Top 33 Profitability Quotes

Wall Street is always too biased toward short-term profitability and biased against long-term growth.

Profitability is a shallow goal if it doesn’t have a real purpose, and the purpose has to be share the profits with others.

Too many startups get in the habit of continually raising more and more money, which has the deleterious effect of both pushing out profitability and limiting your exit options. The less rounds of capital you need to raise, the more of your company you get to own.

The genius of the economic machine is in its ability to convert these indulgences into profitability. It converts desire into attention, a grip on our eyeballs and eardrums, which in turn can be marketed to advertisers.

Getting to profitability does not mean all our problems are solved.

CEOs must go beyond working with policy-makers on new regulatory frameworks. They must also commit to the principle that success cannot be measured by profitability and growth alone.

If you make a record, you should ask yourself, ‘Did it make someone cry, in a good way, not a bad way?’ There should almost be subjective emotional criteria for evaluating work, instead of just profitability.

The way we have looked at pricing at Merck is we’ve always said we want to be responsible, which means we want to optimize profitability and patient access.

And then came the nineties, when management, suddenly frightened that they had ceded control to the players, sought to restore baseball’s profitability by ‘running the game like a business.’

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

If your goal is anything but profitability – if it’s to be big, or to grow fast, or to become a technology leader – you’ll hit problems.

I feel like a lot of entrepreneurs hear all this talk about profitability and realize they need to lower their burn. So, they just start chopping off perks and people.

Given the fact that we are in a capitalist society, we still do not want to overlook not only what a corporation produces and its profitability but also how it impacts the environment, touches human life and whether it protects or undermines the dignity of the human person.

Profitability, growth, and safeguards against existential risks are crucial to strengthening a company’s long-term prospects. But if these three factors constitute a company’s ‘hard power,’ firms also need ‘soft power’: public trust and acceptance, won by fulfilling a company’s social responsibility.

I think what Hollywood is learning at large is that there is profitability in stories that are culturally specific and that you can only address the universal through the specific.

I think the only way to maintain profitability is to meet the needs of the customers.

Innovation and corporate governance are extremely important to improve the profitability of Japanese companies and encourage them to increase wages, capital spending, and dividends.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn’t be in this business.

My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.

One of the things we urge Y-Combinator companies to do is to have profitability in grasp. If you need to get profitable before your A round of money, you ought to be able to do that.

Relative to Google or the kind of turnaround we’re seeing, we do care about profitability. That is our goal in every one of the areas where we invest.

Companies should not have a singular view of profitability. There needs to be a balance between commerce and social responsibility… The companies that are authentic about it will wind up as the companies that make more money.

Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.

Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.

Our goal is to make General Motors the most valuable automotive company. Clearly, that is having sustainable profitability and driving great returns for our shareholders.

Working with limited resources is an excellent way to hone skills that will serve you well for the rest of your career. You will prioritize profitability from the start.

If we want, we can be profitable, but we are focusing on growth. We don’t comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.

Money is just a consequence. I always say to my team, ‘Don’t worry too much about profitability. If you do your job well, the profitability will come.’

I think I understand the relationships between different people within the company: people who are straightforward employees, people who can impact the bottom line, and people who share in the bottom line. I don’t think you can understand inequality in America unless you understand what’s driving profitability.

Profitability is the only way to control your own investments.

In general, you don’t want competitors to understand your business outside of telling people your revenue and profitability numbers.