Li Shufu Quotes

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.

The only way to generate sustained exponential growth is to make whatever you're making sufficiently good.

Don't ever, ever devalue your product. Ever. It's the worst thing anyone can do to hurt your brand.

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

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.

Possessing a powerful worldwide brand is essential for sustained success.

I think I am one of the smallest surviving brands.

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.

I do think there is a lot of potential if you have a compelling product and people are willing to pay a premium for that. I think that is what Apple has shown. You can buy a much cheaper cell phone or laptop, but Apple's product is so much better than the alternative, and people are willing to pay that premium.

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

Branding experts believe that just because they have rethought a company's image or name, the rest of us will automatically fall in line.

You just have to make sure the model you're working on does not undersell your product.

The company was ready to close its doors; there was real financial distress. But on the other side, there was high brand awareness, but that was negative because Puma was perceived as low-priced. It had lost its cachet. It was a well-known brand without a presence.

Your brand is your public identity, what you're trusted for. And for your brand to endure, it has to be tested, redefined, managed, and expanded as markets evolve. Brands either learn or disappear.

When you have premium brands, you have to have the right balance of communicating all of your values.

You need to make certain decisions to expand your market.

We want to make as big a market as we can with our current product.

I do feel strongly that we have got to do a little brand-positioning work. Wouldn't it be great to have something that everybody could say: 'Yep, that's Chicago.'

It's always about mindshare, not market share.

Ever since we published the first Apple report, we've had some other brands turning more proactive.

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.

If you haven't created the time as an owner to understand why people are choosing your model over your competition, then you are only managing the business that comes in the door, not actively seeking it out.

You are as good as your product. When you are used and loved by everyone, your brand equity is high. When you are not, you're not.

You know what, every decision I make is in the best interest of my brand.

I'm not really concerned if people have this purist view of the New York Supreme thing. If they think opening our shop in Paris is going to harm our brand, then we can't really be that strong of a brand.