Gary Bettman Quotes

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

If Vancouver did not succeed as Starbucks from '87 on, our entire international business, which is now thousands of stores and a significant amount of growth and profit, may not have existed.

My business has doubled in ways I couldn't have imagined.

I am so proud of the growth of Dylan's Candy Bar into two more flagship stores: Union Square in New York City and Chicago on Michigan Avenue, and two airport stores: JFK and Detroit.

When we opened our office in Santa Ana, California, in 2016, I could not have envisioned this level of growth, although I always knew our products would be well received by customers in North America.

My work with Combate Americas, in particular, has been incredible because the company keeps growing at an incredible rate.

Well, we are expanding in all of our segments of the market.

I had a trial run with Norman Ross for 21 years, from '61 to '82. I didn't have it in mind to open a chain like Harvey Norman. I opened one shop, but then the next thing you know, I've got another shop and then another shop.

That business we started with 10 people has now grown into a great American success story.

One of Aspen's primary strategic intents is to further globalize its business, increase its representation across a number of additional territories, and provide support to its growing global presence with a differentiated pipeline.

The Godrej group is expanding rapidly. However, we are not diversifying much.

You know, we opened a record number of stores last year.

Because the stores worked, franchisees wanted to build more stores. If your model works, folks who are happy with it will buy out the ones who aren't happy.

One day, we'll have 10, 20 or 50 Jaleos around America or around the world.

Any business either grows or dies. You've just got to keep growing.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

I know the great team at Sherpa Capital will continue to rise and scale new heights.

Our growth has been very fast but in every place we've gone, we've achieved great success.

2012 was a good year for the Mahindra Group, as we moved ahead by venturing into new geographies and businesses.

We are growing both in the U.S. and in India, and all our business plans are made accordingly. So we are expanding both in U.S. and in India.

A lot of scaling up a company is not very sexy or strategic.

We don't actually plan to launch new businesses over the next few years, but we are planning to take the ones we have into new territories.

We like to be apart of something that's about to grow into something huge.

If we want, we can be profitable, but we are focusing on growth. We don't comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.