Paul Hawken Quotes

I've always been on the business side - running P&L and working with clients.

I have to admit that business-type thoughts do sneak into my head: I hope our customers pay us, I hope this stuff is decent, I hope we get it done on time. The little additions and subtractions that one has to do. Take sales, take costs and try to get that big positive number at the bottom.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business.

All of my businesses are profitable.

A business like an automobile, has to be driven, in order to get results.

The value that some analysts put on revenue vs. what they put on profit is out of whack. If you can grow real cash earnings, that's 80% of what you ought to do, and the revenue component is 20%.

I have always focused on the bottom line.

Profits are one of the most important goals of any successful business, and investors are one of the most important constituencies of public businesses.

That doesn't mean you have to have the lowest costs in the industry to succeed. But you need to make sure the activities and product attributes that increase your costs above the other guy bring in at least that much more in revenue, and hopefully more.

We're probably doing better business than we thought we would do especially considering the disappointing way the record company has handled the album.

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

The Profit and Loss Statement tells you a lot about how your business is doing. It can also help you to determine ways that you can go about saving money so that you get to bring more money home! Basically, the P&L statement measures all of your income sources verses all your business expenses for any given period of time.

The strength in our third-quarter financial results is cause for excitement. I'm particularly pleased that we continue to demonstrate impressive growth at the same time we are engaged in important merger discussions.

Business 2.0 was hugely profitable last year, and will be profitable this year.

Businesswise, everything's been good.

I truly believe that the combination of a strong top line together with a strong bottom line is what makes for a sustainable business.

In business -- every business -- the bottom line is understanding the process. If you don't understand the process, you'll never reap the rewards of the process.

Guess you lose some & win some, long as the outcome is income.

Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.

There's a company behind every stock and a reason companies - and their stocks - perform the way they do.

It is not about bits, bytes and protocols, but profits, losses and margins.

Im very disappointed that we missed our (earnings per share) growth target this quarter due to the confluence of a number of issues that we now understand and are urgently addressing. I accept full responsibility for the shortfall.

Profit is not a cause but a result-

My argument is: keep the bloody bottom line at the bottom. That's where it should be.

GE's businesses turned in a terrific first quarter. Our products and services are being well received in unusually robust global markets.