Frederic Bastiat Quotes

There is a cost to every decision, and whether or not you impose a public health order has costs to industry and the public.

Every good businessman or woman carefully analyzes all the available facts before making a decision.

I can't ever remember being struck by lightning when making a big decision. It's always about taking in more and more data points and making tack adjustments as you figure it out. I call customers, suppliers, industry analysts and try to get as much information as possible.

We've got to make sure that the young, violent, serious juvenile offender is punished, that it's fair punishment, that it's punishment that fits the crime and that is understood and that is anticipated and expected.

I couldn't sell water in a desert. I have no business acumen. I can tell you why you have no business acumen, and I can tell you why your project may or may not work, but I have no ability to make money.

The decision to put American lives at risk is a decision that has a very high hurdle to pass.

Prison is a recruitment center for the army of crime. That is what it achieves.

The wise policymaker doesn't assume that any policy adopted in good faith will have good results. Instead, he or she weighs the likely outcome of any new policy based on facts and experience - not sentiments and dreams.

Applying cost-benefit analysis to regulation is no different than what most regulatory agencies do.

When you compare the relatively modest tax that will ensue from prohibiting companies from receiving a subsidy and deducting that subsidy, the benefits dramatically outweigh the costs.

We are not frou-frou creative types. We have done both sides of the business and are constantly asking ourselves, 'How are we going to pay for this?' But the criteria is that it must fit with our world.

In medicine, there is always a balance between risk and benefit.

When you're dealing with a shoot day that's costing somebody $300,000; when you're responsible for making that day; when you've got a half-million-dollar stunt that you've got to make sure you cover properly. You don't want to be doing that early in your career. You want to be making your mistakes when not many people are watching.

I was approached by a company in San Francisco called Fantex. I did my due diligence on it. I tried to outweigh the pros and cons. Then I just made a business decision.

Really, we don't look at deals as 'big' or 'small': we look at things that will solve a problem for us.

I know plenty of entrepreneurs who are numbers first. They tend to be highly analytical people, and before they pull the trigger, all the numbers have to line up just right.

What happens to our economy and all our wonderful innovation if people are not properly incentivized and rewarded?

About the only useful thing my economics degree taught me was that, in all decisions in life, you have to do a cost-benefit analysis.

I think that the test for taking on a project is to try and list all the reasons not to do it. When you find yourself running out of reasons, and you still have to do it, it's the right thing to do.

Having a police presence on public transport is vital to ensuring customers are safe.

Money isn't automatically freedom. You need to look carefully at what you're doing to earn the money before you can conclude that you are, in practice, free. This is a cost-benefit analysis we should all perform on our own lives.

Valuations are always much-debated. I try to center on what is the value to us. Is it solving a problems for us? If it is, we find a way to proceed. If the valuation has been overhyped on something and it doesn't make sense, we won't. It's very simple for me. I tend not to worry too much about the valuation. It's really what the value is to us.

If it's commercial and it makes sense we'll be doing it - whatever it is.

Yes, the cost is high, but the price of neglect would be infinitely higher.

I never confuse the cost of something with its value