Diane Nelson Quotes

Competition is the keen cutting edge of business, always shaving away at costs.

Business 2.0 was hugely profitable last year, and will be profitable this year.

Creating value isn't enough - you also need to capture some of the value you create.

Sometimes, for businesses, competition can be inconvenient, because competition means that the race is never over, the game is never won. No matter how well you were doing in the past, there's always someone who are out there wanting to take your place. So the temptation to avoid competition is powerful. It's rooted in motives as old as Adam and Eve: in greed for yet more money, in fear of losing your position in the market and all the benefits it brings.

To be successful in business, you have to be ruthless.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business.

I definitely see a correlation between how many things a company gets right and how fast a company grows.

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

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

The most successful company in Silicon Valley is Apple, and they're the most secretive.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.

Volkswagen must continue to attack and make good use of its opportunities.

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.

Businesswise, everything's been good.

Executives need ample flexibility to respond to the market. That means both reducing costs and increasing innovation.

Business is the systematic playing of games.

I liked being CEO of Blockbuster, but my job is to put it on the bottom line for shareholders.

People think about their business instead of their products.

Because the private sector has evolved processes and metrics for growth over many generations, for-profit models are more likely to efficiently accomplish their goals.

We're not really in the business to sell ourselves. We want to sell what we work on.

I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.

I've built my business around the No. 7.

What I'm good at is making sure we have the best resources, the best talent, the best marketing, and the best access to distribution.

I love the business of business; I love the risk raking.