Expansion Goals Quotes

Get big or get out!

We're certainly not in position to expand into the East. We've been very candid and up front that if, in fact, we go through an expansion process, the world will know about it.

We're gonna totally sell out and try to dominate the world.

The bigger we get, I think the more it's changing things, which is great, but we didn't set out to do that. We just wanted to be as big as we possibly could be.

By the year 2020, we envision our group to be the largest hotel developer in the Philippines, with a total portfolio of around 12,000 hotel rooms.

My work with Combate Americas, in particular, has been incredible because the company keeps growing at an incredible rate.

We like to be apart of something that's about to grow into something huge.

I do feel really determined, and that I have to pull myself together, but I don't really think like, my market has changed and my company has changed, and I'm going to make it BIG in America!

If it's commercial and it makes sense we'll be doing it - whatever it is.

You know, we opened a record number of stores last year.

When we opened our office in Santa Ana, California, in 2016, I could not have envisioned this level of growth, although I always knew our products would be well received by customers in North America.

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.

When you have built a $3 billion company out of a broom closet, I think you are entitled to a nice house.

We wanted to go much bigger than anybody else. That's why we've targeted so many countries.

I have had a lot of success in England, but I want to have even more.

Every time I reach a new audience, that means I'm doing something right.

My parents grew that small business from one 18-year-old guarding a bingo to more than 125 employees in three states. And sure, there was help along the way. But my parents took the risk. They stood up. And you better believe they built it.

The 1980s were fantastic. This was a time when we were at the peak of our creative work. The question of whether we would exist or not - something which everybody used to ask, including ourselves - stopped. Profits kept pace with growth requirements. HCL had credibility - that was the biggest barrier we had to break.

Growth is a result. It is not a policy.

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.

At first, Uniqlo was a casual chain on the back streets of Hiroshima. Then... we became a national brand in Japan. So, the next step is to become a global brand.

Facebook has never been shy about its ambitions.

I am so proud of the growth of Dylan's Candy Bar into two more flagship stores: Union Square in New York City and Chicago on Michigan Avenue, and two airport stores: JFK and Detroit.

In 1974, we began franchising. We didn't have any big thought process except that, 'OK, franchising will help us get to our goal of 32 stores and help us run stores farther away from home.'

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.