Lisa Su Quotes

I already have enough apparel businesses that are either doing well or not really doing anything at all, and I'm looking to broaden my portfolio.

People come in with business plans and, I mean I know that no one is going to meet everything they say in a business plan but you got to have something to, to guide towards.

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?

I believe in this industry as a business, and I want to continue to grow my own business.

By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.

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

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

The Godrej group is expanding rapidly. However, we are not diversifying much.

Read over your existing business plan like you read the menu at your favorite restaurant.

Enterprises that depend on many rarely succeed.

Giving up your core business in search of a phantom audience is not wise.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

When you're in 45 markets, you take it on the chin here and there.

I propose that matchmaking should be approached like a corporate business venture. It can be risky, but I have discovered that the potential profits from acquisitions and mergers cannot be underestimated.

We need to stop defining Boeing's future based on a single program or two programs, and we have been doing that with the fighter story. It doesn't mean it was wrong or right; I just don't think it represents the great diversity of the Boeing Defense portfolio.

I love the business of business; I love the risk raking.

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.

I'm not looking to... I'd like to build my company and make a bigger company always, but I think in the behind the scenes arena is where I'd prefer to spend my time.

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

If Wal-Mart invests a billion dollars and others invest $100 million, Wal-Mart is going to grow more.

Business is all about risk taking and managing uncertainties and turbulence.

I definitely see a correlation between how many things a company gets right and how fast a company grows.

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.

There is a wide range of opportunities for us and we see a main part of our strategy as being a company that supplies products across a range of different end applications and indeed we have quite a wide product portfolio which we enhance each year.