Quotes About Competition

People will just knock each other down to dial 911 and be the big hero.

Welcome to America, our never-ending, great popularity contest.

The slogan for America is 'Not Good Enough'. Nothing's ever fast enough. Nothing's big enough. We're never satisfied. We're always improving…

The reason boys desire so desperately to kiss girls is because, with each kiss, the activity makes the boy's wanger grow larger. The more girls a boy can kiss, the larger a wanger he'll eventually possess, and the boys boasting the largest are awarded the best-paying, highest-status jobs. Really, it's all very simple.

In the workshop where I started to write fiction, you had to read your work in public. Most times, you read in a bar or coffeehouse where you'd be competing with the roar of the espresso machine. Or the football game on television. Music and drunk people talking. Against all this noise and distraction, only the most shocking, most physical, dark and funny stories got heard. Our test audience would never sit still for Barn-Raising Club.

Söylemeye çal??t???m ÅŸey ÅŸu: Buras? Amerika. Otuz bir çekmekle baÅŸlars?n?z, grup sekse kadar ilerlersiniz. Önce biraz ot içersiniz, sonra eroine terfi edersiniz. Kültürümüz böyle; daha büyük, daha iyi, daha güçlü, daha h?zl?. Anahtar kelime: ilerleme.

Uno empieza con las pajas y llega a las orgías. Uno fuma un poco de hierba y acaba metiéndose caballo. Es esta cultura nuestra de lo más grande, lo más fuerte, lo más rápido y lo mejor. La palabra clave es progresar. En América, si tu adicción no se renueva y mejora constantemente, eres un perdedor.

Grade school – elementary and up – is like being dropped in a dunk tank filled with starving piranha.   And they never get full.

He has never won a game of Galactic Expansion against the repurposed interrogator droid. But he's close now. It's never been this close.

That fucking asshole has figured out something we haven't. Two words: white victimhood. That's it. He can tap into that like he's a, a, a, I dunno, but that's what it is. That's the gas he's putting in his car to make it go, and he's going to beat us in the primary because of it. He's got no shame, and that's how he wins.

competitive exclusion (n) 1. a situation in which one species competes another into extinction.

Executive leadership ultimately goes to the candidate wearing the biggest codpiece. I

Will flash cards invade the disk drive makers' core markets and supplant magnetic memory? If they do, what will happen to the disk drive makers? Will they stay atop their markets, catching this new technological wave? Or will they be driven out?

When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological breakthrough so that the disruptive product could compete as a sustaining technology in mainstream markets.

Disruptive technologies bring to a market a very different value proposition than had been available previously. Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use. There

cost reductions meant survival, but not profitability

It is very difficult for a company whose cost structure is tailored to compete in high-end markets to be profitable in low-end markets as well.

the innovator's dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

products offering competitively superior shock resistance and mean time between failure (MTBF) were accorded a significant price premium, compared to competitive offerings.

The leading firms in the established technology remain financially strong until the disruptive technology is, in fact, in the midst of their mainstream market.

In fact, the prospects for growth and improved profitability in upmarket value networks often appear to be so much more attractive than the prospect of staying within the current value network, that it is not unusual to see well-managed companies leaving (or becoming uncompetitive with) their original customers as they search for customers at higher price points.

They are always motivated to go up-market, and almost never motivated to defend the new or low-end markets that the disruptors find attractive. We call this phenomenon asymmetric motivation. It is the core of the innovator's dilemma, and the beginning of the innovator's solution.

innovator's dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

Study after study, however, concludes that about 90 percent of all publicly traded companies have proved themselves unable to sustain for more than a few years a growth trajectory that creates above-average shareholder returns.