Product Diversification Quotes

The reality of life is, if you have a bagel shop and everybody is pouring into the doughnut shop across the street, if you want to stay in business, you start selling doughnuts.

When I arrived in Ford, a decision was made to sell many marquee brands. This was because 85 per cent of the sales were from Ford and Lincoln brands. We were clear that for the company's strong future, we needed to focus on the Ford brands.

I spent some time studying Toyota, because how could a loom maker - they made looms. That was their business for 50 years, 35 years - and then they decided to go into the car business after everyone else was in the car business.

I sell bikinis. I sell comforters. I sell Cam'ron pillows. I sell a bunch of things off my likeness, and it all came from music, so it's definitely a blessing.

As soon as you go into merchandising, everyone nods sagely and says, 'Ah, now we know why you are doing it.'

Does the critic wish to influence the kind of film that costs more than £250,000? It is as if he were to send a postcard to General Motors explaining that he would like them to make a raft next year, or a helicopter, instead of a car.

Go where your customers take you! For example, did you know that Sony's first product was a rice cooker? Since abandoning the rice cooker, it has merely managed to become the world's biggest consumer electronics company.

The consumer mentality - we like something, what other flavor does it come in? We like that TV show, does it come in a book form? Does it come in a capsule? How about a soup?

It's not unusual for a luxury company to be born from a single product and then diversify. Louis Vuitton began with luggage, and Gucci with leather goods.

We are very far from our potential, but you aren't going to see 500 stores; that wouldn't be consistent with the exclusivity of our brand. You also aren't going to see a Loro Piana perfume, glasses, or watches, because we are concentrating on our core business.

You should always have a product that has nothing to do with who you are or what people think about you... so that you never start thinking that your product is you, or your fame or your aura.

Consumers fall in love with a brand and it's important for a brand to develop and stretch itself to provide for their consumers. I don't suspect that a customer will walk into a store to buy a pair of jeans and end up buying a sofa, but it's about providing loyal consumers with a choice to create a lifestyle.

My philosophy is, I can't make every product that can possibly use a high-performance CPU and graphics. Why shouldn't I enable others, in a positive fashion, to leverage AMD IP in more places?

The future of TOMS is really creating a whole new business model of this one-for-one giving and expanding the TOMS model from shoes into other products as well.

When I became CEO, I was really worried that we were in commoditized segments that were mature and no longer growing. So we made a radical pivot into health technology because that is one of the world's unmet needs.

We're not trying to be Nike. It's about evolving into new products that are going to make people's lives better.

One thing about Apple is they have these fanboys - as I always say, 'Sell to the people who love us.' For example when they came up with iPad mini, everyone who had an iPad went out and bought a mini as well.

I don't want to start producing dressing gowns and cuff links with the Purdey name stamped on them. Making Purdey the leading gunmaker is our priority. Once we have succeeded in doing that, then we might look at some accessories, but it is a long haul.

An awful lot of successful technology companies ended up being in a slightly different market than they started out in.

An awful lot of successful technology companies ended up being in a slightly different market than they started out in. Microsoft started with programming tools, but came out with an operating system. Oracle started doing contracts for the CIA. AOL started out as an online video gaming network.

We came out with a rice and a corn chip, then quickly decided we needed to focus on potato. It was just too much for consumers to figure out at once.

My name has become a brand - it could be make-up, clothing, perfume.

If you are a single product company, then you are a contract company. But if you enter the retail market, then you have to be a multiple product company.

As MBA professors endlessly tell their students, companies do best when they stick to what they do well. There's a reason Apple doesn't make blenders. There's a reason Haagen-Dazs doesn't sell meat. And there's a reason drug companies should focus on saving and improving lives - not jeopardizing them.

People imagine that Netflix sprang fully formed into a global streaming giant, but Netflix might have been personalised sporting goods - or customised shampoo - or even pet food, since these were all ideas that I pitched Reed Hastings in those first months.