Jim Cantalupo Quotes

When I think of revenue growth, I think of the words 'mix' and 'shift.'

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

We are out-of-the-gates strong in fiscal 2015. We grew revenue 8% in the first quarter and exceeded our QuickBooks Online subscriber and our company financial targets.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

Unlike Marvel, we are not setting up redundant organizations for expertise that exists. We will track all DC properties to measure financial success.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.

There is a healthy competition as there would be in any business. But we do not spend our days thinking about what Marvel is doing.

Competition is the keen cutting edge of business, always shaving away at costs.

Any business owner can tell you that if their company isn't performing profitably and up to standards, one of two things will happen: either you make changes to improve its efficiency, or a competitor will drive you out of business. Market forces have a way of cutting to the chase rather quickly.

The purpose of a business is to create customers.

The competition principle does not mean a competitive edge, comrades

Sometimes, for businesses, competition can be inconvenient, because competition means that the race is never over, the game is never won. No matter how well you were doing in the past, there's always someone who are out there wanting to take your place. So the temptation to avoid competition is powerful. It's rooted in motives as old as Adam and Eve: in greed for yet more money, in fear of losing your position in the market and all the benefits it brings.

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.

If you put on your business hat, you can't maintain competitiveness by staying at a competitive disadvantage. I mean, you just can't. The odds are just not in your favor.

The biggest challenge to thriving in the marketplace is identifying the strategic moves that will keep us ahead of the competition.

Market share is key.

In the future, there are going to be various components of doing business that have to be looked at.

We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.

You change your business plan to anticipate and adapt to changes in the marketplace.

We're not really in the business to sell ourselves. We want to sell what we work on.

When I broke in, in 1957, it was wide open. Now you're up against strong competition.

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.

Just like a script, you need to keep a business plan to yourself.