Entrepreneurial Success Quotes

We've searched our database for all the quotes and captions related to Entrepreneurial Success. Here they are! All 100 of them:

The type of person you are is usually reflected in your business. To improve your business, first improve yourself.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
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.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
Money is always eager and ready to work for anyone who is ready to employ it.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
Success in life is not for those who run fast, but for those who keep running and always on the move.
Bangambiki Habyarimana (Pearls Of Eternity)
While others were dreaming about it - I was getting it done.
Nathan W. Morris
The bigger the 'why' the easier the 'how'.
Jim Rohn
An entrepreneur is a man who knows he can fail, but he does not accept to fail before he actually fails, and when he fails he learns from his errors and moves on.
Bangambiki Habyarimana (Pearls Of Eternity)
The greatest threat to a robust, autonomous civil society is the ever-growing Leviathan state and those like Obama who see it as the ultimate expression of the collective. Obama compounds the fallacy by declaring the state to be the font of entrepreneurial success. How so? It created the infrastructure - roads, bridges, schools, Internet - off which we all thrive. Absurd. We don't credit the Swiss postal service with the Special Theory of Relativity because it transmitted Einstein's manuscript to the Annalen der Physik.
Charles Krauthammer (Things That Matter: Three Decades of Passions, Pastimes and Politics)
What I'm getting at here is that you can be entrepreneurial without being an entrepreneur. Entrepreneurial people are passionate about what they do, comfortable taking risks, and quick at moving on from failures.
Sophia Amoruso (#Girlboss)
The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.
Jay Samit (Disrupt You!: Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation)
A new week means new goals. New goals means new success. No goals mean no success and no success means a wasted week.
Onyi Anyado
Building a family is an entrepreneurial experience.
Richie Norton
Your confidence, competence and belief will sustain you through the fear, uncertainty and doubt you will face. Knowing with everything you are, that you can do it.
Sarah Gerdes (The Overlooked Expert)
To be successful, innovation is not just about value creation, but value capture.
Jay Samit (Disrupt You!: Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation)
Success doesn't teach as many lessons as failure
Jay Samit
Building a family is an entrepreneurial experience. No doubt about it. The family is the greatest and most important enterprise on earth. Lead yours with passion and joy!
Richie Norton
Be brave enough to try something new; you might just succeed.
Stacey Kehoe
REAL Entrepreneurs will be the one's who change the world for the better. Governments must become PUBLIC servants to create the best context and mindsets for people to succeed. We need to ReThink Entrepreneurial success and the role of Public Service in supporting that... or we, and our children, will pay the ultimate price.
Tony Dovale
The Art of Earning a Living requires a great deal of self-inquiry into what, exactly, the difference you want to make is, and also a lot of creative, entrepreneurial problem solving to figure out how you could make decent money while making that difference.
Michael Ellsberg (The Education of Millionaires: Everything You Won't Learn in College About How to Be Successful)
Transforming the complex to the simple is pure genius.
Doris P. Johnson
The five essential entrepreneurial skills for success are concentration, discrimination, organization, innovation, and communication
Michael Faraday
Does your story inspire you? If not, it's time to change it.
Apostolos Pliassas
Every single part of our entrepreneurial journey will begin as an idea that will only become reality when we show up and bring it into the world.
Carrie Green (She Means Business: Turn Your Ideas into Reality and Become a Wildly Successful Entrepreneur)
According to Aman Mehndiratta, Persuasion of the idea and planning the strategy is the key activity for every business not only for the entrepreneurial business. But there goes an extra emphasis on the business started as an entrepreneurship. As here, everything including decisions, responsibilities, failures, success, appreciation, and criticism belongs to you only. Proper strategy and planning are necessary if one wants to avoid the future risks.
Aman Mehndiratta (Aman Mehndiratta)
...successful research doesn't depend on mathematical skill, or even the deep understanding of theory. It depends to a large degree on choosing an important problem and finding a way to solve it, even if imperfectly at first. Very often ambition and entrepreneurial drive, in combination, beat brilliance.
Edward O. Wilson (Letters to a Young Scientist)
The 5 Clues to Spotting the Next Starbucks They permanently change people's habits. They're copycats. Their success is validated by the competition. They are driven by the founder's vision and passion. They have superb entrepreneurial management and execution.
Mark Tier (How to Spot the Next Starbucks, Whole Foods, Walmart, or McDonald's BEFORE Its Shares Explode)
Be prepared for twists and turns on the road to success.
