Jay Samit Quotes

I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.

When you're thinking about your next product or current product and wondering how to make it different so you don't have competition, understand the job the customer needs to get done.

In general, what we want to do is to elevate Volvo's brand positioning, and we feel the main lever to achieve that is to develop more higher-tier products.

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.

Relentless improvement of the product and upgrading of consumer tastes are the heart of mass merchandising.

When you improve your product so it does the customer's job better, then you gain market share.

It's not easy being number two. As a marketer, you have limited choices - you can pretend you're not defined by the market leader, or, you can embrace your position and go directly after your nemesis.

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.

The most interesting information I can have about a competitor is the cost.

We want to make as big a market as we can with our current product.

A lot of it had to do with when it's released and what's out in the marketplace, what's its competition.

You have to have a unique product that Amazon just can't source. It's all about the product. Why is it important? Why is it different? Amazon are not merchants. They are technology platform guys.

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.

All things can be done by every company in the world. Apple builds a phone, and so does Samsung. It's not about being different but about being better at what you do.

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

The market is so competitive. There are so many products that are similar. So we are forced to invest in innovative research in new products that are one or two years ahead of the market.

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.

It turns out that is exactly what product strategy is all about—figuring out the right product is the innovator’s job, not the customer’s job.

No amount of tools can help a bad product. You have to remain genuine in your product development innovation and quality.

Here's how Apple does marketing in a nutshell: Make a great product, then let people know about it. That's it. Neither aspect of that is easy, but the important thing is it has to happen in that order. It all starts with a great product.

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

I want to invest in a functional product that people are using.

We basically built a pricing model that surgically identified what people wanted to pay us for and what they didn't want to pay us for. One of the things we figured out early on was that we could create value for people by creating a product that allowed them to design something that they couldn't design without us.

To me, all business is the same it's just the product that's different and you can have a diamond in your hand, but if you don't market it correctly, it just becomes another piece of coal.