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Whether you're an entrepreneur, a small business, or a Fortune 500 company, great marketing is all about telling your story in such a way that it compels people to buy what you are selling. That's a constant. What's always in flux, especially in this noisy, mobile world, is how, when, and where the story gets told, and even who gets to tell all of it.
The function of entrepreneurs is to reform or revolutionize the pattern of production by exploiting an invention or, more generally, an untried technological possibility for producing a new commodity or producing an old one in a new way, by opening up a new source of supply of materials or a new outlet for products, by reorganizing an industry and so on.
Once you know what you want and what is important for you to achieve, also define the values associated with it. What is important? That is something a lot of entrepreneurs pass by too quickly. For us, the things that were important were, No. 1, customer success. Nothing is more important to us than making sure every customer is successful in our service.
I spend a lot of my downtime studying different businesses and learning from a lot of entrepreneurs when I'm not playing football. They can help me evaluate different ventures to see if they'll work. I was aggressive with my initial investments, trying to hit a homerun each time. But now, I'm stepping back and being more patient, giving them due diligence.
When you're aware, from a young age, of how something plays in public, it makes you a young entrepreneur, whether you like it or not. I call most teenagers 'young entrepreneurs' because from a young age we're aware that our social media is building our brand. And if, when you're 13, you're concerned with building your brand, then "like" disparities matter.
Entrepreneurship rests on a theory of economy and society. The theory sees change as normal and indeed as healthy. And it sees the major task in society – and especially in the economy – as doing something different rather than doing better what is already being done. This is basically what Say, two hundred years ago, meant when he coined the term entrepreneur.
Designers are optimistic people who are trained to be courageous about the future—and making the future happen. They aren’t always aware of the intricacies of operations and the impacts of the solutions they propose, just like entrepreneurs, but they aren’t afraid of confronting a blank piece of paper (or screen or board) and getting to work making something new.
It's an amazing time to be an entrepreneur because not only is the stuff getting more capable and powerful, but it's becoming more reliable and the costs are coming down dramatically. So you can go out as an entrepreneur and start a company on a credit card and go to AWS and a few other services and be pretty virtual and, who knows, you may be the next Steve Jobs.
You can't get anywhere without incredible passion, because if you're an entrepreneur, there's gonna be a lot of bumps in the road. A great artist has to do their art. There's nothing that can stop them from doing it. They just have to get it out there. It's the same thing for an entrepreneur. If you don't feel that way, then you're probably not really an entrepreneur.
The changes are coming so quickly it's been difficult for workers to retrain themselves and for entrepreneurs to figure out where the next opportunities may be. The catalyst is something called computer learning or artificial intelligence - the ability to feed massive amounts of data into supercomputers and program them to teach themselves and improve their performance.
You can be totally committed to conservative principles - to individual liberty, a market economy, entrepreneurship and lower taxes - and still be a Green Conservative. You can believe that with the sound use of science and technology and the right incentives to encourage entrepreneurs, conservatism can provide a better solution for the health of our planet than can liberalism.
The modern joint stock firm is the outcome of innumerable decisions made by individual entrepreneurs, owners and managers. For these decision makers the choices among alternatives were limited and the outcomes uncertain, but almost always there were choices. Despite the variability of these individual decisions, taken cumulatively they produced clear patterns of institutional change
I had so many other things I could fall back on as an entrepreneur (with multiple businesses). When I finally was true to myself and what I wanted to do - and acting was it - there was nothing else I could think of. I thought "If I fail, I'm falling hard (because) I don't have anything else to fall back on. Am I going to accept that?"...I never looked back. I never (let myself) put it in my mind to fail.
If you cannot sell, you cannot be an entrepreneur. If you cannot sell, you cannot raise money. if the thought of sales terrifies you, get a job at a dept. store and start there. Or get a job with a company like Xerox that requires that you go around to businesses and knock on doors. As your courage increases, you may want to try a company in network marketing or direct sales that is willing to train you.
Even as the government dominates the headlines, private entrepreneurs are busy every day working to improve products and services that improve our lives. They do it without taxing us or regulating us, or making us suffer through tedious elections or political debates. They make their products and offer them to us in a way that pleases the consuming public the most. We can choose whether we want them or not.
It is preferable to regard labour, including, of course, the personal services of the entrepreneur, and his assistants, as the sole factor of production, operating in a given environment of technique, natural resources, capital equipment and effective demand. This is why we have been able to take labour as the sole physical unit which we require in our economic system, apart from units of money and of time.
The pace of change for entrepreneurs is rapidly accelerating, and the cost and risk of launching a new business and getting off the ground is just amazing. The ability to gain user feedback really quickly and adapt to what your consumers want is totally different with the web as it is now. But finding a new market, helping people and taking that original idea and turning it into a business is really exciting right now.
Today, entrepreneurs are at the forefront of a new era in which organizations put talent at the heart of their business models. And they have no choice. Having grown up surrounded by entrepreneurial freedoms, workers expect flexibility. They insist on collaboration. They demand meaning. Creating an environment that brings out the entrepreneurial instincts in your workforce - a worldview we might call "employeeship"- is key.
