John L. Flannery Quotes

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

We continue to grow, and, just like with countries like China or other countries where we are not doing particularly well, we take a really long-term approach.

Opening new stores outside of Japan is important, but training our employees is even more important.

VW's future is increasingly being decided in China, Russia, India, the Americas and Southeast Asia. This is where we will generate most of our growth in future.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

I'm confident UTC could outperform in all of our markets, starting with our commercial businesses. The largest opportunities for our commercial businesses are in emerging markets, and we're very well positioned there.

Looking beyond the emerging markets, it is important not to lose sight of the growth opportunities that exist in the developed regions.

It's a tough problem that a company faces once they branch out beyond one set of offices in California into that big bad world out there.

One of Aspen's primary strategic intents is to further globalize its business, increase its representation across a number of additional territories, and provide support to its growing global presence with a differentiated pipeline.

If Vancouver did not succeed as Starbucks from '87 on, our entire international business, which is now thousands of stores and a significant amount of growth and profit, may not have existed.

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.

I like the challenge of growing small companies into big global companies.

In 1947 American corporations thought of themselves as national with offices abroad. Today, they see themselves as global corporations with headquarters in the United States.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

We're certainly not in position to expand into the East. We've been very candid and up front that if, in fact, we go through an expansion process, the world will know about it.

My work with Combate Americas, in particular, has been incredible because the company keeps growing at an incredible rate.

A lot of scaling up a company is not very sexy or strategic.

We're trying to always expand Smosh and make Smosh a big thing.

We don't actually plan to launch new businesses over the next few years, but we are planning to take the ones we have into new territories.

We're all about trying to create ideas to help get businesses to grow and listening to businesses to help them out.

Confidence, capital, and new markets fuel entrepreneurship and job-generating expansion of existing businesses.

Businesses will ultimately go where the markets and opportunities are.

Wipro is one of the fastest growing companies regionally and globally, and I am personally very excited with our journey in the Kingdom of Saudi Arabia.

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.

When I think of revenue growth, I think of the words 'mix' and 'shift.'