John C. Malone Quotes

Many business leaders are seeing the relationship between long term success and sustainability, and that's very heartening.

M&A is always an opportunistic tool to grow a company.

Operational effectiveness and strategy are both essential to superior performance.

The fundamental basis of above-average performance in the long run is sustainable competitive advantage.

In business, every phase of things counts. Companies that just yell out a low price today to win business aren't going to make money in the long term.

Cutting prices or putting things on sale is not sustainable business strategy.

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're trying to put ourselves in the best position to win, period, if not this year, next year.

Focusing on the long term and building a great product that is scalable ultimately leads to a great company.

We don't look at what happens in our business in six-month periods.

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.

Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.

A company shouldn't get addicted to being shiny, because shiny doesn't last.

From the beginning... I wanted to build a company that could sustain not for two years or four years or even ten years but be something that really matters over time the way Amazon and Google and others have.

If companies don't think systemically enough - if they try to capture too much of the value - eventually, innovation moves somewhere else.

My goal is to get another 30 years out of this business. So I need to figure out the fuel to do that. And so far, I think it's respect and quality and company, not celebrity or box office or stardom. It's not a sprinter's approach. It's more like a long-distance thing. You can stick around a lot longer if you kind of slow-play it.

If you don't operate it as a business, you aren't going to be around very long.

As long as you can bootstrap, not at the sacrifice of competitive advantage, bootstrapping is a really powerful thing because it allows you to be totally devoted to your vision.

You have to build businesses for longer term.

I've said it for four decades - work 'on' your business, not just 'in' your business!

We are trying to build large, lasting businesses.

In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.

You have to put more of a well-rounded company together to make it in Canada, and I hope the Canadian market is going to be known for these well-performing, solid companies that people can rely on.

If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.

If we don't take an approach that looks holistically at the form a video-game platform should take in the future, then we're not able to sustain Nintendo 10 years down the road.