Alexei Mordashov Quotes

Growing is an important part of the business, but more important than that is to get better.

We are trying to build large, lasting businesses.

In general, great companies prefer to grow 'organically,' as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.

With the scale of our traffic, content library and monetization ability, we are confident to see profitable growth in the future.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

I think part of what happens is that small labels want to get bigger. And bigger is not better.

If we're going to grow capacity, you need to do it in a way where it is meaningful capability.

The most important question venture capitalists ask is what prevents your company from growing faster.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

By building a simple system, with just a few guiding principles, eBay was open to organic growth.

I do think that in order for a company to be interesting to the investment community, there needs to be a plan; there needs to be a bigger retail footprint. There needs to be this idea - DNA, lifestyle, words I hate.

I just need to figure out how to grow without compromising.

Our planes should be full, which among other things means we have a golden opportunity... to build on the momentum reflected in the financial results we are reporting today.

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

Where I know I wanna go is being consistent on business, and that's just making another artist, my clothing line - capitalizing off the moment. I wanna be consistently doing that - capitalizing off every move I make.

Cerner has significant growth opportunities. We believe there is leverage with HNA Millennium and in our business model that can grow both our top-line and earnings during 2000 and through the foreseeable part of this decade.

You have to maintain the balance between fast growth and smooth growth. It's like driving a car and knowing when to balance the gas pedal and the brake.

Viacom's results for the first quarter put the company on a fast track for another record year in 2004.

You can choose to be very profitable very quickly if you don't want to grow.

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

I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.

We have the fact we sell out every week to 67,500 and hopefully 75,000 in the future. We have a lot of assets.

We want to make as big a market as we can with our current product.

I was very clear why we put these companies together and what our goals were. It was really to allow both Sears and Kmart to compete in what I thought was going to be a more challenging but evolving industry.

Creating value isn't enough - you also need to capture some of the value you create.