David Cage Quotes

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.

Europe has always represented a major strategic opportunity to achieve our goal of creating and building an enduring global brand.

Acquiring Sunseeker deepens Wanda's international influence and represents an important step forward for the development of the business.

VW's future is increasingly being decided in China, Russia, India, the Americas and Southeast Asia. This is where we will generate most of our growth in future.

Once you go global, you can’t stay local.

I could sell more franchises than I'm selling right now, but we're pretty deliberate about where we're going.

We are growing both in the U.S. and in India, and all our business plans are made accordingly. So we are expanding both in U.S. and in India.

We have a powerful portfolio of brands that are well-positioned for future growth, both domestically and internationally.

There's an ongoing competition by global companies across all areas from products, technology development and hiring talented people to patent disputes. The market is big and opportunities are wide open, so we should find out new businesses that Samsung's future will hinge on.

Caterham realises corporate America and the American consumer market... is the largest consumer market in the world and it is something that needs to be part of Formula One.

In business, the competition will bite you if you keep running, if you stand still, they will swallow you.

When I arrived, I didn't understand London customers perfectly, but we've developed the right style with the right price, and step by step, I'm in harmony with London.

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.

We recognised from the start that we couldn't just stay in the U.K. and Ireland markets. We have always looked to the products of the future. I've always said, 'If you don't innovate, you'll evaporate.'

India is and will remain an important strategic growth market for the Volkswagen Group. We are convinced that VW will take on a key role in the Indian automobile market in the long-term.

For me, the international expansion of eBay was the best idea. We are now in 35 countries, and have a huge global network. The second best one was the acquisition of PayPal - the wallet on eBay.

Franchises mean that you're tied in. That's a lovely feeling of comfort to the whole thing. From a business perspective, it really keeps you current and lets you go and do other smaller, more pedestrian things.

Just believe in the future and direction of the capability that ARM has. Go deep and build a better future, both for the company and for its contribution to the industry. That's what I want ARM to do: invest more the future.

We provide business advice and guidance. We started it here in India first, and now we have taken it globally. India was the first for startup incubation in the world for us.

For decades, I've spoken of McDonald's as one of the premier examples of how to build a company, scale it, and ultimately sell it.

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.

In 2001, we were like most high-tech companies, with one or two primary products that were really important to us.

If they had listened to me and had equal partnerships in China, the U.K., Germany and Brazil, maybe Yahoo in those countries could have become positioned like Yahoo Japan.

Just because we're Knopf doesn't mean we shouldn't sell books as well as any other publisher in the land.

I'm not thinking of any other leagues. I'm really not. I'm thinking of what can I do to move Bellator forward. I'm thinking of what we need to fix, what fighters we should sign, where we can expand internationally.