Jim Cantalupo Quotes

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

I always thought that first jump from a small market should be as big as possible. But never in my wildest dreams did I think it would be ESPN.

Starting a business from scratch and having little money in the bank focuses your mind in a way that running a multibillion-dollar business never does. It brings the key drivers of performance into sharp relief. I promise.

Michaels is probably the most respected craft retailer on the planet so to be working with them is a fantastic honour, and it will go a long way in helping us boost U.S. sales.

When we first started Marquis Jet back in 2001, one of our first goals was to try to break into the Hollywood marketplace. We thought it was a good way to help build brand credibility and attract new customers by word of mouth.

In 'That Will Never Work,' I give readers a clear-eyed insider's look into how one of the least likely startups grew into one of the world's most successful companies.

I knew, back when I was starting up, that if I had something that could be developed for the mass market, I could really take it forward.

You can't run a business just by selling one thing.

Collaboration between different parts of the world will bring us closer. From a business point of view, it opens up new markets as well.

There is a reason companies raise money from investors, which is to invest in growth.

It was our belief we should have a customer base and that the catwalk was actually supporting and increasing the business.

WWE sees India as huge opportunity and wants to continue to build its base.

We built Bonobos, with more than a few dozen customers and counting, and the industry we were disrupting didn't seem to care. Then we 'sold out' to Walmart. Abracadabra. The red carpet rolled open.

U.S. companies are innovative and entrepreneurial.

Anybody who can improve the business in the long run is a good buyer.

Nokia, with its deep experience in connecting people and its three strong businesses, is well-positioned to tap new opportunities during this time of technological change. I look forward to working with the entire Nokia team as we embark on this exciting journey.

Can a label group by itself scale to make a sensible business? I don't think so.

Growth and momentum are what a startup lives on and you always have to focus on maintaining these.

Listening to other companies' customers is the best way to gain market share, while listening to the visionaries is the best way to create new markets.

I can help someone grow their business 130% in 12 to 18 months only because I've done that with so many of my own and have faced so many challenges.

What Sam Walton did was to go into one of the most mature industries of all and find a way to make it grow, grow, grow, double-digit, month after month, year after year. He did it by innovation, customer focus, and above all, speed.

You have to find a small market in which you can get a monopoly and then quickly expand.

Competition should not be for a share of the market-but to expand the market.

If we have 99% [market] share of Ford Company, the question to us is 'How do we improve the customer satisfaction in order to get that additional 1% share?

I think going public should not be a goal and the more that we make it a goal, the less it will be a goal. It's kind of like, I have three young children and when I tell them to eat vegetables, the last thing they will ever do is eat vegetables. I think it's just this weird thing where entrepreneurs have a reflexive negative reaction when people are pushing for it. I think you have to view going public for what it is, which is a transitional moment where you can consolidate mindshare and win at an even larger scale.