporations exist for one purpose and one purpose only - to make as much money as possible, which means cutting costs as much as possible?

Any business owner can tell you that if their company isn't performing profitably and up to standards, one of two things will happen: either you make changes to improve its efficiency, or a competitor will drive you out of business. Market forces have a way of cutting to the chase rather quickly.

It is very likely that many firms spend more on advertising than, for their own best interests, they should.

Business opportunities are like buses, there's always another one coming.

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.

Business is a string of seemingly impossible problems looking for solutions. Each problem you solve creates a new barrier to entry for your next competitor.

Creating value isn't enough - you also need to capture some of the value you create.