Sell quotes

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George_Basalla

Edison Phonograph

“Edison resisted efforts to market the phonograph as a musical instrument and concentrated on selling it as a dictating machine.”
  • Source: George Basalla in his book ‘The Evolution of Technology’, published 1988 by Cambridge University Press.
Keywords: Edison(topic)_quotes Resist_quotes Effort_quotes Market_quotes Phonograph_quotes Musical_quotes Instrument_quotes Concentrate_quotes Sell_quotes Dictate_quotes Machine_quotes Technology_quotes

Octavia_E_Butler

Choose Your Leaders

“Choose your leaders with wisdom and forethought. To be led by a coward is to be controlled by all that the coward fears. To be led by a fool is to be led by the opportunists who control the fool. To be led by a thief is to offer up your most precious treasures to be stolen. To be led by a liar is to ask to be lied to. To be led by a tyrant is to sell yourself and those you love into slavery.”
  • Source: Written by Octavia E. Butler in her book entitled “Parable of the Talents”. Chapter 11. First published by Seven Stories Press, New York, NY, in 1998. ISBN-13: 978-1-888363-81-4.
Keywords: Choose_quotes Leader_quotes Wisdom_quotes Forethought_quotes Lead_quotes Coward_quotes Control_quotes Fear_quotes Fool_quotes Opportunist_quotes Thief_quotes Precious_quotes Treasure_quotes Steal_quotes Liar_quotes Lie_quotes Tryant_quotes Sell_quotes Love_quotes Slavery_quotes

Samuel_Butler

Scientific Mind

"The best class of scientific mind is the same as the best class of business mind. The great desideratum in either case is to know how much evidence is enough to warrant action. It is as unbusiness-like to want too much evidence before buying or selling as to be content with too little. The same kind of qualities are wanted in either case. The difference is that if the business man makes a mistake, he commonly has to suffer for it, whereas it is rarely that scientific blundering, so long as it is confined to theory, entails loss on the blunderer. On the contrary it very often brings him fame, money and a pension. Hence the business man, if he is a good one, will take greater care not to overdo or underdo things than the scientific man can reasonably be expected to take."
  • Source: Samuel Butler, Henry Festing Jones (ed.), The Note-Books of Samuel Butler (1917), 217.
Keywords: Mind_quotes Science_quotes Business_quotes Evidence_quotes Action_quotes Desire_quotes Mistake_quotes Suffering_quotes Theory_quotes Fame_quotes Money_quotes Best_quotes Desideratum_quotes Warrant_quotes Buy_quotes Sell_quotes Content_quotes Difference_quotes Blunder_quotes Pension_quotes Overdo_quotes Underdo_quotes

Tom_DeMarco and Tim_Lister

Cheeseburgers

"Development is inherently different from production. But managers of development and allied efforts often allow their thinking to be shaped by a management philosophy derived entirely from a production environment.
Imagine for the moment that you’re the manager of the local fast food franchise. It makes perfect sense for you to take any or all of the following efficient production measures:
- Squeeze out error. Make the machine (the human machine) run as smoothly as possible.
- Take a hard line about people goofing off on the job.
- Treat workers as interchangeable pieces of the machine.
- Optimize the steady state. (Don’t even think about how the operation got up to speed, or what it would take to close it down.)
- Standardize procedure. Do everything by the book.
- Eliminate experimentation—that’s what the folks at headquarters are paid for.
These would be reasonable approaches if you were in the fast food business (or any production environment), but you’re not. The 'make a cheeseburger, sell a cheeseburger' mentality can be fatal in your development area. It can only serve to damp your people’s spirits and focus their attention away from the real problems at hand. This style of management will be directly at odds with the work.
To manage thinking workers effectively, you need to take measures nearly opposite those listed above."
  • Source: Book: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 2 (Make a Cheeseburger, Sell a Cheeseburger).
Keywords: Cheeseburger_quotes Differences_quotes Production_quotes Development_quotes Manager_quotes Management_quotes Thinking_quotes Philosophy_quotes Environment_quotes Fast_Food_quotes Efficiency_quotes Error_quotes Machine_quotes Humanity_quotes Job_quotes Work_quotes Goofing_Off_quotes Worker_quotes Interchangeable_quotes Fungibility_quotes Status_Quo_quotes Optimization_quotes Change_quotes Steady_State_quotes Innovation_quotes Standards_quotes Book_quotes Experiment_quotes Headquarter_quotes Mentality_quotes Fatal_quotes Damp_quotes Imagination_quotes Steady_quotes State_quotes Eliminate_quotes Reason_quotes Make_quotes Sell_quotes Problem_quotes Effective_quotes Opposite_quotes

