Martin Winterkorn Quotes

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

You need to make certain decisions to expand your market.

Many first-time founders fail to understand the difference between the potential of the Total Addressable Market (TAM) and the very finite subsection they can hope to capture. No company ever captures the entire market they pioneer. Innovation doesn't happen in a vacuum, and others will jump in from the moment you've identified the potential.

It's a mistake to predict the size of markets that are so new. This model has shown no signs of slowing down. So we are going to get as much of it as we possibly can, and when we get close to that we'll figure out other problems.

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.

When a market isn't in transition, gaining market share is hard - you're fighting to take one or two points of share from competitors.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

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

We don't actually plan to launch new businesses over the next few years, but we are planning to take the ones we have into new territories.

Greatest risk is not development of new product, but development of customers and markets

As you craft a plan to expand to adjacent markets, don't disrupt: Avoid competition as much as possible.

Fifteen years ago, I really give up American market.

When I broke in, in 1957, it was wide open. Now you're up against strong competition.

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.

We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.

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.

Looking beyond the emerging markets, it is important not to lose sight of the growth opportunities that exist in the developed regions.

When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.

I believe that we have not yet played out full competitiveness in the notchback segment.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

We still have to keep betting on markets like America that are full of opportunities to grow, even if we have to work our heads off to do it.

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

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.

Confidence, capital, and new markets fuel entrepreneurship and job-generating expansion of existing businesses.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.