Ted Sarandos Quotes

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 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.

I'm a shareholder in three networks in Holland. That allows me to put ideas that we create in Holland on air in Holland, and if it works, then we distribute the show's format globally.

Once you go global, you can’t stay local.

We're certainly not in position to expand into the East. We've been very candid and up front that if, in fact, we go through an expansion process, the world will know about it.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

We wanted to go much bigger than anybody else. That's why we've targeted so many countries.

I had been successful in Japan, Mexico, and Puerto Rico, but nothing in the U.S. where it really matters.

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.

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.

You need to make certain decisions to expand your market.

Sooner or later, you will see a China-based company that really has a global impact, and I think Baidu has a chance to become one of those companies. We should be able to compete on a global basis.

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

We still have to keep betting on markets like America that are full of opportunities to grow, even if we have to work our heads off to do it.

Without getting into specifics, I assure you we are looking at very substantial opportunities for Loon - Google-scale opportunities.

It is important to exhaust the potential of existing markets. But it is equally important to open up new markets.

For me, the international expansion of eBay was the best idea. We are now in 35 countries, and have a huge global network. The second best one was the acquisition of PayPal - the wallet on eBay.

If you really stay focused on what your beliefs are and what your customer wants, you'll find the right markets.

In 1947 American corporations thought of themselves as national with offices abroad. Today, they see themselves as global corporations with headquarters in the United States.

Growth is a result. It is not a policy.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

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

We provide business advice and guidance. We started it here in India first, and now we have taken it globally. India was the first for startup incubation in the world for us.

We did a year of Uber in San Francisco before we went to a second city. You get those processes down, then you really get started.