Naveen Jain Quotes

Moving our headquarters to Chicago is another significant step in our journey to build a better McDonald's. This world-class environment will continue to drive business momentum by getting us even closer to customers, encouraging innovation and ensuring great talent is excited about where they work.

The reality is the world's shifted; the world's evolved. We now measure ourself by total device space. We have a much bigger opportunity than we've ever had in the past to grow our business, but we have to rethink how we look at our business.

We have met our passion to be ambition to grow our market share significantly in North America. Motorola helps address two other priority markets for us - the acquisition has enabled us to become the No. 1 foreign vendor in Japan. It also gives us an increased market share with China Mobile in China.

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

For businesses to be successful, they need to constantly ask the question: 'How can we provide value to our customers?' At the end of the day, that is what matters.

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.

Our company is very diversified, both in terms of geography and in terms of products.

We can believe that we know where the world should go. But unless we're in touch with our customers, our model of the world can diverge from reality. There's no substitute for innovation, of course, but innovation is no substitute for being in touch, either.

I was determined to make Renaissance Man Food Services and Herschel's Famous 34 major players in a very tough industry.

When I arrived, I didn't understand London customers perfectly, but we've developed the right style with the right price, and step by step, I'm in harmony with London.

When I left Apple, it had $2 billion of cash. It was the most profitable computer company in the world - not just personal computers - and Apple was the number one selling computer.

Trump is not national: he's international. He's known all over the world. He has established businesses all over, and he has given jobs to thousands and thousands of people all over the world with these businesses that he has put together.

SoftBank has had a lot of businesses, but they've always ranked, say, third in Japan or fourth in the U.S.

Burberry was about building a relationship. But it was always about selling an amazing product that you would have forever. Apple is just a deeper relationship with a much broader constituency. Because it's everybody.

As a businessman, I saw club tracks as a new franchise that could be profitable for years to come. It was like being in McDonald's and realizing that even though cheeseburgers and fries sold big, you could also make money serving up McRibs, which are always available for a limited time only.

You can't believe your own marketing.

We are an American business.

As a brand, Ahla is one of Strauss-Elite's strongest. But we need to do a lot of marketing in order to regain market leadership. I have no doubt that we will do that, even if it takes time.

When you have a CEO who is an ex-CMO, that is going to put the marketing tool kit front and center.

With the iPod, iTunes, iPhone, iPad, and iMac, Apple is the most powerful tech company in the world. It's also the No. 1 music retailer in the U.S. and among the top sellers of online movies, too.

Our brands - Nike, Converse, Jordan Brand and Hurley - are loved by customers all over the world. But we never take that for granted; we know that every day we have to earn their trust - by serving them completely and adding real value to their lives through products and experiences.

Google will continue to be the place of choice, and we wanted to signal that very clearly to our employees.

Formula One is not just multinationals. It's also about national players wanting to get global coverage.

Never accept or be too comfortable with the status quo, because the companies that get into trouble are historically the ones that aren't able to adapt to change and respond quickly enough.

What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.