Ashok Soota Quotes

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

When I hear people debate the ROI of social media? It makes me remember why so many business fail. Most businesses are not playing the marathon. They're playing the sprint. They're not worried about lifetime value and retention. They're worried about short-term goals.

The good news about building a company during times like this is that the companies that do succeed are going to be extremely strong and resilient.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

If you look at successful studios, they're the ones with stabilized management.

I am not going to opt for a short-term view for a 206-year-old institution like the SBI.

We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.

We need to be focused in corporate America on the long term.

I want to make sure our company is in good hands: that it will be good for the country, for the stockholders.

It's easy to be a short-term hero. It is very easy for me to get tremendous results very short term, get that translated into compensation, and be off sailing in the Bahamas. But the goal for this company - and it's very difficult to do - the goal is to follow a four- or five-year process.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.

By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.

Our goal is to make General Motors the most valuable automotive company. Clearly, that is having sustainable profitability and driving great returns for our shareholders.

You learn a lot about vital corporations through non-vital corporations.

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

You can't just tell your team, 'Think long term.' It doesn't work that way. When you are starting out, you have to always think about trying to build something of value for the customer: something they can use all the time, something of use.

We've complemented that with a second office to think about how we need to prepare ourselves for that period 10 or 15 or 20 years from now, by way of investment in our technology, our organization and our people.

A lot of web companies will take a short-term approach and sell to an incumbent and don't end up living up to their full potential.

For value investors, General Motors is a tempting target. The company's share of the North American auto market has steadily declined for two decades, and analysts say the company suffers from weak management and unexciting cars.

Focus on the long term, and always do what's right to grow the company and not make short-term decisions. And outlast everyone one.

My own view is that every company requires a long-term view.

If a company is not doing well, it doesn't necessarily mean that it is not a good company.

Chasing revenues that don't have good earnings doesn't help us or shareholders one lick.

Strong organizations with strong risk controls will survive and prosper.

Creating value isn't enough - you also need to capture some of the value you create.