Adi Godrej Quotes

Substantial services growth is core to Boeing's strategy.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

In 1992, we did $1.1 billion in revenues. In the first nine months of 1993, we did just under $1.2 billion.

We have to have a successful box business if we are going to go beyond the box.

By getting into distribution and production, I am actually widening my base.

After I met my partner, Mr. Protherow, we decided to start a banking project, and at the same time we started to think already about a business on a bigger scale. At the very beginning we thought more about gaining money, to have a normal life with our families, etc.

It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.

You will never build a company on the scale of a Facebook or a Google if you sell it along the way.

My original business plan? To work hard, get 300 clients in the Rochester area, and live happily ever after.

A merchant who approaches business with the idea of serving the public well has nothing to fear from the competition.

I have great expectations for our company; pretzels were just the beginning.

As an entrepreneur, in many ways it's like looking into the crystal ball for what my company will hopefully go through as it starts to think about bigger challenges - scaling internationally, getting ready to go public, and all those different things.

We always look at opportunities. We are not aggressively looking to buy something.

I never dreamed I could build a $100 million company. I just happened to build a $1 million company that became a $5 million company, and so on.

Jon Miller would be amazing for Yahoo because he is extremely good at building display advertising businesses and buying young startups.

I don't know what would have happened to Wal-Mart if we had laid low and never stirred up the competition. My guess is that we would have remained a strictly regional operator.

The strength in our third-quarter financial results is cause for excitement. I'm particularly pleased that we continue to demonstrate impressive growth at the same time we are engaged in important merger discussions.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

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

And our size: The company this year is going to be close to $50 billion, so if that's the case and you can continue to grow that fast, I would rather put my energies to solving customer problems and growing our business than worrying about integrating and laying people off.

I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?