J.P. Stonestreet
A negative mind will never find success. I have never heard a positive idea come from a person in a negative state.
Jay Samit (Disrupt You!: Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation)
The most successful people have the same twenty-four hours in a day that you do.
Jay Samit
Seth Godin, in his 2005 book, All Marketers Are Liars, wrote that “all marketing is about telling stories . . . painting pictures that they (customers) choose to believe.”8
John Bradberry (6 Secrets to Startup Success: How to Turn Your Entrepreneurial Passion into a Thriving Business)
An entrepreneur is not deterred by his lack of perfection, he knows no one else is
Bangambiki Habyarimana (Pearls Of Eternity)
Don't be afraid to step into the spotlight! Your time to shine will be determined by you!
Tommy Swanhaus (Amplify Your Marketing, Career, and Company: The Entrepreneurial Journey of The Creative Genius - Tommy Swanhaus)
Your Core Values are the "glue" that holds your business together.
Doris P. Johnson
It's more difficult, you know, to bring about positive change than it is to make money. It's much easier to make money, because it's a much easier way to measure success — the bottom line. When it comes to social consequences, they've got all different people acting in different ways, very difficult to even have a proper criterion of success. So, it's a difficult task. Why not use an entrepreneurial, rather than a bureaucratic, approach. As long as people genuinely care for the people they're trying to help, they can actually do a lot of good.
George Soros
The simplest way to learn about a market is the old-fashioned way. Get out and talk to people whose opinions you trust: potential customers, industry colleagues, and respected competitors.
John Bradberry (6 Secrets to Startup Success: How to Turn Your Entrepreneurial Passion into a Thriving Business)
I saw the figure of 178 Billion wasted/stolen from the people of a country by its corrupt and inept government. Such a figure could truly transform the entire country; education, health, roads, schooling, entrepreneurial environment... of millions of people, rather than be secreted away as a few more 0000's in global bank accounts for the greeders. We need to Rethink Public Service, Values, Ethics and Leadership.
Tony Dovale
Above all, we know that an entrepreneurial strategy has more chance of success the more it starts out with the users – their utilities, their values, their realities. An innovation is a change in market or society. It produces a greater yield for the user, greater wealth-producing capacity for society, higher value or greater satisfaction. The test of an innovation is always what it does for the user. Hence, entrepreneurship always needs to be market-focused, indeed, market-driven.
Peter F. Drucker (Innovation and Entrepreneurship (Routledge Classics))
Regardless of whether one subscribes to the aims of the four movements whose stories we have told, there is much to appreciate about them as movements. They have overcome schisms; disbandment; leadership scandals; and/or the deaths of their founders. They have developed a highly innovative strategy—bypassing the state—to overcome the obstacles that their ideological strictness; ambitious agendas; and reluctance to compromise present. They have shown a strong entrepreneurial spirit in building effective social service agencies, medical facilities, schools, and businesses that often put the state’s efforts to shame. While they are not the Christian militias, al-Qaeda cells, or Jewish extremist groups whose terrorism has attracted much attention, the Muslim Brotherhood, Shas, Comunione e Liberazione, and the Salvation Army, with their strategy of rebuilding society, one institution at a time, may well prove more successful in sacralizing their societies than movements that use violence.
Robert V. Robinson (Claiming Society for God: Religious Movements and Social Welfare)
People know us best for our entrepreneurial success as the founders of Three Dog Bakery; what they don’t know is that we owe it all to a gigantic deaf dog named Gracie. But even though Gracie sowed the seeds of our success, this isn’t a book about “making it.” This is the story of a dog who was born with the cards stacked against her, but whose passionate, joyful nature helped her turn what could have been a dog’s life into a victory of the canine spirit—and, in the process, save two guys who thought they were saving her.
Dan Dye (Amazing Gracie: A Dog's Tale)
The entrepreneur of the world handles difficult situations with stress, worry and frustration relying only on the knowledge they have access to. The entrepreneur with God’s favor has an omniscient presence living inside and is blessed to have answers and solutions to tough problems flow directly to them. Having the favor of God resting on you is a wonderful position to be in, CEO! He has strategically placed us in this entrepreneurial army, not only to defeat the enemy and his advances, but to also go above-and-beyond, reaching success that few obtain.
