Ingvar Kamprad Quotes

Apart from boosting our long-term economic strength like other Asian economic powers, Philippine companies expanding overseas and going beyond our comfort zones, or going to some uncharted territories, will help sharpen our management skills.

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

I was honored to start a small business and to borrow an enormous amount of money and to build piece upon piece, place upon place, building upon building and product upon product, throughout the United States and eventually Europe and facilities around the world.

We built that into a wholesale business that became, really, one of the largest companies in the United States. We had success in building new markets, opening markets for competition, and that takes a personal toll.

I get a bit of a kick out of exporting private enterprise and incentives.

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

Everybody starts with creating or acquiring certain property in order to create the material to work with. When we started our business, we thought first of all about development, how to grow, and we managed to do this, even with all the difficulties and all the difficult rules that were implemented in Russia at that time.

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.

We find that no matter what country we're in, if we hit the right economic notes and appeal to the mass market, we're able to build the business very, very rapidly.

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

Looking beyond the emerging markets, it is important not to lose sight of the growth opportunities that exist in the developed regions.

As soon, however, as capitalist competition has definitively established the equal rate of profit, that rate becomes the starting point for the calculations of the capitalists in the investment of capital in newly-created branches of production.

I know how to make stuff happen, how to create wealth, create jobs, create investment.

If you don't drive your business, you will be driven out of business.

I think this is also a great time to invest in private equity, helping companies grow from the ground up.

A lot of web companies will take a short-term approach and sell to an incumbent and don't end up living up to their full potential.

There are good examples of companies - Coca-Cola is one - that invested before there was a huge market in countries, and I think that ended up playing out to their benefit for decades to come.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

Any manager can do well in an expanding market.

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

I will continue to focus on global strategy and to do everything I can to help Yahoo! realize its full potential and enhance its leading culture of technology and product excellence and innovation.

We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.

Western design houses have been exploring China in terms of investment for well over a decade.

Growth is always essential. Running any tech company, you want to make sure you're growing. Putting in place all of the right structure to be able to ensure growth.

For us, just serving the market in the US and the UK, we can barely make the math work on an interesting business. My sense is that our clones and copycats are very manual. If they make it work, then congratulations to them!