Alain Dehaze Quotes

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

We are market based and have to differentiate our product in many ways; pricing isn't the only one.

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.

Even if someone is already in your market space, ask yourself whether you can approach it from a different angle and thereby secure your own customer base.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

In a two-sided market, focusing on the customer will increase a business's ability to extract value from the supply side.

The Value Proposition Canvas functions like a plug-in to the Business Model Canvas and zooms into the value proposition and customer segment to describe the interactions between customers and product more explicitly and in more detail.

Part of Customer Development is understanding which customers make sense for your business.

Never expect that your startup can cover every aspect of the market. The key is knowing what segment will respond to your unique offering. Who your product appeals to is just as important as the product itself.

I want to position my books as premium-priced versions on the reasonably-priced scale, if that makes sense, to find a sweet spot between the high-end of what my brand can support and the low end that results in impulse purchases and maximum sales volume.

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

A sustaining innovation makes better products that you can sell for better profits to your best customers.

I don't think I have to combat Airbnb. It is like comparing Tiffany to a shop that sells things for one dollar.

I think there is a niche for every market.

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

The Starbucks customer and the Teavana customer are two very different customers, two different need states that are highly complimentary.

Corporations invest in sophisticated CRM, or Customer Relationship Management, programs to effectively oversee their relationship with their customers at every point during the buying process.

Once you understand business models you can then start prototyping business models just like you prototype products.

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

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.

I don't think my basic business strategy is well known by the public, probably because people think it's too simple. My strategy has always been to try to focus in on a product or service where you can create a dollar of value for 20 cents and sell it for 40 cents.

I never wanted to compete on price in my history because on price, you don't always win.

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

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.