Patrick Lencioni Quotes

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

When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.

The way companies hang on to their marketshare is by being scared.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

In general, great companies prefer to grow 'organically,' as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.

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

Advertising obviously helps with awareness, but if you look at some of the most successful companies, they're actually not generally ad-driven when it comes to customer adoption.

When a market isn't in transition, gaining market share is hard - you're fighting to take one or two points of share from competitors.

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.

First and deadliest of all is a founder's unwavering belief that he or she understands who the customers will be, what they need, and how to sell it to them.

In business, every phase of things counts. Companies that just yell out a low price today to win business aren't going to make money in the long term.

Customers are very demanding and well informed.

Once you create a loyal customer base, it's tough for a competitor to take that away.

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.

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

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

I believe that we have not yet played out full competitiveness in the notchback segment.

A lot of web companies will take a short-term approach and sell to an incumbent and don't end up living up to their full potential.

Competition is good because we need to educate customers, and Ozon.ru itself will not be able to do it.

You need to make certain decisions to expand your market.

Whatever you're selling, storage or networking or security, you're going head to head with the incumbent players.

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.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

The purpose of a business is to create customers.

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