Kevin Rollins Quotes

Market expansion is not an opportunity. It is a necessity.

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.

Well, we are expanding in all of our segments of the market.

We are No. 1 worldwide by quite a margin on the client side and expanding, according to IDC and others, every single quarter. Our expectation is that the industry will consolidate and that more of our competitors will exit.

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

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.

I don't know what would have happened to Wal-Mart if we had laid low and never stirred up the competition. My guess is that we would have remained a strictly regional operator.

Our acquisition strategy is very clear: 3x3. Three continents - Asia, Africa and South America, and in three categories where we have strong positions - personal wash, household care and hair care.

When we opened our office in Santa Ana, California, in 2016, I could not have envisioned this level of growth, although I always knew our products would be well received by customers in North America.

We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.

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.

The markets where we've got real good presence are the older, more mature markets like Australia, and Western Europe - where we've only got 6,000 stores, compared to the US with 13,000.

Apart from boosting our long-term economic strength like other Asian economic powers, Philippine companies expanding overseas and going beyond our comfort zones, or going to some uncharted territories, will help sharpen our management skills.

The response to the Starbucks brand has been phenomenal in our international markets.

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

As a small company our fastest way to market was going to be by working with other retailers that were known for pioneering new technologies and categories.

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

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

There are good examples of companies - Coca-Cola is one - that invested before there was a huge market in countries, and I think that ended up playing out to their benefit for decades to come.

You need to define yourself in the marketplace.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

We have to still develop the Ikea group. We need many billions of Swiss francs to take on China or Russia.

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.