Julia Hartz Quotes

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.

Digitas is a company that's very rapidly changing - the digital world changes every day. It's important we hire people who are curious about what's going on and who are willing to learn and want to learn. I look for core leadership traits.

Disruption starts with committing to excellence and taking a stand for your customer.

The teams and how we perform and how we deal with customers, how we invest in the things we do right now - that's what writes the story for GE.

This is what customers pay us for - to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.

The point of an accelerator is to teach you about companies and business, not about technology.

Once you have a product that you are happy with, you the need to centralize things to continue growth.

It doesn't do much good to have a quality image, whether it's with the facility or whether it's with the merchandise, if you don't have real quality people taking care of your customers.

I've helped some of my classmates on how to strategize to get to the next level of their businesses. And it's interesting, because here I am sitting there from the entertainment industry and the fashion industry, and I'm giving a billionaire that has a business that's been in his family for 300 years - I'm giving him advice about strategy!

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

There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

There is a wide range of opportunities for us and we see a main part of our strategy as being a company that supplies products across a range of different end applications and indeed we have quite a wide product portfolio which we enhance each year.

Business has only two functions - marketing and innovation.

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

I definitely think what drives technology companies is the people; because in a technology company it's always about what are you going to do next.

Firms need to ensure that their ability to provide effective customer service keeps pace with their growth. If you're marketing your firm to new customers, you better be able to provide them service when they do business with you.

You can have a phenomenal technology with bad people; you're not gonna have much success. You can have mediocre technology with great people; they'll figure out a way to make a buck.

A satisfied customer is the best business strategy of all.

If we deliver on those promises, we'll have done our job, and we did it with PSOne, and we certainly did it with PS2, and we are about to do it very rapidly with PSP. This is a whole new business for us, in terms of the handheld market, and we're going about it the right way.

It is very important that a leader in the hotel industry be both creative, I think, and compassionate.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

The ability of a successful company to add functionality to its product has long been upheld.

Steve Jobs didn't seek solace among minimum wage workers. He sought it from highly educated men and women who understood and shared his focus on growth, technology, and company-building.