Market Segmentation Quotes

What is your Unique Selling Proposition? What makes you different than your competitors? Wrap your advertising message around that USP and communicate it in a clear and concise manner.

The One Ford plan drives the business to get PGA, Profitable Growth for All, meaning that every year we increase the profits and cash flow. So how do we do that? We serve all the markets around the world with a complete family of vehicles and use the One Ford Plan.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

The way companies hang on to their marketshare is by being scared.

Women as consumers are a very powerful force.

I've never had the experience of 10 years at Unilever and five years at Coca Cola. But I'm not the marketing director who only wants 25 per cent a year on the revenues. In the old days, you sold something, and you would be happy. At Ajax, we thought we needed more from that than selling a seat and making five grand.

It is important to bear in mind that political campaigns are designed by the same people who sell toothpaste and cars.

He who puts ... a product upon the market as it demands, controls that market, regardless of color. It is simply a survival of the fittest.

Our line of business structure has served us very well in the past, when customer segments and product requirements were very distinct.

The whole concept of dividing it up into 'value' and 'growth' strikes me as twaddle. It's convenient for a bunch of pension fund consultants to get fees prattling about and a way for one advisor to distinguish himself from another. But, to me, all intelligent investing is value investing.

Too many bar owners built a bar for themselves... when they should have built what their market and demographic demands!

Ford had a number of different strategies over the years that they thought obviously made sense at the time, just like all the different brands, and also the regional operations.

If you think your initial market might be too big, it almost certainly is.

People always say, 'Who is your audience?' and I could never put a finger on it - and I wouldn't want to put a finger on it.

What I think is that Fox has done a very smart job of carving out their place.

Mahindra's brand strategy is about niches across areas of mobility.

You can basically change everything in a startup but the market.

My view is that everything begins with the customer. If you know the customer, then you can match the merchandise and then you can market it. The marketing is kind of the icing. The foundation is the cake. That's the merchandise. Then the question is, "Do the customers want cake, or do they want cupcakes or donuts. What is it?"

Coming from the U.S., you tend to look at one homogeneous market with 350 million people. But in Europe, every country has its own customs and laws.

Competition can never be eliminated from this industry. There is nothing wrong with it. It keeps you on your toes, making you work harder.

I know there's a farmer out there somewhere who never wants a PC and that's fine with me.

You can't make a movie for everybody. You can't go into it trying to alienate people, but you have to assume that you're going to.

It's not about creating something that eight billion people would like. It's about creating something and being able to reach the maybe, like, one million people that would like it a lot.

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

Never, never try to scope the market.