Scott Borchetta Quotes

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

So many of the major decisions that affect the entire future of your enterprise happen during its first year in business. In fact, most don't make it because they don't know how to get the resources they need to survive.

Why can't modern tech companies both grow and turn a profit at the same time?

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

People follow proven formulas in any business.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

Prove to yourself that your business, in micro-scale at least, creates value. If you believe it, you'll find it that much easier to convince potential investors, partners and employees, too.

I don't think you should ever start a business and move in a direction where you can't see it becoming a business.

People must be realistic when evaluating their business.

I learned that you shouldn't take your most esoteric concept and fit it into the largest space with the highest fixed costs. It puts too much pressure on the restaurant to hit grand slams every day when there just aren't enough people who want to watch that sport.

Axilor Ventures helps startups to improve their odds of success, and I look forward to supporting the executive management of Axilor with this vision.

Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.

In the U.S., we didn't have scale, and without scale, it's difficult to operate.

To turn really interesting ideas and fledgling technologies into a company that can continue to innovate for years, it requires a lot of disciplines.

Businesses must invest in products and people in order to create new wealth.

Everybody starts with creating or acquiring certain property in order to create the material to work with. When we started our business, we thought first of all about development, how to grow, and we managed to do this, even with all the difficulties and all the difficult rules that were implemented in Russia at that time.

Making new products is an easy tap for a company in a recession.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

You have to have a business model you believe in and like.

Building a successful business requires a combination of human capital, financial resources, market opportunity, persistence, community support, and even luck.

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

A strong sense of purpose drives businesses to take the long view and invest for growth.

I've seen small businesses turn into terrible midsize or big ones because they let their desire to achieve some arbitrary metric get the best of them. Whatever is compromised as a result doesn't matter anymore, as long as the company is growing.

When something becomes a business, 50% of your decisions are what you have to do and not what you want to do.