John Howard 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.

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.

As far as sustaining our popularity, I believe we can.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

Market expansion is not an opportunity. It is a necessity.

We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.

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.

Instagram, Swiffer, and Nest had to compete with consumer habits and perceptions. Breakout products face competition from the formidable inertia powering the status quo.

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.

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

Brand preferences and consumption levels in emerging markets such as China, India and Brazil tend to be more fluid. Consumer research is therefore critical to aid marketers trying to cement brand preferences early on as these economies develop.

We have a powerful portfolio of brands that are well-positioned for future growth, both domestically and internationally.

From the store windows, the store touch-points, the website, social media, or a magazine, it has to be one pure customer experience, not just to gain market share but to gain mind share.

I've never had difficulty dominating any market I've been in.

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

It's very challenging to carve back market share.

The enterprise market is never winner-take-all.

I think the private sector for the most part, the vast majority of employers in America, they wake up in the morning, and they have a bottom line. This is how much they make, this is how much their expenses are; they certainly need to break even just to stay in business, and they need to make a profit in order to survive long-term.

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.

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 share is key.

Whether you're selling soft drinks, snack foods or a sport, all good marketers know it is important for every single person to want to buy their product.

We've got a great value proposition against Chromebooks, we are not ceding the market to anyone.

I just want the business to continue to grow and for our brand to become one of the most respected household names in craft, both in the U.K. and around the world.