Entrepreneur Business Quotes

Persistence. Perfection. Patience. Power. Prioritize your passion. It keeps you sane.

The type of person you are is usually reflected in your business. To improve your business, first improve yourself.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

If there is one trait that your brand must speak of, it is trust.

Your brand must communicate the value that you bring to a working relationship.

If you are going to be in business, you must learn about money: how it works, how it flows, and how to put it to work for you.

The best entrepreneurs know this: every great business is built around a secret that’s hidden from the outside. A great company is a conspiracy to change the world; when you share your secret, the recipient becomes a fellow conspirator.

The most valuable businesses of coming decades will be built by entrepreneurs who seek to empower people rather than try to make them obsolete.

But while my inner voice was clearly telling me I was at my core an entrepreneur, it's inconvenient to decide at twenty-three that you can't really work for other people.

Reading is good, action is better.

Throwing yourself into a job you enjoy is one of the life's greatest pleasures!

Firestarters are flexible. They recognize situational needs and are able to flow into the accessible role identity most relevant to overcome emergent challenges.

if you cannot fail, you cannot learn.

As you consider building your own minimum viable product, let this simple rule suffice: remove any feature, process, or effort that does not contribute directly to the learning you seek.

I want to see a world in which entrepreneurs give time to their visions to reality so that they have more money, more family time, and more support, a world in which they can stop working so hard and start living!

A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.

The vocation of pastor(s) has been replaced by the strategies of religious entrepreneurs with business plans.

Success usually comes to those who are too busy to be looking for it.

Do you know great minds enjoy excellence, average minds love mediocrity and small minds adore comfort zones?

Freedom in any moment is a product of two things: the autonomy you feel and the support for autonomy that the moment allows.

Find something you love and go for it with all your heart. No excuses, no plan B. Never settle for anything less than you know you can do. It will be hard, but I promise it will be worth it.

The most important purpose of any product is to satisfy a customer’s need and not the entrepreneur’s need.

Communication is how entrepreneurs tell their story, which, in turn, should inspire employees to work smart and encourage customers to action.

When in doubt, simplify.

A failed entrepreneur has just passion but a successful one knows how to plan to keep that passion alive.

Your customers are always changing and so are their values, perceptions, and needs. Having up-to-date knowledge about them will help you in satisfying their needs as well as delighting them.

Sometimes they are just undifferentiated hobbies just like what many others have but we forget to see that in our entrepreneurial rush of excitement.

Technology is unavoidable and it’s not about what they feel, it’s about what their customers want.

The lifecycle of a highly successful product is like the curve of a hill. It goes down, up, and then down again.

If people have tasted the convenience, ease, and time-saving effects of a product, they won’t go back.

There is only one valid definition of business purpose: to create a customer.

Firestarters aren’t born lucky. They manufacture it.

to be successful, you have to be out there, you have to hit the ground running

Hard work without a solid plan isn’t likely to get you where you want to be. You need to be teachable; you need to be dedicated, and you need to work smart.

While others were dreaming about it - I was getting it done.

Entrepreneurs must organize their business for success by developing a project management mindset that allows them to plan, build, divide, and conquer.

The big question of our time is not Can it be built? but Should it be built? This places us in an unusual historical moment: our future prosperity depends on the quality of our collective imaginations.

Even though change is an important part of growth, we still face a hard time liking it. We try to resist it for as long as we can before giving up. Not just in our personal lives, but even in our professional lives

Entrepreneurs aren’t looking to go backward. They are looking to go forward, toward their prize of realizing their dreams.

Good brands reflect the histories of the time and the group of people that made them. They can not be copied. They can not be recycled.

Success is not delivering a feature; success is learning how to solve the customer’s problem.

Every entrepreneur faces mediocre moments or points in their careers when they are not meeting their goals. What they do in response to these shortcomings is what either leads them astray or guides them to success.

A true business opportunity is the on that an entrepreneur invents to grow him or herself. Not to work in, but to work on.

Business failures are valuable. When you experience failure as an entrepreneur, make a conscious effort to try to understand everything about how you failed and how the business failed. It'll help you succeed.

You can't force creatives into a box. If you try, they'll no longer be creative. And no one will want your box.

It's tough being an entrepreneur. You gotta be someone that's tough and knows how to bounce back.

