Jason Kilar Quotes

Bargaining makes you come up with the best ideas.

Southwest Airlines is successful because the company understands it's a customer service company. It also happens to be an airline.

If we look at pricing holistically, we'll create a more solid business.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

The most essential thing for us was to get the business model right, then put the world-class technology under it to support it. At Merrill, that meant not doing what people expected.

A strategy delineates a territory in which a company seeks to be unique.

Let's make it so the more you invest in YouTube, the better deal YouTube gets for you.

I want to create something like Sony. Not in terms of manufacturing products but creating something that is innovative, makes money, improves peoples' lives.

Fact is, inventing an innovative business model is often mostly a matter of serendipity.

We tried to set up a company that patterned ourselves after Southwest in all the fun, the spirit, the great people, the smile, the efficiency side of it, but we've added some extras that people aren't used to finding on Southwest.

The way customers relate to brands and how profit is generated has changed so dramatically almost every professional is being challenged to reconsider what they do in order to stay relevant.

Not long ago, the term 'business model' was not exactly on the tip of everyone's tongue. Then, in the early to mid-1990s, 'business model' became a catchphrase that described how a company makes money or saves money.

Find out what the other team wants to do. Then take it away from them.

I think the mistake people make most often when they invest in other kinds of startups is they say, 'This is totally different.' And so the things that matter, like making a product that people desperately want, like talking to customers, they throw this out the window. That is a recipe for heartache and tears.

YouTube has proven it can flourish in a model where there is more autonomy, and in that way I think it is an example and a potential model for other areas of the business.

I am convinced that if you serve great value, people will come to you.

What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.

A true entrepreneurial enterprise begins with a big idea - a unique way to solve a customer's problem. Your customer, after all, is the only justification for creating a company in the first place. Without a big, transformational idea, you can't produce a great result for your customer.

The biggest problem is startups in search of a problem. Chase what you're passionate about; you'll probably already have knowledge in the space.

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.

The Value Proposition Canvas functions like a plug-in to the Business Model Canvas and zooms into the value proposition and customer segment to describe the interactions between customers and product more explicitly and in more detail.

When something becomes a business, 50% of your decisions are what you have to do and not what you want to do.

Having a story is what people connect with, but the story alone doesn't allow you to achieve greatness and results. It's the day-to-day consistency of providing value to your audience.

If you want your company to succeed, you have to have the confidence in your business to take a bet on its future - to risk destroying a mediocre business model for the chance to have a strong one.

I've never been in the enterprise where your customers are your partners. It was always, you had customers, and you had partners.