Steve Jobs Quotes

We are taking a business-as-usual position at my agency, though business before 9/11 wasn't that hot either!

We invested in the downturn and we never stopped serving our clients.

Innovation requires resources to invest, and you can see many companies pulling back and going into an intense protective mode in a major extended period of financial distress.

In a period of economic downturn, the overwhelming instinct is to pare back, cut costs, and lay off. If you do that, do so with your strategy in mind. The worst mistake is to cut across the board. Instead, reconnect and recommit to a clear strategy that will distinguish yourself from others.

Essentially, you have to be aware of a crisis happening: 'Can the company go on if I get hit by a bus?' That's, I think, how you build a great company and something that can scale.

In a recession, you must be able to call into question everything you've done before.

Managing and navigating through a financial crisis is no fun at all.

Every time we make an investment decision at FedEx, we ask ourselves: 'What is the return on this investment?'

I've lived through periods of illiquidity before. Asset prices come down. The economy slows or even goes into recession. Then the cycle re-starts. We buy at lower prices with less leverage.

When you are in business for a long time, you go through good times and bad times. When you go through bad times, you learn to control costs, satisfy customers better, satisfy employees better and become more transparent. Therefore, you build character in the company.

The main thing during a crisis is discipline, to begin investing in time again after the crisis subsides.

We are not making a capital investment into GM as the first element or condition.

Not every financial company toppled during the 2008 crisis, and some seized the opportunity to take advantage of weaker competitors in the midst of the tumult.

Often in capitalism, when you hit bottom, you have some perverse advantages—low cost and people really desiring a turnaround—to do whatever it takes.

I've always said manage in good times so that you're ready for the bad times.

You have to build businesses for longer term.

What I like to say when you get into something that feels like a bubble or, at least, feels irrational is that you still want to build a company that has a strong discipline, business-building culture.

I think you should invest in a company that you really enjoy working with and being with.

My goal is to create one of the greatest companies that's ever existed, and that has everything to do with the people, the culture, and what our core values are versus what we build or how we're perceived out in the market.

In every investment, before I get involved or invest, I always see what the mindset of the founder, the CEO, is.

When times are tough, we tend to outperform as margins increase.

Really great people rarely leave a healthy organization.

Never miss out on an opportunity like a good recession.

People went to Dell for the computers, but they go to Apple for everything… That’s the difference between a transactional company and a transformational one.

However small a company, its founders should try to expand people's opportunities and choices.