Marc Ostrofsky Quotes

Traditional businesses can say, 'We're going to sell widgets to people, and it will make X amount of profit.' But new business models are hard.

Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.

I think Microsoft will have to change. I think that the business of Microsoft, the company of Microsoft, is going to continue to succeed. But I think the business model of Microsoft is going to have to change.

Not long ago, the term 'business model' was not exactly on the tip of everyone's tongue. Then, in the early to mid-1990s, 'business model' became a catchphrase that described how a company makes money or saves money.

The purpose of a business is to create customers.

Our line of business structure has served us very well in the past, when customer segments and product requirements were very distinct.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

Substantial services growth is core to Boeing's strategy.

Set your business plan to win; raise the bar or you're not going to be prepared. You need to think that what you're doing will make you $100 million.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

Cutting prices or putting things on sale is not sustainable business strategy.

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

People follow proven formulas in any business.

We have never seen a sport as a business, and we have this great passion for football. QPR are not a trophy asset. If we had wanted a trophy asset, there were more glamorous clubs we could have bought.

The world is changing. Networks without a specific branding strategy will be killed. I envision a world of highly niched services and tightly run companies without room for all the overhead the established networks carry.

The purpose of a business is to create a customer.

People come in with business plans and, I mean I know that no one is going to meet everything they say in a business plan but you got to have something to, to guide towards.

I learnt the hard way about positioning in business, about catering to the right segments.

Most companies that are great at something - like AOL dialup or Borders bookstores - do not become great at new things people want (streaming for us) because they are afraid to hurt their initial business.

When most people ask about a business growing, what they really mean is growing revenue, not just growing the number of people using a service. Traditional businesses would view people using your service that you don't make money from as a cost.

At XL we are continually focused on the rate of change, the increasingly interconnected world and the need to help our clients advance wherever their business occurs.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

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

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

The swamp is a business model. It's a successful business model.