John Sculley Quotes

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

Pretty much, Apple and Dell are the only ones in this industry making money. They make it by being Wal-Mart. We make it by innovation.

I admit that the direct model has done a lot for Dell. That's the only thing the company has ever really accomplished.

My guess is that Apple won't just pass Microsoft in market capitalization, but will go way beyond it.

Yahoo is positioned for accelerated financial growth. We have a powerful consumer brand, a huge global audience, and a highly profitable operating model.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.

I truly believe that Yahoo! is one of the most compelling and dominant companies in the world.

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 be the volume number one, but also we want to have 8 percent in operating profit.

Valuation depends on several factors. From an investor angle, they look at leadership position, management, and what the company's offerings are. I think these three things got 5/5 for a company like Flipkart, and that is what is driving valuations and growth.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

We have met our passion to be ambition to grow our market share significantly in North America. Motorola helps address two other priority markets for us - the acquisition has enabled us to become the No. 1 foreign vendor in Japan. It also gives us an increased market share with China Mobile in China.

Profit is the most global aspect of a business, and it is cross-functional.

Cutting prices or putting things on sale is not sustainable business strategy.

Xerox's innovative technology and service offerings - delivered through an expanding distribution system with a lean and flexible business model - continue to solidify our market leadership, driving consistently strong earnings performance.

I want to create something like Sony. Not in terms of manufacturing products but creating something that is innovative, makes money, improves peoples' lives.

Leverage your brand. You shouldn't let two guys in a garage eat your shorts.

Wal-Mart's success strategies and tactics are easy to understand yet hard to duplicate.

EBay is a great company. There are a lot of good assets and good customers, and the U.S. people love it.

If being the biggest company was a guarantee of success, we'd all be using IBM computers and driving GM cars.

People in retail banks are not smart. They have a business model that's quite difficult to not make money out of - but still they somehow manage it.

Cerner has significant growth opportunities. We believe there is leverage with HNA Millennium and in our business model that can grow both our top-line and earnings during 2000 and through the foreseeable part of this decade.

I think Yahoo is a great company, with great assets.