A Quote by Bernard Liautaud

I believe Business Objects is on the cusp of becoming a multi-billion-dollar sales company. There is tremendous growth potential for business intelligence.
In business, when you can meet an unmet need that is this primal, even meeting it in a superficial way can create a multi-billion-dollar business - e.g., the chat rooms in AOL when it first came out, or the lounges in Starbucks, or the billion people who are on Facebook - even though these are hardly the most intimate of life experiences.
If you break into an oil company and you're able to find out what gas leases they're interested in, that could be a multi-billion dollar swing in value for one company over another a multi-decade period.
I do believe that Instagram has put a stake in the ground and we're growing more quickly than anyone. Is there something in there we could do to make it a multi-billion dollar business? I think we can figure out something along the way.
Hip hop is a multi-billion dollar business, and it was built off an opportunity that nobody else saw because they didn't understand the culture.
As an industry, YouTube and digital content have a huge upside to creation and virally reach fans, and there's a multi-billion dollar business of advertising attached to that.
When I look at this company, I envision a billion-dollar business, and that's how it's run.
I run a multi billion dollar company
At many companies, business development is treated as a sales tool for incremental growth, but I believe that business development can bend our growth curve in a big way. It should accelerate our ability to grow, helping us quickly close gaps or leap ahead of competitors.
I just think dieting is something that is run by a billion dollar - a multi-billion dollar - industry that isn't always looking out for your heath. There's healthy ways to do it.
I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.
Growth isn't central at all, because I'm trying to run this company as if it's going to be here a hundred years from now. And if you take where we are today and add 15% growth, like public companies need to have for their stock to stay up in value, I'd be a multi-trillion-dollar company in 40 years. Which is impossible, of course.
My company in the U.S., Pratt Industries U.S.A., has grown from scratch to become a billion-dollar business based on recycling, as well as the largest Australian-owned employer of U.S. citizens.
The prison-industrial complex and the military-industrial complex are here with us and are multi-billion dollar enterprises. We can make more money off the kid in Compton if he's a criminal instead of a scholar. It's business.
It's extremely hard to build a company with a product that everyone loves, is free and has no business model, and then to innovate a business model. I did that with Kazaa, had half a billion downloads but that wasn't a sustainable business.
There's smarter people than me. But you cannot have any one guy running 18 billion-dollar businesses. It just doesn't make sense to me. I've met some extraordinary leaders in my time. They struggle with running one billion-dollar business.
The Cash Money sound pretty much changed the era. It kind of put the business into rap. It was like, 'Get your money, dude. This is a billion dollar business.'
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