Peter Fenton Quotes

I think I've changed my business strategy every year since 2003. You have to be watching the horizon constantly. The rug has been pulled out from under our feet so many times.

Sometimes your worst competitors are the ones which are dying because they do stupid things.

The successful man is the one who finds out what is the matter with his business before his competitors do.

My own view is that every company requires a long-term view.

The best time to expand is when people are asleep at the wheel.

It is the performance of the business that matters. It is hard enough to figure out the future of the business. Do not try to figure out the future of the country or the world; focus on the business.

Businesses will ultimately go where the markets and opportunities are.

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

To thrive, all businesses must focus on the art of self-disruption. Rather than wait for the competition to steal your business, every founder and employee needs to be willing to cannibalize their existing revenue streams in order to create new ones. All disruption starts with introspection.

A strong sense of purpose drives businesses to take the long view and invest for growth.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

Diversifying the business is definitely a good thing.

In the future, there are going to be various components of doing business that have to be looked at.

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

My focus has always been very much on what we're doing at Red Bull. We can't control what others do. It's not our business.

You can't be successful in business without taking risks. It's really that simple.

It's not a matter of being first, it's being there at the right time, being first in volume to market, and knowing what trends to stay away from.

For us as a firm, not only from a risk mitigation standpoint but also as a point of differentiation, it is incredibly important to get consistency and the very best individuals with the capabilities to do the very best job.

Just like football, business is a game of inches, where the smallest advancement or advantage can mean the difference between winning and losing.

The marketplace is absolutely mercurial. But what I love about our company is that we create a vision, and then we go all in.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

Disruption starts with committing to excellence and taking a stand for your customer.

I can't tell you how many board meetings I've been in where the CEO is anguished over the impacts on morale that cost cutting or layoffs will bring about. You know what hurts morale even more than cost-cutting and layoffs? Going out of business.

I've learned a lot about business from snowboarding: how companies run, how the game works.