Kirsten Green Quotes

Most companies that are great at something - like AOL dialup or Borders bookstores - do not become great at new things people want (streaming for us) because they are afraid to hurt their initial business.

The way customers relate to brands and how profit is generated has changed so dramatically almost every professional is being challenged to reconsider what they do in order to stay relevant.

When I started half.com, our three biggest competitors were Borders, Tower Records and Blockbuster Video.

Some of the most innocuous inventions have proven earth-shattering, with reverberations felt around the planet. The Internet is the poster child for disruptive technology, but even such inventions as Amazon's Kindle and Apple's iPod have rocked their respective industries by changing how we entertain ourselves.

Why is it that big companies fail when the technology changes? It happens in every industry, so what's the pattern? What are they all doing wrong?

As retail goes through a fundamental shift into the digital world, I believe Ocado's model and the high standards of customer service it provides will see it emerge as a powerful online player.

The creative destruction that social media is currently unleashing will change more than technology or the leader board of the Fortune 100. It is driving a qualitative shift in the nature of relationships between brands and their customers.

The Internet creates as well as destroys. Social networks, search advertising, and cloud computing are multibillion dollar industries that didn't exist 10 years ago. They are products of the same force that has rendered the Postal Service's core business obsolete.

And you know, I've had great fun turning quite a lot of different industries on their head and making sure those industries will never be the same again, because Virgin went in and took them on.

I think we all realize the consumer has taken control, and they're not giving it back. So as every new technology comes forward, we have to figure out how to integrate it.

The best companies in the world have all had predecessors. 'YouTube' was a dating site. You always have to evolve into something else.

You either innovate or you become defunct.

Traditional businesses can say, 'We're going to sell widgets to people, and it will make X amount of profit.' But new business models are hard.

Build a company that changes the way things get done!

Google is a company whose very existence depends on innovation - on inventing things that are new and didn't exist before - and on refining existing ideas and technologies to allow consumers to do things they couldn't do before.

The convergence of digital trends, along with the rise of China and globalization, has upended the rules for almost every business in every corner of the globe.

We are committed to investing in new technology so we can remain a leader in the online luxury business.

The pace of change in marketing and the marketplace continues to accelerate. Unicorn companies are challenging long-established brands, and categories are being re-imagined.

I'm really focused on looking at where the industry is headed and how the world is evolving. Toys really need to adapt to this new era.

As the Internet has sped up the consumer experience, customer expectations are higher.

The Internet is disrupting every media industry...people can complain about that, but complaining is not a strategy. And Amazon is not happening to book selling, the future is happening to book selling.

Lands' End has undergone three major changes over the past couple of decades. The first was the introduction of an 800 number, in 1978; the second was express delivery, in 1994; and the third was the introduction of a Web site, in 1995. The first two innovations cut the average transaction time-the time between the moment of ordering and the moment the goods are received-from three weeks to four days. The third innovation has cut the transaction time from four days to, well, four days.

If the technology is disruptive, on the other hand, the odds are that at the end of the transition, the leaders will have been toppled and new companies will be on top.

If you don't optimize for the consumer on the Internet, you're dead.

Industries that are chaotic are ripe for innovation. They are open to anyone who has an idea.