A Quote by Charles Koch
When a company is not being guided by the products they make and what the customers need, but by how they can manipulate the system - get regulations on their competitors, or mandates on using their products, or eliminating foreign competition - it just lowers the overall standard of living and hurts the disadvantaged the most.
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Visionary CEOs don't need someone else to demo the company's key products for them. They deeply understand products, and they have their own coherent and consistent vision of where the industry/business models and customers are today, and where they need to take the company.
Because of the nature of my background in modeling, I'm really used to using the best products around. And I just wanted to offer the same sort of high quality products to my customers. I think they deserve it.
At the end of the day, customer choice is essential. And we don't make products that compete with Apple, nor make products that compete with Google. Our customers come in both iOS and Android flavors, and I hope our customers can still buy the products they want to purchase wherever they want to purchase them.
All the corporate welfare, yeah, it goes from cash payments to debt, to regulations on the competitors, to restrictions on trade, to mandates. You name it, anything so that business doesn't have to do a better job of creating value for others - they can just get the system in their favor.
A foreign company in a comparable industry should pay the same as a domestic company, even if their products aren't produced here. That can be achieved using measures in corporate tax law.
My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits were the motivation.
We can't think in terms of designing products that we throw over the wall to customers, but instead, we need to design products that are upgradable and maintainable and that can be mined for materials and components that can be reused.
The future of communicating with customers rests in engaging with them through every possible channel: phone, e-mail, chat, Web, and social networks. Customers are discussing a company's products and brand in real time. Companies need to join the conversation.
Shifting Philip Morris to the new a non-risk products doesn't mean that I will give market share to my competitors free of charge. In the markets where we are not present with IQOS yet or the other reduced-risk products, you still need to defend your share of the market. They still represent the bulk of our income, and so far they have financed the billions of dollars we have put behind these new products. But once we go national in a market, and absent capacity constraints, then you shift your resources and your focus to these new products.
Subsequent to the original Quicken, the whole idea that we, as a consumer products company, could actually make business products, that was a whole revolution in our thinking.
One thing people underestimate is how markets don't allow anyone to do anything except make better and better products. There's not much leeway. The world is a lot more competitive than most people think, particularly in a high-technology area. If a company takes its eye off improving its products, if it tries to do anything that would be viewed as an exercise of power, it'll be displaced very rapidly.
We have never worried about numbers. In the marketplace, Apple is trying to focus the spotlight on products, because products really make a difference. You can't con people in this business. The products speak for themselves.
Take a look at all the third-world countries that are increasing the so called standard of living. One aspect of this rise in standard of living is the increased consumption of animal products, which directly correlates with the rise in heart disease.
I hear from the business community all the time that what they need is an educated work force. They need an infrastructure that can make people and products. You need to cultivate an environment that they can imagine living in and being in, having employees be in. And a fair tax structure. And a responsive government.
All competitors are fierce competitors; Vodafone is the world's second largest company. We fight it each day. Idea Cellular is big and successful, too. Competition is competition; we are used to it.
I have shifted my mindset in terms of how companies should... focus on building amazing products. If you have amazing products, the marketing of those products is trivial.
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