Larry Page Quotes

If we can provide a benefit and make money, it's a chance for us to expand the population of customers we serve, expand the products we put in the marketplace, and reinvent ourselves going forward.

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.

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.

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

Once you understand business models you can then start prototyping business models just like you prototype products.

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'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.

I want to build an asset-driven business, and I want to make my clients a part of everything I'm doing. Go into the branding business, consumer products, food, apparel. We need to expand in those places.

I understand the highs and lows of building a global business from the ground and taking that initial product idea all the way to the market.

A lot of companies are able to do without design. A few companies are able to do without creativity. A very few. Creativity is crucial to your business.

I am not a big fan of investors asking for revenues upfront. Investors seeking numbers are being too myopic. However, I personally believe in creating a product with clarity in mind on how one thinks revenues can trickle in.

Innovation is critical to the heartbeat of any successful corporation in the industrialized world.

I love to think about business. It's what makes me happy.

To be successful, innovation is not just about value creation, but value capture.

Know your stuff. Have an angle. Know how to grow business, how to develop products, have patents and an undeveloped market that could be huge.

Marketing and innovation produce results; all the rest are costs.

It occurred to me that building a company was the best way to align a group of people towards building something great. And its really... it's a good organizational structure where you can really reward people. If they're building something that's good, you can you work with partners and reward them if the product that you're developing work well. It's a good way to get the best people involved to build something very good.

Focus too much on the near-term and you won't get tomorrow's customers, focus too much on the long-term and you won't get today's.

The most interesting thing about Google is its founders hated advertising.

If an open source product gets good enough, we'll simply take it. So the great thing about open source is nobody owns it - a company like Oracle is free to take it for nothing, include it in our products and charge for support, and that's what we'll do. So it is not disruptive at all - you have to find places to add value. Once open source gets good enough, competing with it would be insane. We don't have to fight open source, we have to exploit open source.

In the entrepreneurial world, when you launch a company, you have a particular idea, a particular product, a particular service, almost always you pivot, you shift. The market reacts to your initial idea. You make some adjustments. It's only after making a few adjustments that you see the success.

If I were running Apple, I would milk the Macintosh for all it's worth - and get busy on the next great thing. The PC wars are over. Done. Microsoft won a long time ago.

Strategy is about shaping the future.

The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.