A Quote by Seth Godin

Design is the last great competitive advantage. — © Seth Godin
Design is the last great competitive advantage.
Design is a form of competitive advantage. People tend to think of design as good art, good visual language, which it absolutely has to be. But it's also about the ability to do systems thinking.
Good design is innovative 2. Good design makes a product useful 3. Good design is aesthetic 4. Good design makes a product understandable 5. Good design is unobtrusive 6. Good design is honest 7. Good design is long-lasting 8. Good design is thorough, down to the last detail 9. Good design is environmentally friendly 10. Good design is as little design as possible
Creativity may well be the last legal unfair competitive advantage we can take to run over the competition.
It is sad that so many designers don't know how to make. CAD software can make a bad design look palatable! It is sad that four years can be spent on a 3D design course without making anything! People who are great at designing and making have a great advantage.
You have to have great design to be competitive in today’s markets.
Exploiting a sustainable competitive advantage is great... If you can find it.
Good design allows things to operate more efficiently, smoothly, and comfortably for the user. That's the real source of advantage. Businesses have started to understand this, so good design will become the price of entry. ... Customers appreciate good design. While they can't necessarily point out what specifically makes it good, they know it feels better. There's a visceral connection. They are willing to pay for it, if you give them a great experience.
There is an adage in business that says that you should only compete when you have a competitive advantage. When it comes to cybersecurity, Maryland has a whole host of competitive advantages.
Be swift to take advantage of business opportunities. Bigger companies are too cumbersome to move quickly; this can be a competitive advantage for you.
[In picking stocks] You really have to know a lot about business. You have to know a lot about competitive advantage. You have to know a lot about the maintainability of competitive advantage. You have to have a mind that quantifies things in terms of value. And you have to be able to compare those values with other values available in the stock market.
To the designer, great design is beautiful design. A significant amount of effort must be placed into making the product attractive. To the client, great design is effective. It must bring in customers and meet the goals put forth to the designer in the original brief. To the user, great design is functional. It’s easy to read, easy to use and easy to get out of it what was promised Truly great design, then, is when these three perspectives are considered and implemented equally to create a final product that is beautiful, effective and functional.
If there is a well thought-out design standard, it should be followed. In practice, great design comes from great designers. That is empirically the case. If a great designer did a first-rate standard, that model should be followed. Great design is not democratic; it comes from great designers. If the standard is lousy, then develop another standard.
We were the first multibrand platform for the customization of designer clothing. And it's great to be a first mover if you manage to pull it off. You can have a great competitive advantage. But if you're quite early, you're learning a lot: both learning as a company, and the customer is still learning.
The last 10% of game design is really what separates the good games from the great games. It's what I call the clean-up phase of game design. Here's where you make sure all the elements look great. The game should look good, feel good, sound good, play good.
The transaction reflects our disciplined strategy of investing capital in core businesses where we can leverage scale and expertise for competitive advantage. In addition to being a great strategic fit, the deal is compelling financially.
The key to investing is not assessing how much an industry is going to affect society, or how much it will grow, but rather determining the competitive advantage of any given company and, above all, the durability of that advantage.
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