A Quote by Shuji Nakamura

A small company like Nichia should do niche products. — © Shuji Nakamura
A small company like Nichia should do niche products.
We are in niche consumption mode, but 'niche' doesn't mean 'small' anymore. Niche can mean focused, and particularly with the Web, which is a global audience you can have something niche and still get 10 to 15 million views.
We are in niche consumption mode, but 'niche' doesn't mean 'small' anymore. Niche can mean focused, and particularly with the Web, which is a global audience... you can have something niche and still get 10 to 15 million views.
Brands' products should be the manifestation of a company's values. Those values should be the subject of all sorts of wonderful stories that comprise your company's narrative.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.
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.
One has to create music with mass appeal and not something which is niche. With niche music, you will only go a small distance.
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.
Many people decide to jump from niche to niche, as they cannot find success immediately with the niche that they have chosen for their online business.
I admire companies that have a purpose, passion, and performance. I am a fan of Unilever under its CEO Paul Polman, not only for the company's insights into women and men when they buy beauty products or skin products (the DOVE woman, the AXE man), but also as a company seeking to achieve both growth and practicing social responsibility.
The whole [scientific] process resembles biological evolution. A problem is like an ecological niche, and a theory is like a gene or a species which is being tested for viability in that niche.
Since your company is the product that makes all of your other products, it should be the best product of all. When you begin to think of your company this way, you evaluate it differently. You ask different questions about it. You look at improving it constantly, rather than just accepting what it's become.
'Looking' was always a niche show for a niche within a niche. It's a gay-themed show, so you're not going to get millions of straight people watching it - that's the inevitability of it.
I have always admired the innovation and impact Apple products and services have on people's lives and hope in some small way I can help contribute to the company's continued success and leadership in changing the world.
We are the most focused company that I know of or have read of or have any knowledge of. We say no to good ideas every day. We say no to great ideas in order to keep the amount of things we focus on very small in number so that we can put enormous energy behind the ones we do choose.....It's not just saying yes to the right products, it's saying no to many products that are good ideas, but just not nearly as good as the other ones.
I think any company should compete on the quality of their products, their prices, the novelty they can produce, their services, because that would be fair competition.
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