Eli Broad Quotes

I do think there is a lot of potential if you have a compelling product and people are willing to pay a premium for that. I think that is what Apple has shown. You can buy a much cheaper cell phone or laptop, but Apple's product is so much better than the alternative, and people are willing to pay that premium.

Entrepreneurship is all about an idea that creates differentiated business value to one's customers. You must be able to convince your customers about the benefits that association with you or your products will give them. People are ready to pay if they are convinced about your services or products.

We are market based and have to differentiate our product in many ways; pricing isn't the only one.

It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.

We could be the biggest pantyhose seller in America, but we don't want to weaken the link in shoppers' minds between Home Depot and do-it-yourself projects.

When you're thinking about your next product or current product and wondering how to make it different so you don't have competition, understand the job the customer needs to get done.

When looking at trends I always ask myself basic and timeless questions about business, and the one I seem to always come back to is, 'How is this different than anything else in the marketplace?'

A sustaining innovation makes better products that you can sell for better profits to your best customers.

In the past, the U.K. got away with selling things that weren't unusual. Now it's no use trying to export without having something that's unusual and better.

In general, what we want to do is to elevate Volvo's brand positioning, and we feel the main lever to achieve that is to develop more higher-tier products.

What you can do is ask: 'What is the value to the customer? What are they willing to pay for?' Then, deliver great products and services.

You need to understand the market, know how you can differentiate yourself in it, and grasp the price and the functional differentiation competitive points that are going to allow you to be disruptive.

Whatever business you're in - it doesn't matter - it's going to commoditize over time. It's going to devalue. You've got to keep moving it to a higher value.

Even if someone is already in your market space, ask yourself whether you can approach it from a different angle and thereby secure your own customer base.

If you really stay focused on what your beliefs are and what your customer wants, you'll find the right markets.

... whatever business you're in, it doesn't matter, it's going to commoditize over time, it's going to devalue, you've got to keep moving it to a higher value. Keep going to a higher value in whatever it is that you do and force yourself and force the organization to always do it ahead of time

Auto companies need to quickly separate the stuff that will be swallowed by commodity from the brand stuff.

I don't think my basic business strategy is well known by the public, probably because people think it's too simple. My strategy has always been to try to focus in on a product or service where you can create a dollar of value for 20 cents and sell it for 40 cents.

I look at companies as price-players or quality-players. The only way to go with J.Crew was quality.

I know only a few ways to take market share and drive new revenue. I can engineer better products and services, I can build better relationships with my customers and deliver a higher level of service, or I can give my customers a lower price.

If Nintendo asks consumers to pay more money than the other platforms, then it's Nintendo's mission to provide the added value for which the people are willing to pay. In order to do that, we must remain unique and cannot be reproduced somewhere else.

Our employees and competitors thought we were docile. We want to be defiantly disruptive. I don't mean necessarily by launching price wars but by being the best at the basics - having the best customer service, the best on-time performance, the best coffee - in a thoughtful, not a testosterone-laced, way.

We basically built a pricing model that surgically identified what people wanted to pay us for and what they didn't want to pay us for. One of the things we figured out early on was that we could create value for people by creating a product that allowed them to design something that they couldn't design without us.

You really need a unique selling proposition, and people need to care about that unique selling proposition.

Never expect that your startup can cover every aspect of the market. The key is knowing what segment will respond to your unique offering. Who your product appeals to is just as important as the product itself.