Guo Guangchang Quotes

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.

At many companies, business development is treated as a sales tool for incremental growth, but I believe that business development can bend our growth curve in a big way. It should accelerate our ability to grow, helping us quickly close gaps or leap ahead of competitors.

Growth and momentum are what a startup lives on and you always have to focus on maintaining these.

In order to grow at this pace, there will have to be a couple of acquisitions along the way. The tricky thing is to grow at this rate and maintain a 40 percent operating margin.

At XL, we tackle risk like no one else, analyzing deeper and listening closely to our clients to create solutions that unleash the world's capacity to advance. By helping our clients unlock their full potential, we fulfill our own. Our new brand demonstrates this unique outlook and the commitment and value we bring to clients.

Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

Life is like a ten speed bicycle. Most of us have gears we never use.

For small businesses trying to figure out how to get big, I would say you are going to have to take some risks. And I think that is what shuts off most people. They are not willing take the risk.

If you're growing very rapidly, it doesn't matter if you make mistakes, in a way, because the growth kind of bails you out.

Money is always the least of the problems. It is finding the right business or growing the right business. You can't do that without the right people.

Start-ups should be hunch-driven early on and data-driven as they scale.

I don't think we should allow our growth to overwhelm the qualities that are bringing it here, and some of those qualities will be overwhelmed if we just allow it to happen haphazardly.

We need investors who plant and grow, not reap and run.

Some people make their choice on size. I happen to not be a believer in that. I've often said, especially in an industry that's clamoring for growth, if I wanted size, I wouldn't have divested $8 billion of businesses.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

By leveraging technology, innovation, and the power of community, Weight Watchers will be able to realize the full growth potential of the business.

I don't really care about capitalizing on momentum.

The ideal time period to get an investment is when you've already proved your concept and know what you're doing, and it's about adding water to the seeds.

Techstars has done a great job accelerating and providing venture capital to the most promising companies to make the biggest long-term economic impact.

I believe in this industry as a business, and I want to continue to grow my own business.

I'd love to see more businesses take this approach - intentionally rightsizing themselves. Hit a number that feels good and say, 'Let's stick around here.'

We had grown too fast at PayPal. Our operating expenses had grown too fast... Growth covers a lot of sin. We want to grow without sin.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.