Jon Taffer Quotes

My argument is: keep the bloody bottom line at the bottom. That's where it should be.

Japanese tend to put sales and market share first. They make many products with the aim of raising sales. But then profits decline, and companies find themselves falling into debt... I changed the mindset at Canon by getting people to realize that profits come first.

Quit being 'busy' and start actively owning and operating your company, and you'll be able to understand where the money is coming from and how to make more of it.

I came up with this idea to create an app. And the premise of the app is this: every problem in the bar business goes away when there's sales. You increase revenue and you solve every problem. It's when the revenues are low that [the business] doesn't work. So I wanted to put together an app that focused on top-line revenue, guest experience, and business management in a more organized way.

Lets not focus on saving a nickel... lets focus on making a buck.

The flakier your mission, the fiercer you have to be on the business side.

Profit or perish... There are only two ways to make money: increase sales and decrease costs.

Business people do two things with their time fundamentally. The first is that they try to create sales, right? Revenue, key to business. But the other thing they devote their time to equally is cost containment. That is to say, how to not create jobs. Because the fewer jobs you can create for the revenue you create, the more profit you make.

You need to put your hands around the throat of your business, and you need to run it. There's no other way.

Money is always the least of the problems. It is finding the right business or growing the right business. You can't do that without the right people.

You can't run a €10 million business the way you run a €1 million business.

I'm always looking for additional revenue streams.

What we are doing is increasing our focus on cash flow, return on investment, and value creation.

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

To be successful, innovation is not just about value creation, but value capture.

One of the really key things to look at in terms of crafting strategy when you're in an economic crises is how do you maximize essentially your liquidity position? Your ability to both take kind of profits and revenues and business and then convert that into a stronger lead. And so those companies that can do that can actually, you know, get a march on their competitors.

As you start the company, you start spending spending spending ahead of revenue but then you come out of it and very quickly you should become a company that spends less than it makes. And what I mean by very quickly, is that window of time should be in that 6 to 8 year time frame. And the reason is because if you build your business model correctly it's almost unavoidable.

Sales Cure All. Know how your company will make money and how you will actually make sales.

Our goal is long-term growth in revenue and absolute profit - so we invest aggressively in future innovation while tightly managing our short-term costs.

Ultimately, growth is essential for increasing a company's value.

If you want to make a lot of money, resist diversification.

Asset-heavy businesses generally earn low rates of return - rates that often barely provide enough capital to fund the inflationary needs of the existing business, with nothing left over for real growth, for distribution to owners, or for acquisition of new businesses

Hockey is my life and money is money. If you think about money, you stop playing hockey.

The concept of profit maximization is, in fact, meaningless.

Business is all about learning to balance the short-term, medium-term and long-term and I think it's when things are going well it covers up a lot of mistakes and bad decisions because you're growing so quickly.