Sustainable Business Model Quotes

In Indian companies, people aren't too worried about the pace of growth as long as you're setting up a business which will survive for years.

The biggest challenge is that when people look at low price point products, they essentially invest less money in development, innovation, and new technology. And in order to innovate at a lower price point, and make sustainability attainable to the masses, you have to invest more. But that's counterintuitive for a lot of businesses.

I don't put Tesla in the Amazon category. They have not proved to me that, as a financial model and an economic model, it is going to work.

What we are trying to do is to create a new business paradigm, simply showing that business can have a human face and a social conscience.

I can honestly say that TOMS is my future. I mean I have no desire to start any other company for as long as I live because this is the perfect blend of business and philanthropy to me.

A business that makes nothing but money is a poor business.

I'm pro-business! But business ought to make its own money.

We've done price elasticity studies, and the answer is always that we should raise prices. We don't do that, because we believe -- and we have to take this as an article of faith -- that by keeping our prices very, very low, we earn trust with customers over time, and that that actually does maximize free cash flow over the long term.

Simply put: we don't build services to make money; we make money to build better services.

What you want to do, particularly when you're dealing with a professional sports league and franchises and people's passionate commitment to the game and for the team they root for is, it has to be sustainable.

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 have a real kind of fundamental philosophical belief that movies are better if everyone gets paid when they work, and if they don't work, the people who worked on them make a little bit of money, and the people who finance them, they lose, but they don't lose too much. I believe that that creates better work.

When we first showed the Karma in January 2008, we had barely started the company.

We've always actually been remarkably commercially successful. Not in terms of making huge amounts of money, which we rarely do, but in terms of not losing money and making modest amounts of money. We're actually strangely consistent in that respect.

The fastest way to get kicked out of a venture capitalist's office is to say that you want to build a business that grows steadily, focuses on employees, and creates wealth over the long term. Entrepreneurs with such ambitions are considered pariahs.

The success of the Starbucks has been based on this balance between profitability and a social conscience. Everywhere we're doing business, were trying to manage the business through the lens of humanity.

You can't operate a business running at a loss, and particularly if you're doing it by paying yourselves. It just doesn't fly.

Is it possible to run a big industrial corporation in a benevolent fashion? We see these days that even the hippest companies hide some rotten practices to make their profit margins work.

You cannot exist as a $20 billion company with speculation.

We all remember the tech bubble of the late '90s, but companies like Amazon survived. Wherever there's strong, enduring value, it can last through that kind of turmoil.

We were very focused on becoming profitable from a very early time, which was not true of most companies in the bubble

How do you actually green the supply chain is a challenge. The easier part is to do what we do; the difficult part is to get all your clients to long process will take time.

The downfall of the industry seems to actually be good for art. I think the industry will find their way once the focus shifts from its greed-based origins, downsizes, and begins to support creative visions that speak to our times and shifting ideals.

If we are going to be able to create a new economic vision, companies will need to rethink every aspect of their operations; their bottom lines, ownership structures, demands on financial returns, how they raise capital. For example, an ethical company would say it should only take a fair share of the planet's resources and campaign on this.

When you are skinning your customers, you should leave some skin on to grow again so that you can skin them again.