V.L. Thompson (CEO - The Christian Entrepreneur's Outlook)
Successful research doesn't depend on mathematical skill, or even the deep understanding of theory. It depends to a large degree on choosing an important problem and finding a way to solve it, even if imperfectly at first. Very often ambition and entrepreneurial drive, in combination, beat brilliance.
Edward O. Wilson (Letters to a Young Scientist)
The mighty Toyota Company was born from the ashes of a failed weaving business. And perhaps you have heard of Wrigley’s gum? William Wrigley started off his company trying to sell baking soda and soap, but he never turned a profit, and so he turned to making and selling chewing gum instead. These men share one thing in common—they were open to change and they listened to their intuition. Sometimes we hear a whisper in the air that guides us positively. This whisper we hear, it is not passive—it is a response to our own enthusiasm, passion, and commitment. We put in the effort and we get back a divine message. Call it inspiration if you want. Call it an entrepreneurial muse. But it feels and sounds like a whisper in your soul. If you hear it, listen to it. You must be willing to change course when it tells you to.
Daniel Lapin (Business Secrets from the Bible: Spiritual Success Strategies for Financial Abundance)
Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
But, although the future is unknowable, it is not unimaginable. As Ludwig von Mises put it: “The entrepreneurial idea that carries on and brings profit is precisely that idea which did not occur to the majority. It is not correct foresight as such that yields profits, but foresight better than that of the rest. The prize goes only to the dissenters, who do not let themselves be misled by the errors accepted by the multitude.”6
Charles G. Koch (Good Profit: How Creating Value for Others Built One of the World's Most Successful Companies)
The literature is full of discussions of these questions; full of stories of the ‘entrepreneurial personality’ and of people who will never do anything but innovate. In the light of our experience – and it is considerable – these discussions are pointless. By and large, people who do not feel comfortable as innovators or as entrepreneurs will not volunteer for such jobs; the gross misfits eliminate themselves. The others can learn the practice of innovation. Our experience shows that an executive who has performed in other assignments will do a decent job as an entrepreneur. In successful entrepreneurial businesses, nobody seems to worry whether a given person is likely to do a good job of development or not. People of all kinds of temperaments and backgrounds apparently do equally well. Any young engineer in 3M who comes to top management with an idea that makes sense is expected to take on its development.
Peter F. Drucker (Innovation and Entrepreneurship (Routledge Classics))
Equity financing, on the other hand, is unappealing to cooperators because it may mean relinquishing control to outside investors, which is a distinctly capitalist practice. Investors are not likely to buy non-voting shares; they will probably require representation on the board of directors because otherwise their money could potentially be expropriated. “For example, if the directors of the firm were workers, they might embezzle equity funds, refrain from paying dividends in order to raise wages, or dissipate resources on projects of dubious value.”105 In any case, the very idea of even partial outside ownership is contrary to the cooperative ethos. A general reason for traditional institutions’ reluctance to lend to cooperatives, and indeed for the rarity of cooperatives whether related to the difficulty of securing capital or not, is simply that a society’s history, culture, and ideologies might be hostile to the “co-op” idea. Needless to say, this is the case in most industrialized countries, especially the United States. The very notion of a workers’ cooperative might be viscerally unappealing and mysterious to bank officials, as it is to people of many walks of life. Stereotypes about inefficiency, unprofitability, inexperience, incompetence, and anti-capitalism might dispose officials to reject out of hand appeals for financial assistance from co-ops. Similarly, such cultural preconceptions may be an element in the widespread reluctance on the part of working people to try to start a cooperative. They simply have a “visceral aversion” to, and unfamiliarity with, the idea—which is also surely a function of the rarity of co-ops itself. Their rarity reinforces itself, in that it fosters a general ignorance of co-ops and the perception that they’re risky endeavors. Additionally, insofar as an anti-democratic passivity, a civic fragmentedness, a half-conscious sense of collective disempowerment, and a diffuse interpersonal alienation saturate society, this militates against initiating cooperative projects. It is simply taken for granted among many people that such things cannot be done. And they are assumed to require sophisticated entrepreneurial instincts. In most places, the cooperative idea is not even in the public consciousness; it has barely been heard of. Business propaganda has done its job well.106 But propaganda can be fought with propaganda. In fact, this is one of the most important things that activists can do, this elevation of cooperativism into the public consciousness. The more that people hear about it, know about it, learn of its successes and potentials, the more they’ll be open to it rather than instinctively thinking it’s “foreign,” “socialist,” “idealistic,” or “hippyish.” If successful cooperatives advertise their business form, that in itself performs a useful service for the movement. It cannot be overemphasized that the most important thing is to create a climate in which it is considered normal to try to form a co-op, in which that is seen as a perfectly legitimate and predictable option for a group of intelligent and capable unemployed workers. Lenders themselves will become less skeptical of the business form as it seeps into the culture’s consciousness.
