Kristin Hersh Quotes

I'm a complete globalist. I think like a global CEO. But I'm an American. I run an American company. But in order for GE to be successful in the coming years, I've gotta sell my products in every corner of the world.

If we internationalize everything, we end up with rules that stifle freedom and innovation.

We've always gone to other countries where there's been different standards and different practices you have to adhere to. WWE is like any other company, a global company.

I routinely make trips to China and India where we have offices to continue to maintain the linkages that are necessary to run a successful business.

I see the level of sophistication and knowledge about business growing dramatically. Several decades ago, only a few companies thought about international business.

All the big online retailers are looking at how to enter the Russian market.

Well firstly, that points certainly at the need for international standards on biometrics that would move in the same direction so that we can have the same technical requirements.

I tell them the rules are made by the government. Every firm should comply. It doesn't mean they can't compete.

National markets are held together by shared values and confidence in certain minimum standards. But in the new global market, people do not yet have that confidence.

If we can put together a Mexican businessman and a U.S. businessman, they will find a way to do more business.

There are a number of start-ups in Europe that are able to reach beyond their own country. Take Spotify - Spotify just in Sweden isn't that interesting compared to Spotify all over the world.

When we came then to the 1967 negotiations we had the problem of one market between two countries fully under the control of the American companies that owned the facilities on both sides of the border.

Globalization has made multinationals more accountable, and accountable to whomever has the highest standards, rather than the lowest ones.

We want to be sure that it is more profitable to play by the rules than it is to game the system.

No rules will be strong enough to prevent every abuse, yet good, strong regulations can stop the worst of it.

If we don’t enforce the regulations we have, these conversations are useless.

I met with President [Hugo] Chávez at one point, because he was very concerned that Brightstar had a 70 percent share of the Venezuelan market. He said, “Explain that to me, when you’re an American company.” I said, “No, we’re not an American company. We are a Venezuelan company, with Venezuelan employees, with a Venezuelan leader, owned by an American company, and that is very different.

More than 95 percent of the world’s customers live outside the borders of the United States.

We have a lot of people with a Western education who work in Russia and understand the international rules of business and corporate governance.

Trade and investment promotion organizations are crucial partners in ITC's work to enable SMEs to internationalize. They sustain and multiply the impact of trade-related technical support and allow SMEs to function with confidence in any location.

Everybody wants all of our businesses to have no restrictions in any country, but even in Canada, in order to distribute home entertainment, you need to follow the Canadian rules, and it's just about as hard to do business there as it is in China.

I don't think it's any different if I'm in the U.S. or in London. I look at operations globally.

As the CEO of a global company I think countries are foregoing opportunities by having cabotage rules.

Similar to many multinational technology companies, Zoom has operations and employees in China. And like many multinational technology companies, our offices in China are operated by subsidiaries of the U.S. parent company. Our engineers are employed through these subsidiaries. We don't hide this.

The United States has so many laws, into the millions, that experts have lost track of just how many laws we have.