Craig Federighi Quotes

A small company like Nichia should do niche products.

As MBA professors endlessly tell their students, companies do best when they stick to what they do well. There's a reason Apple doesn't make blenders. There's a reason Haagen-Dazs doesn't sell meat. And there's a reason drug companies should focus on saving and improving lives - not jeopardizing them.

Be careful not to start a company that really belongs as a feature of another company, like the 25 Twitter URL shortener companies out there. Pick a real problem that's here to stay.

I think there is a niche for every market.

Tech companies tend to do tech best.

Cable is a niche business. If you can own a niche, that can be a very strong business.

I don't think my basic business strategy is well known by the public, probably because people think it's too simple. My strategy has always been to try to focus in on a product or service where you can create a dollar of value for 20 cents and sell it for 40 cents.

I have shifted my mindset in terms of how companies should... focus on building amazing products. If you have amazing products, the marketing of those products is trivial.

Figure out your niche and maximize it.

AMD's history is we've always had great technology. We've had periods of time where we've done really, really well, and we've had periods of time where we've done not so well. But most of the time we've done well, it's because we've had a leadership product or some technology where we were out in front before anybody else.

We've found that the more niche you are, the better off you are.

Companies have centers of gravity. Where they are is part of their identity.

When similar products are on store shelves, price competition is inevitable. Nintendo has been trying to steer clear of that direction and create a market of our own.

Never ever compete on prices, instead compete on services and innovation.

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.

An important re-engineering principle is that companies should focus on their core competence and outsource everything else.

OLD: Be No.1 or No.2 in Your Market. NEW: Find a Niche, Create Something New.

Revenue is not where the focus of the company is at. We are focused on pushing out cool products like our analytics.

I believe in a company that combines service and product offerings which are a bit different from other industries.

My famous line is 'Product is king.'

We compete with Dell and HP. Now, we are going to compete with Sony and Best Buy. Are we going to be like Best Buy? No. Are we going to be a small Dell? No. We are going to be uniquely Gateway.

Never expect that your startup can cover every aspect of the market. The key is knowing what segment will respond to your unique offering. Who your product appeals to is just as important as the product itself.

I think the knock TNA had is they seemed to worry too much about what WWE was doing instead of focusing on their own.

Not all startups are alike. One of the key ways they differ is in the relationship between a startup's new product and its market.

Superior sales and distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. No matter how strong your product-even if it easily fits into already established habits and anybody who tries it likes it immediately-you must still support it with a strong distribution plan.