Richard Branson Quotes

Unusually rapid growth cannot keep up forever; when a company has already registered a brilliant expansion, its very increase in size makes a repetition of its achievement more difficult.

Could we grow faster? Yes. But I don't want to be the biggest. I want to be the best at what I do.

We had grown too fast at PayPal. Our operating expenses had grown too fast... Growth covers a lot of sin. We want to grow without sin.

Growth is the mantra of our society because the economy can't remain healthy without growth.Impregnable monopolies aside (and these are few), profits are both the hallmark of capitalism and its Achilles heel, for no business can permanently maintain its prices much above its costs. There is only one way in which profits can be perpetuated; a business-or an entire economy-must grow.

We're building a great company, and we're very excited about the future of the company.

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.

Great businesses can be built on scale. I think Amazon has built a phenomenal commerce business largely on scale. Their network effect isn't obvious to me, but boy, have they used scale effectively.

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

When you rest on your laurels is right when you have the risk. It exists for every company, no matter how big.

As an investor, what we're not looking for is 'oh this is a cool app,' it's 'is this something that can become a big business?' You need to find those that can become real businesses.

That business we started with 10 people has now grown into a great American success story.

Trouble results when the speed of growth exceeds the speed of nurturing human resources. To use the analogy of growth rings in a tree, when unusually rapid growth caused the rings to grow abnormally thick, the tree trunk weakens and is easily broken.

In any business that grows big on one business model, transitions can throw everything in the air.

Growing is an important part of the business, but more important than that is to get better.

My parents grew that small business from one 18-year-old guarding a bingo to more than 125 employees in three states. And sure, there was help along the way. But my parents took the risk. They stood up. And you better believe they built it.

You have to maintain the balance between fast growth and smooth growth. It's like driving a car and knowing when to balance the gas pedal and the brake.

Travelex has grown into a global business in just 25 years. The acquisition of Thomas Cook's Global & Financial Services has created a business that would have had a combined turnover of U.S. $28.4 billion in 2000.

The strength in our third-quarter financial results is cause for excitement. I'm particularly pleased that we continue to demonstrate impressive growth at the same time we are engaged in important merger discussions.

My business has doubled in ways I couldn't have imagined.

Too many companies are just being big for the sheer sake of it. Too many CEOs thinking bigger is better.

I don't think we should allow our growth to overwhelm the qualities that are bringing it here, and some of those qualities will be overwhelmed if we just allow it to happen haphazardly.

Market expansion is not an opportunity. It is a necessity.

We're certainly not in position to expand into the East. We've been very candid and up front that if, in fact, we go through an expansion process, the world will know about it.

You can't cost-cut your way to greatness.

If we want, we can be profitable, but we are focusing on growth. We don't comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.