Treat failure as a lesson on how not to approach achieving a goal, and then use that learning to improve your chances of success when you try again. Failure is only the end if you decide to stop.
Richard BransonRead
Screw the competition - focus on good customer service.
Interpretation
Prioritizing customer service is more important than worrying about competitors.
In this quote, Richard Branson emphasizes the significance of focusing on providing excellent customer service rather than fixating on what competitors are doing. He suggests that businesses should prioritize their customersβ needs and experiences, as good service will ultimately lead to greater success than merely trying to outdo competitors.
In practice
Using this quote during a team meeting to emphasize the importance of customer relations.
Treat failure as a lesson on how not to approach achieving a goal, and then use that learning to improve your chances of success when you try again. Failure is only the end if you decide to stop.
It's a common misconception that money is every entrepreneur's metric for success. It's not, and nor should it be.
Some 80% of your life is spent working. You want to have fun at home; why shouldn't you have fun at work?
Values cannot be speedily forgotten if it is inconvenient or commercially expedient. Values have to have meaning and longevity; otherwise they are valueless. You cannot embrace innovation up to a point or only sometimes. Branding demands commitment; commitment to continual re-invention; striking cords with people to stir their emotions; and commitment to imagination. It is easy to be cynical about such things, much harder to be successful.
Please donβt get hung up on this question of whether you need to have experience in an industry before you launch your startup.
What's the most critical factor in any business decision you'll ever have to make? Basically, it boils down to this question: If this all crashes, will it bring the whole house tumbling down like a pack of cards? One business matra remains embedded in my brain - protect the downside.
Simply put: we don't build services to make money; we make money to build better services.
Investors are always biased to invest in things they themselves understand. So venture capitalists like Uber because they like driving in black town cars. They don't like Airbnb because they like staying in five-star hotels, not sleeping on people's couches.
Part of company culture is path-dependent - it's the lessons you learn along the way.
Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.
I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.
We've done price elasticity studies, and the answer is always that we should raise prices. We don't do that, because we believe -- and we have to take this as an article of faith -- that by keeping our prices very, very low, we earn trust with customers over time, and that that actually does maximize free cash flow over the long term.
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