Reid Hoffman Quotes

If a manager can't control his costs, fire them.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

Good household decision-making often relies on thinking about your household like a firm.

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

Control your expenses better than your competition. This is where you can always find the competitive advantage.

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.

Cost reduction and cost control are by their very nature sort of anti-social activities.

Budget drives everything that we do.

It is the performance of the business that matters. It is hard enough to figure out the future of the business. Do not try to figure out the future of the country or the world; focus on the business.

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

In the private sector, you have a budget and you stick to it.

As a CEO, you have to take the active action to force most of your resources to stand idle from time to time - or go bankrupt.

I think it's really important to have a long-term perspective.

We believe that our cost effectiveness is one of our most powerful competitive advantages in Networks, and we will not lose sight of that in the future.

The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.

You have to worry about where the business is headed long-term.

People who cost too much: manager, lawyer, publicist, label, music publisher.

Our goal is long-term growth in revenue and absolute profit - so we invest aggressively in future innovation while tightly managing our short-term costs.

Be really good with budgets because they keep getting smaller.

All of us in Canada have to be better at making a dollar count, because we have fewer dollars.

It isn't always easy to stay within budget when committing to a renovation, but one place you can cut costs is on the demolition.

We buy too much stuff we just don't need. We're trying to look cute for next weekend when we ought to be thinking about the next decade.

When companies minimize their costs, they can spend more on R & D and marketing. It's just very logical.

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