Mark V. Hurd Quotes

Whenever one or more components of a company's business model changes, new business models are created for supporting companies. The changes might involve niches served, new marketing angles or improved value propositions.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

The goal seems to me at times just to be business first.

Our entire team is focused on managing this company for value - fixing or eliminating those operations that lessen value and expanding or adding those that enhance value.

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.

Rethinking product supply chains offers another opportunity for traditional enterprises to introduce a host of positive outcomes.

Harman had great brands, but the processes were falling apart.

Our customers, system, and shareholders are best served when we direct our focus and energy towards executing against these critical customer expectations.

Operational effectiveness and strategy are both essential to superior performance.

The consolidation that we started in 2009 was clearly the requirement of that time.

I'm always a fan of good business moves.

There's usually room in the theme parks business for efficiencies on the cost side and new investment, which drives traffic.

It is the performance of the business that matters. It is hard enough to figure out the future of the business. Do not try to figure out the future of the country or the world; focus on the business.

We have to provide more visibility, more certainty to the investors and reduce the cost of failure.

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.

In the commercial world, you have this problem that the amount of research you can do in a company is based on how well your current business is going, whereas there actually should be an inverse relationship: when things are going worse, you should do more research.

Understand what you are acquiring and protect it at all costs. You are acquiring people and next-generation products. You are making an investment that together you can grow faster, make more profits, and take more market share.

I spent some time studying Toyota, because how could a loom maker - they made looms. That was their business for 50 years, 35 years - and then they decided to go into the car business after everyone else was in the car business.

I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.

Our priority has always been to have the lowest cost so we can be comfortable with weak freight rates. A big part of having the lowest cost is maintaining the largest network, and this means growing market share.

At many companies, business development is treated as a sales tool for incremental growth, but I believe that business development can bend our growth curve in a big way. It should accelerate our ability to grow, helping us quickly close gaps or leap ahead of competitors.

We have to improve our ability to deliver tangible results, namely sales, not simply awareness or change of attitude among opinion formers.

The individual Siemens businesses must be able to keep up with the specialists in the industry and be at least as good as their strongest competitors.

Quality will save our company.