Businessman Short Quotes

Consider it this way: what would you say if a blond homecoming queen fell in love with a short Japanese businessman? He treats her cruelly, then goes home for three years, during which time she prays to his picture and turns down marriage from a young Kennedy. Then, when she learns he has remarried, she kills herself. Now I believe you should consider this girl to be a deranged idiot, correct? But because it's an Oriental who kills herself for a Westerner–ah!–you find it beautiful.

It is worth saying something about the social position of beggars, for when one has consorted with them, and found that they are ordinary human beings, one cannot help being struck by the curious attitude that society takes towards them. People seem to feel that there is some essential difference between beggars and ordinary 'working' men. They are a race apart--outcasts, like criminals and prostitutes. Working men 'work', beggars do not 'work'; they are parasites, worthless in their very nature. It is taken for granted that a beggar does not 'earn' his living, as a bricklayer or a literary critic 'earns' his. He is a mere social excrescence, tolerated because we live in a humane age, but essentially despicable. Yet if one looks closely one sees that there is no ESSENTIAL difference between a beggar's livelihood and that of numberless respectable people. Beggars do not work, it is said; but, then, what is WORK? A navvy works by swinging a pick. An accountant works by adding up figures. A beggar works by standing out of doors in all weathers and getting varicose veins, chronic bronchitis, etc. It is a trade like any other; quite useless, of course--but, then, many reputable trades are quite useless. And as a social type a beggar compares well with scores of others. He is honest compared with the sellers of most patent medicines, high-minded compared with a Sunday newspaper proprietor, amiable compared with a hire-purchase tout--in short, a parasite, but a fairly harmless parasite. He seldom extracts more than a bare living from the community, and, what should justify him according to our ethical ideas, he pays for it over and over in suffering. I do not think there is anything about a beggar that sets him in a different class from other people, or gives most modern men the right to despise him. Then the question arises, Why are beggars despised?--for they are despised, universally. I believe it is for the simple reason that they fail to earn a decent living. In practice nobody cares whether work is useful or useless, productive or parasitic; the sole thing demanded is that it shall be profitable. In all the modem talk about energy, efficiency, social service and the rest of it, what meaning is there except 'Get money, get it legally, and get a lot of it'? Money has become the grand test of virtue. By this test beggars fail, and for this they are despised. If one could earn even ten pounds a week at begging, it would become a respectable profession immediately. A beggar, looked at realistically, is simply a businessman, getting his living, like other businessmen, in the way that comes to hand. He has not, more than most modem people, sold his honour; he has merely made the mistake of choosing a trade at which it is impossible to grow rich.

You pompous little bitch!” the infuriated Were shouted, red-faced and with his thugs backing him. “What are you doing here?” Mrs. Sarong pushed past the men who had put themselves in front of her. “Arranging your removal,” she said, her voice sharp and her eyes glaring. Removal? As if he were an overgrown tree clogging the sewer line? The short businessman seemed to choke on his own breath, becoming choleric. Mouth gaping to look like one of his prize fish, he struggled to respond. “Like hell you are!” he finally managed. “That’s what I wanted to talk to her about!” From my shoulder came a small, “Holy crap, Rache. How did you become Cincy’s assassin of choice?

But I’m a businessman, and I learned a lesson from that experience: good publicity is preferable to bad, but from a bottom-line perspective, bad publicity is sometimes better than no publicity at all. Controversy, in short, sells.

