You should learn from your competitor, but never copy. Copy and you die.
Interpretation
Study your competitors to improve, but maintain your originality to survive in the market.
This quote emphasizes the importance of learning from your competitors in order to grow and enhance your own strategies, but it warns against the danger of imitation. Copying others not only stifles your own creativity and innovation but can also lead to a lack of identity in a competitive landscape, ultimately threatening your success and sustainability.
In practice
A business seminar focusing on developing unique strategies rather than following market trends.
Hong Kong people say Hong Kong needs to preserve its uniqueness. I say Hong Kong's uniqueness is in its diversity, its tolerance of difference cultures... China does not want to see Hong Kong in decline. I have full confidence in its future.
If we are a good team and know what we want to do, one of us can defeat tons of them.
It's not that other countries steal jobs from you guys. It's your strategy. Distribute the money and things in a proper way.
Helping doing business easier, we choose the name Alibaba because it is a global company. It is founded in China, but it was created for the world.
In the beginning I just wanted to survive. For the first three years, we made zero revenue. I remember many times when I was trying to pay up, the restaurant owner would say, 'Your bill was paid.' And there would be a note saying, 'Mr. Ma, I'm your customer on the Alibaba platform. I made a lot of money, and I know you don't, so I paid the bill.'
Even if your competitor is still small in size or weak, you should take him seriously and treat him as a giant. Likewise, even if your competitor is massive in size, you shouldn't regard yourself as a weakling.
Unless you have tested the assumptions in your business model first, outside the building, your business plan is just creative writing.
Treat your customers like they own you. Because they do.
Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.
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.
The idea that business is strictly a numbers affair has always struck me as preposterous. For one thing, I've never been particularly good at numbers, but I think I've done a reasonable job with feelings. And I'm convinced that it is feelings - and feelings alone - that account for the success of the Virgin brand in all of its myriad forms.
Brands are all about trust. That trust is built in drops and lost in buckets.
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