Ofra Strauss Quotes

Substantial services growth is core to Boeing's strategy.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

Efficiency innovations arise in industries that already exist. They provide existing goods and services at much lower costs. They are not empowering. Efficiency innovators become the low cost providers within an existing framework.

By getting into distribution and production, I am actually widening my base.

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.

When I became director of CIA, it was just clear to me intuitively, without a whole lot of science behind it, that we had expanded rapidly and inefficiently. So I arbitrarily picked a number, 10 percent, and I said over the next 12 months, we are going to reduce our reliance on contractors by 10 percent.

Over time, a successful company will acquire much in the way of resources and momentum, and these things often insulate it from reality once it has stopped being successful.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

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.

You may grow very quickly the first two years and then watch the business decline, unless you really start selling product at any price range with various degrees of quality.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

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.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

The more you eliminate the inefficient use of information, the better it is for productivity.

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

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.

A tremendous chief executive in a small market will never be great. All great companies start with great markets.

We want to be the volume number one, but also we want to have 8 percent in operating profit.

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

We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.

The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.

It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.

I think any time you increase focus, increase speed, all those are going to help any business.

We undertook a huge internal transformation to sharpen our customer focus, step up innovation, improve productivity to ensure competitiveness, change our culture, and simplify our ways of working so that our size and scale became a competitive advantage rather than a bureaucratic hangover after years of diversification.

I'm more convinced than when I accepted this job that we can create a viable Ford Motor Co. that makes cars and trucks that people really do prefer. And we can make them using minimum resources and minimum time and be competitive with our competition.