Chris Wright (Worker Cooperatives and Revolution: History and Possibilities in the United States)
The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights). But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens. Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.
Robert O. Paxton (The Anatomy of Fascism)
I saw the figure of 178 Billion wasted/stolen from the people of a country by its corrupt and inept government. Surely such a figure could truly transfom and change the entire country; education, health, shooling, entrepreneurial environment... of millions of people, rather than be secreted away as a few more 0000's in global bank accounts for the greeders. We need to Rethink Public service, values, ethics and leadership.
Tony Dovale
The key to unlock your entrepreneurial spirit is your imagination.
Ifeanyi Enoch Onuoha
The low-trust, family-oriented societies with weak intermediate organizations we have observed have all been characterized by a similar saddle-shaped distribution of enterprises. Taiwan, Hong Kong, Italy, and France have a host of smaller private firms that constitute the entrepreneurial core of their economies and a small number of very large, state-owned firms at the other end of the scale. In such societies, the state plays an important role in promoting large-scale enterprises that might not be spontaneously created by the private sector, albeit at some cost in efficiency. We might postulate then that as a general rule, any society with weak intermediate institutions and low trust outside the family will tend to have a similar distribution of firms in its economy. The Republic of Korea, however, presents an apparent anomaly that needs to be explained in order to preserve the validity of the larger argument. Korea is similar to Japan, Germany, and the United States insofar as it has very large corporations and a highly concentrated industrial structure. On the other hand, Korea is much closer to China than to Japan in terms of family structure. Families occupy a similarly important place in Korea as in China, and there are no Japanese-style mechanisms in Korean culture for bringing outsiders into family groups. Following the Chinese pattern, this should lead to small family businesses and difficulties in institutionalizing the corporate form of organization. The answer to this apparent paradox is the role of the Korean state, which deliberately promoted gigantic conglomerates as a development strategy in the 1960s and 1970s and overcame what would otherwise have been a cultural proclivity for the small- and medium-size enterprises typical of Taiwan. While the Koreans succeeded in creating large companies and zaibatsu in the manner of Japan, they have nonetheless encountered many Chinese-style difficulties in the nature of corporate governance, from management succession to relations on the shop floor. The Korean case shows, however, how a resolute and competent state can shape industrial structure and
Francis Fukuyama (Trust: The Social Virtues and the Creation of Prosperity)
We all have a little entrepreneur inside of us. Wanting to leverage it is what gives us an entrepreneurial spirit and an entrepreneurial mind. Actually doing it makes one an entrepreneur.
K. Abernathy Can You Action Past Your Devil's Advocate
There's really no such thing as an overnight success. It takes time, and undoubtedly there will be a lot of No's along the way. “No” is never the end of the story in the business world. “No” is merely an obstacle in the road to maneuver around. As entrepreneurial legend Lillian Vernon, CEO and founder of Lillian Vernon Corporation, a leading national catalog and online retailer, said, “You must have a vision and passion. You must persevere. You must be optimistic, and you must never give up.
Susan Solovic (The Girls' Guide to Building a Million-Dollar Business)
Too often, I hear newspaper folk lament that people “should” pay for their news. I have never seen a successful business model built on the verb “should,” nor on tradition, entitlement, virtue or what a journalist most wants to do.
Mark E. Briggs (Entrepreneurial Journalism: How to Build What′s Next for News)
Innovation is essential, and we need it. But the real magic starts with entrepreneurs — with people who are born with the rare gift to build successful businesses.
Jim Clifton (Entrepreneurial StrengthsFinder)
There’s a real lesson in the observation that most VC funds have a hit ratio of only 1-in-10 investees becoming successful. But most VC investors are unable to learn from it because they are caught in their own over-confidence.
Sean Wise (HOT or NOT: How to know if your Business Idea will Fly or Fail (Ryerson Entrepreneurial FieldGuides Book 1))
The best way to protect yourself from attachment to a nonviable business idea is to scrutinize your concept through a market lens. The
John Bradberry (6 Secrets to Startup Success: How to Turn Your Entrepreneurial Passion into a Thriving Business)
Culture is the lifeblood of successful endeavours. Everything you do and everywhere you go creates opportunities to communicate in impactful ways. Great communication becomes a part of a company’s culture. The more deeply it’s embedded, the larger the company grows. The larger the company grows, the deeper the culture.
