Mark Zuckerberg Quotes

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

I was always fascinated by the decision-making process and the managerial process and just business in general.

One has to live with the fact that some corporate decisions are going to be wrong. As long as most of the decisions are right.

You can't base an industry solely on one person. That's a very vulnerable business strategy.

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

Sometimes your worst competitors are the ones which are dying because they do stupid things.

I don't think you should ever start a business and move in a direction where you can't see it becoming a business.

Start small; get to know the landscape. We take risks but not major risks. We always started with small capital - €4m in Holland, $10m in Russia - and as we get to know the landscape of a country, we think about other businesses.

My business is the analytical framework.

The successful man is the one who finds out what is the matter with his business before his competitors do.

I think there's a number of pillars to success. One is you've got to have a great idea. The other is you've got to have a constituency, you've got to have finance, and you've got to be able to raise awareness.

An entrepreneur needs to know what they need, period. Then they need to find an investor who can build off whatever their weaknesses are - whether that's through money, strategic partnerships or knowledge.

The tools used by economists to analyze business firms are too abstract and speculative to offer any guidance to entrepreneurs and managers in their constant struggle to bring novel products to consumers at low cost.

Business [compared to government] has an advantage in that we know that if we don’t take risks, it’s about survival … Business has to also stand behind government leaders who take risk.,, That’s what leadership is about.

No matter what, the entrepreneur must strive to be above average and, at the same time, understand what is driving those averages they are seeking to beat. Take the time to understand and test the metrics you are using, and then you can not only set the average, you can exceed it.

Giving up your core business in search of a phantom audience is not wise.

I had a couple of agents, but then I went on my own. I thought I could negotiate my own deals and it was probably my biggest mistake.

To build a great business, you have to do something hard just to be able to withstand all the competition that will later come your way.

CEOs shouldn't worry about their budget all the time - on a day-to-day basis, they should work on managing their company, building an awesome product, developing key relationships, identifying distribution channels, etc.

It's an error in judgment to bounce into starting a small business before you cash in on building a strong foundation.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

The statistics for investing in small businesses are such that the vast majority fail.

I'm not one for conventional wisdom. I founded my label in 1998, but after the 9/11 terrorist attacks, my Japanese backers pulled out, and I couldn't afford to produce the line myself. I needed fresh ideas from someone who understood technology, since that was the direction the business was going.

Before you start a business, careful planning is in order to obtain to where you ought to be. The biggest part is to ensure that, once you might have created your own plan, that you simply take motion. Without motion, you are unable to succeed.

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