Dana White Quotes

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

When I took over Louis Vuitton, everyone said, 'It's already so big - what more can you do?' And since then, we've multiplied that success tenfold.

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.

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.

Our investments in data, Internet and international have been particularly timely and have positioned the company to post industry-leading incremental revenue gains.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

No CEO ever says, 'Damnit, we need to increase research!' I want to encourage them to do that.

If you only do things where you know the answer in advance, your company goes away.

You need to make certain decisions to expand your market.

I think it's a competitive advantage that both Amazon and Google and other tech companies have over a lot of their counterparts. They take big risks and are pioneering new markets with the promise of big rewards. It's why Amazon is kind of reliably starting new businesses and opening kind of new frontiers.

A tremendous chief executive in a small market will never be great. All great companies start with great markets.

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.

We recognised from the start that we couldn't just stay in the U.K. and Ireland markets. We have always looked to the products of the future. I've always said, 'If you don't innovate, you'll evaporate.'

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

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

If someone makes an inroad into a new territory, a new market, people will follow their success. That way, I think we will be getting more pan-India films and not restricted to a region or a language. More and more films will come out on a bigger budget, on a larger-than-life scale.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

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

We have achieved tremendous success in Ireland and internationally on the strength of our creativity and design skills.

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

U.S. companies are innovative and entrepreneurial.

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