Rajeev Suri Quotes

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

We're gonna totally sell out and try to dominate the world.

Leverage your brand. You shouldn't let two guys in a garage eat your shorts.

I've never had difficulty dominating any market I've been in.

We have a powerful portfolio of brands that are well-positioned for future growth, both domestically and internationally.

For us to grow globally, it's not enough to just be an exporter. We have to be a creator.

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

Indian hotels are doing well globally because they understand hospitality.

The more evident it is that a certain company is going to become the market leader in a big market space, then the higher the valuation goes because the risk has been dramatically reduced.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

We are No. 1 worldwide by quite a margin on the client side and expanding, according to IDC and others, every single quarter. Our expectation is that the industry will consolidate and that more of our competitors will exit.

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

I've got a distribution system that goes to 170 countries. If I acquire properly, you know, you may be successful in one or two countries, or one place; I can scale, and that's part of the value that IBM brings.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

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

I don't think there is any franchise more powerful than ours around securing the consumer experience and we will not concede that to anyone including Microsoft.

When I left Apple, it had $2 billion of cash. It was the most profitable computer company in the world - not just personal computers - and Apple was the number one selling computer.

If we can become the de facto standard for image capture of unique perspectives around the world, we have a lot of growth ahead of us.

This [Asia, Australia & New Zealand] is going to be the world't largest market. If we're not there setting the rules, then somebody else is.

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

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.

Buying a company that is number one in its business is hard to do. When something is for sale, it's often not a leader.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

We will see growth in the U.S., and we will selectively acquire in the U.S., but we prefer to use our global opportunity.