Gerard Arpey Quotes

The successful man is the one who finds out what is the matter with his business before his competitors do.

Focus on your business strengths and keep its weaknesses away from the competition or public.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

In business, every phase of things counts. Companies that just yell out a low price today to win business aren't going to make money in the long term.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

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

I think that business book reporting, it's all Jim Collins, it's the story of victory; it's success bias over and over again.

Great companies are built on great products.

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.

Most of what we've done at SurveyMonkey is create a market, which I would say is much harder than trying to enter a market that already exists. But if you get it right, it can become a great 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.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

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

The best mental effort in the game of business is concentrated on the major problem of securing the consumer's dollar before the other fellow gets it.

It may seem odd to talk about something as soft and fuzzy as "passion" as an integral part of a strategic framework. But throughout the good-to-great companies, passion became a key part of the Hedgehog Concept.

Business is a game, played for fantastic stakes, and you're in competition with experts. If you want to win, you have to learn to be a master of the game.

You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.

Organizational health is the single greatest competitive advantage in any business.

Building a business and becoming a billionaire is it's not championship. It's the competence; the competence in your sector with other companies not looking to have some kind of records in this issue.

Operational effectiveness and strategy are both essential to superior performance.

As long as you keep doing the right thing and have the best product, you can beat the bigger company.

The surest foundation of a manufacturing concern is quality. After that, and a long way after, comes cost.

Anytime you find someone more successful than you are, especially when you're both engaged in the same business - you know they're doing something that you aren't.

In business, three things are necessary: knowledge, temper, and time.

To be successful, you should concentrate on the world of companies, not arcane accounting mathematics.