at Dunkin’ Donuts, how did we move our anchor to Starbucks? This is where it gets really interesting. When Howard Shultz created Starbucks, he was as intuitive a businessman as Salvador Assael. He worked diligently to separate Starbucks from other coffee shops, not through price but through ambience. Accordingly, he designed Starbucks from the very beginning to feel like a continental coffeehouse. The early shops were fragrant with the smell of roasted beans (and better-quality roasted beans than those at Dunkin’ Donuts). They sold fancy French coffee presses. The showcases presented alluring snacks—almond croissants, biscotti, raspberry custard pastries, and others. Whereas Dunkin’ Donuts had small, medium, and large coffees, Starbucks offered Short, Tall, Grande, and Venti, as well as drinks with high-pedigree names like Caffè Americano, Caffè Misto, Macchiato, and Frappuccino. Starbucks did everything in its power, in other words, to make the experience feel different—so different that we would not use the prices at Dunkin’ Donuts as an anchor, but instead would be open to the new anchor that Starbucks was preparing for us. And that, to a great extent, is how Starbucks succeeded. GEORGE, DRAZEN, AND I were so excited with the experiments on coherent arbitrariness that we decided to push the idea one step farther. This time, we had a different twist to explore. Do you remember the famous episode in The Adventures of Tom Sawyer, the one in which Tom turned the whitewashing of Aunt Polly’s fence into an exercise in manipulating his friends? As I’m sure you recall, Tom applied the paint with gusto, pretending to enjoy the job. “Do you call this work?” Tom told his friends. “Does a boy get a chance to whitewash a fence every day?” Armed with this new “information,” his friends discovered the joys of whitewashing a fence. Before long, Tom’s friends were not only paying him for the privilege, but deriving real pleasure from the task—a win-win outcome if there ever was one. From our perspective, Tom transformed a negative experience to a positive one—he transformed a situation in which compensation was required to one in which people (Tom’s friends) would pay to get in on the fun. Could we do the same? We

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

THE PROPHET (570-632) During the month of Ramadan in 610 C.E., an Arab business-man had an experience that changed the history of the world. Every year at this time, Muhammad ibn Abdallah used to retire to a cave on the summit of Mount Hira, just outside Mecca in the Arabian Hijaz, where he prayed, fasted and gave alms to the poor. He had long been worried by what he perceived to be a crisis in Arab society. In recent decades his tribe, the Quraysh, had become rich by trading in the surrounding countries. Mecca had become a thriving mercantile city, but in the aggressive stampede for wealth some of the old tribal values had been lost.

There was once a businessman who was sitting by the beach in a small Brazilian village. As he sat, he saw a Brazilian fisherman rowing a small boat toward the shore having caught quite a few big fish. The businessman was impressed and asked the fisherman, “How long does it take you to catch so many fish?” The fisherman replied, “Oh, just a short while.” “Then why don’t you stay longer at sea and catch even more?” The businessman was astonished. “This is enough to feed my whole family,” the fisherman said. The businessman then asked, “So, what do you do for the rest of the day?” The fisherman replied, “Well, I usually wake up early in the morning, go out to sea and catch a few fish, then go back and play with my kids. In the afternoon, I take a nap with my wife, and [when] evening comes, I join my buddies in the village for a drink—we play guitar, sing and dance throughout the night.” The businessman offered a suggestion to the fisherman. “I am a PhD in business management. I could help you to become a more successful person. From now on, you should spend more time at sea and try to catch as many fish as possible. When you have saved enough money, you could buy a bigger boat and catch even more fish. Soon you will be able to afford to buy more boats, set up your own company, your own production plant for canned food and distribution network. By then, you will have moved out of this village and to São Paulo, where you can set up an HQ to manage your other branches.” The fisherman continues, “And after that?” The businessman laughs heartily. “After that, you can live like a king in your own house, and when the time is right, you can go public and float your shares in the Stock Exchange, and you will be rich.” The fisherman asks, “And after that?” The businessman says, “After that, you can finally retire, you can move to a house by the fishing village, wake up early in the morning, catch a few fish, then return home to play with [your] kids, have a nice afternoon nap with your wife, and when evening comes, you can join your buddies for a drink, play the guitar, sing and dance throughout the night!” The fisherman was puzzled. “Isn’t that what I am doing now?

The stone is not a plaything for little girls, Camille.” He hardened his stare. She tried to keep her eyes equally fierce. “The path to the stone is said to be riddled with traps, endless holes in the earth where you fall forever. Deep caves shelter a species of enormous beasts that protect the stone. Men who set out to find it are usually never seen again.” She sat back, surprised by his intensity and passion. “Well, then,” she said, and watched him puff out his chest victoriously. “I do hope you set out to find it.” He glowered at her. “Oh, I most certainly will. The map and stone will be mine.” Camille stood, pushing her chair back. “It looks like you have some competition, then. I won’t give up until I’ve brought my father back to life.” McGreenery flashed his white smile and roared with laughter. “Bring him back? Oh yes, you would actually use the stone.” She lifted her chin. “And you wouldn’t?” He laughed at her again. “Dear child, you don’t know a thing about it, do you? You don’t have the faintest clue how the stone will work. If you think this is some short journey without risks or sacrifices, you should sail home right now. The magic of that stone is but a fraction of the everlasting power it leads to. A clever businessman would sell that power to the highest bidder.

