Dave McClure Quotes

If you already have some amount of significant traction with customers, either in usage or in revenue, you should very quickly try and get that clearly out.

Businesswise, everything's been good.

I tell everybody there are only three things that we do. We build sales at the store level, we build profits at the store level, and we build more stores. The first two things go in tandem, of course. It's pretty tough to build profits without sales.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

All of my businesses are profitable.

By getting into distribution and production, I am actually widening my base.

If you go out there and start making noise and making sales - people will find you. Sales cure all. You can talk about how great your business plan is and how well you are going to do. You can make up your own opinions, but you cannot make up your own facts. Sales cure all.

The wireless segment is approximately 50 percent of our business... we believe this is an industry-wide phenomenon and that we are, in fact, maintaining if not gaining market share.

Marketing executives like big budgets, as big budgets make it easier to grow the top line.

When most people ask about a business growing, what they really mean is growing revenue, not just growing the number of people using a service. Traditional businesses would view people using your service that you don't make money from as a cost.

We have the fact we sell out every week to 67,500 and hopefully 75,000 in the future. We have a lot of assets.

I sensed my chance and embraced the telecom business. I started marketing telephones, answering/fax machines under the brand name Beetel, and the company picked up really fast.

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

Companies with significant revenue (more than $100 million) have, by definition, significant traction. They have proven out their thesis and can scale up or down as investment capital becomes available.

If you think the job of a CEO is to increase sales, then Ballmer did a spectacular job.

There's nothing wrong with a business that supports you and perhaps an extended family. But if you want to build a scalable startup, you need to be asking how you can you get enough customers/users/payers to build a business that can grow revenues past several $100M/year.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

I don't understand how you can have product-market fit and not a lot of people wanting your product. The two go hand-in-hand.

I'm a businessman. I work for business people. The kind of thing they say is: Now we've sold a lot of records, let's sell some more.

A board member of mine used to say sales fix everything in a startup, and that is really true.

In 1992, we did $1.1 billion in revenues. In the first nine months of 1993, we did just under $1.2 billion.

There's an assumption that women don't start companies that earn more than X amount of dollars, or that have more than X amount of users, and Bumble is now really growing into one of the main players if you look at all the mainstream social-media platforms.

I believe if you start a business with the intent of making it huge, you're already prioritizing the wrong thing. Size is important, but it's a byproduct of a whole bunch of other things that are worth way more of your mental energy - customers, service, quality.

We expect Seoul to be one of our most important markets not only in Asia but around the world.

Starting a business from scratch and having little money in the bank focuses your mind in a way that running a multibillion-dollar business never does. It brings the key drivers of performance into sharp relief. I promise.