Ronnie Screwvala (DREAM WITH YOUR EYES OPEN: AN ENTREPRENEURIAL JOURNEY)
The faster you act, the more stable your company becomes and the higher your chances of success. Perfectionists make lousy entrepreneurs.
Sean Wise (HOT or NOT: How to know if your Business Idea will Fly or Fail (Ryerson Entrepreneurial FieldGuides Book 1))
The New York State Department of Corrections has collected information about the top ten nationalities in its prisons for years—a practice that will presumably end as soon as this book is published. Foreign inmates were 70 percent more likely to have committed a violent crime than American criminals. They were also twice as likely to have committed a class A felony, such as aggravated murder, kidnapping, and terrorism.19 In 2010, the top ten countries of the foreign-born inmates were:           Dominican Republic: 1,314           Jamaica: 849           Mexico: 523           Guyana: 289           El Salvador: 245           Cuba: 242           Trinidad and Tobago: 237           Haiti: 201           Ecuador: 189           Colombia: 16820 Most readers are agog at the number of Dominicans in New York prisons, having spent years reading New York Times articles about Dominicans’ “entrepreneurial zeal,”21 and “traditional immigrant virtues.”22 Even in an article about the Dominicans’ domination of the crack cocaine business, the Times praised their “savvy,” which had allowed them to become “highly successful” drug dealers, then hailed their drug-infested neighborhoods as the “embodiment of the American Dream—a vibrant, energetic urban melting pot.”23
Ann Coulter (¡Adios, America!: The Left's Plan to Turn Our Country into a Third World Hellhole)
As a professional, a leader or an entrepreneur, there will be times in your career when you’ll be an outsider, either because you have changed sectors or jobs, or started a new business where full domain knowledge is not your core strength. Embrace this status, be a quick learner and an even sharper listener. ♦ Build a team that complements yet challenges you, and hones your skill sets, and get them aligned with the big picture sooner rather than later. ♦ I’m often asked about the keys to success as an outsider. The irony, I say, is that the raw material for any entrepreneur or leader to make an impact as an outsider comes from within. It’s a lesson I have learnt and relearnt every day in the two decades I spent in the media and entertainment business.
Ronnie Screwvala (DREAM WITH YOUR EYES OPEN: AN ENTREPRENEURIAL JOURNEY)
In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.
Saurabh Mukherjea (The Unusual Billionaires)
Discussions of entrepreneurship tend to focus on the personalities and attitudes of top management people, and especially of the chief executive. 4 Of course, any top management can damage and stifle entrepreneurship within its company. It’s easy enough. All it takes is to say ‘No’ to every new idea and to keep on saying it for a few years – and then make sure that those who came up with the new ideas never get a reward or a promotion and become ex-employees fairly swiftly. It is far less certain, however, that top management personalities and attitudes can by themselves – without the proper policies and practices – create an entrepreneurial business, which is what most of the books on entrepreneurship assert, at least by implication. In the few short-lived cases I know of, the companies were built and still run by the founder. Even then, when it gets to be successful the company soon ceases to be entrepreneurial unless it adopts the policies and practices of entrepreneurial management. The reason why top management personalities and attitudes do not suffice in any but the very young or very small business is, of course, that even a medium-sized enterprise is a pretty large organization. It requires a good many people who know what they are supposed to do, want to do it, are motivated towards doing it, and are supplied with both the tools and continuous reaffirmation. Otherwise there is only lip service; entrepreneurship soon becomes confined to the CEO’s speeches.
Peter F. Drucker (Innovation and Entrepreneurship (Routledge Classics))
Growth sucks cash. This is the first law of entrepreneurial gravity. And nothing ages a CEO and his or her team faster than being short of cash. In fact, Jim Collins and Morten T. Hansen, in their best-selling book Great by Choice: Uncertainty, Chaos, and Luck — Why Some Thrive Despite Them All, found that successful companies held three to 10 times more cash assets than average for their industries, and they did so from the time they started. (We highly recommend that you read this book, Collins’ first that directly addresses growth firms.)
Verne Harnish (Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0))
Someone Else's words can detour your potential!
