Tim Cook Quotes

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.

I think if companies start reinventing themselves and focus on the customer experience more, they will win out in the end.

From the beginning, the Mac has been about Apple taking responsibility for the whole thing: hardware, software, how applications can work, and, increasingly, Internet services.

Relative to the taxi industry, Uber is a sustaining innovation; that is, it makes customers' lives better. Uber targeted mainstream markets with a better service for existing customers, and it succeeded in serving them better than the incumbents.

The only way to generate sustained exponential growth is to make whatever you're making sufficiently good.

Zefr has all the ingredients for success - dynamic, inspiring management, the ability to marry technology and content, and a business model that can scale. I'm thrilled to be part of the team.

When you improve your product so it does the customer's job better, then you gain market share.

No matter how skillful you are, you can't invent a product advantage that doesn't exist. And if you do, and it's just a gimmick, it's going to fall apart anyway.

If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

We recognised from the start that we couldn't just stay in the U.K. and Ireland markets. We have always looked to the products of the future. I've always said, 'If you don't innovate, you'll evaporate.'

If you take existing ideas and make them affordable and scalable, you substantially change business models.

We are always focused on how can we differentiate ourselves. In today's world, where people are gravitating toward experiences, it is even more important.

If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

Because Apple's corporate DNA is that of a hardware company, its activities are meant to support hardware sales.

XUV is a living proof of the value of MRV. In that sense, the XUV was a wonderful validation. The XUV grew along with MRV. As the institution was built, the product was created.

We're not trying to be Nike. It's about evolving into new products that are going to make people's lives better.

I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.

New things get noticed. This means you can't be afraid to present something new to your market, even if it's just a variation or an addition to an already-existing product or service.

Most innovation is not done by research institutes and national laboratories. It comes from manufacturing - from companies that want to extend their product reach, improve their costs, increase their returns. What's very important is in-house research.

The opportunity to build new and surprising partnerships to help Microsoft succeed in a mobile-first, cloud-first world is truly exciting, and I look forward to leading these efforts.

Never ever compete on prices, instead compete on services and innovation.

Market growth alone doesn't give you enough tailwind. You have to create your own. The way to do that is by designing products for consumers that wow them.

No amount of tools can help a bad product. You have to remain genuine in your product development innovation and quality.