B. Kevin Turner Quotes

If you get the product and technology right, then the rest usually falls into place.

We're not really in the business to sell ourselves. We want to sell what we work on.

Prove to yourself that your business, in micro-scale at least, creates value. If you believe it, you'll find it that much easier to convince potential investors, partners and employees, too.

You have to make a decision whether it's a new product or you integrate it with an existing product. It takes time to work these things out.

Focusing on the long term and building a great product that is scalable ultimately leads to a great company.

You know, we - we start with a mentality that we'll take a sports project if its good. And we're certainly not on the lookout for them, because to be honest we don't have to. They walk in the door.

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.

The problem with entrepreneurship is we are often working really hard producing high quality products that no-one wants. The creation of stuff is not valued.

The same products, services or technologies can fail or succeed depending on the business model you choose. Exploring the possibilities is critical to finding a successful business model. Settling on first ideas risks the possibility of missing potential that can only be discovered by prototyping and testing different alternatives.

I think the mistake people make most often when they invest in other kinds of startups is they say, 'This is totally different.' And so the things that matter, like making a product that people desperately want, like talking to customers, they throw this out the window. That is a recipe for heartache and tears.

Since the beginning, HTC has focused on developing strong research and development capabilities and keeping a close eye on consumer, market and technology trends.

We are not going to compete for programs where we do not believe we can get a fair and sufficient return.

Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.

You need to make certain decisions to expand your market.

Being a conglomerate, each of our businesses has a different challenge; business landscape is different for each business. It makes it challenging as well as exciting.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

Once you start thinking more about where you want to be than about making the best product, you're screwed.

Know the business, learn the business, own something.

Once you understand business models you can then start prototyping business models just like you prototype products.

I mentor a lot of CEOs and entrepreneurs, and when I see that product is the number-one thing, the only thing that matters, that's a real red flag.

If you are planning to start a business, and if you want that business to have a hope of succeeding, be sure you are approaching your venture from a true Entrepreneurial Perspective.

The key to our business, it's a lot of research.

Our line of business structure has served us very well in the past, when customer segments and product requirements were very distinct.

The needs of the business sector must be understood.

I said from the very beginning, 'Yahoo should position itself as a technology innovation company, not as a media company.'