John Di Lemme (177 Motivational Success Quotes to Live the Championship Life)
Successful entrepreneurial ventures are about serving customers and their needs and resolving their pain. Not just any customers. Target customers. It
John W. Mullins (The New Business Road Test: What entrepreneurs and executives should do before launching a lean start-up (Financial Times Series))
Entrepreneurs typically start on a path they do not see as risky at all, then something happens that upsets their expectations and, being too far into their projects to turn back, they are forced to improvise. Those who get over this hump, or mountain, of unexpected trouble are the surviving entrepreneurial successes.
Robert E. Litan (Trillion Dollar Economists: How Economists and Their Ideas have Transformed Business (Bloomberg))
The fatalism of Russian peasant proverbs is contrasted with the self-reliance of Chinese ones by R. David Arkush in “If Man Works Hard the Land Will Not Be Lazy—Entrepreneurial Values in North Chinese Peasant Proverbs,” Modern China 10, no. 4 (October
Malcolm Gladwell (Outliers: The Story of Success)
the quality of the CEO is the top factor in the success of the investment.
Steven Rogers (Entrepreneurial Finance, Third Edition: Finance and Business Strategies for the Serious Entrepreneur)
Business success requires business preparation. You don't have to be a master tactician, but you do need to have a plan in place. This plan will act as a foundation for everything you want to achieve.
Alejandro Cremades (The Art of Startup Fundraising)
Fear and uncertainty, when things are not going as planned, are natural, but this is also when your convictions are truly tested. Generally, the difference between success and failure is about staying the course.
Ronnie Screwvala (DREAM WITH YOUR EYES OPEN: AN ENTREPRENEURIAL JOURNEY)
It might be asked, are all these policies and practices necessary? Don’t they interfere with the entrepreneurial spirit and stifle creativity? And cannot a business be entrepreneurial without such policies and practices? The answer is, perhaps, but neither very successfully nor for very long.
Peter F. Drucker (Innovation and Entrepreneurship (Routledge Classics))
5. But – and this is the final ‘do’ – a successful innovation aims at leadership. It does not aim necessarily at becoming eventually a ‘big business’; in fact, no one can foretell whether a given innovation will end up as a big business or a modest achievement. But if an innovation does not aim at leadership from the beginning, it is unlikely to be innovative enough, and therefore unlikely to be capable of establishing itself. Strategies (to be discussed in Chapters 16 to 19) vary greatly, from those that aim at dominance in an industry or a market to those that aim at finding and occupying a small ‘ecological niche’ in a process or market. But all entrepreneurial strategies, that is, all strategies aimed at exploiting an innovation, must achieve leadership within a given environment. Otherwise they will simply create an opportunity for the competition.
Peter F. Drucker (Innovation and Entrepreneurship (Routledge Classics))
Team-building is critical at all times, but even more so when you’re not involved hands-on. Not everyone you bring on board will perform at peak capacity from day one, some take a while to get into their roles. But as a leader, you need to give each individual a clear mandate, the freedom to operate and make mistakes, and unstinted support. Treat your team members like colleagues and not employees. Then watch them shine. I say this not because it’s a great HR exercise, but because that’s the reality guiding a successful business.
Ronnie Screwvala (DREAM WITH YOUR EYES OPEN: AN ENTREPRENEURIAL JOURNEY)
If your objective is to have enough revenue for integration, or simply to obtain financial independence, it is necessary to find alternative ways to create resources in order to build up a assets that can be inherited.
Arnaud Segla (Successful Citizens through entrepreneurship)
identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.
Jon Taffer (Raise the Bar: An Action-Based Method for Maximum Customer Reactions)
I remember this event so clearly because it was at this point in my career that I fully realized the value of tenacity. I just had to assume there was a way through any obstacle, and then I’d find it. This is perhaps my most fundamental principle of entrepreneurialism, and to success in general.
Sam Zell (Am I Being Too Subtle?: Straight Talk From a Business Rebel)
Many entrepreneurial successes are built on platforms. A platform allows the business to grow in multiple markets against multiple competitors. It allows the company to adjust to changing times, technologies, and trends. A platform offers a company a way to change the rules of the game and to develop a competitive edge. Perhaps most important, it allows entrepreneurs to build a stronger competitive position against incumbent companies than just using evolutionary advances.
