Frans van Houten Quotes

We have a big opportunity in China. We think the number of stores here can rival the number in North America.

We have substantially improved our position in Japan which now represents a major part of our business.

Great businesses can be built on scale. I think Amazon has built a phenomenal commerce business largely on scale. Their network effect isn't obvious to me, but boy, have they used scale effectively.

Well, we are expanding in all of our segments of the market.

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.

I say at our management conferences that the amount Wal-Mart grows in just one year is the equivalent of Costco's size.

Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.

I generally disagree with most of the very high margin opportunities. Why? Because it's a business strategy tradeoff: the lower the margin you take, the faster you grow.

Businesswise, everything's been good.

Market expansion is not an opportunity. It is a necessity.

By the time I got involved, Blockbuster had already worked out some of the kinks.

Our franchises have never been healthier. Our league, in terms of its economic footing, has never been healthier.

As long as our quality and company continue to get better, by nature, we will get bigger.

We are trying to build large, lasting businesses.

If you have a business that isn't growing the top line, it's very hard to deliver attractive returns to shareholders.

In a market where funding is hard to come by, if you're scaled already, then you are in a brilliant position because nobody is going to catch up with you.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

We have to have a successful box business if we are going to go beyond the box.

Food is important for me, but as a restaurant group, to expand, you know, we have to look where the best market are - where the best markets are.

Substantial services growth is core to Boeing's strategy.

If I had a formula, I would have launched newcomers every year or maybe, every quarter.

2012 was a good year for the Mahindra Group, as we moved ahead by venturing into new geographies and businesses.

You need to invest in areas where you can be the market leader because then you get a disproportionate share of the economics when you are.

You can expect to see us add several notable multifamily producers. We're committed to the space. We're attracted by the space. We have a strong offering, and we want to continue to build on it.

As a brand, Ahla is one of Strauss-Elite's strongest. But we need to do a lot of marketing in order to regain market leadership. I have no doubt that we will do that, even if it takes time.