A Quote by Douglas Leone
If you start a successful company in China at 11 A.M., by 2 P.M. there's three more companies like it.
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If you talk privately to our tech companies, our pharmaceutical companies, our high-end manufacturing companies, the high end of America, where the good-paying jobs are, China is not letting them in unless China gets to steal their intellectual property in a company that`s 51 percent owned by the Chinese.
Similar to many multinational technology companies, Zoom has operations and employees in China. And like many multinational technology companies, our offices in China are operated by subsidiaries of the U.S. parent company. Our engineers are employed through these subsidiaries. We don't hide this.
I started off with a company, InfoSpace, with my own funding. The company was listed among the most successful companies and I went on to start Intelius and Moon Express. Now, I focus my time on using the skills of an entrepreneur to solve many of the grand challenges facing us in the areas of education, healthcare, clean water and energy.
What we are trying to do at Virgin is not to have one enormous company in one sector under one banner, but to have two hundred or even three hundred separate companies. Each company can stand on its own feet and, in that way, although we've got a brand that links them, if we were to have another tragedy such as that of 11 September - which hurt the airline industry - it would not bring the whole group crashing down.
Be careful not to start a company that really belongs as a feature of another company, like the 25 Twitter URL shortener companies out there. Pick a real problem that's here to stay.
When we first started our internet company, 'China Pages', in 1995, and we were just making home pages for a lot of Chinese companies. We went to the big owners, the big companies, and they didn't want to do it. We go to state-owned companies, and they didn't want to do it. Only the small and medium companies really want to do it.
They have a policy in China for their big companies called "Go abroad." It's a rational thing for both the company and the country to say, "We want big, successful companies." Particularly in areas where they need it: agriculture, energy, technology. I think banking, too. One or two have bought a trading house. Some have already begun expanding around the world. Of course they're going to have those ambitions. Why wouldn't they? They're just doing it methodically. It's a logical strategy and, well-executed, they will succeed.
If you think about companies that were built in Silicon Valley, a lot of them early on were chip companies. And now the companies that are there, like Apple, are much more successful than any of the chip companies were.
Successful companies in social media function more like entertainment companies, publishers, or party planners than as traditional advertisers.
The successful companies try to keep the new entrants down. Now that's great for a company like ours. We make more money that way because we have less competition and less innovation. But for the country as a whole, it's horrible.
Some years ago one oil company bought a fertilizer company, and every other major oil company practically ran out and bought a fertilizer company. And there was no more damned reason for all these oil companies to buy fertilizer companies, but they didn't know exactly what to do, and if Exxon was doing it, it was good enough for Mobil and vice versa.
I think my function working in China is to bring my experience and what we've gone through in the Hong Kong industry to China. I hope there'll be more and more new Chinese companies with vision, that understand producing and film financing. My plan for the future is to work with as many new companies as possible, to pass on my experience as to what is commercial film.
Is France a completely open market to G.E.? No, of course not. I think we're more discerning about China because it's China, and they're big, and they're more concerning. But the best global companies are ones that are nuanced.
There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
When we talk about 9/11 and 26/11 - which is the shorthand for the Mumbai attacks in 2008 - we're talking about the most successful terrorist attacks in history. When you start trying to study the most successful event of its kind, it actually doesn't make for great fiction because there isn't the kind of failure in it that fiction thrives on.
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