David Milne Quotes

You need to make certain decisions to expand your market.

There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

We recognised from the start that we couldn't just stay in the U.K. and Ireland markets. We have always looked to the products of the future. I've always said, 'If you don't innovate, you'll evaporate.'

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

The thing I learned from Travis Kalanick, Elon, and others is they don't spend their time thinking about competition. They think about what they're going to build next.

Salads was a big indicator of that - there was a huge market out there for it. And why not tap it? Some of the things we are doing now around the globe are responding to customers. It's not because some guy sued you.

For businesses to be successful, they need to constantly ask the question: 'How can we provide value to our customers?' At the end of the day, that is what matters.

Look at the product pipeline, look at the fantastic financial results we've had for the last five years. You only get that kind of performance on the innovation side, on the financial side, if you're really listening and reacting to the best ideas of the people we have.

We've tapped into a huge demand, and it's up to us to fulfill that demand and to be creative doing it.

If you wait for customers to tell you that you need to do something, you're too late. Good business leaders should be half a step ahead of what customers want, i.e. they don't actually quite know they want it. That's what innovation's about. With Plan A, we didn't wait for the consumers to tell us.

You can't just tell your team, 'Think long term.' It doesn't work that way. When you are starting out, you have to always think about trying to build something of value for the customer: something they can use all the time, something of use.

I would say, as an entrepreneur everything you do - every action you take in product development, in marketing, every conversation you have, everything you do - is an experiment. If you can conceptualize your work not as building features, not as launching campaigns, but as running experiments, you can get radically more done with less effort.

We have built brands that resonate deeply with our customers. Our strategy to grow these brands is clear, and we have strong teams in place to execute this strategy. That is our formula for success.

To ensure we are meeting the demands of existing customers while also attracting new users, we remain focused on building cutting-edge technology and introducing new and innovative product offerings.

Samsung's future hinges on new businesses, new products and new technologies. We should make our corporate culture more open, flexible and innovative.

To turn really interesting ideas and fledgling technologies into a company that can continue to innovate for years, it requires a lot of disciplines.

When I arrived, I didn't understand London customers perfectly, but we've developed the right style with the right price, and step by step, I'm in harmony with London.

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.

It is important to exhaust the potential of existing markets. But it is equally important to open up new markets.

I'm just interested in building a company that doesn't necessarily change lives but adapts people's behaviour.

What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.

We're all about trying to create ideas to help get businesses to grow and listening to businesses to help them out.

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.

If you go to business school, and you put a product out there in the world, and it's working, the logic is to keep putting the same product out there. And I think that really bumps up against the creative process - and moviemaking, generally. And I think that our company really pushes against that.