The more careful you are, the less you have. The more careful you are, the less motion you cause. When you are willing, you cause motion.

Innovation is a bottoms-up, decentralized, and unpredictable thing, but that doesn’t mean it cannot be managed.

The basic and most fundamental element to business is creating value - creating value for others and making their lives better in some way. If you can do that, put a price on it, communicate it clearly and get it to buyers….. you’re in business.

It's just as great to be an employee as it is to be an entrepreneur. Great employees add immense value to businesses and therefore to markets and to economies. Being an employee is important.

And those who urge entrepreneurs to never give up? Charlatans. Sometimes you have to give up. Sometimes knowing when to give up, when to try something else, is genius. Giving up doesn’t mean stopping. Don’t ever stop. Luck plays a big role. Yes, I’d like to publicly acknowledge the power of luck. Athletes get lucky, poets get lucky, businesses get lucky. Hard work is critical, a good team is essential, brains and determination are invaluable, but luck may decide the outcome. Some people might not call it luck. They might call it Tao, or Logos, or Jñāna, or Dharma. Or Spirit. Or God. Put

Succeeding in business is no easy task, but my approach, backed by many years of experience, can help each unique entrepreneur—including you—clear the fog and take the next logical steps forward toward the realization of their dreams.

Customers don’t care how much time something takes to build. They care only if it serves their needs.

When you walk in silence your excellence will always speak for you.

Don't look for the next opportunity. The one you have in hand is the opportunity.

An entrepreneur is someone who will jump off a cliff and assemble an airplane on the way down.

This is one of the most important lessons of the scientific method: if you cannot fail, you cannot learn.

You need to choose your association according to your vision.

Internet articles can be used to give direction to your research, but the real research will start after that. You can read The New York Times, The Washington Post, Forbes, Economic Times, or Entrepreneur as much as you want but these still can’t replace market research.

Being an investor is very different than being an entrepreneur or businessperson. They require different skill sets. They aren’t the same.

An entrepreneur without funding is a musician without an instrument.

Make something people want and sell that, or be someone people need and sell you.

You just have to make the choice to actually do it. I am so tired of excuses. Why not try something new? Be optimistic, exhibit patience, shut your mouth, and execute.

Incidentally, sir, while we're on the topic of yoga - may I just say that an hour of deep breathing, yoga, and meditation in the morning constitutes the perfect start to the entrepreneur's day. How I would handle the stresses of this fucking business without yoga, I have no idea. Make yoga a must in all Chinese schools - that's my suggestion.

Metcalfe’s law: the value of a network as a whole is proportional to the square of the number of participants. In other words, the more people in the network, the more valuable the network.

There is a limit to how much you can cut but there is no limit to how much you can earn.

If we do not know who the customer is, we do not know what quality is.

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

Excuses are like assholes. Everyone has one, and they all stink.

Apparently, sir you Chinese are far ahead of us in every respect, except that you don’t have entrepreneurs. And our nation, though it has no drinking water, electricity, sewage system, public transportation, sense of hygiene, discipline, courtesy, or punctuality, ‘’does’’ have entrepreneurs. Thousands and thousands of them. Especially in the field of technology. And these entrepreneurs—"we" entrepreneurs—have set up all these outsourcing companies that virtually run America now.

Fail soon so that you can succeed sooner.

No obstacle is so big that one person with determination can't make a difference.

Starting a business is risky. But with every risk, there are substantial rewards. Successful entrepreneurs learn to keep their minds focused on the rewards.

When you walk in distinction, even the photocopying machine can’t replicate your unique quality.

What the average call excellent, the excellent call average.

A dysfunctional society is bad for business. If the society you live in is wasteful or destructive or non-inclusive or inefficient.... It's more difficult to manage a business, and there are less business opportunities available. So every entrepreneur should be concerned about social dynamics and broader society.

Always put your money back into your business.

Today it is cheaper to start a business than tomorrow.

As entrepreneurs, you need to deeply understand your target customers' needs, wants, and pain points.

How you react when your back is against the wall will determine if you see what's actually over the wall.

An idea is not a business. It doesn't matter how wonderful your idea sounds. What matters is the revenue model and how the business is going to earn money consistently, sustainably and abundantly.

Being unafraid of making mistakes makes everything easy for me. Not worrying about what people think frees you to do things, and doing things allows you to win or learn from your loss—which means you win either way. Hear me now: you are better off being wrong ten times and being right three than you are if you try only three times and always get it right.

