Roustam Tariko Quotes

It's very challenging to carve back market share.

Relentless improvement of the product and upgrading of consumer tastes are the heart of mass merchandising.

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

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.

Market type influences everything a company does. Strategy and tactics for one market type seldom work for another.

There are hundreds of competitors in the direct marketing of computers. We have been very successful because of quality, price, service and the way we treat the customer.

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

The annals of business are filled with stories of companies that thought they had it made and could milk their enterprises without having to bother about improving their products or services. It's amazing how fast they found their markets disappearing.

The only one that seems to be able to hold the business is Disney. They do it is because they have a fabulous philosophy about marketing- but even they wavered.

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

The purpose of a business is to create a customer.

I learnt the hard way about positioning in business, about catering to the right segments.

The purpose of a business is to create customers.

Hardware ultimately is a scale game, and it's a differentiation game. If you are literally selling products that are completely undifferentiated, like x86 servers, why would anybody pay you for that?

If you're entering anything where there's an existing marketplace, against large, entrenched competitors, then your product or service needs to be much better than theirs. It can't be a little bit better, because then you put yourself in the shoes of the consumer... you're always going to buy the trusted brand unless there's a big difference.

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.

Market share is key.

I've never had the experience of 10 years at Unilever and five years at Coca Cola. But I'm not the marketing director who only wants 25 per cent a year on the revenues. In the old days, you sold something, and you would be happy. At Ajax, we thought we needed more from that than selling a seat and making five grand.

To me, the consumer-electronics business feels a lot like the PC business in the late 1980s. It's an inefficient market.

Competition can never be eliminated from this industry. There is nothing wrong with it. It keeps you on your toes, making you work harder.

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

Market type determines the startup's customer feedback and acquisition activities and spending. It changes customer needs, adoption rates, product features, and positioning as well as its launch strategies, channels and activities.

Kellogg's and Campbell's moats have also shrunk due to the increased buying power of supermarkets and companies like Wal-Mart. The muscle power of Wal-Mart and Costco has increased dramatically.

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

You have to do things right to stay in business, and that's not easy, and that's a choice on a daily basis, the choices you make in how to run your business and how to have a point of differentiation and how to be true to your brand, how to offer something that people want and to offer something that you love.