Jon Oringer Quotes

There are a number of start-ups in Europe that are able to reach beyond their own country. Take Spotify - Spotify just in Sweden isn't that interesting compared to Spotify all over the world.

VW's future is increasingly being decided in China, Russia, India, the Americas and Southeast Asia. This is where we will generate most of our growth in future.

Disney is looking at growing in emerging markets - and for them India is an important market. They also recognize how important it is to partner with a local Indian company.

It's about creating a product or service so good that people will pay for it. Now 30 years on The Body Shop is a multi local business with over 2.045 stores serving over 77 million customers in 51 different markets in 25 different languages and across 12 time zones. And I haven't a clue how we got here!

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

We see great growth in the United States. But also in China, Brazil, the U.K., and other markets around the world. So ecommerce is going to continue to be a great story for Walmart.

We have substantially improved our position in Japan which now represents a major part of our business.

I see the level of sophistication and knowledge about business growing dramatically. Several decades ago, only a few companies thought about international business.

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.

We significantly increased our global presence in 2014. During the year, we expanded the number of languages in which we serve customers to a total of 20.

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

One of Aspen's primary strategic intents is to further globalize its business, increase its representation across a number of additional territories, and provide support to its growing global presence with a differentiated pipeline.

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.

Acquiring Sunseeker deepens Wanda's international influence and represents an important step forward for the development of the business.

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

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

In terms of development of the company, the vast majority of our sales are in the Far East and we will expect to strengthen our activities there, perhaps even moving some of our engineering activities abroad.

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

We knew we had to think global and think big. Most companies that are emerging don't do that.

We have continued to advance our global ambition with acquisitions that fill in the global footprint, such as Dabo in Dubai on the marketing side, Smithfield in the U.K. for financial PR, Ergo in Germany for corporate reputation and public affairs, and Position in Colombia to add scale to our Latin America business.

I run businesses all around the United States, all around the globe.

We are growing both in the U.S. and in India, and all our business plans are made accordingly. So we are expanding both in U.S. and in India.

Europe is kind of fragmented. Africa is nascent; we've made a few investments, including four in Egypt. I visit 50-60 cities and 20-25 countries a year. The intent is to be a global fund, which takes time and prioritization.

I am very interested in bringing companies from everywhere to sell their products in China.