In order to have a healthy economy, we need both entrepreneurs and employees. We need business of every size and we need people to accept the many jobs offered by those businesses. So it's okay to celebrate entrepreneurship, but let's also celebrate the good things about being an employee.

You get the idea. Every business, like a painting, operates according to its own rules. There are many ways to run a successful company. What works once may never work again. What everyone tells you never to do may just work, once. There are no rules. You don't learn to walk by following rules. You learn by doing, and by falling over, and it's because you fall over that you learn to save yourself from falling over. It's the greatest thrill in the world and it runs away screaming at the first sight of bullet points.

If you want an incredibly passionate, happy, ALIVE business…don’t overcomplicate things. Once all is said and done, the foundational elements of a successful business are very simple: respect, service, value and sales. Comparatively, everything else is froth.

More often than not, that was a tough sell. If you go to a business and tell it you can save it $50,000 per year in labor costs if it eliminates this one job, then your AI product better eliminate that entire job. Instead, what entrepreneurs found was that their product was perhaps eliminating one task in a person’s job, and that wasn’t going to be enough to save their would-be customer any meaningful labor costs. The better pitches were ones that were not focused on replacement but on value. These pitches demonstrated how an AI product could allow businesses to generate more profits by, say, supplying higher quality products to their own customers. This had the benefit of not having to demonstrate that their AI could perform a particular task at a lower cost than a person. And if that also reduced internal resistance to adopting AI, then that only made their sales task easier. The point here is that a value-enhancing approach to AI, rather than a cost-savings approach, is more likely to find real traction for AI adoption.

To be successful, one has to be one of three bees - the queen bee, the hardest working bee, or the bee that does not fit in. One success is inherited, and the the next one is earned. While the last one is self-sought, self-served, and happens on its own terms.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

Social issues impact every business. Whether we're talking about womens health or education or economic equity or climate change or renewable energy... All of these things impact businesses and their ability to profit. And they all present business opportunities also. So there's a lot to consider at the intersection of business and social work. And you can't really care about business without also caring about people's well-being, so every entrepreneur should be a social entrepreneur trying to help other people live better lives in some way.

Both political parties have moved to the right during the neoliberal period. Today’s New Democrats are pretty much what used to be called “moderate Republicans.” The “political revolution” that Bernie Sanders called for, rightly, would not have greatly surprised Dwight Eisenhower. The fate of the minimum wage illustrates what has been happening. Through the periods of high and egalitarian growth in the ‘50s and ‘60s, the minimum wage—which sets a floor for other wages—tracked productivity. That ended with the onset of neoliberal doctrine. Since then, the minimum wage has stagnated (in real value). Had it continued as before, it would probably be close to $20 per hour. Today, it is considered a political revolution to raise it to $15.

One of the newest figures to emerge on the world stage in recent years is the social entrepreneur. This is usually someone who burns with desire to make a positive social impact on the world, but believes that the best way of doing it is, as the saying goes, not by giving poor people a fish and feeding them for a day, but by teaching them to fish, in hopes of feeding them for a lifetime. I have come to know several social entrepreneurs in recent years, and most combine a business school brain with a social worker's heart. The triple convergence and the flattening of the world have been a godsend for them. Those who get it and are adapting to it have begun launching some very innovative projects.

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

There is something indefinable in an entrepreneur, and I saw that in Steve," he said. " He was interested not just in engineering, but also the business aspects. I taught him that if you act like you can do something, then it will work. I told him, " Pretend to be completely in control and people will assume that you are.

In theory, the risk of business failure can be reduced to a number, the probability of failure multiplied by the cost of failure. Sure, this turns out to be a subjective analysis, but in the process your own attitudes toward financial risk and reward are revealed. By contrast, personal risk usually defies quantification. It's a matter of values and priorities, an expression of who you are. "Playing it safe" may simply mean you do not weigh heavily the compromises inherent in the status quo. The financial rewards of the moment may fully compensate you for the loss of time and fulfillment. Or maybe you just don't think about it. On the other hand, if time and satisfaction are precious, truly priceless, you will find the cost of business failure, so long as it does not put in peril the well-being of you or your family, pales in comparison with the personal risks of no trying to live the life you want today. Considering personal risk forces us to define personal success. We may well discover that the business failure we avoid and the business success we strive for do not lead us to personal success at all. Most of us have inherited notions of "success" from someone else or have arrived at these notions by facing a seemingly endless line of hurdles extending from grade school through college and into our careers. We constantly judge ourselves against criteria that others have set and rank ourselves against others in their game. Personal goals, on the other hand, leave us on our own, without this habit of useless measurement and comparison. Only the Whole Life Plan leads to personal success. It has the greatest chance of providing satisfaction and contentment that one can take to the grave, tomorrow. In the Deferred Life Plan there will always be another prize to covet, another distraction, a new hunger to sate. You will forever come up short.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

