Richard Branson Quotes

You either have to be first, best, or different.

The key to success is to find a way to stand out--to be the purple cow in a field of monochrome Holsteins.

You have to be the first, best or different.

If you do everything that everyone else does in business, you're going to lose. The only way to really be ahead, is to 'be different'.

If you are doing what everyone else is doing, there is probably not an opportunity there.

You can't put yourself into competition with a magazine like 'Vogue.' You have to create something new, something different.

In advertising, not to be different is virtual suicide.

Make a list of competitors who will be disrupted by you. You do have competitors, right? You are better, right? If not, why are you going to Disrupt? Post a blog post about them and what makes you different.

Copy, not from your industry, from others. You have to go where there is no competition.

Don’t be different just to be different. Be different to be better.

Don't blend in; instead, clash with your environment. Stand out. Be different. That's what will draw attention to your ideas. Nothing has intrinsic attention-grabbing power by itself. The power lies in how much something stands out from its context.

I'm sure people would argue this, but I want to be different in everything I do. I don't think I've been the same in anything I've done, and I want to keep that up.

It's very easy to be different, but very difficult to be better.

Anytime I shoot a video, I just think of anything I can do to set myself apart from everybody in the music industry.

A company doesn't have to compete with Amazon. A company can instead innovate in sectors Amazon doesn't presently care about.

Different is better. I get more jobs being different.

The principles of disruptive innovation are indeed intended to be guidelines to assist managers both in introducing disruptive innovations as well as identifying disruptive developments in their market.

If all you're trying to do is essentially the same thing as your rivals, then it's unlikely that you'll be very successful.

We, we - as I say, we go in and shake up other industries and I think, you know, we do it differently and I think that industries are not quite the same as a result of Virgin attacking the market.

You should learn from your competitor, but never copy. Copy and you die.

No one should expect building a new high-growth, software-powered company in an established industry to be easy. It's brutally difficult.

Don't be the best. Be the only.

When I came out of Stanford, I looked at my brilliant classmates, who were going into Wall Street high finance, Silicon Valley, advanced engineering, and I said to myself, 'Jeff, go into an industry where nobody can add.'

I thought to myself, 'What can I do that Amazon can't replicate?' I wanted to do something Amazon couldn't do, and something that I absolutely loved.

When you write like everyone else and sound like everyone else and act like everyone else, you're saying, 'Our products are like everyone else's, too.'