Naveen Tewari Quotes

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

No CEO ever says, 'Damnit, we need to increase research!' I want to encourage them to do that.

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.

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

The principal challenge we face is to go up the value- and domain-skill chain and build a strong consultancy front end and, also, to globalize our leadership much more.

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.

We're going to continue to go into markets that we've never been in, continue to grow the sport, continue to cultivate talent and the whole landscape of television is changing and I feel like we're ahead of the curve on that, too.

I have also made this a point in our company: We need to stop taking baby steps and start thinking globally. It really seems to be helping.

A tremendous chief executive in a small market will never be great. All great companies start with great markets.

Ukrainian business must really embrace global competition. We need to understand that competition for resources and clients is not with competitors from across the street or from another city, but with millions of businesses around the world.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

Making new products is an easy tap for a company in a recession.

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.'

If you want to be promoted into the first league of carmakers, then you can't just follow suit.

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

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.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

I've said it for four decades - work 'on' your business, not just 'in' your business!

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

I don't really care about capitalizing on momentum.

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.

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

It took about 10 years' time for Shopify to be an overnight success.

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

XUV is a living proof of the value of MRV. In that sense, the XUV was a wonderful validation. The XUV grew along with MRV. As the institution was built, the product was created.