As anyone who starts a business knows, it is a fantastic race. There is a statistic that hangs over your head - over 90 percent of all new businesses fail in the first three years. For anyone with even a bit of competitive spirit in them, especially for someone who defines himself or herself as an entrepreneur, these overwhelming odds of failure are not intimidating, they only add fuel to the fire. The foolishness of thinking that you're a part of the small minority of those who actually will make it past three years and defy the odds is part of what makes entrepreneurs who they are, driven by passion and completely irrational.

You’re going to go through a time where you’re not going to make any money. It’s not going to be a week, it’s not going to be a month, it’s not going to be one year. It’s going to be years. And during that time, if you don’t love what you do, it’s going to be very hard to stick it out. That is something that people don’t understand when they hear, “Follow your passion.” They hear rainbows, unicorns, bullshit. But the truth of it is that it’s important, because if you don’t enjoy what you’re doing, you’re going to be that much more likely to quit when shit’s hard.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

The cultural Left has contributed to the formation of this politically useless unconscious not only by adopting “power” as the name of an invisible, ubiquitous, and malevolent presence, but by adopting ideals which nobody is yet able to imagine being actualized. Among these ideals are participatory democracy and the end of capitalism. Power will pass to the people, the Sixties Left believed only when decisions are made by all those who may be affected by the results. This means, for example, that economic decisions will be made by stakeholders rather than by shareholders, and that entrepreneurship and markets will cease to play their present role. When they do, capitalism as we know it will have ended, and something new will have taken its place. […] Sixties leftists skipped lightly over all the questions which had been raised by the experience of non market economies in the so-called socialist countries. They seemed to be suggesting that once we were rid of both bureaucrats and entrepreneurs, “the people” would know how to handle competition from steel mills or textile factories in the developing world, price hikes on imported oil, and so on. But they never told us how “the people” would learn how to do this. The cultural Left still skips over such questions. Doing so is a consequence of its preference for talking about “the system” rather than about specific social practices and specific changes in those practices. The rhetoric of this Left remains revolutionary rather than reformist and pragmatic. Its insouciant use of terms like “late capitalism” suggests that we can just wait for capitalism to collapse, rather than figuring out what, in the absence of markets, will set prices and regulate distribution. The voting public, the public which must be won over if the Left is to emerge from the academy into the public square, sensibly wants to be told the details. It wants to know how things are going to work after markets are put behind us. It wants to know how participatory democracy is supposed to function. The cultural Left offers no answers to such demands for further information, but until it confronts them it will not be able to be a political Left. The public, sensibly, has no interest in getting rid of capitalism until it is offered details about the alternatives. Nor should it be interested in participatory democracy –– the liberation of the people from the power of technocrats –– until it is told how deliberative assemblies will acquire the same know-how which only the technocrats presently possess. […] The cultural Left has a vision of an America in which the white patriarchs have stopped voting and have left all the voting to be done by members of previously victimized groups, people who have somehow come into possession of more foresight and imagination than the selfish suburbanites. These formerly oppressed and newly powerful people are expected to be as angelic as the straight white males were diabolical. If I shared this expectation, I too would want to live under this new dispensation. Since I see no reason to share it, I think that the left should get back into the business of piecemeal reform within the framework of a market economy. This was the business the American Left was in during the first two-thirds of the century. Someday, perhaps, cumulative piecemeal reforms will be found to have brought about revolutionary change. Such reforms might someday produce a presently unimaginable non market economy, and much more widely distributed powers of decision making. […] But in the meantime, we should not let the abstractly described best be the enemy of the better. We should not let speculation about a totally changed system, and a totally different way of thinking about human life and affairs, replace step-by-step reform of the system we presently have.