Richard Edelman Quotes

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.

Once you go global, you can’t stay local.

Expanding internationally is exciting and fun, but the hardest part is really about maintaining culture.

My dream is to go big someday internationally.

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'm a complete globalist. I think like a global CEO. But I'm an American. I run an American company. But in order for GE to be successful in the coming years, I've gotta sell my products in every corner of the world.

We continue to look at accretive and synergistic acquisitions both in the domestic as well as international markets. Our emphasis, thus, will be on strategic acquisitions, and we will not be doing it just for the sake of making our name bigger.

If you are only big in China, you are only a local Chinese company.

In 2013, we opened our first international office in London and established a European hub in Berlin.

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.

I think the most important reason for our success is that very early in our quest into globalisation, we invested in people - and we have done that consistently and particularly in the service business.

We'll have, by the end of 2013, 30 local language editions of Forbes, many of those are pioneers in the markets they serve with Forbes.com. We launched recently in Thailand and Vietnam, and we're in China and Korea and all around Latin America.

You can get an interview with anyone overseas on the basis of being part of 'Newsweek.' It still has a great deal of impact.

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

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.

The Asian brand, which I admire for having become a global success, is Samsung. In comparison, we're just starting, but I believe that we at Uniqlo will be the next Asian brand to do well globally.

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.

The only thing that kept us from going bigger worldwide was the language barrier. All the corn that we did on 'Hee Haw,' it was hard to translate into their slang.

Softbank 2.0 means globalisation of Softbank.

We did the World Cup to relaunch our international efforts, and that served as a foundation.

I'm delighted to have been accepted into the U.S.A. with my fishing program after its success in Australia and throughout the U.K., Europe, and Asia.

Multinational brands, especially those with successful legacies, often struggle in emerging countries.

I'm looking to expand my brand everywhere. I want to be worldwide, I want to reach the world.

I think we're always going to be based in New York. So I would say 50 percent New York and the other 50 percent around the world.