Jeffrey Gitomer Quotes

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

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.

It's widely assumed that you can't compete with free, and that seems like a reasonable thing to think. But this has not been my experience.

A strategy delineates a territory in which a company seeks to be unique.

When looking at trends I always ask myself basic and timeless questions about business, and the one I seem to always come back to is, 'How is this different than anything else in the marketplace?'

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.

A successful business must have a sound knowledge of its market and work on how its product or service will be different, stand out and improve people's lives. If you can ensure it responds to a real need in the market place, your business can punch well above its weight.

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

My advice for an entrepreneur just starting out is to differentiate yourself. Why are you different? What’s important about you? Why does the customer need you?

Differentiate your products, provide great service and don't even think about trying to compete with Wal-Mart on Price.

A business model describes how your company creates, delivers and captures value.

Strategy is about setting yourself apart from the competition. It's not a matter of being better at what you do - it's a matter of being different at what you do.

There's not many businesses where someone can come in and offer to cut the price in half and somebody doesn't think about shifting. But that's the nature of the ratings business.

Marketing strategy is a series of integrated actions leading to a sustainable competitive advantage.

OLD: Be No.1 or No.2 in Your Market. NEW: Find a Niche, Create Something New.

I think competition is good. It finally delivers the best value to the customer, and I think it keeps all the players on their toes.

You have to do things right to stay in business, and that's not easy, and that's a choice on a daily basis, the choices you make in how to run your business and how to have a point of differentiation and how to be true to your brand, how to offer something that people want and to offer something that you love.

I don't think my basic business strategy is well known by the public, probably because people think it's too simple. My strategy has always been to try to focus in on a product or service where you can create a dollar of value for 20 cents and sell it for 40 cents.

Firms that claim domain focus are late movers.

I never wanted to compete on price in my history because on price, you don't always win.

Almost every move in the market is either a move to align with where Cisco is going or to align to compete against us or to utilize that technology.

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.

I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.

It's a very competitive market. AEG has a ticketing platform, Stubhub has grown their marketshare, Vivid has come out of nowhere. It's not like venues don't have options. If you're a venue you can pick any ticket platform you want, and we have to provide a better product and win that business fair and square.

You can get business with price, but you have to have service to keep it.