Great Company Quotes

These guys sit in the Senate - even though he misses most of the votes, by the way - but he sits in the Senate and listens to this stuff all the time.I'm out working, producing jobs all over the place and building a great company.

A great company is not a great investment if you pay too much for the stock.

I am very underleveraged. I have a great company. I have a tremendous income. And the reason I say that is not in a braggadocios way. It's because it's about time that this country had somebody running it that has an idea about money.

Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.

All great companies have spirit and culture. Mean spirited returns mean spirit.

I am confident that partnering my Dollywood Company with a great company like Gaylord will create something truly special.

A great company will have many once-in-a-liftetime opportunities.

Great companies don't throw money at problems, they throw ideas at problems.

The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this...a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference!

The intelligent investor should recognize that market panics can create great prices for good companies and good prices for great companies.

Good companies will meet needs; great companies will create markets.

I can help the next generation remember the lineage of great companies here and how to continue the tradition. The Valley has been very supportive of me. I should do my best to repay.

The great companies get built by their founders

Not one of the good-to-great companies focused obsessively on growth.

Great companies connect to the heartstrings of their employees to make their purposes known.

I just spent a lot of time on 'ER' for that eight years. I also started working when I was 16, so by the time I left 'ER,' I was 40 years old, I had this incredible experience, my wife had this great company, we had four kids, it was like, 'Let's go to New York and live for a while and make that the priority.'

If we only have great companies, we will merely have a prosperous society, not a great one. Economic growth and power are the means, not the definition, of a great nation.

The Chinese are not stupid people. They're very smart people. They told me very, very distinctly that they cannot believe how stupid our representatives are in the United States. They cannot believe that they can continue to take all our jobs - you know, through the manipulation of the currency, of their currency, they make it almost impossible for our great companies to compete.

Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.

I do sometimes watch 'Dr. Who' and while the stories barely make sense, if at all, the doctor is such great company I don't care.

The great companies did not know that the line between hunger and anger is a thin line.

Forget luxury; as a great company you have to keep evolving.

You don't win an Olympic gold medal with a few weeks of intensive training. There's no such thing as an overnight opera sensation. Great law firms or design companies don't spring up overnight... Every great company, every great brand, and every great career has been built in exactly the same way: bit by bit, step by step, little by little.

The top 25 at every company really set the tone. Everyone watches them. They need to be present and focused. No slackers at the top. They need to meet in combination every recruit. They need to meet them on the first day. They need to teach by example. This is the lesson that great companies teach.

A great company in the media business needs visionary leaders, not a conglomerate structure headquartered in Columbus Circle that second guesses.

A tremendous chief executive in a small market will never be great. All great companies start with great markets.

The characteristic of great innovators and great companies is they see a space that others do not. They don't just listen to what people tell them; they actually invent something new, something that you didn't know you needed, but the moment you see it, you say, 'I must have it.'

For no matter what we achieve, if we don't spend the vast majority of our time with people we love and respect, we cannot possibly have a great life. But if we spend the vast majority of our time with people we love and respect - people we really enjoy being on the bus with and who will never disappoint us - then we will almost certainly have a great life, no matter where the bus goes. The people we interviewed from the good-to-great companies clearly loved what they did, largely because they loved who they did it with.

Great companies are built by people who never stop thinking about ways to improve the business.

Great companies start because the founders want to change the world... not make a fast buck.

Every great company, brand, career has been built in exactly the same way: bit by bit, step by step, little by little.

One of our first customers asked me how big we want to be. I said I want to be really big. Later, it bothered me that I answered that way. Now I say I just want to be a great company.

In a truly great company profits and cash flow become like blood and water to a healthy body: They are absolutely essential for life but they are not the very point of life

A good company delivers excellent products and services, and a great company does all that and strives to make the world a better place.

The best thing that happens to us is when a great company gets into temporary trouble...We want to buy them when they're on the operating table.

You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.

I believe a great company, whether improving a sector or creating a new one, needs to have an excellent product or service at its core; needs strong management to execute the plan and a good brand to give it the edge over its competitors. Providing quality service, combined with value for money and in an innovative way ensures you offer real value - and finally to be responsible to society and the planet.

Some representatives of monopolistic capitalism, sensing this evil in their system, have tried to silence criticism by pointing to the diffused ownership in the great corporations. They advertise, "No one owns more than 4 percent of the stock of this great company." Or they print lists of stockholders, showing that these include farmers, schoolteachers, baseball players, taxi drivers, and even babies.

Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.

Great companies that build an enduring brand have an emotional relationship with customers that has no barrier. And that emotional relationship is on the most important characteristic, which is trust.

I chase a little white ball around and work on my farmer tan, that's about it. I think that I've been lucky enough to represent some great companies, and I think maybe that's what it is.

In determing "the right people," the good-to-great companies placed greater weight on character attributes than on specific educational background, practical skills, specialized knowledge, or work experience.

People are definitely a company's greatest asset. It doesn't make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps.

If you buy something because it's undervalued, then you have to think about selling it when it approaches your calculation of its intrinsic value. That's hard. But if you buy a few great companies, then you can sit on your ass. That's a good thing.

Great companies create an environment in which employees act like owners. They do this through clear communication, articulation of clear vision and priorities, coaching and openness to debate/discussion. I would argue that this type of environment helps people to be at their best - and helps the company to be at its best.

Government investment unlocks a huge amount of private sector activity, but the basic research that we put into IT work that led to the Internet and lots of great companies and jobs, the basic work we put into the health care sector, where it's over $30 billion a year in R&D that led the biotech and pharma jobs. And it creates jobs and it creates new technologies that will be productized. But the government has to prime the pump here. The basic ideas, as in those other industries, start with government investment.

One of the great strengths of American culture is this empowerment of individual, is the individual being able to be entrepreneurial, create new things. But you create a whole group of people to make great companies. It's employees and investors and customers and partners. The fabric of society, of a network of relations, is key to being successful.

To make HP a great company once again, we need more than competitive costs and operational efficiency. We're in the process of assessing and refining our growth strategy, and the same concepts that were behind our operational changes will be at work here: simplicity, focus, alignment, and execution.

We cannot embrace His cross, and yet refuse our own. We cannot raise the cup of His remembrance to our lips, without a secret pledge to Him, to one another, to the great company of the faithful in every age that we, too, hold ourselves at God's disposal, that we will ask nothing on our own account, that we will pass simply into the Divine hand to take us whither it will.

Great companies have high cultures of accountability, it comes with this culture of criticism I was talking about before, and I think our culture is strong on that.