Discover the most popular and inspiring quotes and sayings on the topic of Subsidiary. Share them with your friends on social media platforms like Facebook, Twitter, or your personal blogs, and let the world be inspired by their powerful messages. Here are the Top 100 Subsidiary Quotes And Sayings by 95 Authors including Shaquille O'neal,Adi Godrej,Michael Eisner,Susan Rice,Sam Walton for you to enjoy and share.
I'm the master marketer.
We own only a small percentage in Omnivore, but we manage it. It is basically a venture capital fund to help newer enterprises and provide them with the funding they require in their early stages of development.
A company that pays attention to the family unit is a successful company. We don't isolate the family. We don't make rides that say, 'Hey mom, dad, you go sit on the bench.'
Thirty years ago, about 80% of a company's assets resided in its plant and equipment, with 20% in the knowledge of its people. Today, the reverse is true. The knowledge of our staff is our principal asset
Share your profits with all your associates, and treat them as partners. In turn, they will treat you as a partner, and together you will all perform beyond your wildest expectations.
Well, there's the water company. I mean, we sell water. And we have water, and it's a very successful, you know, it's a private little water company, and I supply the water for all my places, and it's good. But it's very good.
When we first started the company, I didn't have any thoughts of franchising. We just had company-owned stores.
My business is the analytical framework.
first who... then what" start-up.
Headquarters in the Saddle.
How do you make money? Spinoffs, split-ups, liquidations, mergers and acquisitions.
There is a production and distribution pact, so they help with the production financing and take international territories and do international distribution and marketing.
I have to take responsibility for anything that happened within its businesses.
YOU ARE THE CEO OF YOU
It's the business of your life ... and you're the CEO!
The primary asset of any business is its organization.
I do look at 'Modelland' as a franchise.
I think of my business and investments as extension of my family.
It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
Companies aren't families. They're battlefields in a civil war.
Business has two 'children'. One is called 'loss' and the other 'profit'. No one likes the one called 'loss', but both are indeed there. They are born together.
Legg Mason's structure is misunderstood by the market. Legg Mason has an affiliate model. They own 100% of their affiliates, which are investment managers such as Permal, Western Asset Management, and Royce.
For better or for worse, our company (The News Corporation Ltd.) is a reflection of my thinking, my character, my values.
HartBeat Productions is a company established by me; it's mine. I run it. I have employees.
When you start a company, it's a singular focus. You have the wind at your back.
think they have franchise opportunities available.
Your customers are the customers of other brands who occasionally buy you.
By the end of 1978, we had 11 partners and six franchisees, we were operating in 22 cities, and we had about 6,000 clients. We had left Electronic Accounting Systems and were doing our own processing on our own computers.
A company is known by the people it keeps.
Who owns the NY Post? 20th Century Fox. Talk about vertical integration.
A company like DreamWorks, all we do is make product. That's all we do. We don't own distribution. We are purely in the creation of content.
We have been a fabless semiconductor company for a number of years now.
building the assets of your business.
I was one of the founders in, in that, the three of us all had the, had the founder's stock.
It's my company and I believe in the company that's why I started it.
Company, villainous company, hath been the spoil of me.
From my point of view, what I really like, what I think is really terrific about my work, is that the company's had the opportunity to train literally thousands and thousands of brand new franchisees to successfully run their very first business.
We own 18 percent of just the PC business. Now that's only about 60 percent of our business today.
Our customers are not our competitors. We compete for them, not with them.
We do not view the company itself as the ultimate owner of our business assets but instead view the company as a conduit through which our shareholders own assets.
The franchisees are uniquely in touch at the local level. They see what's going on in their communities in a way we couldn't ever imagine.
I built the business exactly the way my mother built and ran her family. I wanted a replication of the big, happy family I grew up in. I wanted happy people having fun.
Our company is built on people - those who work for us, and those we do business with.
Corporate identity specialists spend their time rechristening other companies, conducting a legal search and a linguistic search to insure that the name is not an insult in another language.
Your customers' customers are your customers.
vice-chancellor's
this was business.
My company created a platform called Modlife, this prepackaged website that runs an artist's website.
Entire families work for Xerox.
If you're trying to create a company, it's like baking a cake. You have to have all the ingredients in the right proportion.
My big problem with corporate structure is this bizarre sense of loyalty you're supposed to feel
towards what is basically a virus. It grows or dies, like any virus. And you use it for your own selfish ends. - source
CEO of People Incorporated,
We ran both the courier service and a detective agency from the same office, and had phone apps for both. Basically, we're Uber for parcels and mysteries.
