Brian Krzanich Quotes

If you want to be promoted into the first league of carmakers, then you can't just follow suit.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

Well Ice H20 is my company that I plan to take to the next level with new artists, books, movies and so forth. It's more like a multimedia brand that I want to take to the next level and put some talented people on.

Starting in the 1970s, American cars started to lose market share to foreign cars. It was clear what was happening - these better-made foreign car companies were encroaching on the U.S., and the U.S. car makers had less than half of their own country's market.

Well, we are expanding in all of our segments of the market.

We are No. 1 worldwide by quite a margin on the client side and expanding, according to IDC and others, every single quarter. Our expectation is that the industry will consolidate and that more of our competitors will exit.

I've helped some of my classmates on how to strategize to get to the next level of their businesses. And it's interesting, because here I am sitting there from the entertainment industry and the fashion industry, and I'm giving a billionaire that has a business that's been in his family for 300 years - I'm giving him advice about strategy!

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.

In general, great companies prefer to grow 'organically,' as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

I am at the top of Toyota and drive cars myself. I was also born with this name.

I have great expectations for our company; pretzels were just the beginning.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

The hundreds of thousands of men and women at Toyota operations worldwide - including the 172,000 team members and dealers in North America - are among the best in the auto industry.

I don't know what would have happened to Wal-Mart if we had laid low and never stirred up the competition. My guess is that we would have remained a strictly regional operator.

I like the challenge of growing small companies into big global companies.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

Tesla is becoming a real car company.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

Ultimately, the goal is to use acquisitions to compress time on product development and get people on the team, especially in senior roles, who can help build out areas of the company they have experience in.

Our large size, capital base, robust funding profile, extensive distribution network, diversified portfolio, presence across the financial services sector, and leadership in technology position us very well to leverage the growth opportunities across the economy.

There's no doubt that we are, by traditional automotive manufacturing standards, an automotive conglomerate. And so that causes confusion by definition.

As long as our quality and company continue to get better, by nature, we will get bigger.

In just a few years, I have turned my small company into a multi-million dollar makeup empire.

I want to build an asset-driven business, and I want to make my clients a part of everything I'm doing. Go into the branding business, consumer products, food, apparel. We need to expand in those places.