Marcus Lemonis Quotes

I went to a woman for advice about how to be in business, but I learned a great deal from men.

I've helped some of my classmates on how to strategize to get to the next level of their businesses. And it's interesting, because here I am sitting there from the entertainment industry and the fashion industry, and I'm giving a billionaire that has a business that's been in his family for 300 years - I'm giving him advice about strategy!

It takes more than capital to swing business. You've got to have the A. I. D. degree to get by - Advertising, Initiative, and Dynamics.

Mentors, by far, are the most important aspects of businesses.

Not everyone is born to run a $4 billion company. There is no magic formula. I've learned, and I've grown by learning. That's why I've enjoyed being in business so much: It's stretched me.

You need to put your hands around the throat of your business, and you need to run it. There's no other way.

I definitely will reach out to Cuban in the near future for advice going forward. Now that I'll be on the business side of things - and he's had a lot of success with that - that would be a guy to go to.

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

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.

I never said that I wanted to be the only company, is it my fault that I ran my company well? Wouldn't you want the best for your company? Also consider that I started of small.

I still work hard to know my business. I'm continuously looking for ways to improve all my companies, and I'm always selling. Always.

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.

Our business is all about helping someone - a founder, a CEO - building a great business. It's not about seeing our names in the press.

I grew up in a household that revered building businesses. It wasn't thinking about leadership; it was more about building something. To build something, you ultimately have to lead.

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.

My father taught us that to thrive, excellence in technology, quality, and customer service along with cost competitiveness is a prerequisite. His contribution to business, the economy, and society at large can never be underscored enough.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

I think I've been a moderately good boss. I've made a lot of people extremely wealthy - I think we've created 30 millionaires.

I did not want to write just another business book.

I still believe that the mission of Business 2.0 is very strong, very fundamental, and we're really at the beginning of where they're going to take us.

I want to be known as a great businessman.

Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.

When you look at a company that's already succeeded or is at the very top of its game, it isn't necessarily when it's executing well. It tends to be peacetime - you've defeated the competition, you have the highest margins, the highest multiple.

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

We still have to keep betting on markets like America that are full of opportunities to grow, even if we have to work our heads off to do it.