Gary Hamel Quotes

A business model describes how your company creates, delivers and captures value.

In general, you don't want competitors to understand your business outside of telling people your revenue and profitability numbers.

If your goal is to provide a service at terms your customers can afford, you have to figure out how to offer your services at price points such that your aggregated costs are lower than your aggregated revenues.

That doesn't mean you have to have the lowest costs in the industry to succeed. But you need to make sure the activities and product attributes that increase your costs above the other guy bring in at least that much more in revenue, and hopefully more.

One of the strengths of Adani is that, because we are controlling mines, ships, ports and logistics, we are the cheapest solution provider for end users.

It's easier to build a business around a first-class product, even if it's a more expensive product to produce.

Not long ago, the term 'business model' was not exactly on the tip of everyone's tongue. Then, in the early to mid-1990s, 'business model' became a catchphrase that described how a company makes money or saves money.

Entrepreneurship is all about an idea that creates differentiated business value to one's customers. You must be able to convince your customers about the benefits that association with you or your products will give them. People are ready to pay if they are convinced about your services or products.

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 believe in a company that combines service and product offerings which are a bit different from other industries.

Not all startups are alike. One of the key ways they differ is in the relationship between a startup's new product and its market.

A successful business must have a sound knowledge of its market and work on how its product or service will be different, stand out and improve people's lives. If you can ensure it responds to a real need in the market place, your business can punch well above its weight.

Never ever compete on prices, instead compete on services and innovation.

At a time when all the other builders were selling homes with basements but without carports, we would sell homes without basements and with carports. This allowed us to provide a more appealing product at a lower price. In other words, we felt we would be giving customers greater value.

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.

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.

I said the only way I would join Pets.com was if I could get Amazon to invest, and I did. I knew that anything that could be sourced externally, Amazon could do better and cheaper than anyone else except Walmart. It was really obvious to me.

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.

Ford had a number of different strategies over the years that they thought obviously made sense at the time, just like all the different brands, and also the regional operations.

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

It's quite clear we've got strong franchises at the core of this company.

Any dispassionate observer would recognize that on Day One, a start-up has no customers, and unless the founder is a true domain expert, he or she can only guess about the customer, problem, and business model.

I'm always asking, 'How do you give a guy a new reason to buy a polo?'

To get people to pay for something that you built, it has to be of service. It has to make somebody's life better.