Pierre Nanterme Quotes

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

And ours is a business that requires discipline and focus.

About half my time is spent on business operation type stuff.

You can't run a €10 million business the way you run a €1 million business.

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

The flakier your mission, the fiercer you have to be on the business side.

My business acumen is definitely growing.

I have run large organizations, I know what it takes to create a healthy business climate, and I have more experience than Jerry Brown doing that. So it'll be a stark contrast, a career politician vs. someone who has met a payroll, gotten a return on investment, knows how to use technology to do more with less.

If you run a business, if you are responsible for a lot of people, you come to grips with the reality that you have to have discipline. You have to protect the enterprise in order to take care of the employees. So, therefore, you can't be wasteful. You can't squander things, or you jeopardize other people.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

The business end of business has never interested me.

Business is all about risk taking and managing uncertainties and turbulence.

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.

It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.

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.

I wanted a CFO with public company experience; I needed an HR department, new office space, and a board which could help me grow the business. Insight, the private equity firm I chose, helped me with all that.

We always look at opportunities. We are not aggressively looking to buy something.

All businesses require capital, management and labor, and business executives, wanting to grow and maintain profitable enterprises, have a strong incentive to keep costs, including labor, as low as possible.

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

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

Producing suits me because I have a business mind and a business sensibility.

In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.

Our entire team is focused on managing this company for value - fixing or eliminating those operations that lessen value and expanding or adding those that enhance value.

I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.

As the Executive Chairman of 'Breitbart News' with a long run in business and finance, I can tell you, it's hard to run a company that is infinitesimally smaller than Fox; it takes a steady and experienced hand.