If something's a high-margin product, I understand its importance to the store.
We've grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good.
While I remain disappointed with our topline development in 2016, we continue to expect our performance to improve in 2017 and see the potential for margin expansion in 2017 and beyond, as market conditions improve and our sales transformation programs gain further traction.
You can be far more aggressive when you're making good profits.
My investors expect me to maximize profits.
A manager may be tough and practical, squeezing out, while the going is good, the last ounce of profit and dividend . . .
Leave no stone unturned to help your clients realize maximum profits from their investment.
Should you protect profits? Yes. But run for the hills? No.
The value that some analysts put on revenue vs. what they put on profit is out of whack. If you can grow real cash earnings, that's 80% of what you ought to do, and the revenue component is 20%.
From the Olympian heights of an executive suite, in an atmosphere where your success is judged by the extent to which you can maximise profits, the overwhelming tendency must be to see people as units of production, as indices in your accountants' books.
When you raise prices, you've got to make sure you get it to the bottom line. You can fritter it away because of the way you're running the business, with maybe not a totally disciplined approach.
For the most part, earnings and market value growth are a result of reduced expenses.
The owner of a company with supertight margins - say, a restaurant, retailer, or producer of commodity goods - would be a fool not to keep a close eye on the numbers. But when I make big decisions, numbers are seldom, if ever, the tiebreaker.
Profit or perish... There are only two ways to make money: increase sales and decrease costs.
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.
If you're not out testing what's complementary to your brand, you're not making the most of your income potential.
If someone is doing that, saving the customer money, is making a profit so bad?
Any business owner can tell you that if their company isn't performing profitably and up to standards, one of two things will happen: either you make changes to improve its efficiency, or a competitor will drive you out of business. Market forces have a way of cutting to the chase rather quickly.
We have multiple businesses, and obviously we want every one to stand on its own, and what you don't want to do is manage one business from the profit of the other one.
Always keep in mind that poker is about limiting your losses and maximizing your gains on every hand you play.
We want to be the volume number one, but also we want to have 8 percent in operating profit.
