Arancha Gonzalez Quotes

Mutual investments of Israeli and American companies strengthen economic ties between the two countries and contribute to Israel and to the U.S. alike.

To create a big company, you need more partners, as it is hard to handle such a project alone. Such projects bring access to the expertise and management resources of the partners, and their connections above all.

Strategic partners are way more important than money.

We are looking for development partners, people to work alongside us, which will accelerate our actually getting licences, the technology into product, into the markets.

From our group, we've had joint ventures with a lot of international companies: Procter & Gamble, General Electric, Sara Lee, currently with Hershey's and Tyson. We've learned a lot of the best practices.

We've been able to access deals that under our former relationship with Disney - with tax advantages and strategic partners - that we just weren't able to do.

In this industry, there's a lot of cases of being a competitor in one way, but you're often a customer and a vendor in another way. It's not atypical in aerospace. Actually, it's not that atypical in a lot of industries.

If they had listened to me and had equal partnerships in China, the U.K., Germany and Brazil, maybe Yahoo in those countries could have become positioned like Yahoo Japan.

I've never been in the enterprise where your customers are your partners. It was always, you had customers, and you had partners.

In every business I had ever started, even ones that had totally failed, I had kept good relations with the investors.

No party or event is without a reason. This is how we foster new relationships, open doors, and launch new ideas that create business opportunities, investments, and jobs in the U.S. and Spain.

I think that the most important thing we look for in partners is that they can help build companies and, you know, we have the - we have the opportunity to do that at different stages.

When you build relationships with entrepreneurs, they're not trying to optimize on price.

The reason I grew so fast in the supermarket business, without help of the banks in those days, was through my vendors. I convinced my vendors, the companies I was doing business with, if I did more business, they would do more business.

Personal relationships are always the key to good business. You can buy networking; you can't buy friendships.

Media Asia has great partners in China, Japan and Hollywood.

I don't really like to talk specifically about customers by name - but we work with nearly all the leading manufacturers of consumer products worldwide and at quite a detailed engineering level.

I love finding new creative partnerships but then continuing the partnerships I'm already in.

I also appreciate the lasting friendships I've made while working with our great sponsors through the years, including Miller Lite, Shell and Dodge.

We have a rich and vibrant partner ecosystem with several thousand formal business partners. Some of them are very large companies that we collaborate with in many ways.

A lot of my work is about developing relationships with corporate partners such as Jaguar and Diageo.

One of the roles of a U.S. ambassador - anywhere in the world - is to promote bilateral trade and investment.

We raised $10 million in 2011. Our rule was, we wouldn't accept money from anybody we didn't want to have dinner with.

China and the U.S. have a very symbiotic relationship which will not decline any time soon. There are more shared interests as compared to shared differences and for this reason relations will continue to be good.

I've done business with people I've met in politics, who I went to law school with, who I grew up with. Who do you do business with? People you meet in life.