Michael Gerber Quotes

What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.

When you're thinking about your next product or current product and wondering how to make it different so you don't have competition, understand the job the customer needs to get done.

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

You need to make certain decisions to expand your market.

If you really stay focused on what your beliefs are and what your customer wants, you'll find the right markets.

It's a very competitive market. AEG has a ticketing platform, Stubhub has grown their marketshare, Vivid has come out of nowhere. It's not like venues don't have options. If you're a venue you can pick any ticket platform you want, and we have to provide a better product and win that business fair and square.

Launching a successful product or startup has little to do with luck. Any business that gains traction on the market is the result of very careful strategizing and market analysis, not to mention the development of an original product or service.

You'll go out of business if you think people are stupid.

A strategy delineates a territory in which a company seeks to be unique.

When looking at trends I always ask myself basic and timeless questions about business, and the one I seem to always come back to is, 'How is this different than anything else in the marketplace?'

When you know who your customers are, that can give you an edge on the competition.

The basic idea that marketing is wrong at its core is one of the main reasons why innovation seems blocked and unpredictable.

A lot of it had to do with when it's released and what's out in the marketplace, what's its competition.

Certainly, the human race can be fickle, and times do change, but overall, the barriers to bringing a product to market - and understanding what 'the market' wants - have remained unchanged.

The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.

We have to focus on what we can do. It has to be about experience; it has to be about unique product. It has to be about delivering our content as broadly as we can, and that's been a huge effort on our part.

The goal of a private company is, first, zero to one: Get past the product-market fit; figure out whether people actually care about what you're trying to build and someone will pay you money for that. That's the zero to one problem.

The art of entrepreneurship and the science of Customer Development is not just getting out of the building and listening to prospective customers. It's understanding who to listen to and why.

I want to make thorough steps to create a system that will spur industry competition.

Use your development time to brief analysts and industry press. Use these influencers as your eyes and ears to let you know what else is being developed by competitors so that you can be the first to market, and don't make the mistake of launching an also-ran product.

To me, all business is the same it's just the product that's different and you can have a diamond in your hand, but if you don't market it correctly, it just becomes another piece of coal.

We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.

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.

First and deadliest of all is a founder's unwavering belief that he or she understands who the customers will be, what they need, and how to sell it to them.

As a brand, Ahla is one of Strauss-Elite's strongest. But we need to do a lot of marketing in order to regain market leadership. I have no doubt that we will do that, even if it takes time.