Innovative Business Model Quotes

Tesla has defied everyone's predictions again and again. It has such a unique position in the market, and so far, whatever people think about Tesla and its business model, there is one fact that nobody can dispute: It pretty much has the market to itself.

When I founded Stitch Fix, I wanted to create a company that I would want to work at for the rest of my life.

What we want to be is something completely new. There is no physical analog for what Amazon.com is becoming.

Groupon as a company - it's built into the business model - is about surprise. A new deal that surprises you every day. We've carried that over to our brand, in the writing and the marketing that we do, and in the internal corporate culture.

When I started Chipotle, I didn't know the fast-food rules. People told us the food was too expensive and the menu was too limited. Neither turned out to be true.

Amazon has well passed any expectations of its ability to change distribution and marketing.

Someday, you need to build a business that's difficult to replicate. This is an important part of a good idea.

My first business was a retro-gaming site where you'd go and play all these cool old-school games. It was a good idea but ahead of its time.

Uber is a company that is redefining the transportation industry on a global basis; to be part of that story is something that is interesting and would be a real privilege.

In less than a year Revolution has gone from being a concept to a reality, with three rapidly growing sector companies, overseeing a dozen acquired firms that collectively employ more than 2,500 people. But we're just scratching the surface in terms of the potential to build Revolution into a new kind of company that gives consumers more choice, control and convenience in the important aspects of their lives.

SpaceX is very unusual. I don't know of any other startup where the founder put in $100 million of his own money before looking for any outside capital. They have wildly exceeded any reasonable expectations.

When I first got pitched on Uber, I thought it was the dumbest idea ever.

Relative to the taxi industry, Uber is a sustaining innovation; that is, it makes customers' lives better. Uber targeted mainstream markets with a better service for existing customers, and it succeeded in serving them better than the incumbents.

Travis Kalanick was and is the perfect person to lead Uber, a product I knew from day one was going to be big.

Amazon and Snap both have stories that are compelling for many investors: Amazon has transformed retailing and is destined to dominate it. Snap is reinventing communication, at least for millennials and those even younger.

We were building a - what I thought was a fantastic company. We had great people. We were changing - we were changing the way the marketplace operated. We were creating a market for natural gas and electricity that had never existed before.

A business model that hasn't been tried before is always interesting, even if it's likely to fail.

When we first invested in Red Hat, it was thought to be totally insane. When we funded MySQL, it was only partly insane.

YouTube has proven it can flourish in a model where there is more autonomy, and in that way I think it is an example and a potential model for other areas of the business.

Amazon, being a provider - not just on the playing field - is, of course, opening up a whole new set of possibilities. At the same time, Amazon also understands platforms. For them, theatrical is an extremely important event. I also believe it's the best way of seeing a movie.