Mark V. Hurd Quotes

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

It's very challenging to carve back market share.

I believe there is not any big difference between any consumer business, whether it's a bank or insurance or vodka or chocolate, whatever it is.

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

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.

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.

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.

A company's best advantage should be a quality product offered at the right price. That fair competition is what drives innovation.

Customers are very demanding and well informed.

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

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

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.

Fans will come if you have a good product.

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 marketers can compete with free; it just has to be better. Look at bottled water if you don't believe me.

I think any company should compete on the quality of their products, their prices, the novelty they can produce, their services, because that would be fair competition.

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.

I look at companies as price-players or quality-players. The only way to go with J.Crew was quality.

It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.

Market in India is big enough for several brands. For us, it's about innovation, making best product, and making the ecosystem better and better. If we do that well, then more people will switch from Android to iOS.

Our employees and competitors thought we were docile. We want to be defiantly disruptive. I don't mean necessarily by launching price wars but by being the best at the basics - having the best customer service, the best on-time performance, the best coffee - in a thoughtful, not a testosterone-laced, way.

At its core, all authentic growth depends on more customers wanting more of what your company offers. Any other drivers - pricing gimmicks, heroic marketing efforts, forced acquisitions - are ultimately destructive.