Market Diversification Quotes

We don't actually plan to launch new businesses over the next few years, but we are planning to take the ones we have into new territories.

I think you should do Bollywood once you are all into your own market. Doing a Bollywood song for a particular actor or producer, you should be known in the world outside of Bollywood music.

I want to empower farmers to expand their market share.

I want to position myself as a great singer/songwriter in Korea, then jump off that into different markets. South-east Asia, China, Japan - I've done nothing even though I speak four languages - English, Korean, Spanish, and a little bit of Mandarin.

I have great expectations for our company; pretzels were just the beginning.

Our commercial bank [JPMorgan] is only in the U.S. We are serving what you call SMEs - small businesses, private companies.

The interesting part for India is really that it's an emerging market, and therefore the opportunities are very unique. I guess the challenge that comes with that - it's always a path less trodden.

It is important to exhaust the potential of existing markets. But it is equally important to open up new markets.

As you craft a plan to expand to adjacent markets, don't disrupt: Avoid competition as much as possible.

In the mid to late nineteenth century, the gun manufacturers recognized that they had a limited market. Remember that this is a capitalist society, you've got to expand your market. They were selling guns to the military. That's a pretty limited market. What about all the rest of the people? So what started was all kinds of fantastic stories about Wyatt Earp and the gunmen and the Wild West, how exciting it was to have these guys with guns defending themselves against all sorts of things.

Too much of British business and industry feels similarly secure in the warm embrace of the European single market and is failing to recognise that today's great export opportunities lie in the developing world, particularly in Asia.

The transformation at the corporate level was achieved by selling off business units in old markets and by creating new business units to pursue the new opportunities. But the individual business units themselves within those transformed corporations were almost inert to change.

It would take enormous expertise for Amazon to win in every category. Do you think McDonald's could be number one in hamburgers, seafood, and Chinese food?

Global capital is agnostic - it has no loyalties. There's an overhang of capital in the U.S., and the key is yield pickup. What Africa is providing is a diversification play and also opportunities for yield pickup for the investor that's aware of what he or she is doing.

It is much easier to organize control over one industry serving many markets than over one market served by the products of several industries.

A diverse customer base helps insulate you; a few large accounts can leave you vulnerable to their whims.

At the moment we are hard-wired into the European markets - 50% of our exports go to Europe - and that has not been good for the UK. So I'm not saying "make Britain entirely dependent on China". I'm saying "let's diversify a bit". When I became chancellor, China was our ninth largest trading partner. This is the world's second biggest economy. China was doing more business with Belgium than it was with Britain.

I do think there will be more Japanese companies expanding out of Japan, and there will be more cross-border flow from Japan.