Satoru Iwata Quotes

We have to think of what kinds of experiences we can create that only Nintendo can create and what no other companies can create. So the result is the Nintendo 3DS.

A small company like Nichia should do niche products.

It's really hard to compete with Apple on pure coolness, and if you do, you're probably going to use some of the things they pioneered.

Uniqlo as a company has always developed new fabrics and is always trying to be innovative. The design is simple, so the fabric is important.

In the digital world, he who hesitates is abandoned. So you have to generate 3-D excitement with as many devices as you can find.

Most brands want to see their products used in creative ways.

The Apple II was not designed like an ordinary product. It used crazy tricks everywhere.

There may be a perception that, with franchises, they're all the same, so that limits the ability to experiment. But that's not true. We've always kept two slots open on the menu of each Subway franchise - slots that franchisees can use to come up with their own sandwich ideas.

As a general rule, when a new industry takes root, and the first products emerge in a wave, almost always the architecture of the product will be proprietary and interdependent in character.

Display companies, many of them that we've spoken to, are really excited about virtual reality because they're actually running out of innovation opportunities in other markets.

Any small business that's predicated on technological innovation and is differentiated and superior can expand globally very effectively using the Internet as a vehicle for promotion.

A product that wants to stand out needs different treatment.

If the first entrant always wins the market, the Dreamcast must have won the race against the PS2, for example. There are many precedents like that in the past. The first to market is not necessarily the winner in the race.

I believe in a company that combines service and product offerings which are a bit different from other industries.

The guy with the competitive advantage is the one with the best technology.

New capabilities emerge just by virtue of having smart people with access to state-of-the-art technology.

Superior sales and distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. No matter how strong your product-even if it easily fits into already established habits and anybody who tries it likes it immediately-you must still support it with a strong distribution plan.

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.

That's what makes great products. It's not process-it's content.

To the engineer falls the job of clothing the bare bones of science with life, comfort, and hope.

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

Atari always was a technology-driven company, and we were very keen on keeping the technological edge on everything. There's a whole bunch of things that we innovated. We made the first computer that did stamps or sprites, we did screen-mapping for the very first time, and a lot of stuff like that. We had some of the most sophisticated sound-creating systems, and were instrumental in MIDI.

Many companies aspire to change the world. But very few have all the elements required: talent, resources and perseverance. Microsoft has proven that it has all three in abundance.

No amount of tools can help a bad product. You have to remain genuine in your product development innovation and quality.

Customers won’t care about any particular technology unless it solves a particular problem in a superior way. And if you can’t monopolize a unique solution for a small market, you’ll be stuck with vicious competition.