Best 911 quotes in «entrepreneurship quotes» category

[Entrepreneurship] is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment.

Entrepreneurship is having an idea to do something great and not entirely have a plan on how to do it but the drive and will power to make it work

Entrepreneurship is the art of finding profitable solutions to problems.

Entrepreneurship is not only a mindset but a skillset.

Entrepreneurship without skills limits your growth potential.

By working to ensure we live in a society that prioritizes public safety, education, and innovation, entrepreneurship can thrive and create a better world for all of us to live in.

Entrepreneurship is not a job, nor even a calling - but a hunger.

Entrepreneurship is the freedom to do what you want, when you want, how you want.

Entrepreneurship is the very back bone of our country and what makes us great - we are a nation of founders.

Entrepreneurship is the launching of surprises.

Future public education will require involvement and collaboration among various local, civic, private and nonprofit entities, a concept I like to refer to as community entrepreneurship.

Every single person I know who is successful at what they do is successful because they love doing it.

Focusing on one thing without interruption is how you get meaningful work done.

Friends don't always make the best of business partners.

If you follow your passion, you'll never work a day in your life.

I consider myself an inventor, entrepreneur, and author.

If a user is having a problem, it's our problem.

If you start with nothing and end up with nothing, there's nothing lost.

I love everything about entrepreneurship and about owning your career and doing what you love to do.

In China, a lot of the opening up of private entrepreneurship is happening because women are starting businesses, small businesses, faster than men.

In a startup, absolutely nothing happens unless you make it happen.

No community values entrepreneurship and small business more than the Hispanic community.

I’ve always been an entrepreneur, but it’s never been about the money. I like a challenge, the harder the better.

Let's do 150 stops. Let's go to 75 universities, and let's spread this gospel of Internet entrepreneurship everywhere we go.

Looking back on myself as a little kid, I see seeds of entrepreneurship.

Marking dynamos for repair $10,000.00-2 hours labor $10.00; knowing where to mark $9,990.00.

Spiritual entrepreneurship is the unsung route to growth in the modern economy.

You want to be extra rigorous about making the best possible thing you can. Find everything that's wrong with it and fix it.

Successful entrepreneurship is ultimately a matter of flair. But there is also a fund of practical knowledge to be acquired and, of course, the right legal and financial framework has to be provided for productive enterprise to develop.

The harder I worked, the luckier I got.

There are so many startups out there raising money. I don't think this is a bad thing. It's a good thing. Entrepreneurship is in vogue. Innovators are innovating. Makers are making.

90% of Startups fail. Come in to be the 90% until we shift to rest 10%. ;)

The truth is that entrepreneurship is more like a roller coaster ride than a cruise.

We've tried to keep as cheap and lean an operation as possible.

You don't choose your passions; your passions choose you.

​A carefully constructed structure of education is supposed to smoothen the pursuit of knowledge, instead of restricting the flow of knowledge.

A business person is all about solving problems.

Accept responsibilities for all your actions. Learn from your past and your mistakes.

A client of mine once joked, “If your employer likes you, the rest is history, the raise and everything else will come.” That intangible attitude in the workplace is what sets apart those who get promoted and those who don’t.

A company’s revenue engine is a critical success factor. I had seen from my own direct experience how easy it was to get caught in silos: marketing people would just think of marketing, salespeople would just think of sales, and accounting wouldn’t think of itself as part of the revenue engine at all. Furthermore, product and the revenue engine were too often thought of completely independent of each other. The need for a more integrated approach was on my mind from the beginning.

A confident woman knows her worth and so doesn’t fret when her man is highly placed or is often found amidst other women in the course of his business or assignment.

Act NOW on those ideas! As they say, you snooze you lose. Or as I say, if you BEGIN you WIN.

A disruptor finds opportunity and profit from his misfortunes.

A company’s revenue engine is a critical success factor. I had seen from my own direct experience how easy it was to get caught in silos: marketing people would just think of marketing, salespeople would just think of sales, and accounting wouldn’t think of itself as part of the revenue engine at all. Furthermore, product and the revenue engine were too often thought of completely independent of each other. The need for a more integrated approach was on my mind from the beginning. The revenue engine is a whole system. It encompasses a diverse set of integrated components, each doing its part to advance the system’s purpose. The engine is not just comprised of marketing and sales— it includes product, accounting, and the underlying technology and data infrastructure required to keep everything flowing. It involves people, tools, workflow, and metrics. Its purpose is to optimize reach, conversion, and expansion of customer spend. I call my revenue engine model “the bowtie schema.” It was the product of continuous iteration. As I interacted with marketing and sales practitioners and waded through the research, the model slowly emerged. The final model conveys not just the product and customer journey across the bowtie, but also the foundational layers that support that journey-- the interaction between people tools, workflow, and metrics that make it all happen. The most basic question a CEO must answer is whether the product has achieved a value breakthrough. Without that, the revenue engine is irrelevant. Once product-market fit is confirmed, the next step is to clearly identify your ideal customer profile (ICP) and your business model. This includes the lifetime value (LTV) profile of your company. Assuming a strong product, a clear ICP, and a solid understanding of the constraints composed by your unit economics, the path forward is clear. Then, the focus will turn to uplifting the maturity of your revenue engine and scaling it efficiently.

A common mistaken conclusion made by companies is they think ‘people are cheap’ and want only the best price. That’s only true if you’re only giving them the same dismal choices with no differentiation and thus no value. That is the exact point when consumers start to look at price.

Africa is crying out for entrepreneurial leaders & for leaders who are entrepreneurial.

Africa’s hopeful transformation lies in entrepreneurship

Age did not have to prohibit or inhibit a woman’s ability to make money or a living. Age did not diminish a woman’s usefulness as a self-employed person or entrepreneur. Age did not limit the ways in which a woman made money through self-employment or entrepreneurship.

A goal is not just an object on a pitch; it is also a milestone on your journey of excellence.

A good portfolio manager knows which companies to keep and which ones to let go. Many a GP has struggled with portfolio companies that cannot meet their value-creation milestones, or raise additional follow-on rounds of capital, or generate target returns in a time span of, say, five to seven years. The faster you recognize those losses, the better it is.” - “As David Cowan says, “Just focus on your top five—the rest is distraction.” The harder part of the investor's discipline is to know when to quit.” - “You have to constantly scan all of those things and be willing to adjust your own sense of what's a reasonable outcome and move the company into a position where it has the maximum chance to succeed. ” - “Time is your enemy: Portfolio companies always take twice as much capital and twice as long to exit. Early-stage companies rarely meet milestones as planned and always burn cash faster than anticipated.