Discover the most popular and inspiring quotes and sayings on the topic of Outsmart. Share them with your friends on social media platforms like Facebook, Twitter, or your personal blogs, and let the world be inspired by their powerful messages. Here are the Top 100 Outsmart Quotes And Sayings by 88 Authors including Wally Olins,Jacob Lund Fisker,Richard Hayne,Charles Fishman,Jacqueline Novogratz for you to enjoy and share.
We have to be alert to the way brands behave and misbehave. We have to reward the good ones with our loyalty and punish the bad ones by avoiding them.
Many profit-driven corporate strategies are based on fashion, planned obsolescence, unneeded upgrades, and masterful emotional manipulation --marketing--causing people to continuously replace goods which are still in good working order.
We have built brands that resonate deeply with our customers. Our strategy to grow these brands is clear, and we have strong teams in place to execute this strategy. That is our formula for success.
Wal-Mart benefits from the impression that globalization is some kind of unmanageable economic weather system out of the control of everyone, affecting all players with indifference, benefiting those who happened to be properly prepared.
Even when early innovations start to succeed, it is not uncommon to see growing businesses sabotaged for threatening the status quo.
Dominate the market with your products of self-control; no matter how many temptations produced by the devil, you will still overcome with profits of excellence!
Marketing, shmarketing.
So many times I've made myself stupid with the fear of being outsmarted.
I like companies that try and break away from the norm.
Domination and monopoly is the name of the game in the web marketplace.
Find a bigger enemy than just a rival brand. It can be bad design. It can be time. It can be pollution. It can be ugliness. It can be bad service. It can be landfill. It can be complexity. But pick your enemy well. It will drive you forward.
After a lifetime of swimming upstream, I am convinced that one of the real secrets to Wal-mart's phenomenal success has been that very tendency.
Never let anyone out work you or out hustle you. Ever.
The market does not beat them. They beat themselves, because though they have brains they cannot sit tight.
If you deprive yourself of outsourcing and your competitors do not, you're putting yourself out of business.
An organization's intelligence is distributed to the point of being ubiquitous.
Gotta love Walmart. Where else can you buy Fritos and bullets?
We win because we hire the smartest people. We improve our products based on feedback, until they're the best. We have retreats each year where we think about where the world is heading.
Wal-mart has done such a superb job of austerity, from start to finish, that austerity is all that's left.
Strong brands are not built through shortcuts and copycats
Kmart appreciates and supports exclusive brands.
Smart companies fail because they do everything right. They cater to high-profit-margin customers and ignore the low end of the market, where disruptive innovations emerge from.
Wal-Mart, we've been known for many years - back to the days of when Sam Walton started the company - we've been known for basics. The basic need of families and people across America. Wal-Mart was known as the place for basics.
'Out of the box' corporate thinking helped carry real American innovation out in a box. A pine box.
Now I know that Wal-Mart's policies do not reflect the best way of doing business and the values that I think are important in America.
What happens when you combine blogs, Google and millions of dissatisfied customers? An e-mob.
Empowering people turns Wal-Mart's culture into a competitive advantage.
We try to find better solutions - our customers have given us a lot of trust.
sweeping out of shops, and the
No other area offers richer opportunities for successful innovation than the unexpected success. In no other area are innovative opportunities less risky and their pursuit less arduous. Yet the unexpected success is almost totally neglected; worse, managements tend actively to reject it.
The key to Operations at Wal-Mart is their ability to maintain the highest standards while at the same time getting things done with lockstep execution.
So, you don't have money to invest in your brand? You do have money for damage control, right?
Here's the thing: anyone can make your brand inferior in your absence.
We were in the market ahead of competition. We brought new products on the market ahead of competition. We rolled out our networks. We begged, borrowed, stole, put things out. And while they were never near perfect, they were first. And that gave us, to my mind, a lot of advantage.
Companies are not ingenious, it's the people in them that are.
I don't want other companies, I want this one,' insisted Seidelmeyer. 'I want all of their revenue and none of their people.'
'None of their people?' echoed Feretti. 'That's good margin.
I try to figure out the marketing puzzle.
Wal-Mart's relationship to place has become so abstracted that the company views even its own stores through the conquistador's eyeglass. Like temporary forts built solely for purposes of territorial conquest, any one of them can be abandoned at any time.
The way to have a company that executes well is you have to execute well yourself.
Free your mind and free yourself from brand slavery.
orders. This report closely resem bles the Purchase Journal.
Great companies have secrets: specific reasons for success that other people don't see.
I walked inside Macy's and faced the pathetic spectacle of a department store full of shoppers, none of whom were shopping for themselves. Without the instant gratification of a self-aimed purchase, everyone walked around in the tactical stupor of the financially obligated.
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.
We recognize the reality of the marketplace. We're fighting to win, and that's what we're going to do. This is not the time to hide.
Disruptive innovation is competitive strategy for an age seized by terror.
One may outwit another, but not all the others.
Above all else, align with customers. Win when they win. Win only when they win.
We are superior to the competition because we hire employees who work in an environment of belonging and purpose. We foster a climate where the employee can deliver what the customer wants. You cannot deliver what the customer wants by controlling the employee.
In business we often find that the winning system goes almost ridiculously far in maximizing and or minimizing one or a few variables - like the discount warehouses of Costco.
