Richard Branson 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.

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

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

We built that into a wholesale business that became, really, one of the largest companies in the United States. We had success in building new markets, opening markets for competition, and that takes a personal toll.

We have to still develop the Ikea group. We need many billions of Swiss francs to take on China or Russia.

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

It is important to exhaust the potential of existing markets. But it is equally important to open up new markets.

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.

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.

I was honored to start a small business and to borrow an enormous amount of money and to build piece upon piece, place upon place, building upon building and product upon product, throughout the United States and eventually Europe and facilities around the world.

Our investments in data, Internet and international have been particularly timely and have positioned the company to post industry-leading incremental revenue gains.

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.

I see opportunities in all my businesses. And the reason is simple. We thrive on countries that are urbanizing.

On the ground, our operations are in India. We believe we are in a country where the growth is still to be captured, so we will remain reasonably focused in this country.

Europe has always represented a major strategic opportunity to achieve our goal of creating and building an enduring global brand.

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

Apart from boosting our long-term economic strength like other Asian economic powers, Philippine companies expanding overseas and going beyond our comfort zones, or going to some uncharted territories, will help sharpen our management skills.

Obviously, South Africa is our most important market, but we are also gradually increasing our presence throughout East and West as well as North Africa. It is a continent with a lot of potential which we plan to tap into.

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.

Acquiring Sunseeker deepens Wanda's international influence and represents an important step forward for the development of the business.

There are good examples of companies - Coca-Cola is one - that invested before there was a huge market in countries, and I think that ended up playing out to their benefit for decades to come.

Over the last several quarters we have been growing faster in Asia and Europe than any other place on the planet. We have 18 percent of the global PC share, about 12 percent in Europe, and 8 percent in Asia.

In terms of development of the company, the vast majority of our sales are in the Far East and we will expect to strengthen our activities there, perhaps even moving some of our engineering activities abroad.

Everybody starts with creating or acquiring certain property in order to create the material to work with. When we started our business, we thought first of all about development, how to grow, and we managed to do this, even with all the difficulties and all the difficult rules that were implemented in Russia at that time.

We recognised from the start that we couldn't just stay in the U.K. and Ireland markets. We have always looked to the products of the future. I've always said, 'If you don't innovate, you'll evaporate.'