When Edison first started out with his "crazy" idea for the light bulb, skeptics were unmoved. They called Thomas Edison a con man and taunted him to prove his bulb could really work. Despite the naysayers, Edison pushed on, demonstrating the importance of sticking with his "crazy" idea which would go on to turn him into one of the world's most well-known entrepreneurs. The key here is to fan the foolish fire no matter what!
Artists are just entrepreneurs. It's up to them to figure out how or if they can make a monetary profit from their passion − from their calling, as I discussed above. Sometimes they can. Musicians can sell music, even in the face of piracy. Or they can sell their services − concerts, etc. Painters and other artists can profit in similar ways. A novelist could use kickstarter for a sequel or get paid to consult on a movie version.
If the investors themselves are not sophisticated, if they themselves are not putting a lot of their own money to work, if they themselves don't understand the continuum of capital and how different parts of the capital structures react differently, then they're basically worthless. They're not going to give great advice to these entrepreneurs who then need it. So that is unfortunately the cycle we're in and we have to break the cycle.
We think of prices as simply the notation of how much we must pay for things. But the price system accomplishes far more than that. Hundreds of millions of people buying and selling, and abstaining from buying and selling, generate a system of signals - prices to producers and consumers about relative scarcities and demand. Through this system, consumers can convey to producers their subjective priorities and entrepreneurs can invest accordingly.
Now, in economic crises times, the kind of things you're looking at is it's generally harder to get capital, revenue growth may be more, revenue lines may be unstable or growth may be less easy to predict that you're going to get to. And so what you do is you take a certain conservative approach of when, as all entrepreneurs should do, you plan for both good luck and bad luck, you put extra time on, "Okay, if I have bad luck, what do I do about that?"
The interventionists do not approach the study of economic matters with scientific disinterestedness. Most of them are driven by an envious resentment against those whose incomes are larger than their own. This bias makes it impossible for them to see things as they really are. For them the main thing is not to improve the conditions of the masses, but to harm the entrepreneurs and capitalists even if this policy victimizes the immense majority of the people.
Without a vision there is no possibility of creating something larger than what al-ready exists. An entrepreneur has to be able to bring something to the table through his or her vision that is not being provided by others - a special way of meeting needs, caring for others, treating patients, or marketing. An entrepreneur must have enormous faith. Risk-taking is critical to the development of an enterprise. You will not take risks unless you have the faith to do so.
If you look at the ecosystem, entrepreneurs as a class have gotten younger, younger, and younger. They also as a class have become less and less and less experienced. The good part about that is that you're unlocking this ability to start a company to so many more people. That's an amazing positive. The negative is they're coming to that job with dramatically less experience than they've ever had. So there needs to be someone around the table that can then help them.
Fair Trade is a market-based, entrepreneurial response to business as usual: it helps third-word farmers developing direct market access as well as the organizational and management capacity to add value to their products and take them directly to the global market. Direct trade, a fair price, access to capital and local capacity-building, which are the core strategies of this model, have been successfully building farmers' incomes and self-reliance for more than 50 years.
The brilliant creative core of capitalism ... is the story the entrepreneurs and capital investors tell themselves about the future. How they intend to alter it, what they expect to gain in return, where they will raise the capital to accomplish their vision. Many of their stories turn out to be flawed or mistaken, of course, but the capacity to envision a set of future events and then act to fulfill them is a central source of capitalism's strength and its dominance of society.
A key part of helping startups is providing them with a G/SCORE that measures a company on the path to sustainability. We score companies from around the world and use Knoodle so they can easily sync video and presentations together for a more effective pitch. We send these pitches to judges all around the world and it's critical that we have a flexible tool that is easy to create, easy to deliver, and effective at letting audiences understand the entrepreneur and their innovation.
What does it mean to grow rich? Is it to have red-blooded adventures and to make a ‘fortune,’ which is what brought the whalers and other entrepreneurs north? Or is it, rather, to have a good family life and to be imbued with a far-reaching and intimate knowledge of one’s homeland, which is what the Tununirmiut told the whalers at Pond’s Bay wealth was? Is it to retain a capacity for awe and astonishment in our lives, to continue to hunger after what is genuine and worthy? Is it to live at moral peace with the universe?
Imagine discovering a continent so vast that it may have no end to its dimensions. Imagine a new world with more resources than all our future greed might exhaust, more opportunities than there will ever be entrepreneurs enough to exploit, and a peculiar kind of real estate that expands with development. Imagine a place where trespassers leave no footprints, where goods can be stolen infinite number of times and yet remain in the possession of their original owners, where business you never heard of can own the history of your personal affairs.
The entrepreneurial struggle is the same at basically every stage in the sense that there's maybe slightly less risk but strategic issues are generally always the same. Now there's so much existential risk from another company either being able to compete or to disrupt you in the same way you're disrupting somebody else, an entrepreneur needs a real steady partner who has the ability to start working with them in the Seed or the A and be credible and value-add with strategic advice, and just be backstopped by so much capital that you can do any growth round or even a public round.