Soren Skou Quotes

The crucial point is always the own cost structure. Therefore I created a Low Cost alliance with air Berlin.

I continue to be a believer in a standard-based industry, where your lean cost structure is a huge advantage.

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.

Business is war. I go out there, I want to kill the competitors. I want to make their lives miserable. I want to steal their market share. I want them to fear me and I want everyone on my team thinking we're going to win.

There's usually room in the theme parks business for efficiencies on the cost side and new investment, which drives traffic.

We believe that our cost effectiveness is one of our most powerful competitive advantages in Networks, and we will not lose sight of that in the future.

Substantial services growth is core to Boeing's strategy.

But they are also better, our competitors are better because Wal-Mart exists.

The more evident it is that a certain company is going to become the market leader in a big market space, then the higher the valuation goes because the risk has been dramatically reduced.

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're gonna totally sell out and try to dominate the world.

In general, great companies prefer to grow 'organically,' as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.

Leverage your brand. You shouldn't let two guys in a garage eat your shorts.

When a project has an ample budget, I am interested now in using bigger units of materials.

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 keep my overhead as low as I can.

My buildings are all on budget.

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

The strength in our third-quarter financial results is cause for excitement. I'm particularly pleased that we continue to demonstrate impressive growth at the same time we are engaged in important merger discussions.

First, we have to lower our costs to levels that are more competitive. This will prevent the lower-cost airlines from pushing us out of the markets we want to serve. We've made great progress on this front, but we need to keep pushing.

In the U.S., we didn't have scale, and without scale, it's difficult to operate.

When you look at a company that's already succeeded or is at the very top of its game, it isn't necessarily when it's executing well. It tends to be peacetime - you've defeated the competition, you have the highest margins, the highest multiple.

The key is to cut out the middleman and empower both doctor and patient with information about what things cost.

We need to be careful when we talk about cutting health care costs. They are not going to be reduced - what we really want to do is do is slow the rate of increase.

Number one, cash is king... number two, communicate... number three, buy or bury the competition.