Julie Wainwright Quotes

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.

One of the strengths of Adani is that, because we are controlling mines, ships, ports and logistics, we are the cheapest solution provider for end users.

Amazon thrived because it implemented the online bookstore idea better than any of its early rivals did, not because it was the only company to have the idea or the first company to have the idea. It continues to grow only because it keeps trying to improve on the details of the idea and the way it puts it into practise.

We have the brand, and we have the fulfillment capability. Now we had to get the Net, and that's the easiest part of the game.

I have seen entrepreneurs ask for hundreds of millions of dollars on a concept and try to sell because of 'their passion' for an idea. If the idea is that good, why wouldn't I cut you out and hire someone who is just as passionate for much, much less?

At Wal-Mart, it goes back to Sam Walton and the foundation and business model that we simply operate for less, or everyday low cost. We're known for operating in a very efficient way and then giving those savings to customers.

Levi's can produce many more Western jeans than we can and make them at a better price.

But they are also better, our competitors are better because Wal-Mart exists.

The crucial point is always the own cost structure. Therefore I created a Low Cost alliance with air Berlin.

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.

Wal-Mart's success strategies and tactics are easy to understand yet hard to duplicate.

We are really very lucky to have so many fantastic brands. But to grow them we should not be too much in a hurry. They are growing fast, but they have to grow accordingly to the market and to the capacity we have to deliver good products.

As we have seen again and again, when Amazon doesn't get the economic conditions from suppliers that it seeks, it simply goes its own way. In the book business, that has meant publishing its own titles under the various Kindle imprints. Now it's making diapers.

It's easier to build a business around a first-class product, even if it's a more expensive product to produce.

When we look at investing, we always think about 'how defensible is this, how likely is it that somebody is going to copy this.' E-commerce tends to be something easy to copy because it's execution.

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

U.K. companies are in very international and very competitive markets. If you look at PC penetration in the U.K., it is very similar to the United States market.

Chains do more than bargain down prices from suppliers or divide fixed costs across a lot of units. They rapidly spread economic discovery - the scarce and costly knowledge of what retail concepts and operational innovations actually work.

There are lots of retailers that are now scrambling to emulate the Amazon model, so Amazon does not have a monopoly on same-day distribution or broad selection or low prices. All that said, there are advantages that accrue to the largest player, so I don't see much in the way of Amazon slowing down.

Suning from a management concept and technology point of view isn't simply an appliance company.

GM is a highly collaborative organization; we rely on a whole tier of suppliers for everything that we do.

Brands will increasingly handle their own e-commerce and rely less and less on local distribution partners. Why should they give away their profit margins?

Zoomin is a hybrid model. The management and founding team is the one with half.com.

Alibaba model is the model that I am supporting in China, in India, and even in Japan.

If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.