Harry Triguboff Quotes

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

In a marketplace where it's so easy to produce products, where your competitors can essentially match you on the product itself, you need to have something else. You need to have an added value, and that added value is the identity, the idea behind your brand.

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.

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

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.

As an entrepreneur, one of the biggest challenges you will face will be building your brand. The ultimate goal is to set your company and your brand apart from the crowd. If you form a strategy without doing the research, your brand will barely float - and at the speed industries move at today, brands sink fast.

Leverage your brand. You shouldn't let two guys in a garage eat your shorts.

Your premium brand had better be delivering something special, or it's not going to get the business.

You need to define yourself in the marketplace.

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.

As our products have improved, and you add value at the high end, customers move to the high end.

Brands are facing a new competitive landscape in which self-definition, core values and purpose will increasingly define their ability to reach customers that only allow what is meaningful in their lives to pass through their filter.

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?

At HSN, the experience we create are a significant point of differentiation.

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.

Market share is key.

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.

The Starbucks brand has shifted over time from being a specialty brand to being more of a mass brand. There is a gap at the top of the market.

You're basically competing with the same exact product. Coke and Pepsi are at least in different cans. Lyft and Uber drivers are just swapping out the mustache for the U on the dashboard, depending on which one they're getting the call on.

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

The copycats are interesting because some of them branded themselves as 'WeWork of China,' which helped establish us before we were there.

We compete with Dell and HP. Now, we are going to compete with Sony and Best Buy. Are we going to be like Best Buy? No. Are we going to be a small Dell? No. We are going to be uniquely Gateway.

We decided when we were building Big Machine that we wanted to be a Harley or a Ferrari.

Tomorrow I will have new competitors such as Google, Microsoft, and Facebook coming into my garden. I'd rather focus on the competition of tomorrow than combine with the competition of today.

A brand is the set of expectations, memories, stores and relationships that, taken together, account for a consumer's decision to choose one product or service over another.