Ronnie Screwvala Quotes

I'm confident UTC could outperform in all of our markets, starting with our commercial businesses. The largest opportunities for our commercial businesses are in emerging markets, and we're very well positioned there.

VW's future is increasingly being decided in China, Russia, India, the Americas and Southeast Asia. This is where we will generate most of our growth in future.

In terms of development of the company, the vast majority of our sales are in the Far East and we will expect to strengthen our activities there, perhaps even moving some of our engineering activities abroad.

If they had listened to me and had equal partnerships in China, the U.K., Germany and Brazil, maybe Yahoo in those countries could have become positioned like Yahoo Japan.

Multinational brands, especially those with successful legacies, often struggle in emerging countries.

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

For us to grow globally, it's not enough to just be an exporter. We have to be a creator.

We see great growth in the United States. But also in China, Brazil, the U.K., and other markets around the world. So ecommerce is going to continue to be a great story for Walmart.

You are slowly developing some multinationals of your own. We certainly hope that some of them will look in this direction when they look for opportunities because the progress of Southeast Asia is important to China, just as China's progress is important to us.

Apart from boosting our long-term economic strength like other Asian economic powers, Philippine companies expanding overseas and going beyond our comfort zones, or going to some uncharted territories, will help sharpen our management skills.

In 2013, we opened our first international office in London and established a European hub in Berlin.

I don't feel necessarily it's winner-take-all across the globe, where there has to be one local guide for the entire world. We'll certainly do as many of these markets as we can.

From our group, we've had joint ventures with a lot of international companies: Procter & Gamble, General Electric, Sara Lee, currently with Hershey's and Tyson. We've learned a lot of the best practices.

Once you go global, you can’t stay local.

For an international business such as ours, you can't localise without a local. That was a hard lesson for us. We had to be closer, physically present, which is when we put teams on the ground.

We don't actually plan to launch new businesses over the next few years, but we are planning to take the ones we have into new territories.

It's about creating a product or service so good that people will pay for it. Now 30 years on The Body Shop is a multi local business with over 2.045 stores serving over 77 million customers in 51 different markets in 25 different languages and across 12 time zones. And I haven't a clue how we got here!

If Vancouver did not succeed as Starbucks from '87 on, our entire international business, which is now thousands of stores and a significant amount of growth and profit, may not have existed.

Acquiring Sunseeker deepens Wanda's international influence and represents an important step forward for the development of the business.

There are a number of start-ups in Europe that are able to reach beyond their own country. Take Spotify - Spotify just in Sweden isn't that interesting compared to Spotify all over the world.

We are looking for development partners, people to work alongside us, which will accelerate our actually getting licences, the technology into product, into the markets.

The growth of the company and the license that Starbucks has is to participate in other food and beverage opportunities. We have a global business... and in many parts of the world, tea is much, much bigger than coffee, and we're going to bring tea and bring our capability and our understanding of what we've done for coffee to tea.

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

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

I'm committed to increasing long-term value for shareholders and am confident we will continue to do so through the successful execution of our core strategic priorities: the creation of high quality, branded content and experiences, the use of technology, and creating growth in numerous and exciting international markets.