Daniel Lyons Quotes

People follow proven formulas in any business.

You have to manage money. Particularly with market economies. You may have a great product, but if your bottom line goes bust, then that's it.

If you are focused on profits right out of the gate, you're gonna have the smallest profitable business that has ever been seen.

You have to have a business model you believe in and like.

If your business is the right business, then money will never be an issue.

Chasing profits and building a long-term profit model are two different things.

Because publishing is becoming more business-oriented each day with more examination of the bottom line, it's harder to break out than ever.

In my opinion MS is a lot better at making money than it is at making good operating systems.

People in retail banks are not smart. They have a business model that's quite difficult to not make money out of - but still they somehow manage it.

People must be realistic when evaluating their business.

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.

Control your expenses better than your competition. This is where you can always find the competitive advantage.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

Any business owner can tell you that if their company isn't performing profitably and up to standards, one of two things will happen: either you make changes to improve its efficiency, or a competitor will drive you out of business. Market forces have a way of cutting to the chase rather quickly.

I truly believe that the combination of a strong top line together with a strong bottom line is what makes for a sustainable business.

The swamp is a business model. It's a successful business model.

There are days when you make runs, and there will be a dry spell. Like in business, every year you don't make profits.

The economics of setting up a new restaurant are scary in good times and terrifying in bad ones.

A small business can survive for a while without making a profit, but if its cashflow dries up, the impact is fatal.

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

Can a label group by itself scale to make a sensible business? I don't think so.

For resourceful tech founders, finding capital is rarely a problem; making the best use of it is another story. A few years slinging pepperoni pies and chicken wings - on tiny margins and with minimal investment - might not be the worst fiscal training.

You can't run a business based on sympathies; otherwise our business would be hampered.

If you have a great idea that can translate elsewhere, then that's where the scalability comes in - and that's where you can actually start to make real money.

Set your business plan to win; raise the bar or you're not going to be prepared. You need to think that what you're doing will make you $100 million.