Bob Iger Quotes

If you have a great idea that can translate elsewhere, then that's where the scalability comes in - and that's where you can actually start to make real money.

Combining their operating business will make Volkswagen and Porsche even stronger - both financially and strategically - going forward.

Our franchises have never been healthier. Our league, in terms of its economic footing, has never been healthier.

We are trying to build large, lasting businesses.

Boeing has won in the marketplace for 100 years because of innovation, and we need to continue to invest in innovation for the future. And our cash generation strength is what allows us to do that.

You need to invest in areas where you can be the market leader because then you get a disproportionate share of the economics when you are.

The worst sort of business is one that grows rapidly, requires significant capital to engender the growth, and then earns little or no money. Think airlines. Here a durable competitive advantage has proven elusive ever since the days of the Wright Brothers. Indeed, if a farsighted capitalist had been present at Kitty Hawk, he would have done his successors a huge favor by shooting Orville down.

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.

The strength in our third-quarter financial results is cause for excitement. I'm particularly pleased that we continue to demonstrate impressive growth at the same time we are engaged in important merger discussions.

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.

I'm very, very bullish about our prospects, and as I tell our board, as I tell our employees, this is the time to invest. There's so much opportunity. Let's just invest in that opportunity, and really get after it.

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

When you look at a company that's already succeeded or is at the very top of its game, it isn't necessarily when it's executing well. It tends to be peacetime - you've defeated the competition, you have the highest margins, the highest multiple.

We want to make as big a market as we can with our current product.

We still have to keep betting on markets like America that are full of opportunities to grow, even if we have to work our heads off to do it.

My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.

Businesswise, everything's been good.

If you are focused on profits right out of the gate, you're gonna have the smallest profitable business that has ever been seen.

By the time I got involved, Blockbuster had already worked out some of the kinks.

Our large size, capital base, robust funding profile, extensive distribution network, diversified portfolio, presence across the financial services sector, and leadership in technology position us very well to leverage the growth opportunities across the economy.

People love our products. They love using our services. All of this, to me, equals great opportunity.

I come back to the same thing: We've got the greatest pipeline in the company's history in the next 12 months, and we've had the most amazing financial results possible over the last five years, and we're predicting being back at double-digit revenue growth in fiscal year '06.

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

Challenges need to be given to an organization.

Businesses will ultimately go where the markets and opportunities are.