It's harder than ever to build an enduring company. As soon as a product strikes a nerve with customers, competitors emerge globally because the costs to start are so low.
You are the first brand ambassador of your company
Most accountants will tell you the majority of small businesses run as an S Corporation.
It can be difficult to run your own firm, but the trade off is fewer conflicts and more control.
A small company like Nichia should do niche products.
Does the business have a consistent operating history?
best businesses to own are those in which end markets are growing rather than shrinking. Absent
We're the only major company in the U.S. that is solely in the professional beauty industry. We promised hairdressers when we started that we would stay with them. If I went retail tomorrow then we would be four times our size overnight, but I'm going to be the one guy who kept his word.
Intelligence is the lifeblood of the company
What a pleasure it is to be in business with BASE. I'm impressed with the honesty, integrity and efficiency with which they operate. The next show I do and represent, I will be doing with them all over again.
My Eighth District, like others, counts on these family businesses and their teams working hard to support their families and aid their communities. As retailers, these teams often bring different or unique products to the marketplace.
A company builds its success and becomes popular with its unique appearance and identity
A hierarchy within the hierarchy
Corporations are may lesser commonwealths in the bowels of a greater, like worms in the entrails of a natural man.
Shutterstock's ability to cultivate a healthy and expanding marketplace for both customers and contributors remains a key competitive advantage and a crucial component of our sustained growth.
My father's corporation, the Nero Organization, supplied assassins for hire. Killing was our business, and business had been good for years.
Your business is not hardware. Your business is communications. Your business is access to information.
My expertise is running businesses.
I have to manage and protect my brand. For the details I can always hire people who can knuckle down much better. For that I need people who are different to myself. People who compensate for my weaknesses.
When you're invested in your own business, you're going to run it better. When people are financially responsible for whether their store succeeds, they're going to have that kind of entrepreneurial spirit that's harder to get if headquarters is running things.
Identifying niches and filling them is the bread and butter of the regular interplay between markets and entrepreneurs.
A company has to be like that person who turns his cuffs up a different way, who smokes a certain brand of cigarette, who wears an obscure vintage watch.
My agility is the CEO of the United Global Agility Corporation
I've got a distribution system that goes to 170 countries. If I acquire properly, you know, you may be successful in one or two countries, or one place; I can scale, and that's part of the value that IBM brings.
Hierarchy is an organization with its face toward the CEO and its ass toward the customer.
We are a company that promotes 100% within the company.
No enterprise, small or large, public or private, can remain self-governing, let alone successful, so deeply in hock to others as we are about to be.
In recent years, more and more businesses are shifting from the pipeline structure to the platform structure. In this shift, the simple pipeline arrangement is transformed into a complex relationship in which producers, consumers, and the platform itself enter into a variable set of relationships.
Unusually rapid growth cannot keep up forever; when a company has already registered a brilliant expansion, its very increase in size makes a repetition of its achievement more difficult.
Where we are really well positioned is that we can bring skills to the party. We can fix factories, we can fix operations, and we have a good geographical presence.
We're supposed to be an entrepreneurial company; we're meant to be expanding and looking for opportunities - but the minute you do it, you get your head bashed in.
One of the fundamental missions of a family business is to pass the business to subsequent generations.
We're no longer a small business; we're a large organization spread around the world. I can't imagine Netscape growing as fast as it has if it weren't for the way we use our products.
Our business is all about helping someone - a founder, a CEO - building a great business. It's not about seeing our names in the press.
The product is second to managing the people.
The fate of your company is in the hands of your people. Train them well.
We're still family-owned, which keeps life a whole lot simpler. When my wife and kids and I decide to make a business move, we don't have to ask Wall Street about it.
My office in Milan is in an old factory. I have all my companies here, including Italia Independent and Independent Ideas.
I part-own a bookshop for some strange coincidence of reasons, and it is one of the best things I part-own in my life, or own in my life. I do not know, it just feels great.
THE LAW OF THE CONTRACTION: A brand becomes stronger when you narrow its focus.
Poor firms ignore their competitors; average firms copy their competitors; winning firms lead their competitors.
Build with advocacy, follow with influence. Your employees are your biggest brand advocates.
I've also built my own business, and obviously it's a brand that I've built and it's wholly owned by me and something that certainly my experience observing him and working with him and for him has informed how I make business decisions around my brand. But it's my company.
It is a very competitive business with a lot of smart and hardworking people in it.
Your company needs to sell more than its product. You must also sell your company to employees and investors.
I'm building a large company.
What is your position at the company? Right back.