Rob Corddry Quotes

People went to Dell for the computers, but they go to Apple for everything… That’s the difference between a transactional company and a transformational one.

We need to listen to consumers' needs.

Products are sold because they solve a problem or fill a need. Understanding problems and needs involves understanding customers and what makes them tick.

In the US everybody is about what's new and what's next and they don't really build a real loyalty as much as in Europe - if you were ever good and they liked you, they will treat it with the respect that it still matters.

As a brand marketer, I'm a big believer in 'branding the customer experience,' not just selling the service.

How much do you as a consumer value a positive experience with a brand or its customer service department? How willing are you to share that with your friends? How inclined are you to let that person know that you're interaction with them was positive?

Consumerism is so weird. It's a sort of conspiracy we collude in. You'd think shoppers spending their hard-earned cash would be highly critical. You know that the manufacturers are trying to have you on.

When you take the individual out of the equation, then you're making programming based on some marketer's idea of what will sell, and not based on the idea of what an individual would like.

Anyone can sell product by dropping their prices, but it does not breed loyalty.

When you focus on the consumer, the consumer responds.

The solution as consumers is - perhaps surprisingly - to take adverts very, very seriously. We should ask ourselves what it is that we find lovely in them - the visions of friendship, togetherness, repose, or whatever. And then consider what would actually help us find these qualities in our lives.

Customers don't just want to shop: they want to feel that the brand understands them.

I read Naomi Klein's 'No Logo' when I was 15. It's one of the things that's shaped my relationship to fame - to endorsements, to selling things.

Consumers are looking for experiences, whether that's travel, whether that's entertainment. They're looking for differentiated products, things that are going to have meaning.

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

The fact is, Joe Isuzu is very successful at selling cars.

I've never had the experience of 10 years at Unilever and five years at Coca Cola. But I'm not the marketing director who only wants 25 per cent a year on the revenues. In the old days, you sold something, and you would be happy. At Ajax, we thought we needed more from that than selling a seat and making five grand.

You can understand so much about how consumers perceive a brand by analyzing their spontaneous, subconscious responses.

Women as consumers are a very powerful force.

We want the best prices we can give our customers, with all our products... But it really is about the quality first and the experience.

People want to connect with what they're purchasing.

For us, the reason that our quality has been high, and I feel that our pricing has been reasonable, is because we don't wholesale.

I do think brands are like people.

I want the Wallwalker in the back of consumers' minds, but not actively thought about. When it returns, they'll react, 'Oh, there they are!' and they'll buy them again as impulse items.

From Nike, we buy victory. From Under Armour, we buy protection. From Lululemon, we buy zen. From Patagonia, we buy conservation. From BMW, we buy performance.