Henry Sy Quotes

My businesses are all related - retail, shopping centers, banking, real estate, and tourism development. Together they create synergy.

The desire for reinvention seems to arise most often when companies hear the siren call of synergy and start to expand beyond their core businesses.

The Godrej group is expanding rapidly. However, we are not diversifying much.

If you look at firms like General Electric or other large companies, they don't just do one thing; they do many different things to generate sources of revenue.

An important re-engineering principle is that companies should focus on their core competence and outsource everything else.

I already have enough apparel businesses that are either doing well or not really doing anything at all, and I'm looking to broaden my portfolio.

A strategy delineates a territory in which a company seeks to be unique.

Today, public companies don't like the idea of conglomerates. People want to buy something in which they know where they are putting their money - into the food business or the oil and gas business. They don't want to put their money into a hodge-podge as a general rule.

It's not a good idea to always look for new frontiers, especially when you have opportunities in your existing businesses, in your own backyard.

We don't want to go starting completely separate businesses that do nothing for our user base.

My basic strategy is to stick to my core business and to my area of expertise.

People imagine that Netflix sprang fully formed into a global streaming giant, but Netflix might have been personalised sporting goods - or customised shampoo - or even pet food, since these were all ideas that I pitched Reed Hastings in those first months.

I always tried to move up the food chain. I started with cement and then moved into textiles and banking. When I was trading sugar, I added salt and flour so that then we could do pasta. And then I thought, why not make the bag for it, too? So, we started making packaging.

Synergy is the driver. There are two levels of synergy: there are operating synergies, which, you know, you'd have to be stupid not to try to take advantage of, and then there are strategic synergies. In other words, in what positions you would be more sustainable, more long term, and so on.

Control your cash. Stick to your core business. Know your numbers.

To the extent that anyone anywhere does anything interesting, the question is: 'Why isn't Apple doing that; why is Apple behind in that?' We aren't the Everything Company. We take on a very small number of things that we do very well, and we find that pretty rewarding.

I don't think LVMH will want to significantly change the strategy of Loro Piana, and I don't think that they would have bought it otherwise.

Ford had a number of different strategies over the years that they thought obviously made sense at the time, just like all the different brands, and also the regional operations.

Any dispassionate observer would recognize that on Day One, a start-up has no customers, and unless the founder is a true domain expert, he or she can only guess about the customer, problem, and business model.

We need to stop defining Boeing's future based on a single program or two programs, and we have been doing that with the fighter story. It doesn't mean it was wrong or right; I just don't think it represents the great diversity of the Boeing Defense portfolio.

We had a bunch of 'we's - a fitness concept, a restaurant concept. The first business plan we had included all of them.

When you're building a business, you want to focus and deliver excellence at what you do. This simply cannot be done when you are launching multiple ventures, dozens of new products, and selling everywhere and anywhere at the same time.

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

Tomorrow I will have new competitors such as Google, Microsoft, and Facebook coming into my garden. I'd rather focus on the competition of tomorrow than combine with the competition of today.

I've always been a big believer in diversification for anybody. It's never good to put all of your efforts and all of your time and all of your financial resources into just one project. Diversification is key for any individual and any business.