Jerry Yang Quotes

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.

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

As a global company, we have abundant resources in both capable people and capacity and also competency to make a success in India.

Not all of Microsoft's businesses are successful, but they have every technology possible.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

Every successful enterprise has a very clear strategic purpose.

I admit that the direct model has done a lot for Dell. That's the only thing the company has ever really accomplished.

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.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

We were in the market ahead of competition. We brought new products on the market ahead of competition. We rolled out our networks. We begged, borrowed, stole, put things out. And while they were never near perfect, they were first. And that gave us, to my mind, a lot of advantage.

Over time, the product we produce has been consistently successful here in America and around the world. Apparently, we are doing something right.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

The most successful company in Silicon Valley is Apple, and they're the most secretive.

We have to still develop the Ikea group. We need many billions of Swiss francs to take on China or Russia.

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.

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.

Creating value isn't enough - you also need to capture some of the value you create.

From the beginning... I wanted to build a company that could sustain not for two years or four years or even ten years but be something that really matters over time the way Amazon and Google and others have.

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

Businesswise, everything's been good.

Growth is always essential. Running any tech company, you want to make sure you're growing. Putting in place all of the right structure to be able to ensure growth.

Challenges need to be given to an organization.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

Great companies are built in the office, with hard work put in by a team.