Sanjay Kumar Quotes

Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.

Cutting prices or putting things on sale is not sustainable business strategy.

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

The golden rule for every business man is this: 'Put yourself in your customer's place.'

And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

The opportunity ahead for Microsoft is vast, but to seize it, we must focus clearly, move faster and continue to transform. A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

I have a strongly held belief that one of the reasons that Amazon has been successful is because we do not obsess over competitors. Instead we obsess over customers.

Just like a script, you need to keep a business plan to yourself.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

If we look at pricing holistically, we'll create a more solid business.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

In any business, you have to evolve.

The most essential thing for us was to get the business model right, then put the world-class technology under it to support it. At Merrill, that meant not doing what people expected.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

Whenever one or more components of a company's business model changes, new business models are created for supporting companies. The changes might involve niches served, new marketing angles or improved value propositions.

So I think instead of focusing on the competition, focus on the customer.

I think if companies start reinventing themselves and focus on the customer experience more, they will win out in the end.

Fact is, inventing an innovative business model is often mostly a matter of serendipity.

There's a fundamental distinction between strategy and operational effectiveness.

Going forward, we are mindful of the challenges we face in the competitive retail landscape, but we have demonstrated that our concept of building compelling brands that focus on the customers' lifestyles can produce superior results. We will not waver from that concept.

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

Most entrepreneurs are merely technicians with an entrepreneurial seizure. Most entrepreneurs fail because you are working IN your business rather than ON your business.

I think there are certain business matters which we must now conduct differently than we used to.

There is a healthy competition as there would be in any business. But we do not spend our days thinking about what Marvel is doing.