Ted Waitt Quotes

We've grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

We are out-of-the-gates strong in fiscal 2015. We grew revenue 8% in the first quarter and exceeded our QuickBooks Online subscriber and our company financial targets.

We want to be the volume number one, but also we want to have 8 percent in operating profit.

If we want, we can be profitable, but we are focusing on growth. We don't comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.

Each quarter, Indian IT firms publish their results, and these are broadcast on CNBC. From the comfort of their boardrooms, executives say how many new employees have been added, how many more Fortune 500 companies have been signed up as clients, how many million-dollar companies were added, and so on.

By getting into distribution and production, I am actually widening my base.

Our 2015 financial performance will continue to be driven by our Home Robot business. Home Robot revenue is expected to grow 10% to 12% in 2015 and comprise 90% of total company revenue.

I have great expectations for our company; pretzels were just the beginning.

Cerner has significant growth opportunities. We believe there is leverage with HNA Millennium and in our business model that can grow both our top-line and earnings during 2000 and through the foreseeable part of this decade.

We started the 10/10 objective in 2011, and that time, our turnover was about Rs. 15,000 crore. We would like to have a turnover of Rs. 1,50,000 crore by 2021. This will be through high growth in domestic and international operations as well as through acquisitions.

Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

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.

Business 2.0 was hugely profitable last year, and will be profitable this year.

Businesswise, everything's been good.

Market expansion is not an opportunity. It is a necessity.

It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.

Our continued investment in productivity will add to our margins, and you'll see that reflected in the bottom line earnings.

Companies with significant revenue (more than $100 million) have, by definition, significant traction. They have proven out their thesis and can scale up or down as investment capital becomes available.

What we are doing is increasing our focus on cash flow, return on investment, and value creation.

Substantial services growth is core to Boeing's strategy.

Our progress isn't just limited to the operation. Financially, we have been performing well. United's 2015 earnings were one of the best in the company's history, and we made significant progress shrinking the margin gap with our closest competitors, strengthening our balance sheet, and returning significant cash to shareholders.

The value that some analysts put on revenue vs. what they put on profit is out of whack. If you can grow real cash earnings, that's 80% of what you ought to do, and the revenue component is 20%.

Profit or perish... There are only two ways to make money: increase sales and decrease costs.