Millard Drexler Quotes

We believe that our cost effectiveness is one of our most powerful competitive advantages in Networks, and we will not lose sight of that in the future.

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.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

We'll continue to take the right actions to make sure we're a profitable business.

While I remain disappointed with our topline development in 2016, we continue to expect our performance to improve in 2017 and see the potential for margin expansion in 2017 and beyond, as market conditions improve and our sales transformation programs gain further traction.

Business strategy is the battleplan for a better future.

You may not be interested in strategy, but strategy is interested in you.

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.

Whenever one or more components of a company's business model changes, new business models are created for supporting companies. The changes might involve niches served, new marketing angles or improved value propositions.

There's a fundamental distinction between strategy and operational effectiveness.

Our planes should be full, which among other things means we have a golden opportunity... to build on the momentum reflected in the financial results we are reporting today.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

Just as predatory animals follow a similar general design and behave in similar ways, so organizations, especially those in competition with one another, must follow certain design principles if they are to succeed and prevail.

My own view is that every company requires a long-term view.

All this improvement is great, but all that does is get us in the game to play for improvements that we need in the future, so that we can be aggressive in the marketplace.

In a period of economic downturn, the overwhelming instinct is to pare back, cut costs, and lay off. If you do that, do so with your strategy in mind. The worst mistake is to cut across the board. Instead, reconnect and recommit to a clear strategy that will distinguish yourself from others.

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.

Our entire team is focused on managing this company for value - fixing or eliminating those operations that lessen value and expanding or adding those that enhance value.

We want to be the volume number one, but also we want to have 8 percent in operating profit.

The consolidation that we started in 2009 was clearly the requirement of that time.

You have to build businesses for longer term.

It is the performance of the business that matters. It is hard enough to figure out the future of the business. Do not try to figure out the future of the country or the world; focus on the business.

I've said it for four decades - work 'on' your business, not just 'in' your business!

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

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