Martin Naughton Quotes

Salads was a big indicator of that - there was a huge market out there for it. And why not tap it? Some of the things we are doing now around the globe are responding to customers. It's not because some guy sued you.

We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

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

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.

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.

The thing I learned from Travis Kalanick, Elon, and others is they don't spend their time thinking about competition. They think about what they're going to build next.

U.S. companies are innovative and entrepreneurial.

The Free People brand plans to drive growth on three different fronts: product expansion, geographic expansion and improved marketing.

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.

We've tapped into a huge demand, and it's up to us to fulfill that demand and to be creative doing it.

First of all, at any company, the investment in research and development in the products is the lifeblood, so that is a critical element of anyone's future going forward.

When you improve your product so it does the customer's job better, then you gain market share.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

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

From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.

There is a wide range of opportunities for us and we see a main part of our strategy as being a company that supplies products across a range of different end applications and indeed we have quite a wide product portfolio which we enhance each year.

I don't know that I can give a definitive answer to that, I can only say that if we create the right climate those who are producing those products will have the opportunity to move into a higher value product if changes are needed if we get this right.

Google worries - and rightly so - about how hard it is for a big company to come up with the next hot thing.

If you only do things where you know the answer in advance, your company goes away.

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

Since the beginning, HTC has focused on developing strong research and development capabilities and keeping a close eye on consumer, market and technology trends.

I believe Business Objects is on the cusp of becoming a multi-billion-dollar sales company. There is tremendous growth potential for business intelligence.

You need to make certain decisions to expand your market.