Logan Green Quotes

Even if someone is already in your market space, ask yourself whether you can approach it from a different angle and thereby secure your own customer base.

We find that no matter what country we're in, if we hit the right economic notes and appeal to the mass market, we're able to build the business very, very rapidly.

I'm confident UTC could outperform in all of our markets, starting with our commercial businesses. The largest opportunities for our commercial businesses are in emerging markets, and we're very well positioned there.

Now if you go exactly where your competitors are, you're dead.

All the big online retailers are looking at how to enter the Russian market.

In the past, the U.K. got away with selling things that weren't unusual. Now it's no use trying to export without having something that's unusual and better.

When you can't compete on cost, compete on quality.

If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.

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.

We've got a great value proposition against Chromebooks, we are not ceding the market to anyone.

Multinational brands, especially those with successful legacies, often struggle in emerging countries.

I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.

We have a powerful portfolio of brands that are well-positioned for future growth, both domestically and internationally.

In a commodity business, it's very hard to be smarter than your dumbest competitor.

You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.

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

Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.

I look at companies as price-players or quality-players. The only way to go with J.Crew was quality.

If they had listened to me and had equal partnerships in China, the U.K., Germany and Brazil, maybe Yahoo in those countries could have become positioned like Yahoo Japan.

If Nintendo asks consumers to pay more money than the other platforms, then it's Nintendo's mission to provide the added value for which the people are willing to pay. In order to do that, we must remain unique and cannot be reproduced somewhere else.

Our employees and competitors thought we were docile. We want to be defiantly disruptive. I don't mean necessarily by launching price wars but by being the best at the basics - having the best customer service, the best on-time performance, the best coffee - in a thoughtful, not a testosterone-laced, way.

I thought to myself, 'What can I do that Amazon can't replicate?' I wanted to do something Amazon couldn't do, and something that I absolutely loved.

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

A product that wants to stand out needs different treatment.

If your home market is strong, you can be a strong global player because you have scale and can bring down the cost of production and remain competitive globally. When we started, our home market wasn't strong, so we had to do more business globally.