There are emerging countries. I mean, there are countries, you know, China, India, and Brazil, and all of these countries that are emerging. They are building homes. They are building - so there is a new lifestyle.
Multinational companies use their technological know-how in their foreign subsidiaries, so reciprocal multinational relationships are key - they lead to a vested interest in both countries to remaining open.
Opinion free brands simply will struggle to survive in the future - of that simple reason that we increasingly want to associate ourselves with opinionated and authentic brands.
There are many people that struggle and struggle and have all the talent in the world, but for some reason they are not successful. You never know why those things happen.
The typical big Japanese company has somewhere between a third and 40 percent of its revenues coming from developing countries, and about a third of Japan's exports are also to the emerging countries, so in a strange way, Japan, which has very little internal growth, its big companies are a good way to play the emerging markets.
You're trying to improve every year. And you're trying to make improvements on what you learn about yourself, when you're successful or struggle. You try to minimize those stretches. And you realize what you do when you're successful, and you try and lengthen those.
To be successful in struggle requires remembrance of the Creator and the doing of good deeds. This is important because successful struggle demands that there be a kind of social consciousness.
The multinational corporations now developing budgets often bigger than medium-sized countries — these live in a global space which is largely unregulated, not subject to the rule of law, and in which people may act free of constraint.
In the United States there's a Puritan ethic and a mythology of success. He who is successful is good. In Latin countries, in Catholic countries, a successful person is a sinner.
Bureaucracies tend to perpetuate themselves, whether they are multinational corporations or large government institutions such as Medicare, often at the expense of those that they are supposed to serve.
Rich countries have 'kicked away the ladder' by forcing free-market, free-trade policies on poor countries. Already established countries do not want more competitors emerging through the nationalistic policies they themselves successfully used in the past.
I think that the strategy around FYI is really a corporate strategy, and that's that every one of our brands that we invest in have to matter and that we need to commit to building brands and investing in those brands, or we need to get out of that business.
Sometimes I feel very alone. I am a bit of a nomad. Many people in sort of emerging countries, emerging economies, find themselves displaced. So there is that sense, and so I'm part of a whole, I think, group of displaced people.
That is the way successful countries, and Canada has been one of the most successful countries over the past quarter century, they operate. That when you win, you win within limits, when you lose, you accept the outcome.
If you look at Jeep, Ram, and the premium brands, those are brands that will survive.
I've often thought of successful entrepreneurs as individuals who have just the right expertise - at just the right moment - to solve the emerging problems of their time.