Charlie Munger Quotes

If you think in terms of topping, you're in the wrong business. You can't think that way.

When you build relationships with entrepreneurs, they're not trying to optimize on price.

A lot of web companies will take a short-term approach and sell to an incumbent and don't end up living up to their full potential.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.

We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.

I think it is going to be very difficult to be a company in silos. I think the game has changed. We won't define our success by looking at the competitors but at how satisfied are our customers, how engaged are our internal stakeholders, and how good is our product pipeline.

It's easy to be a short-term hero. It is very easy for me to get tremendous results very short term, get that translated into compensation, and be off sailing in the Bahamas. But the goal for this company - and it's very difficult to do - the goal is to follow a four- or five-year process.

There is still too much pressure on short-termism in terms of the drivers of success.

I've said all along that we're building Axovant as a lasting company for the long run, not to hand over that upside to a pharma company in the future.

At its core, all authentic growth depends on more customers wanting more of what your company offers. Any other drivers - pricing gimmicks, heroic marketing efforts, forced acquisitions - are ultimately destructive.

The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.

Chasing profits and building a long-term profit model are two different things.

By strengthening the core of our business and leading in digital innovation, we will accelerate growth, enhance our margin, and deliver increased total shareholder returns.

Tomorrow I will have new competitors such as Google, Microsoft, and Facebook coming into my garden. I'd rather focus on the competition of tomorrow than combine with the competition of today.

If you're in the penaut business you learn to think small.

I want people to be entrepreneurs, but I want them to do it for the right reasons, because they think they can change the world, because they think they have got something of value to give to the world. Not because they think they can make a lot of money.

Running is a mental sport, more than anything else. You're only as good as your training, and your training is only as good as your thinking.

Companies that solely focus on competition will ultimately die. Those that focus on value creation will thrive.

You have to think like a businessman or a businesswoman, and I can't wait to continue to grow, as an actress, but to also continue to grow as a brand and show people that I have so much more to offer.

Companies that build scale for the benefit of their customers and shareholders more often succeed over time.

I think that a young state, like a young virgin, should modestly stay at home, and wait the application of suitors for an alliance with her; and not run about offering her amity to all the world; and hazarding their refusal. Our virgin is a jolly one; and tho at present not very rich, will in time be a great fortune, and where she has a favorable predisposition, it seems to me well worth cultivating.

Business is a marathon, and most of society thinks it's a sprint.

I try to build on our management philosophy. I try to understand what the threats and opportunities are for us. Uh, I try to make sure that we're driving innovation and creative destruction hard enough so we're not blindsided, and that our attitude is to, in starting any initiative, any business, is to focus on how we can create value for others, rather than how we maximize profit, because you can make money focusing on, "How do I maximize profit?"

I've made money over the years by buying into good companies, run by good people, at attractive prices. And I don't try and make it out of buying into the market at one point and selling at another point.

If there's any relevant influence we may have with an investor, with a studio, with a director, with an actor, I think we have to fight.