Jim Bankoff Quotes

As a businessman, I know that businesses need certainty.

Business wise, I have always learned valuable lessons so I don't regret any decisions I have made.

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.

You can make great money in a utility type of business by borrowing cheaply and lending sensibly but that's not what's being done.

After decades of studying the men and women that make the decision to open their own Great, Growing Company, I'd have to say it comes down to the Vision they have for that business - do they expect to build the company or just have some income for the short term?

So I think you want to keep a keen eye on things. Grab it and go. Sure, you check your financials, but don't be afraid to take a jump. Learn the trends.

I'm not going to run my business on the basis of quarterly numbers.

In any business, you get your numbers together before you go out and do the work.

I'm not looking to... I'd like to build my company and make a bigger company always, but I think in the behind the scenes arena is where I'd prefer to spend my time.

Good decisions can have bad short-term outcomes but be great for the business long-term.

Our balance sheet provides us with the ability to act on investment opportunities in appropriate areas that diversify and broaden our portfolio, including the gas and energy sector.

I certainly think you could look at the business side of how WWE was run, which was as a conservative company with little debt and strong cash balance.

Businesses make decisions based on what they are seeing in their order books.

Many businesses fail because the owner wasn't willing to invest and wasn't educated on the difference between spending money frivolously and investing money into the business for growth, and the risks and rewards of that cash infusion.

When I first got into business, I made a lot of bad decisions.

Most people end up owning a business by accident. Therefore, they don't usually have a thought process and a strategic plan in place.

The essence of good business is knowing when to step on a train and when to step off.

Many entrepreneurs think that cash is the ultimate solution to all of their problems: the one thing standing between them and their dreams.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

Good household decision-making often relies on thinking about your household like a firm.

I learned that you shouldn't take your most esoteric concept and fit it into the largest space with the highest fixed costs. It puts too much pressure on the restaurant to hit grand slams every day when there just aren't enough people who want to watch that sport.

This is a business. Be smart. Choose wisely.

I have targets for business achievements; I do not have targets for acquisitions. Because if you have targets for acquisitions, you end up making compromises in terms of valuations, and you buy things because you have a target, and it is not good for business.

Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.