Business Decisions Quotes

Sunk costs? We pay too much attention to them.

We evaluate all business decisions based on how we can best serve public school teachers and their students.

Since those don’t hit financial reports, the opportunities you had but didn’t accept, most people don’t bother thinking about them very much. At least that is a mistake we don’t make. We rub our own noses in our mistakes in blowing opportunities, as we just did.

Other bands gave us lip service, but when it came down to it they kind of backed off. That was a little disheartening. But I respect them. That's their business.

Why would I ever want to run Disney? Wouldn't it make more sense just to sell them Pixar and retire?

CEOs make hard decisions; sometimes, the least worst is the right one.

Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.

If the public understands the central bank's views on the economy and monetary policy, then households and businesses will take those views into account in making their spending and investment plans; policy will be more effective as a result.

In my experience, what is often missing between intent and action is the knowledge and the means to actually change the way we do business or make consumer decisions.

In 1980, Atari was bringing in around two billion dollars in revenue and Chuck E. Cheese's some five hundred million. I still didn't feel too bad that I had turned down a one-third ownership of Apple - although I was beginning to think it might turn out to be a mistake.

Our biggest mistakes, were things we didn't do, companies we didn't buy.

When business executives are making the artistic decisions and don't understand animation, things can go awry.

All entrepreneurs make decisions. Some will go right, and some will not go that right.

Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.

Television is a business and, financially speaking, they have decisions and considerations that go far beyond the creative merit of the show. But at the same time, you'd like to believe in a man's word. When he shakes your hand and says he's going to stay with it, and doesn't, it's really frustrating in a way.

As a whole, when it comes to business in general, whether it's buying a building or contract negotiations or whatever it is, you have to take emotions out of it. That's what people forget.

Although feelings are not supposed to intrude on business discussions, they do anyway - we just disguise them as logic.

If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.

We are definitely a team, from each band member to our management/booking agent. I like to be as involved as possible with business decisions, but at a certain point, it's important to me to step aside and let the professionals do their thing.

Who would think of buying or selling a private business because of someone's guess on the stock market? The availability of a quotation for your business interest (stock) should always be an asset to be utilized if desired. If it gets silly enough in either direction, you take advantage of it. Its availability should never be turned into a livability whereby its periodic aberrations in turn formulate your judgements.

Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.

In 'The Apprentice,' they don't re-do shots, it's all one-take. We literally follow the decisions that the candidates make.

You have to do things right to stay in business, and that's not easy, and that's a choice on a daily basis, the choices you make in how to run your business and how to have a point of differentiation and how to be true to your brand, how to offer something that people want and to offer something that you love.

I don't really follow market research. In the end, I respond to my own instincts.

I've had 20 years, 25 years of running business. I've been well trained by a number of amazing organizations and I've got a lot of implicit, subconscious pattern recognition on how to make business decisions.