Geoffrey Moore quote: “[Several] companies holds market share in excess of 50 percent in its prime market. All of them have been able to estab…”

“Solve customer problems and make sure that the customer is representative of a large market and then you will have a pretty good formula.”

Melanie Perkins (1987) Australian technology entrepreneur

Source: https://twitter.com/arjunmahadevan/status/1677775875369058304

“We want to transform ourselves from a PC market-share leader into a PC-plus innovation leader. This will ensure we have sustained growth, profitability, and the strong foundation to build a great global company that can last for generations.”

Yang Yuanqing (1964) Chinese businessman

Thriving in a ‘PC-plus’ world: An interview with Lenovo CEO Yang Yuanqing https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/thriving-in-a-pc-plus-world# in McKinsey & Company (1 June 2013)

“Despite the high relevance of, the authors develop and empirically test a framework of the influence of a supplier's CSR engagement on organizational customer outcomes. Findings from an examination of 200 cross-industry supplier-customer dyads reveal positive effects of two facets of a supplier's CSR efforts on customer loyalty through distinct mechanisms. Business practice GSR fosters customers' trust, whereas philanthropic CSR strengthens customer-company identification. The authors distinguish a supplier's actual GSR engagement and customers' perception of these GSR activities. In addition, they consider central contingency factors reflecting uncertainty and dependence in business-to-business relationships that determine the effectiveness of GSR.”

Christian Homburg (1962) German academic

Source: "Corporate social responsibility in business-to-business markets", 2013, p. 54; Article abstract

“"Be in high-growth markets." In the old economic order, in the age of market share, volume growth was a guarantor of success. Growth was what we were taught to pursue. It created higher profits for all, including market share laggards, companies with poor business designs, and companies that were poorly managed. A rising tide raised all boats. One manager articulated the classic view: "There are no management problems that volume growth can't solve. Even if we manage poorly, rising revenue helps cover the mistakes we made."”

Adrian Slywotzky (1951) American economist

Source: The Profit Zone (2007), p. 5.

“First, please note that we are not focusing here on target-market characterization. The place most crossing-the-chasm marketing segmentation efforts get into trouble is at the beginning, when they focus on a target market or target segment instead of on a target customer.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 68

“Disruptive technologies typically enable new markets to emerge. There is strong evidence showing that companies entering these emerging markets early have significant first-mover advantages over later entrants.”

Clayton M. Christensen (1952–2020) Mormon academic

Source: 1990s, The Innovator's Dilemma (1997), p. 3; cited in: Parminder Bhachu (2004), Dangerous Designs: Asian Women Fashion, the Diaspora Economies. p. 172

“[There is a distinguishes between] low-end disruption which targets customers who do not need the full performance valued by customers at the high end of the market and "new-market disruption" that targets customers that could previously not be served profitably by the incumbent.”

Clayton M. Christensen (1952–2020) Mormon academic

Christensen (2003) The Innovator's Solution. p. 22-23
2000s

“Adrian Slywotzky believes the Internet will overturn the inefficient push model of supplier-customer interaction. He predicts that in all sorts of markets, customers will use choiceboards—interactive, on-line systems that let people design their own products by choosing from a menu of attributes, prices, and delivery options. And he explores how the shifting role of the customer—from passive recipient to active designer—will change the way companies compete.”

Adrian Slywotzky (1951) American economist

Adrian J. Slywotzky, Clayton M. Christensen, Richard S. Tedlow, Nicholas G. Carr (2000) "The future of commerce." Harvard Business Review Vol 78.1. p. 39-53. ( abstract http://hbr.org/product/future-of-commerce-hbr-onpoint-enhanced-edition/an/4681-PDF-ENG).

“Adrian Slywotzky believes the Internet will overturn the inefficient push model of supplier-customer interaction. He predicts that in all sorts of markets, customers will use choiceboards—interactive, on-line systems that let people design their own products by choosing from a menu of attributes, prices, and delivery options. And he explores how the shifting role of the customer—from passive recipient to active designer—will change the way companies compete.”

Clayton M. Christensen (1952–2020) Mormon academic

Adrian J. Slywotzky, Clayton M. Christensen, Richard S. Tedlow, Nicholas G. Carr (2000) "The future of commerce." Harvard Business Review Vol 78.1. p. 39-53. ( abstract http://hbr.org/product/future-of-commerce-hbr-onpoint-enhanced-edition/an/4681-PDF-ENG)
2000s

“While holding a keen eye on all the yelling at the markets, let's prefer to stay away from many of those things that attract at times other painters - if necessary, unknown - to be able to continue the work quietly at times.”

Jan Mankes (1889–1920) Dutch painter

translation from original Dutch: Fons Heijnsbroek

(original Dutch: citaat van Jan Mankes, in het Nederlands:) Laten we, scherp oplettende buiten alle marktgeschreeuw te blijven, ons liever buiten veel van die dingen houden die andere schilders soms aantrekken; om desnoods onbekend rustig door te kunnen werken tot tijd en wijle.

Quote of Jan Mankes, c. 1912; as cited by Kasper Niehuys in Dutch art-magazine Levende Nederlandse Kunst, p. 202

Mankes' reaction at the proposal of a large exhibition of his works in 1912
1909 - 1914

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