Greg Brenneman Quotes

I look at each day as a chance to move one notch above yesterday - whether it's in service quality, delivery, speed, or any other aspect of the business.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

From my point of view, what I really like, what I think is really terrific about my work, is that the company's had the opportunity to train literally thousands and thousands of brand new franchisees to successfully run their very first business.

I come from the operations side of the business, and I buy companies to operate them, not to flip them.

In 1974, we began franchising. We didn't have any big thought process except that, 'OK, franchising will help us get to our goal of 32 stores and help us run stores farther away from home.'

We have substantially improved our position in Japan which now represents a major part of our business.

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

We spend a great deal of our energy making sure that small businesses have help in navigating to the outcomes that they want.

Growing is an important part of the business, but more important than that is to get better.

Decreased business base increases overhead. So does increased business base.

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

The most common way to grow a business is by overseeing each and every aspect of the company - the 'ground up' method.

I don't care what sport you're talking about. What you see with great franchises is structure - a structure that doesn't just take you from year to year, but day to day.

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

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.

I've said it for four decades - work 'on' your business, not just 'in' your business!

I did a business in a box called College Pro Painters. They taught you how to paint houses, how to hire and fire, how to sell, how to deal with customers. You got a one-year franchise. It was the hardest year of my life in terms of hard work. I won manager of the year. It was very successful.

I think I've had a lot of experience with watching other people shepherd my ideas with the 'Saw' films. They made four 'Saw' movies without me. I never really had a protective or fierce policy towards that. I let it go.

The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.

An executive cannot gradually dismiss details. Business is made up of details and I notice that the chief executive who dismisses them is quite likely to dismiss his business. Success is the sum of detail. It might perhaps be pleasing to imagine oneself beyond detail and engaged only in great things, but as I have often observed, if one attends only to great things and lets the little things pass the great things become little; that is, the business shrinks.

I never think about franchises, to be honest. I always just do the film.

Grow with discipline. Balance intuition with rigor. Innovate around the core. Don't embrace the status quo.

Everyone can tell you the risk. An entrepreneur can see the reward.

You can't delegate growth or customer satisfaction.

I understand small business growth. I was one.