A rule for success in today's wild new economic world is this: use the most innovative technologies to deliver the most primal products and services.
At any moment, one company stands in the spotlight of the middle ring in the stock market's never-ending circus. It may not be the biggest corporation in the world, or the most profitable, but somehow it both mirrors and leads the market's broader action.
When you want to turn around a company, make sure that the solution is coming from the inside.
When you look at Hitler and those thugs, you can put Walmart right next to them.
Fail often and fail cheap.
Ingenuity and creativity, even for a defeating case of two steps forward and one backward, applied strategically can covert a loss into gain.
As a company, one of our greatest cultural strengths is accepting the fact that if you're going to invent, you're going to disrupt.
I love Wal-Mart. You can put that down. I love Wal-Mart. My husband and I hang out there.
In this digital age with its speed of change, any brand that refuses to innovate will die
Tech companies tend to do tech best.
Amazon may be the most beguiling company that ever existed, and it is just getting started. It is both missionary and mercenary ... That has always been a potent combination.
We are singing today of the WIPE-OUT GANG - the WIPE-OUT GANG buys, owns & operates the Insanity Factory - if you do not know where the Insanity Factory is located, you should hereby take two steps to the right, paint your teeth & go to sleep ...
even great companies are imperiled if they miss a market transition - and
Apple's products
Like most people, there are things I love about Amazon. It's cheap, it's fast, and it's at my doorstep. But Amazon will never replace the important role my local indie plays in my community.
Corporations took our innate impulse toward dissent and our desire for meaningful change, and transmuted them into effective sales tools for their products.
Wal-Mart and what Wal-Mart does contrasts sharply with what the Green Party believes.
The market and the consumer and idea trump the system.
Anytime you're tempted to upsell someone else, stop what you're doing and upserve instead.
I greatly admire GE, their utterly ruthlessly focused management, to get the cost out and get this integration done.' Okay, we may make a few mistakes along the way but we are not going to waste any time.' They make decisions; they are incredibly disciplined and focused.
challenging market, when so many of our customers are struggling to control costs, our engineers have been reconfiguring our portfolio into industry-leading suites of cost-reduction technologies and services.
organizations learn by making decisions, even bad ones.
What corporations fear most are consumers who ask questions. Naomi Klein offers us the arguments with which to take on the superbrands.
What's Walmart, do they sell like wall stuff?
TOMS is no longer a shoe company ... we're a one-for-one company.
Chains do more than bargain down prices from suppliers or divide fixed costs across a lot of units. They rapidly spread economic discovery - the scarce and costly knowledge of what retail concepts and operational innovations actually work.
The incongruity between perceived and actual reality typically characterizes a whole industry or a whole service area. The solution, however, should again be small and simple, focused and highly specific.
Businesses fail when they over-invest in what is at the expense of what could be.
We always purchase the latest technology and equipement ahead of when we actually need it, so it is always ready to work when the real demand is there for it. We implement the changes before the customers even realizes a need for it.
Brands that have tribe thrive
Disruption is in my genes. My father owned one of the first discount toy stores, Duane's Toyland, in Albany and Schenectady, near where I grew up. Discount was always a huge disruptor - it disrupted Sears Roebuck.
Adam didn't approve of Wal-Mart.
Both companies have product ranges with world-class brands that complement each other perfectly. Our companies share a common culture and mission. By realizing synergies and with our combined financial and strategic strengths, we will be ideally positioned in tomorrow's marketplace.
There are two kinds of warriors:
those on the battlefield,
and those in the boardroom;
both are out to win.
But the age of King Alexander has gone,
and the age of Bill Gates has come.
I've got a distribution system that goes to 170 countries. If I acquire properly, you know, you may be successful in one or two countries, or one place; I can scale, and that's part of the value that IBM brings.
We are always chasing after things that other companies won't touch. That is a big secret to our success.
Defeat Them in Detail: The Divide and Conquer Strategy. Look at the parts and determine how to control the individual parts, create dissension and leverage it.
Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.
More and more Americans are asking about the price that we have to pay when Wal-Mart comes into a community, treats workers poorly, violates immigration laws and squashes small businesses.
Every company wants one, yet few companies have one: a compelling strategy.
In a competitive crowded world market, it's the well positioned brands that Stands Out!
Your employees are your warriors; you are their general. Each sale is a victory.
There is a calculus, it turns out, for mastering our subconscious urges. For companies like Target, the exhaustive rendering of our conscious and unconscious patterns into data sets and algorithms has revolutionized what they know about us and, therefore, how precisely they can sell.
What's Wal*Mart? Is that were they sell wall stuff?
The message from Wal-Mart today to the rest of the business community is there need not be any conflict between the environment and the economy. We will find the way not only to reconcile (those), but to find new profits and new opportunities as we do the right thing.
Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.
Failure in Innovation - it's a price worth paying.
Buy!" "SELL!" "Trade!" "BARTER!" "YOU'RE MUCH BIGGER, BUT WE ARE SMARTER!
The best marketing strategy is to destroy your industry before your competition does.
The best buy by way of management is brains-at any price.
It's not yet clear which side will win many of the struggles outlined in these pages - only that the companies in the crosshairs are up against far more than they bargained for. There have, however, already been some solid victories, too many to fully catalogue here.