We have become so accustomed to hearing everyone claim that his product is the best in the world, or the cheapest, that we take all such statements with a grain of salt.
I've always believed that the best way you combat intellectual property theft is making a product available that is well priced, well timed to market, whether it's a movie product, TV product, music product, even theme-park product.
I want young people to be able to buy into what I design. When I was young, I wanted to buy designer brands even if all I could afford was the cheapest wallet, the cheapest pen, the cheapest T-shirt because I wanted to be a part of it.
Success is rarely about having the best, the most, or the cheapest features in a product. Instead, it is almost always about knowing what matters to your sponsor in a client or partner account and delivering on that.
Basically, we're taking a product that would be sold in the cheapest way for dogs, and after this process we can give it to humans.
The product itself should be it's own best salesman. Not the product alone, but the product plus a mental impression, and atmosphere, which you place around it
Cigarette companies market heavily to young people. They need young customers because their product kills the older ones. It is the only product that, if used as intended, kills the consumer.
The story is important for any movie, for it is in the film industry, the consumer pays the money before he or she gets the product. So, the responsibility of delivering a good product is on us.
Medical tourism can be considered a kind of import: instead of the product coming to the consumer, as it does with cars or sneakers, the consumer is going to the product.
When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.
You could place one product in a first-run telecast, a second product what that program is rerun, and a third product when the show goes into syndication, and another product when it goes on cable.
The junk merchant doesn't sell his product to the consumer, he sells the consumer to his product. He does not improve and simplify his merchandise. He degrades and simplifies the client.
The company that employed me strived only to serve up the cheapest fare that the customer would tolerate, churn it out as fast as possible, and charge as much as they could get away with. If it were possible to do so, the company would sell what all businesses of its kind dream about selling, creating that which all of our efforts were tacitly supposed to achieve: the ultimate product -- Nothing. And for this product they would command the ultimate price -- Everything.
I don't believe in lowest common denominators. Our focus has been on delivering value. We're rarely going to be the cheapest theater in a market. We strive to be the best.
The worst thing that you can do in terms of bringing a product up to the market is to be two days after someone else has brought a similar product to the international market-It's dead.
New York is really the cheapest ad market. When I go on TV, I'm hitting a country. The market is as big as some countries, you know.