Engine room fire alarm’?” Rusty said. There was a moment of confusion before it kicked in. “ENGINE ROOM FIRE ALARM?” * * * “What the hell is that sound?” Harvey Tharpe said, rubbing his eyes as he opened the cabin door. Being on this yacht was better than being on the lifeboat but not much. They were packed in like sardines. There was food but being woken up in the middle of the night by a blaring “Squeee! Squeee! ” was not his idea of fun. The former businessman had been “robust” before being cast adrift on a lifeboat in a zombie apocalypse. He still had his height and some solidity. So he was more than a bit surprised when the short, blonde skipper of the boat, wearing not much more than a camisole and panties smashed him out of the way like an NFL linebacker on her way aft. “MOVE PEOPLE!” the boat captain shouted, continuing to hammer her way through the crowd of refugees. * * * “Fuck a freaking duck,” Sophia said, opening the door to the engine compartment. The smoke wasn’t so bad she needed a respirator but it was bad. And they were dead in the water. All the power except the shrieking alarm was out. She threw the main battery disconnect, then picked up one of the industrial fire extinguishers and played it over the exterior of the main breakers which were the source of the fire. “Skipper?” Paula said, picking another one up. “We need to get it open before we use them all up,” Sophia said, putting her hand on the extinguisher. “Get Rusty to get all the passengers up, out and on the sundeck.” She slid one hand into a rubber glove and popped open the main breaker panel. The whole thing was smoldering so she played the rest of the fire extinguisher over it until it was cold. A tick checker showed that the whole thing was electrically cold as well. Now if only the batteries hadn’t discharged their whole load into the panel and killed themselves as well. “What can I do, Skipper?” Patrick said groggily. The “engineer” was wearing not much more than the skipper. “Get a hand-held,” Sophia said. “See if there’s a sub in range. Tell them we had a major electrical fire. Fire is under control. No power at this time. May be repairable but we may need assistance. Don’t at this time but may. Got it? Do not call mayday or PON-PON. Do not.” “Got it, Skipper,” Patrick said. “And get these people the HELL OUT OF MY ENGINE COMPARTENT!

In order to make way for one of the world’s most luxurious buildings…’ Even though the publicity was almost entirely negative, there was a great deal of it, and that drew a tremendous amount of attention to Trump Tower. Almost immediately we saw an upsurge in the sales of apartments. I’m not saying it’s a good thing, and in truth it probably says something perverse about the culture we live in. But I’m a businessman, and I learned a lesson from that experience: good publicity is preferable to bad, but from a bottom-line perspective, bad publicity is sometimes better than no publicity at all. Controversy, in short, sells.

There is nothing quite like a real political whiz. Some adopt an inscrutable, almost somnolent demeanour and make you beg for their wisdom, while others come at you like a whirlwind. The effect in both cases is the same: even when you think they must be extracting certitude from guesses or cucumbers from sunbeams, you are captive, not only to the verbal artistry but to the weight of the movement, the sense that on these matters to which you are now privy the course of history depends, Politics being civil war by other means, it is fought with the same volumes of smoke and passion and ruthless brutality, and it leaves some of the same psychic wounds. All political environments - democratic, republican and monarchical - have this much in common: it is never more than a short walk in any direction to find someone who disagrees with the last person you spoke to, or who envies or disapproves or wants to thwart him, or who feels thwarted, threatened or misused by him. As our conversation in the Four Seasons concluded, my friend stubbed out the butt of his cigar. I still had three inches to smoke. I left with it and later that evening I met a consultant, also from the Democratic side, who tried to put me wise to the first man’s failings. To be frank, I was left not knowing whom to believe. The consultant told me that these days he thinks it impossible for the US political system to throw up people or parties of true character, vision or integrity. (A businessman from the Republican side once told me the same thing.) Rather, the system is now ideal for hacks, ‘yes men’ and fodder for lobbyists. Political thinking has become institutionalised and incapable of solving the country’s problems. The press has lost character in proportion to the politician, and accepts their values and arguments almost without question. He thought universal national service with a non-military option might be one way to spread the burden and rekindle a sense of shared responsibility.