Edsger_Wybe_Dijkstra

Simplicity

“Simplicity is a great virtue but it requires hard work to achieve it and education to appreciate it. And to make matters worse: complexity sells better.”
Keywords: Simplicity_quotes Virtue_quotes Work_quotes Education_quotes Appreciation_quotes Complexity_quotes Sell_quotes

Henry_Ford

Wages

“There is nothing to running a business by custom – to saying: 'I pay the going rate of wages.' The same man would not so easily say: 'I have nothing better or cheaper to sell than any one has.' No manufacturer in his right mind would contend that buying only the cheapest materials is the way to make certain of manufacturing the best article. Then why do we hear so much talk about the 'liquidation of labour' and the benefits that will flow to the country from cutting wages – which means only the cutting of buying power and the curtailing of the home market? What good is industry if it be so unskillfully managed as not to return a living to everyone concerned? No question is more important than that of wages – most of the people of the country live on wages. The scale of their living – the rate of their wages – determines the prosperity of the country.”
  • Source: Henry Ford. A book. Entitled My Life and Work. Written by Henry Ford in collaboration with Samuel Crowther. Published 1922, Garden City, NY: Doubleday. Chapter VIII.
Keywords: Business_quotes Pay_quotes Rate_quotes Wage_quotes Manufacture_quotes Sell_quotes Mind_quotes Buy_quotes Cheap_quotes Material_quotes Liquidation_quotes Labor_quotes Benefit_quotes Cut_quotes Power_quotes Market_quotes Industry_quotes People_quotes Prosperity_quotes Country_quotes Inequality_quotes Nothing_quotes Run_quotes Custom_quotes Say_quotes Man_quotes Easy_quotes Better_quotes Contend_quotes Best_quotes Article_quotes Hear_quotes Talk_quotes Curtail_quotes Home_quotes Management_quotes Living_quotes Question_quotes Important_quotes Scale_quotes Determine_quotes

Joseph_Heller

Lousy Earth

“What a lousy earth! He wondered how many people were destitute that same night even in his own prosperous country, how many homes were shanties, how many husbands were drunk and wives socked, and how many children were bullied, abused or abandoned. How many families hungered for food they could not afford to buy? How many hearts were broken? How many suicides would take place that same night, how many people would go insane? How many cockroaches and landlords would triumph? How many winners were losers, successes failures, rich men poor men? How many wise guys were stupid? How many happy endings were unhappy endings? How many honest men were liars, brave men cowards, loyal men traitors, how many sainted men were corrupt, how many people in positions of trust had sold their souls to blackguards for petty cash, how many had never had souls? How many straight-and-narrow paths were crooked paths? How many best families were worst families and how many good people were bad people? When you added them all up and then subtracted, you might be left with only the children, and perhaps with Albert Einstein and an old violinist or sculptor somewhere.”
  • Source: Heller, Joseph. 'Catch-22: 50th Anniversary Edition'. Chapter 39 'The Eternal City', page 483. Simon & Schuster. Kindle Edition.
Keywords: Lousy_quotes Earth_quotes Wonder_quotes People_quotes Destitute_quotes Night_quotes Country_quotes Home_quotes Shanty_quotes Husband_quotes Drunk_quotes Wife_quotes Socked_quotes Children_quotes Bully_quotes Abuse_quotes Abandoned_quotes Family_quotes Hungry_quotes Food_quotes Afford_quotes Buy_quotes Heart_quotes Broken_quotes Suicide_quotes Insanity_quotes Cockroach_quotes Landlord_quotes Triumph_quotes Win_quotes Lose_quotes Success_quotes Failure_quotes Rich_quotes Poor_quotes Men_quotes Wise_quotes Stupid_quotes Happy_quotes Ending_quotes Honest_quotes Liar_quotes Brave_quotes Coward_quotes Loyal_quotes Traitor_quotes Saint_quotes Corrupt_quotes Position_quotes Trust_quotes Sell_quotes Soul_quotes Blackguards_quotes Petty_quotes Cash_quotes Straight_quotes Narrow_quotes Crooked_quotes Path_quotes Good_quotes Bad_quotes Addition_quotes Subtraction_quotes Einstein(topic)_quotes Old_quotes Violin_quotes Sculptor_quotes

