Michael Gerber Quotes

Make your product easier to buy than your competition, or you will find your customers buying from them, not you.

There's usually room in the theme parks business for efficiencies on the cost side and new investment, which drives traffic.

Relative to the taxi industry, Uber is a sustaining innovation; that is, it makes customers' lives better. Uber targeted mainstream markets with a better service for existing customers, and it succeeded in serving them better than the incumbents.

Apple is the only company that can take hardware, software, and services and integrate those into an experience that's an 'aha' for the customer. You can take that and apply to markets that we're not in today.

You can get business with price, but you have to have service to keep it.

Because Apple's corporate DNA is that of a hardware company, its activities are meant to support hardware sales.

Mahindra's brand strategy is about niches across areas of mobility.

In the telecommunications, consumer products, and railway businesses, there are very real consequences if you don't meet the consumer's needs and desires. There are also substantive rewards for doing so, and especially for exceeding customer expectations.

I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.

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.

Our focus is on the customers and improving their experience. We believe that if we do that well, competition, prices, and profits will all take care of themselves.

We are committed to investing in new technology so we can remain a leader in the online luxury business.

You have to have a unique product that Amazon just can't source. It's all about the product. Why is it important? Why is it different? Amazon are not merchants. They are technology platform guys.

Visionary CEOs don't need someone else to demo the company's key products for them. They deeply understand products, and they have their own coherent and consistent vision of where the industry/business models and customers are today, and where they need to take the company.

Without a doubt, what drives sales is letting people try our products.

Walmart is going to be very good at this e-commerce game.

Companies that are closest to the customers are the ones who are going to lead the industry.

The only real way to differentiate yourself from the competition is through service.

If you don't listen to your customers, someone else will.

If you are seizing on a new business opportunity, deliberately move your customers' expectations up a few notches and consistently over-deliver on your promises - you will leave your competitors struggling to catch up.

Why is Wi-Fi free at cheap hotels, but $14 a night at expensive ones?

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

Most people assume that a record shop's success lies in selling records. In fact, Virgin's success both in mail order and the record shops lay in skill at buying records.

We value-packs, you all small fries.

Keep the competitive leads warm, get your deal oversubscribed, because until your deal is done, it's just a nice fantasy in your head