Harry Redknapp Quotes

I run advertisements and sell T-shirts to cover overhead costs and pay the few people who help me out behind the scenes. Anything left over is spent on production costs, animation costs, etc.

Use the same measure for selling that you use for purchasing.

Our Fly Smart philosophy is about investing only on those points of differentiation that pay for themselves, that earn a revenue premium commensurate with what it costs us to provide that product or service.

What is OK is to spend money for productivity. What is not OK is just to light money on fire.

Filmmaking is a business and at the bottom line people who don't make fiscally responsible decisions end up going into another line of work.

Show me your budget and I’ll describe your strategy.

Remember, if your business isn't making money, then you and your employees aren't, either.

I may believe in something, but if it is not working and is not giving returns, we have to close it down because that is the right thing to do for the shareholders.

I don't mind players earning money, but it should mean, at the same time, that the club is doing good.

You have to have commercial income so you can spend on players.

When something becomes a business, 50% of your decisions are what you have to do and not what you want to do.

You want all the money inside football. We do not have a bottomless pit of money. There are constraints. That's why some deals I have said no to because of the finances of them.

I don't want to spend money the club doesn't have; I don't want to hold a player that doesn't want to stay.

From a financial perspective, you have to think about what the film will generate in revenue so you can set a budget against it.

When you're spending $100-plus million dollars, you need to give the audience what they want.

The ballooning budgets of Bollywood are getting out of hand, and it's important for people to realise that you don't need Rs 20 crore to make a good, commercially viable film.

One of the degrees I have is in business, and I was a healthcare administrator that ran a 365-bed skilled nursing facility for years and generated several million dollars a year profit for them. So I have a background in business.

Like the producers of crops, airplanes, and books, producers of natural gas provide goods to meet the size of their available market. The larger the market, the more they can produce, and the more revenue they can obtain to cover their fixed costs and invest in future development.

I try not to shoot unnecessarily or spend on extra expenses that normally happen on a film set - like actors' fees.

I'm always very careful when I'm spending the club's money. I treat it like it's my own, and I always try to sign players for what I feel is the right price.

Honestly, direct monetary comparisons aren't helpful. If you're going to look at remuneration, you have to be realistic about what revenue we're bringing in for the organisation and the sport. And as it currently stands, women's cricket is still a cost to the business.

You can't win in any sport without heavily concentrating on revenue generation. You have to be relentless in that regard if you are going to be able to afford the kind of players you need to compete at the highest level.

If someone is doing that, saving the customer money, is making a profit so bad?

On the Sandy bill, I did the best I could on waste, fraud and abuse, and then when the final bill comes, you don't say, 'Hell, no' because you didn't get everything you want in there.

We had grown too fast at PayPal. Our operating expenses had grown too fast... Growth covers a lot of sin. We want to grow without sin.