Herbert_Simon

Markets and Coordination

“Markets aim to coordinate the decisions and behavior of multitudes of economic actors to guarantee that the quantity of brussels sprouts shipped to market bears some reasonable relation to the quantity that consumers will buy and eat, and that the price at which brussels sprouts can be sold bears a reasonable relation to the cost of producing them. Any society that is not a subsistence economy, but has substantial specialization and division of labor, needs mechanisms to perform this coordinative function. Markets are only one, however, among the spectrum of mechanisms of coordination on which any society relies. [central planning, bargaining and negotiation, business, government, education, balloting procedures]”
Keywords: Market_quotes Aim_quotes Coordination_quotes Decision_quotes Behavior_quotes Multitude_quotes Economics_quotes Actor_quotes Guarantee_quotes Quantity_quotes Brussels_Sprount_quotes Market_quotes Reason_quotes Relational_quotes Consumer_quotes Buy_quotes Eat_quotes Price_quotes Sell_quotes Cost_quotes Production_quotes Society_quotes Subsistence_quotes Economy_quotes Substance_quotes Specialization_quotes Division_quotes Labor_quotes Mechanism_quotes Performance_quotes Function_quotes Spectrum_quotes Reliance_quotes Centralization_quotes Plan_quotes Bargin_quotes Negotiation_quotes Business_quotes Government_quotes Education_quotes Ballot_quotes Procedure_quotes

Albert_Speer

Sell Soul for Project

“I was wild to accomplish things... For the commission to do a great building, I would have sold my soul like Faust. Now I had found my Mephistopheles.”
  • Source: From the book "Inside the Third Reich" by Albert Speer, published 1970 by Simon and Schuster, ISBN 978-0-684-82949-4. Chapter 3, page 31.
Keywords: Wild_quotes Accomplish_quotes Commission_quotes Building_quotes Sell_quotes Soul_quotes Faust_quotes Find_quotes Mephistopheles_quotes

Patrick_Vlaskovits

Faster Horse

“However, even if Ford didn’t verbalize his thoughts on customers’ ostensible inability to communicate their unmet needs for innovative products — history indicates that Henry Ford most certainly did think along those lines... Henry Ford froze the design of the Model T... Ford had no compelling reason to innovate in any other sphere other than cost and price reduction... But everything changed with the onset of the innovations introduced by General Motors in the 1920s, which took the direct opposite of Henry Ford’s tack of “Any color … so long as it is black” and is best summed up by Alfred Sloan’s consumer-research driven “A Car for Every Purse and Purpose”... In 1921, the Ford Motor Company sold about 2/3 of all the cars built in the U.S. By 1926, this share had fallen to approximately 1/3. And in 1927, when Ford belatedly responded (at tremendous financial cost and internal strife) to changes in the market’s tastes and competitive innovation by shutting down production temporarily to re-tool his factories and bring the Model A to the market, that percentage fell to about 15%... Yes, some customers in certain types of businesses are quite capable of verbalizing precisely what sort of innovative product one could build and sell them. And of course, customers in other types of businesses are wholly incapable of verbalizing, with any sort of fidelity whatsoever, what they need and why they need it. An innovator should have understanding of one’s customers and their problems via empirical, observational, anecdotal methods or even intuition. They should also feel free to ignore customers’ inputs. Because by now it should be clear that Ford’s adherence to his vision of the mass-market car and how to materialize that vision was instrumental in both his early success in growing Ford Motor Company as well as his later failure to respond in a timely and effective manner to rapid innovation in the marketplace.”'
Keywords: Ford(topic)_quotes Sloan(topic)_quotes Verbalize_quotes Thinking_quotes Customer_quotes Requirements_quotes Ostensible_quotes Inability_quotes Communication_quotes Unmet_quotes Need_quotes Innovation_quotes Product_quotes History_quotes Freeze_quotes Design_quotes Model_T_quotes Automobile_quotes Compel_quotes Sphere_quotes Cost_quotes Price_quotes Reduction_quotes Change_quotes General_Motors_quotes Consumer_quotes Research_quotes Opposite_quotes Color_quotes Black_quotes Car_quotes Purse_quotes Ford_Motor_quotes Build_quotes United_States_quotes Share_quotes Market_quotes Belated_quotes Respond_quotes Tremendous_quotes Financial_quotes Internal_quotes Strife_quotes Taste_quotes Competition_quotes Shut_quotes Production_quotes Tool_quotes Factory_quotes Model_A_quotes Percentage_quotes Type_quotes Business_quotes Capable_quotes Precise_quotes Sort_quotes Sell_quotes Incapable_quotes Fidelity_quotes What_quotes Why_quotes Understand_quotes Problem_quotes Empirical_quotes Observation_quotes Anecdotal_quotes Method_quotes Intuition_quotes Feel_quotes Free_quotes Ignore_quotes Input_quotes Clear_quotes Adherence_quotes Vision_quotes Mass_quotes Innovator_quotes Materialize_quotes Instrumental_quotes Success_quotes Early_quotes Grow_quotes Later_quotes Failure_quotes Timely_quotes Effective_quotes Manner_quotes Rapid_quotes Marketplace_quotes Horse_quotes Faster_quotes
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