John Sculley quotes:

The launch of iPhone is very possibly bigger than the launch of the first Apple II or the first Mac. Steve Jobs's genius is his ability to use technology to create products that define fundamental cultural shifts.

Apple makes really good products, and Samsung makes really good products. It's really a two-horse race. Where I think Apple is exposed: the price points of Apple's products are just so high by comparison with Samsung's.

Stay the course and keep building an integrated Apple ecosystem of iPhone + iPod + iMac + iTunes + App Store + Apple TV. No one has yet demonstrated they understand how to create an 'experience-based ecosystem' as well as Apple.

Ross Perot came and visited Apple several times and visited the Macintosh factory. Ross was a systems thinker.

When I left Apple, it had $2 billion of cash. It was the most profitable computer company in the world - not just personal computers - and Apple was the number one selling computer.

As a brand marketer, I'm a big believer in 'branding the customer experience,' not just selling the service.

I have found that I always learn more from my mistakes than from my successes. If you aren't making some mistakes, you aren't taking enough chances.

If we hadn't put a man on the moon, there wouldn't be a Silicon Valley today.

Everything at Apple can be best understood through the lens of designing. Whether it's designing the look and feel of the user experience, or the industrial design, or the system design, and even things like how the boards were laid out.

We expect teachers to handle teenage pregnancy, substance abuse, and the failings of the family. Then we expect them to educate our children.

Our primary goal in the consumer health service companies I back is helping them create an uncompromisingly great consumer experience.

The only thing I would say is, I think there's a lot of future value in Blackberry, but without experienced people who have run this type of business, and without a strategic plan, it would be really challenging.

Apple and Samsung are selling in such high volumes, and they're vertically integrated more and more, that it's very, very hard for anyone to compete against Apple and Samsung in the high-volume part of the smartphone or tablet market.

No great marketing decisions have ever been made on qualitative data

The healthcare industry has never had a priority on user experience because there has been little competition. Prices have never been transparent.

The Mac defined personal technology, and the iPhone defines intimate technology as a convergence of communications, content and location.

One thing about Apple is they have these fanboys - as I always say, 'Sell to the people who love us.' For example when they came up with iPad mini, everyone who had an iPad went out and bought a mini as well.

Great marketing cannot sell a pedestrian product very well.

I think that televisions are unnecessarily complex. The irony is that as the pictures get better and the choice of content gets broader, that the complexity of the experience of using the television gets more and more complicated.

Marketing strategy is a series of integrated actions leading to a sustainable competitive advantage.

What makes Steve [Jobs'] methodology different from everyone else's is that he always believed the most important decisions you make are not the things you do, but the things you decide not to do. He's a minimalist.

Healthcare has been the last major industry that hasn't been touched by technology in terms of productivity and consumer adoption in the way so many other industries have.

Health innovation, enabled by digital technologies to build big consumer service brands, is an incredibly interesting, complex problem to work on.

Health care missed the PC and Internet revolutions, but it can't afford to miss the cloud and mobile revolution.

I think that Apple has revolutionized every other consumer industry; why not television? The complexity of the experience of using the television gets more and more complicated. So it seems exactly the sort of problem that if anyone is going to change the experience of what the first principles are, it is going to be Apple.

The future belongs to those who see possibilities before they become obvious.

The news of my pregnancy spread like a forest fire in summer

Steve [Jobs] and I spent months getting to know each other before I joined Apple. He had no exposure to marketing other than what he picked up on his own. This is sort of typical of Steve. When he knows something is going to be important, he tries to absorb as much as he possibly can.

Apple does magical things, but it does magical things that are a combination of a product, a service, a system, and an experience with no compromised standards. But you don't see Apple off trying to replicate Facebook, and I think it would be surprising to me if Apple went off and said, 'We're going to replicate a Facebook just for health care.'

Implementers aren't considered bozos anymore.

Is there anyone out there who is the next Steve Jobs? I think Jeff Bezos is pretty close. He is very smart. He is extremely creative. He has completely reinvented the way in which commerce is done online.

Marketing is really theater. It's like staging a performance.

We see healthcare shifting from a procedure reimbursement, where in this country doctors are reimbursed for how many procedures they conduct, to a world where people will be reimbursed for the outcomes - did the patient actually get better, and what was the total cost of the cycle of care.

There are just moments when all the stars are aligned for breakthrough products.

In many cases, jobs that used to be done by people are going to be able to be done through automation. I don't have an answer to that. That's one of the more perplexing problems of society.

I didn't appreciate, coming out of corporate America... what it meant to a founder, the creator of the Macintosh, to be asked to step down from the very division that he created to lead the very product that he believed was going to change the world.

The Mac defined 'personal technology', and the iPhone defines 'intimate technology' as a convergence of communications, content and location.

It's suddenly practical to do very high quality video wirelessly over mobile devices, and we're just in the early days of that.

People who take risks are the people you'll lose against.

Innovation has never come through bureaucracy and hierarchy. It's always come from individuals.

People are going to be most creative and productive when they're doing something they're really interested in.

In the industrial age, the CEO sat on the top of the hierarchy and didn't have to listen to anybody ... In the information age, you have to listen to the ideas of people regardless of where they are in the organization.

You can't be No. 1 unless you think like No. 1. You have to appear like No. 1.

Innovation, I believe, is the only way that America will regain the initiative in a global dynamic economy.

I remember going into Steve [Jobs]'s house, and he had almost no furniture in it. He just had a picture of Einstein, whom he admired greatly, and he had a Tiffany lamp and a chair and a bed. He just didn't believe in having lots of things around, but he was incredibly careful in what he selected.

If we hadn't put a man on the moon, there wouldn't be a Silicon Valley today

Nothing will divide this nation more than ignorance, and nothing can bring us together better than an educated population.

If you spend too much time worrying about how other people perceive you, you'll never break the rules.

Steve [Jobs'] brilliance is his ability to see something and then understand it and then figure out how to put it into the context of his design methodology - everything is design.

I believe that crisis really tends to help develop the characer of an organisation.

The real challenge is not to get people to remember more, but to get them to understand better. We're just now beginning to be able to show what we can implement with technological tools. I think our interest at Apple is to be the provider of the instruments that will help educators and students create and entirely new kind of learning than what we have now.

The iPod is a perfect example of Steve [Jobs]' methodology of starting with the user and looking at the entire end-to-end system.

The Japanese always started with the market share of components first. So one would dominate, let's say, sensors, and someone else would dominate memory, and someone else hard drives and things of that sort.

Those lessons that I got along the way are the ones that have shaped my life for the last 20 years.

Microsoft's philosophy is to get it out there and fix it later. Steve [Jobs] would never do that. He doesn't get anything out there until it is perfected.

Implementers aren't considered bozos anymore

Apple no longer builds any products. When I was there, people used to call Apple "a vertically integrated advertising agency," which was not a compliment.

The boards had to be beautiful in Steve [Jobs]'s eyes when you looked at them, even though when he created the Macintosh he made it impossible for a consumer to get in the box, because he didn't want people tampering with anything.

The new leaders face new tests such as how to lead in this idea-intensive, interdependent network environment

Apple is so focused on its vision that it does things in a very careful, deliberate way.