Rajeev Suri Quotes

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

Profit or perish... There are only two ways to make money: increase sales and decrease costs.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.

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 came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.

We are addressing duplication and complexity. At the same time, we are investing more in research and development, speeding up the time to market of new innovations, and expanding our sales force in markets where growth is to be found, like Turkey, Russia, the Mideast, China, and southeast Asia.

Operational effectiveness and strategy are both essential to superior performance.

Lot of companies are looking for advisory work on business strategy, restructuring work.

The crucial point is always the own cost structure. Therefore I created a Low Cost alliance with air Berlin.

There really is no shortcut just because you have a name, or you have some kind of access or some way you can solve all the problems. And I think one of the things I learned with FUBU, you have to understand that there's really only two ways of operating a business: more sales, or lower overhead.

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

Our 2015 financial performance will continue to be driven by our Home Robot business. Home Robot revenue is expected to grow 10% to 12% in 2015 and comprise 90% of total company revenue.

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.

I think that a lot of companies are still amazingly price sensitive.

As I've said, in 2007, we're free to go and we'll just have to do what's best for the business.

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.

And our size: The company this year is going to be close to $50 billion, so if that's the case and you can continue to grow that fast, I would rather put my energies to solving customer problems and growing our business than worrying about integrating and laying people off.

Just as we are enhancing the customer side of our marketplace, we are also looking for ways to increase our contributor expense.

There are companies that are cutting their costs by over 50% by offshoring.

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.

There's usually room in the theme parks business for efficiencies on the cost side and new investment, which drives traffic.

The values we developed were instrumental in gaining a competitive advantage.

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.

When I was at Teradata, I got called a growth guy. And then when I became C.E.O. of the whole company, I got called a cost-cutter. Then, I came to H.P. and became an operations guy.