So in 2013, Patagonia launched a venture capital fund to invest in environmentally and socially responsible for-profit start-ups. We wanted to apply the many lessons we have learned in trying to conduct our business more responsibly to applications beyond the outdoor apparel industry. We were willing to sacrifice short-term returns for long-term financial and environmental gains. Tin Shed Ventures serves as a vehicle for the third pillar of Patagonia’s mission statement: “ . . . use business to inspire and implement solutions to the environmental crisis.” But it also serves to do good in the world: providing funding for people who have business ideas that could help solve the environmental crisis. It is really the small private businesses we hope to influence. It is the tens of thousands of young people who dream of owning their small farm someday. All of us working together can create the change that we need.

I have decided that picking out the obvious thing presupposes analysis, and analysis presupposes thinking, and I guess Professor Zeublin is right when he says that thinking is the hardest work many people have to do, and they don’t like to do any more of it than they can help. They look for a royal road through some short cut in the form of a clever scheme or stunt, which they call the obvious thing to do; but calling it doesn’t make it so. They don’t gather all the facts and then analyze them before deciding what really is the obvious thing and thereby they overlook the first and most obvious of all business principles.

Our attachments to whom we think we’re supposed to be are like chains around our necks. Our identities get wrapped up in the external roles, titles, and accomplishments that we put value on … A wealthy businessman values how much he’s worth financially. A research scientist values the cure she is working on. A writer values the books he writes and publishes. In my case, I valued how much social change I could create through my advocacy for women’s rights and my humanitarian work. At first, it might seem that one pursuit or identity is more valuable than another. Surely, the cure for a disease is more important than how many books an author sells. Surely, creating social change that improves thousands—if not millions—of lives is more important than increasing the wealth of one individual. At a fundamental level, though, no matter what our vocation is, our accomplishments are where we find our core self-value and feel affirmed. Attachments are attachments, I realized, no matter who we are or what we identify with. When we value ourselves because of what we accomplish and how much we accomplish, our souls are forever held hostage to these attachments. No matter how much we do, how many dollars we accumulate, cures we discover, books we sell, or people we help, it is never going to be enough to permanently fulfill us.… I was completely identified with my work, and in my own mind, I could never be successful enough at it. That was a very big chain around my soul, a huge weight on my being. Realizing this was like cutting the umbilical cord to my shame.… One short silent retreat couldn’t instantly change the shape of my life—or my mind. It had just given me a taste of what freedom from attachments could be like. It was like tasting chocolate for the first time: we can’t describe how good it tastes until we’ve actually tasted it, and then we can’t ever forget that taste. Now that I had seen the source of my pain and the route to my freedom, I had a clear path to follow. As Zainab’s story so powerfully illustrates, we can learn to recognize assumptions for the thoughts that they are, rather than cleaving to them as an ultimate defining reality we’re bound to. We get to choose, “Do I want to take this to heart or let it go?” EXPANSION

I’m a businessman, and I learned a lesson from that experience: good publicity is preferable to bad, but from a bottom-line perspective, bad publicity is sometimes better than no publicity at all. Controversy, in short, sells.

Initially Tories regarded the 1918 franchise with deep apprehension – none more so than Stanley Baldwin, the shrewd, bluff Worcestershire businessman who was party leader for fourteen years from 1923 to 1937 and prime minister on three occasions (1923–4, 1924–9 and 1935–7). Although the family's iron and steel business made Baldwin a very wealthy man, his approach to both business and politics was paternalistic and inclusive – in short, a ‘One Nation’ Tory. And from his mother's more cultured family (the painter Edward Burne-Jones was an uncle and Rudyard Kipling one of his cousins) Baldwin derived a keen, often romanticized sense of England's heritage

The academic economist never really knows what makes a businessman tick, why he wants sometimes to gamble on an investment project and why he sometimes prefers liquidity and cash. Maynard understood because he was a gambler himself and felt the gambling or liquidity instincts of the business man. He once said to me, ‘Remember, Nicholas, that business life is always a bet.