Brian France Quotes

I firmly believe that IBM's size can be used to its advantage.

If you want to stay in the business then you've got to be a bit shrewd, haven't you?

The successful man is the one who finds out what is the matter with his business before his competitors do.

You know once you get in the business you know what you're getting into.

Our mission has always been to be leaders in each of our businesses, which is one, two, or three.

We believe that our cost effectiveness is one of our most powerful competitive advantages in Networks, and we will not lose sight of that in the future.

The most dangerous thing for an entrepreneur to do is to actually go into a business that he does not understand fully.

If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.

The fundamental basis of above-average performance in the long run is sustainable competitive advantage.

Your investor's edge is not something you get from Wall Street experts. It's something you already have. You can outperform the experts if you use your edge by investing in companies or industries you already understand.

Marketing strategy is a series of integrated actions leading to a sustainable competitive advantage.

It may well be that creativity is the last unfair advantage we're legally allowed to take over our competitors.

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.

Companies that build scale for the benefit of their customers and shareholders more often succeed over time.

Do your homework and know your business better than anyone. Otherwise, someone who knows more and works harder will kick your ass.

Buy companies with strong histories of profitability and with a dominant business franchise.

People aren't the same. Business is, in my opinion, all about the team that fields the best players. It's not about an idea. An idea goes away. Somebody catches up with it. It's not about a widget.

It's the knowledge derived from information that gives you a competitive edge.

Market growth alone doesn't give you enough tailwind. You have to create your own. The way to do that is by designing products for consumers that wow them.

You don't have to be brilliant, only a little bit wiser than the other guys, on average, for a long, long, time.

My advice for an entrepreneur just starting out is to differentiate yourself. Why are you different? What’s important about you? Why does the customer need you?

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

If competitors don't like our two to one advantage, dominating market share with both SP and DS, well, I've got bad news. Because we just made it two and a half to one.

In business we often find that the winning system goes almost ridiculously far in maximizing and or minimizing one or a few variables - like the discount warehouses of Costco.

I knew we needed a weapon to break through to the US market, and it had to be something different, something that nobody else was making.