Tamara Mellon Quotes

Europe has always represented a major strategic opportunity to achieve our goal of creating and building an enduring global brand.

Caterham realises corporate America and the American consumer market... is the largest consumer market in the world and it is something that needs to be part of Formula One.

Once you go global, you can’t stay local.

Luxury hasn't been democratised; it's been globalised.

I look to work with businesses that know what they are doing but need larger distribution or exposure.

With a global society hungry for luxury, distribution and supply chains are now as important for executives as a hands-on feel for products.

I'm confident UTC could outperform in all of our markets, starting with our commercial businesses. The largest opportunities for our commercial businesses are in emerging markets, and we're very well positioned there.

If you are only big in China, you are only a local Chinese company.

At first, Uniqlo was a casual chain on the back streets of Hiroshima. Then... we became a national brand in Japan. So, the next step is to become a global brand.

In the next decade, I see Spanx going worldwide. Everywhere. No butt left behind. It's going to be all over the world and it's going to be an aspirational brand that transcends categories. There's so many things we can improve upon and make better.

If you have a company that doesn't sell its goods or services abroad and focuses only on the domestic market, it will keep paying a price.

Louis Vuitton, the world's biggest luxury brand in terms of sales, is planning to dampen its expansion worldwide and focus on high-end products to preserve its exclusive image.

If Vancouver did not succeed as Starbucks from '87 on, our entire international business, which is now thousands of stores and a significant amount of growth and profit, may not have existed.

Our history is based on extending the brand to categories within the guardrails of Starbucks.

I get the impression that most Chinese entrepreneurs are so focussed on doing what they need to do to succeed in the Chinese market - which is a big enough challenge even for the established players - that nobody is thinking much about the longer run or the bigger global picture.

I hope to buy brands and businesses globally.

I like the challenge of growing small companies into big global companies.

There's an ongoing competition by global companies across all areas from products, technology development and hiring talented people to patent disputes. The market is big and opportunities are wide open, so we should find out new businesses that Samsung's future will hinge on.

In the direct-to-consumer channel, we continue to look at the entire world as an extension opportunity for all of our brands.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

For me, the international expansion of eBay was the best idea. We are now in 35 countries, and have a huge global network. The second best one was the acquisition of PayPal - the wallet on eBay.

Kitchen-table start-ups and local entrepreneurs will find they have major new opportunities opened to them, as they gain easier and quicker access for their goods and services into one of the world's largest markets.

Our goal is to develop our studio as a global, multifranchise company while remaining an independent studio.

I'm looking to expand my brand everywhere. I want to be worldwide, I want to reach the world.

We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.