Brendan Iribe Quotes

Things that we need to learn are the importance of establishing brand, establishing market presence. Technology-wise, it's things like ease of use, user interfaces; all of these things that tend to be less important in our other business segments are important things for us in the consumer market.

I'm saying there's plenty of money out there for great consumer entrepreneurs with great consumer products attacking really big markets.

When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.

If you don't have content, you don't sell hardware. We need a suite of content of really fun, compelling experiences that aren't just hardcore game-oriented, and when that's good enough, it'll be an easy decision to go to the consumer market.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

We have to focus on what we can do. It has to be about experience; it has to be about unique product. It has to be about delivering our content as broadly as we can, and that's been a huge effort on our part.

It's very challenging to carve back market share.

Whether you're selling soft drinks, snack foods or a sport, all good marketers know it is important for every single person to want to buy their product.

Market type influences everything a company does. Strategy and tactics for one market type seldom work for another.

There's three things that you need for virtual reality to work. You need the hardware that's affordable and doesn't make people sick, you need an audience that is willing to pay for it, and you need the content.

I thought the marketing was really smart and really clever and unique at the time. It positioned 'Saw' as a horror film that was different from the other horror films that were in the crowded marketplace.

We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.

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.

I did always say I wanted to infiltrate from within. That was always my reasoning behind going into partnership with a luxury group that uses a lot of leather in their products.

Firms that claim domain focus are late movers.

I've never had difficulty dominating any market I've been in.

The question now is can better content be driven solely by more money. I have learned in 26 years that only money cannot give you best content.

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.

Competition is one of the most important drivers of innovation because you have to stay in the race. You have to think of something new, and if you don't, well, of course you should leave the market.

My books didn't fit a marketing niche.

Market in India is big enough for several brands. For us, it's about innovation, making best product, and making the ecosystem better and better. If we do that well, then more people will switch from Android to iOS.

Flipkart is one of the most innovative companies in the way it approaches the market.

I know only a few ways to take market share and drive new revenue. I can engineer better products and services, I can build better relationships with my customers and deliver a higher level of service, or I can give my customers a lower price.

Market share is key.

Instagram, Swiffer, and Nest had to compete with consumer habits and perceptions. Breakout products face competition from the formidable inertia powering the status quo.