Gerard Arpey Quotes

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.

If I had learned more about business ahead of time, I would have been shaped into believing that it was only about finances and quality management.

The business end of business has never interested me.

I've always had an interest in business, and my interest in business has really expanded over the years.

I've never been good in the financial and business arenas. I handle the creative side of things.

Seeing the world around you clearly is a critical step in developing an idea for a business, carrying out that idea, and then thriving with an ongoing concern. Through choice, predilection, lack of education, impatience, or other causes, the entrepreneur lives, in a way, outside the mainstream.

I think we're in the beginning of a bull market. When a bull market begins, nine months later the economy turns around.

I'm not big on reading business books. I get copies of all of them, because people want me to put a comment on the jacket. Every once in a while, I'll get interested and read one all the way through.

Most entrepreneurs are merely technicians with an entrepreneurial seizure. Most entrepreneurs fail because you are working IN your business rather than ON your business.

I've always dreamed of franchising an airline, but I haven't been able to figure out how to do it.

I don't have the inclinations that other people seem to have as far as the business is concerned.

People must be realistic when evaluating their business.

People come in with business plans and, I mean I know that no one is going to meet everything they say in a business plan but you got to have something to, to guide towards.

Airlines go in the long run at the competition to reason. For the passenger the competition is good, because each competitor tries to undercut the other one.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

Know the business; you need to know the business side of things.

There's one thing I've learned about entrepreneurs' business plans. Every one is wrong.

From a relatively early age I got interested in business.

My mother really didn't know a heck of a lot about business. She was a very good mother, that made sure we ate right and we had our cod liver oil, but didn't know a heck of a lot about what I did.

… good luck and good timing are huge components of outsized success in entrepreneurial endeavors. Lots of things have to go right, and the planets have to align; that certainly happened in Amazon’s case. Our timing turned out to be very good. And so you can’t sit down to write a business plan and say you’re going to build a multibillion-dollar corporation; that’s unrealistic.

I got an album concept called 'Exit Strategy,' that might be one of my last ones. It's a term they use in business when you build companies. You create an exit strategy as you make a company. You don't wait till you're five years in it; you create a exit strategy as you make the company.

I am very passionate about this business, and I always have been.

I am telling folks that the Country as a whole is "Sound," and that all those who's heads are solid are bound to get back into the market again. I tell 'em that this Country is bigger than Wall Street, and if they don't believe it, I show 'em the map.

If you truly don't have competition, then zoom out until you can define some. Competition can be as simple as the reliance on the status quo, Microsoft (since at some point Microsoft will compete with everyone for everything), or researchers in universities. Pick something, because saying you have no competition at all is a nonstarter.