Seth Godin Quotes

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.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

We have built brands that resonate deeply with our customers. Our strategy to grow these brands is clear, and we have strong teams in place to execute this strategy. That is our formula for success.

You need to make certain decisions to expand your market.

The purpose of a business is to create customers.

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.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

As a brand, Ahla is one of Strauss-Elite's strongest. But we need to do a lot of marketing in order to regain market leadership. I have no doubt that we will do that, even if it takes time.

For any business that has an indirect model to move into the direct business is very difficult and very challenging.

Everybody has a product to sell—no matter whether you’re an employee, a founder, or an investor. It’s true even if your company consists of just you and your computer. Look around. If you don’t see any salespeople, you’re the salesperson.

As you craft a plan to expand to adjacent markets, don't disrupt: Avoid competition as much as possible.

If you want to promote anything, all the work that you put into it is basically promoting the idea of it so that people will go for it. And if they don't go for it, you can't institute it. You can't do it.

We're all about trying to create ideas to help get businesses to grow and listening to businesses to help them out.

In any competitive environment, whether you're in sales or marketing or whatever it is, you have to know your competition, understand who they are, do intelligent analysis on them and then you have to know yourself - who you are and what you're capable of doing.

From the store windows, the store touch-points, the website, social media, or a magazine, it has to be one pure customer experience, not just to gain market share but to gain mind share.

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.

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

It's a very competitive market. AEG has a ticketing platform, Stubhub has grown their marketshare, Vivid has come out of nowhere. It's not like venues don't have options. If you're a venue you can pick any ticket platform you want, and we have to provide a better product and win that business fair and square.

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

As a global company, we have abundant resources in both capable people and capacity and also competency to make a success in India.

Acquiring customers at the start is one of the hardest things you'll ever experiences as an entrepreneur.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

Diversifying the business is definitely a good thing.

We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.