Elon Musk Quotes

Before 2000, we were unable to design a single car; all the cars were designed in Japan, Europe or somewhere else. We were just converting.

I'm confident UTC could outperform in all of our markets, starting with our commercial businesses. The largest opportunities for our commercial businesses are in emerging markets, and we're very well positioned there.

Back when Detroit was the head of auto manufacturing, it was clear where profits were created. Right? A car was made in Detroit. There was little argument that you could make that some of the money from that should be sent overseas to Ireland.

In 2013, we opened our first international office in London and established a European hub in Berlin.

We hear a lot about rebuilding Detroit, and we just spent $70 billion to bail out the auto industry - well, they need to be cost competitive, too. If they have high-cost energy, those suppliers are going to move to Japan or Mexico instead of Michigan and Tennessee.

I've been spending quite a bit of time in Canada, New Zealand, Australia, and the U.K. as Mint is expanding globally, and I'm personally doing much of the research and business deals to make them happen.

I think the most important reason for our success is that very early in our quest into globalisation, we invested in people - and we have done that consistently and particularly in the service business.

I like the challenge of growing small companies into big global companies.

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

In terms of development of the company, the vast majority of our sales are in the Far East and we will expect to strengthen our activities there, perhaps even moving some of our engineering activities abroad.

India is and will remain an important strategic growth market for the Volkswagen Group. We are convinced that VW will take on a key role in the Indian automobile market in the long-term.

VW's future is increasingly being decided in China, Russia, India, the Americas and Southeast Asia. This is where we will generate most of our growth in future.

Once you go global, you can’t stay local.

I was very early on in taking venture capital abroad: to Europe first, then Asia.

We have teams of people working on electric cars. So you never know - you may find Virgin competing with the Tesla in the car business as we do in the space business.

There's no doubt that we are, by traditional automotive manufacturing standards, an automotive conglomerate. And so that causes confusion by definition.

If they had listened to me and had equal partnerships in China, the U.K., Germany and Brazil, maybe Yahoo in those countries could have become positioned like Yahoo Japan.

I'm delighted to have been accepted into the U.S.A. with my fishing program after its success in Australia and throughout the U.K., Europe, and Asia.

Fiat has assembly plants in Brazil and Argentina.

We are fortunate to attract an energy executive as strong as Banmali Agrawala.

As long as Wanxiang exists, we will pursue our dream to make electric cars, whatever the obstacles.

Disney is looking at growing in emerging markets - and for them India is an important market. They also recognize how important it is to partner with a local Indian company.

We have continued to advance our global ambition with acquisitions that fill in the global footprint, such as Dabo in Dubai on the marketing side, Smithfield in the U.K. for financial PR, Ergo in Germany for corporate reputation and public affairs, and Position in Colombia to add scale to our Latin America business.

I run businesses all around the United States, all around the globe.

As a part of the Renault family, I want to develop the car and write new success stories.