Pierre Nanterme Quotes

No matter what business you're in, you can't run in place or someone will pass you by. It doesn't matter how many games you've won.

Businesswise, everything's been good.

I don't really care about capitalizing on momentum.

I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.

Understanding how to compete better has really made a difference.

If you only do things where you know the answer in advance, your company goes away.

I say at our management conferences that the amount Wal-Mart grows in just one year is the equivalent of Costco's size.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

I've been looking at companies that are on a positive path vs. a negative path and I've come to use the language of sports, winning streaks and losing streaks.

I don't know what would have happened to Wal-Mart if we had laid low and never stirred up the competition. My guess is that we would have remained a strictly regional operator.

I believe Business Objects is on the cusp of becoming a multi-billion-dollar sales company. There is tremendous growth potential for business intelligence.

You need to make certain decisions to expand your market.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

Smart companies fail because they do everything right. They cater to high-profit-margin customers and ignore the low end of the market, where disruptive innovations emerge from.

Entrepreneurship is all about an idea that creates differentiated business value to one's customers. You must be able to convince your customers about the benefits that association with you or your products will give them. People are ready to pay if they are convinced about your services or products.

A tremendous chief executive in a small market will never be great. All great companies start with great markets.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

Making new products is an easy tap for a company in a recession.

We recognised from the start that we couldn't just stay in the U.K. and Ireland markets. We have always looked to the products of the future. I've always said, 'If you don't innovate, you'll evaporate.'

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

People love our products. They love using our services. All of this, to me, equals great opportunity.

The principal challenge we face is to go up the value- and domain-skill chain and build a strong consultancy front end and, also, to globalize our leadership much more.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.