Sir James Dyson, founder of the Dyson Company
Everything, or almost everything, I do, fails. Almost everything an engineer or a scientist does fails because when you get success you stop. You've done it.
I quite enjoy being on the edge, which is why I haven't sold up or sold shares. Most people in my position sell out because they're worried it will fail. My wealth is tied up in the business. I don't want to sell even one bit of it because I want the control.
I've learnt from so many people, especially people who were successful, but I always believe the one to learn from most of all is the competition. I used to say that there's always something you can learn, however bad the retailer.
Every company chairman is in a sense a performer, with the shareholders his audience. Sometimes he plays the hero and sometimes he's made the villain, but we all act the part, don't we?
Jonathan Warburton, Chairman of Warburtons
You have to reward success but do it properly. The more positive you are with your tax the more you create barriers to enterprise. I struggle with the fact that the state knows better than me. I don't try to tell politicans how to run their lives and they should leave me alone because I'm a decent human being who employs a lot of people and has spent £400m in capital in a decade investing in Britain.
One of the things about great brands is that, to the consumer, in a world that's so transient, the authenticity of the brand is everything. We're just 600 yards from where the business started in 1876.
From 'The Branded Gentry: How a New Era of Entrepreneurs Made Their Names' by Charles Vallance & David Hopper, soon to be published (http://thebrandedgentry.com/).
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