Dileep Rao (Nothing Ventured, Everything Gained: How Entrepreneurs Create, Control, and Retain Wealth Without Venture Capital)
If the point of work is to serve and exalt ourselves, then our work inevitably becomes less about the work and more about us. Our aggressiveness will eventually become abuse, our drive will become burnout, and our self-sufficiency will become self-loathing. But if the purpose of work is to serve and exalt something beyond ourselves, then we actually have a better reason to deploy our talent, ambition, and entrepreneurial vigor—and we are more likely to be successful in the long run, even by the world’s definition.
Timothy J. Keller (Every Good Endeavor: Connecting Your Work to God's Work)
people with the entrepreneurial drive required to make multithreading successful usually want to start their own companies, or apply their skills to the company’s main thread. One thing that can keep these employees motivated is making the various threads discrete projects—the equivalent of “apps” running on the main thread’s “platform.” This makes it easy to answer the question “Why shouldn’t I just start my own company?” by pointing out the benefits of building on the platform.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
What You Learn...Is What You Earn.
Tommy Swanhaus (Amplify Your Marketing, Career, and Company: The Entrepreneurial Journey of The Creative Genius - Tommy Swanhaus)
Like all best supporting actors, the state may also step centre stage, taking entrepreneurial risks where the market and commons can’t or won’t reach. The extraordinary success of tech companies such as Apple is sometimes held up as evidence of the market’s dynamism. But Mariana Mazzucato, an expert in the economics of government-led innovation, points out that the basic research behind every innovation that makes a smart phone ‘smart’—GPS, microchips, touchscreens and the Internet itself—was funded by the US government. The state, not the market, turns out to have been the innovating, risk-taking partner, not ‘crowding out’ but ‘dynamising in’ private enterprise—and this trend holds across other high-tech industries too, such as pharmaceuticals and biotech.42 In the words of Ha-Joon Chang, ‘If we remain blinded by the free market ideology that tells us only winner-picking by the private sector can succeed, we will end up ignoring a huge range of possibilities for economic development through public leadership or public-private joint efforts.
Kate Raworth (Doughnut Economics: Seven Ways to Think Like a 21st-Century Economist)
Social capital, or “networks of trust,” are rooted in relationships based on a common set of norms and values that bind a group of individuals together and enable them to collaborate more effectively. Networks of trust are critical in complex systems that demand high performance under fast-paced, ambiguous, and evolving conditions. Successful outcomes in military special forces, modern aviation, championship sports, and hyper-growth startups all require teamwork that is grounded in trust and a shared sense of purpose.
Brad Feld (The Startup Community Way: Evolving an Entrepreneurial Ecosystem (Techstars))
Your success is limited to how big or small you think...Think Global to go Global.
Tommy Swanhaus (Amplify Your Marketing, Career, and Company: The Entrepreneurial Journey of The Creative Genius - Tommy Swanhaus)
They tend to be entrepreneurial rather than managerial; they
Ken Auletta (The Art of Corporate Success: The Story of Schlumberger)
Always try to understand what you are doing. In order for you to do it perfectly and to do it better than before.
De philosopher DJ Kyos
We also see it in smaller, entrepreneurial-type companies. Your list is your key to your current and future success online. This is the best type of traffic: traffic that you own.
Russell Brunson (Traffic Secrets: The Underground Playbook for Filling Your Websites and Funnels with Your Dream Customers)
There is something infinitely worse than being forced to work. It is being forced not to work. In the main, that depression was more of a blessing than it was a curse, if analyzed in the light of the changes it brought.” Is Hill being harsh here, or is he looking beyond the immediate cause and effect of economic disaster to the underlying spiritual result that comes from a true crisis? Can our present economic travails be more of a blessing than a curse? Can economic hardship, such as the loss of a job, be a blessing in disguise? Perhaps yes, if the result is the awakening of an entrepreneurial spirit and the creation of a new business.
Napoleon Hill (Outwitting the Devil: The Secret to Freedom and Success (Official Publication of the Napoleon Hill Foundation))
While there was ready agreement that self-interest and the opportunity for personal profit fostered market growth and entrepreneurial endeavor, the important question arose as to what would contain the juggernaut? Did a system of free enterprise have any natural brakes? What was to prevent those caught up in their own success from running away to greed? What was the counterweight to self-interest that would ensure virtue and social balance? The pursuit of profit in classical Christian theology was considered a close cousin to the sins of avarice, lechery, and self-indulgence (all termed luxuria by the church) and thus damaging to virtuous behavior. Smith,
Peter C. Whybrow (American Mania: When More is Not Enough)
...successful research doesn't depend on mathematical skill, or even the deep understanding of theory. It depends on large degree on choosing an important problem and finding a way to solve it, even if imperfectly at first. Very often ambition and entrepreneurial drive, in combination, beat brilliance.
