Dennis Muilenburg Quotes

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.

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.

Whenever one or more components of a company's business model changes, new business models are created for supporting companies. The changes might involve niches served, new marketing angles or improved value propositions.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

We started the 10/10 objective in 2011, and that time, our turnover was about Rs. 15,000 crore. We would like to have a turnover of Rs. 1,50,000 crore by 2021. This will be through high growth in domestic and international operations as well as through acquisitions.

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.

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.

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.

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

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.

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.

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.

Businesses will ultimately go where the markets and opportunities are.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

I want to make thorough steps to create a system that will spur industry competition.

When companies minimize their costs, they can spend more on R & D and marketing. It's just very logical.

Long-term sustaining growth is a minimum expectation for us.

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

Scale will get you strategy.

Salads was a big indicator of that - there was a huge market out there for it. And why not tap it? Some of the things we are doing now around the globe are responding to customers. It's not because some guy sued you.

We have substantially improved our position in Japan which now represents a major part of our business.

We've grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good.

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

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.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.