Mike McGavick Quotes

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

The Asian brand, which I admire for having become a global success, is Samsung. In comparison, we're just starting, but I believe that we at Uniqlo will be the next Asian brand to do well globally.

Substantial services growth is core to Boeing's strategy.

I believe if you start a business with the intent of making it huge, you're already prioritizing the wrong thing. Size is important, but it's a byproduct of a whole bunch of other things that are worth way more of your mental energy - customers, service, quality.

The Free People brand plans to drive growth on three different fronts: product expansion, geographic expansion and improved marketing.

I admit that the direct model has done a lot for Dell. That's the only thing the company has ever really accomplished.

I'm not looking to... I'd like to build my company and make a bigger company always, but I think in the behind the scenes arena is where I'd prefer to spend my time.

When you improve your product so it does the customer's job better, then you gain market share.

But, on balance, we seized the marketplace. We've got a great infrastructure. And yes it's struggling in some areas because of some external factors and some internal factors.

The response to the Starbucks brand has been phenomenal in our international markets.

In a globalized world, one application can spread like wildfire and there's only one winning company, which means you have to invest more than you've ever had.

Bank of America is the story of some of the most ambitious, aggressive bank builders on the face of the planet.

Wealth won't give you satisfaction; creating a good product that's well received by users is what matters most.

Over time, the product we produce has been consistently successful here in America and around the world. Apparently, we are doing something right.

People in retail banks are not smart. They have a business model that's quite difficult to not make money out of - but still they somehow manage it.

That's the ultimate gratification in any business situation - do customers buy the product? And do they use it and do they come back and buy more of it?

This is a business. Be smart. Choose wisely.

There are good examples of companies - Coca-Cola is one - that invested before there was a huge market in countries, and I think that ended up playing out to their benefit for decades to come.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

Underwriting is probably the smallest part of our business.

I did everything in my power to give my brokers brand identity and clout in the market. I saw my job as parent to build them up and if I took care of them, then they would take care of their customer.

Well, as we built the business in the 1990's, as I said, I enjoyed that.

In the U.S., we didn't have scale, and without scale, it's difficult to operate.

A brand can have huge hype but still only be a tiny business.

The U.S. market has the highest priority for Volkswagen.