Edward O. Wilson (Letters to a Young Scientist)
Your mission or purpose is like a magnet that keeps you moving is a well established direction
Doris P. Johnson
The best way to determine the Values you will enforce in your business is to clarify your personal values.
Doris P. Johnson
Your business values can make you soar above the competition.
Doris Perdue-Johnson
Asked to paint a picture of the company in 20 years, the executives mentioned such things as “on the cover of Business Week as a model success story . . . the Fortune most admired top-ten list . . . the best science and business graduates want to work here . . . people on airplanes rave about one of our products to seatmates . . . 20 consecutive years of profitable growth . . . an entrepreneurial culture that has spawned half a dozen new divisions from within . . .
James C. Collins (HBR's 10 Must Reads on Strategy)
Summary of Rule #3 Rules #1 and #2 laid the foundation for my new thinking on how people end up loving what they do. Rule #1 dismissed the passion hypothesis, which says that you have to first figure out your true calling and then find a job to match. Rule #2 replaced this idea with career capital theory, which argues that the traits that define great work are rare and valuable, and if you want these in your working life, you must first build up rare and valuable skills to offer in return. I call these skills “career capital,” and in Rule #2 I dived into the details of how to acquire it. The obvious next question is how to invest this capital once you have it. Rule #3 explored one answer to this question by arguing that gaining control over what you do and how you do it is incredibly important. This trait shows up so often in the lives of people who love what they do that I’ve taken to calling it the dream-job elixir. Investing your capital in control, however, turns out to be tricky. There are two traps that commonly snare people in their pursuit of this trait. The first control trap notes that it’s dangerous to try to gain more control without enough capital to back it up. The second control trap notes that once you have the capital to back up a bid for more control, you’re still not out of the woods. This capital makes you valuable enough to your employer that they will likely now fight to keep you on a more traditional path. They realize that gaining more control is good for you but not for their bottom line. The control traps put you in a difficult situation. Let’s say you have an idea for pursuing more control in your career and you’re encountering resistance. How can you tell if this resistance is useful (for example, it’s helping you avoid the first control trap) or something to ignore (for example, it’s the result of the second control trap)? To help navigate this control conundrum, I turned to Derek Sivers. Derek is a successful entrepreneur who has lived a life dedicated to control. I asked him his advice for sifting through potential control-boosting pursuits and he responded with a simple rule: “Do what people are willing to pay for.” This isn’t about making money (Derek, for example, is more or less indifferent to money, having given away to charity the millions he made from selling his first company). Instead, it’s about using money as a “neutral indicator of value”—a way of determining whether or not you have enough career capital to succeed with a pursuit. I called this the law of financial viability, and concluded that it’s a critical tool for navigating your own acquisition of control. This holds whether you are pondering an entrepreneurial venture or a new role within an established company. Unless people are willing to pay you, it’s not an idea you’re ready to go after.
Cal Newport (So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love)
Growth-oriented performance demands sustained entrepreneurial efforts.
Rajen Jani (Once Upon A Time: 100 Management Stories)
You may go through two, three, or more iterations of the product, and by the nth iteration, the model you created for the first iteration will be hopelessly inappropriate. Paradoxically, emphasizing a business model prematurely, you may block yourself from the best money-making opportunities.
Howard Love (The Start-Up J Curve: The Six Steps to Entrepreneurial Success)
The internet today is not merely a mode of communication but the defining platform by which businesses innovate and transact around the world. How can governments restrict this platform when its very success is based on transparency, openness, and access? “More
Christopher M. Schroeder (Startup Rising: The Entrepreneurial Revolution Remaking the Middle East)
You don’t need the next Uber to create a successful start-up, but you do need a building block to establish the foundation of your company.
Howard Love (The Start-Up J Curve: The Six Steps to Entrepreneurial Success)
Travis would regularly say to the product teams, “Product can solve problems, but it’s slow. Ops can do it fast.” As a result, Uber saw itself as an “ops-led” company, and it was this team that best embodied the startup’s entrepreneurial and creative culture. The hustle within the Ops team was renowned, and one of the foundational elements of Uber’s success.
Andrew Chen (The Cold Start Problem: How to Start and Scale Network Effects)
If you think you have entrepreneurial mindset then you should quit your job and start hiring people for your startup.
Anuj Jasani