John Sculley Quotes

I realized early on, maybe better than some of my competitors did, that a textile business can run only if you have scale. I decided to horizontally and vertically integrate, adding everything from spinning, dyeing, weaving, and stitching to processing and packing.

I want to explore the existing manufacturing abilities of Indian companies and create products together.

In the case of Apple, they did originally do production internally, but then along came unbelievably good outsourced manufacturing from companies like Foxconn. We don't have that in the rocket business. There's no Foxconn in the rocket business.

A lot of times, I can put a product together with a distributor when I go into my Rolodex for distributors. I can then put it together with a face, such as an artist. And then I can go into my databank of retailers and people that I've been working with through the years of retail, and then also manufacturing.

It never ceases to amaze me what it takes to develop and bring to mass production a product.

Manufacturing is more than just putting parts together. It's coming up with ideas, testing principles and perfecting the engineering, as well as final assembly.

A laborer no longer makes whole articles. He receives raw materials, puts his touch on them, and passes them to another worker in the series. When the articles are quite finished they are carried out of sight by currents of commercial exchange. These currents are untraceable.

The hardware business is all about per-unit manufacturing cost and functionality. The services business is less asset-intensive and more dependent on people.

Globalised manufacturing and procurement mean that a lot of high-polluting, heavy duty jobs are transferred to China. We will ask major companies, such as Wal-Mart, Microsoft and IBM to put pressure on their Chinese suppliers.

About the only thing that I'll probably end up doing is I made this amplifier with Peavey. It's in the manufacturing stages right now, and there are a lot of orders that we just got for it.

Developing new products is labour- intensive. So is producing the capital goods needed to make them. These jobs disappear when innovation stalls.

Manufacturing capacity is not a rigid level against which one bounces. When you are dealing with a world economy, with a flexibility to employ production facilities other than one's own, then the concept of capacity is vaguer.

A concern that produces its own raw materials, and works them up through the various processes until it delivers the manufactured product in the domestic or foreign market, can work on a narrower margin all around, and yet do full justice to its stockholders and employees.

Foxconn is hugely important, not only in China - it's the largest employer in China - Foxconn is important around the world.

I had to learn everything about manufacturing, patents and how to run a business, and eventually I came up with an prototype that worked.

GM is a highly collaborative organization; we rely on a whole tier of suppliers for everything that we do.

I couldn't stand not controlling my own product from how it's manufactured to how it's sold.

Practically every smartphone, tablet, and laptop is fabricated in a Chinese factory, even if they are designed here.

Our competitors outside Europe are manufacturing goods cheaper and better. Through innovation, other countries are producing new products which we do not make yet, but which we could.

When I started, I didn't have any idea of production or how things worked in footwear.

The best American manufacturers customize products to meet customer needs, reduce the time required to make them and constantly improve their design.

The way we want to look at it is we would like to do end-to-end design in India. We've invested for many years, and so at some point, to do end-to-end product in India is very much a possibility.

Each time I invent something and have it manufactured, it's so incredibly exciting that I can't imagine ever wanting to stop. Envisioning new products is easy for me. I just don't have enough time in the day to design them all.

I see a big, promising future for India's manufacturing and supply chain part of our company.

It used to be that American and European companies built their products in low-wage countries, separated by great distances from the innovators who developed the products and the markets where they were sold. But companies increasingly find that is an outmoded way of doing business.