John B. Larson Quotes

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

Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.

I'm in the business where you get the business all the time.

Volkswagen must continue to attack and make good use of its opportunities.

My entire business model is to go on offense.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business.

Our goal definitely isn't to sell Stripe.

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.

Product investment, quality management, and all the things that are key for a car company - great, there has been no compromise in those aspects. But I feel there's a lot we could do on communication, particularly from a Chinese perspective.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

We have built brands that resonate deeply with our customers. Our strategy to grow these brands is clear, and we have strong teams in place to execute this strategy. That is our formula for success.

I want everybody in the news business to think of ABC before they go any place else. If it costs us an extra few thousand dollars to do that, what does it mean?

Marketing executives like big budgets, as big budgets make it easier to grow the top line.

It is very likely that many firms spend more on advertising than, for their own best interests, they should.

Any manager can do well in an expanding market.

What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy.

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

Growth is always essential. Running any tech company, you want to make sure you're growing. Putting in place all of the right structure to be able to ensure growth.

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.

Adecco and Penna have a long history of working together, and Penna represents an excellent strategic fit for Adecco in U.K. HR services, expanding the breadth and depth of services Adecco is able to offer to its clients. The acquisition of Penna also offers meaningful synergy potential for Adecco in the U.K.

If you have a business that isn't growing the top line, it's very hard to deliver attractive returns to shareholders.

Amassing a user base is a lot harder than one might think.

We don't put a dollar toward marketing or advertising. I think we're more efficient than Facebook.

I'm a brand type guy and we want to make sure that 'Gas Monkey' is out there in every arena that we can be. I'm also never short on ideas and I usually try to get them out there at all times.