Fred DeLuca Quotes

You need to make certain decisions to expand your market.

If Vancouver did not succeed as Starbucks from '87 on, our entire international business, which is now thousands of stores and a significant amount of growth and profit, may not have existed.

Marketing executives like big budgets, as big budgets make it easier to grow the top line.

And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.

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.

In 1974, we began franchising. We didn't have any big thought process except that, 'OK, franchising will help us get to our goal of 32 stores and help us run stores farther away from home.'

We have a big opportunity in China. We think the number of stores here can rival the number in North America.

I look to work with businesses that know what they are doing but need larger distribution or exposure.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

Like Free People, the Urban brand is planning to grow by expanding product assortments, expanding the brand reach and by improved marketing.

We are not selling the black cab in large enough volumes. We want to expand globally.

I had a trial run with Norman Ross for 21 years, from '61 to '82. I didn't have it in mind to open a chain like Harvey Norman. I opened one shop, but then the next thing you know, I've got another shop and then another shop.

I never really paid attention to sales until the second record.

One of Aspen's primary strategic intents is to further globalize its business, increase its representation across a number of additional territories, and provide support to its growing global presence with a differentiated pipeline.

So long as new ideas are created, sales will continue to reach new highs.

This is my hobby: growing stores, adding stores. It's fun.

When most people ask about a business growing, what they really mean is growing revenue, not just growing the number of people using a service. Traditional businesses would view people using your service that you don't make money from as a cost.

I sensed my chance and embraced the telecom business. I started marketing telephones, answering/fax machines under the brand name Beetel, and the company picked up really fast.

Because the stores worked, franchisees wanted to build more stores. If your model works, folks who are happy with it will buy out the ones who aren't happy.

In 2014, we have some new activities and new order wins in the non-automotive space.

What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.

If you haven't created the time as an owner to understand why people are choosing your model over your competition, then you are only managing the business that comes in the door, not actively seeking it out.

Understand this - as a new company, if you don't know how to get interested prospects into your company, then you don't have a company. At the same time, if you, as a owner, have to drive every lead into your business, then you need a real lead generation strategy.

I am so proud of the growth of Dylan's Candy Bar into two more flagship stores: Union Square in New York City and Chicago on Michigan Avenue, and two airport stores: JFK and Detroit.

When you're trying to expand your business, it's about real estate in the stores.