Lionel Sosa Quotes

I was determined to make Renaissance Man Food Services and Herschel's Famous 34 major players in a very tough industry.

My revenue was $4 million my first year in business, off of one $20 item.

Well, as we built the business in the 1990's, as I said, I enjoyed that.

I sensed my chance and embraced the telecom business. I started marketing telephones, answering/fax machines under the brand name Beetel, and the company picked up really fast.

I tell young entrepreneurs to use the leader in their industry and as a benchmark as they work to create their own brand. Don't look at what your competition is doing - if you emulate the leader in your industry, you will achieve a higher level of engagement with consumers and make their buying experience richer.

The purpose of a business is to create customers.

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.

I have no problem with money coming in and spawning competition. I am honest enough to admit that Mahindra & Mahindra would not have been going to the IITs and doing research if there was no competition.

Competitions are a business, first and foremost.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

As a brand, Ahla is one of Strauss-Elite's strongest. But we need to do a lot of marketing in order to regain market leadership. I have no doubt that we will do that, even if it takes time.

I believe if you start a business with the intent of making it huge, you're already prioritizing the wrong thing. Size is important, but it's a byproduct of a whole bunch of other things that are worth way more of your mental energy - customers, service, quality.

I've built my business around the No. 7.

We've dreamed of growing our company into something like Richard Childress has. We're working really hard, and we're getting more competitive. Hopefully, that becomes a reality.

2012 was a good year for the Mahindra Group, as we moved ahead by venturing into new geographies and businesses.

I'm a brand type guy and we want to make sure that 'Gas Monkey' is out there in every arena that we can be. I'm also never short on ideas and I usually try to get them out there at all times.

Technical co-founders are great at envisioning where the company's going from a strategic standpoint. They have what I call the 'gut-feel' of building out their business.

In business, what do we do? We compete.

Huda Beauty is doing so well, we've grown like crazy.

Many brands have lost their way in the process of evolving from a small company to a much bigger corporation.

I look forward to being part of the ASUS family and its fascinating growth journey in India.

We made Casamigos just for us to drink. Four years later when, you know, we're offered a billion dollars to sell the company, yeah, we were kind of shocked.

I assumed a business like a film studio would behave like a business and still want to protect its own interests, still do the best it could to get as many people paying for as many of their movies as possible. I realized this is not actually a business about business: it's a business of egos and dominance.

I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.

The history of the business is very fascinating to me.