Quotes About Entrants

Anytime there is a new, interesting space that comes along, there are a bunch of companies that enter the market.

The very concept of "industry" is an artificial categorization. Often the most important competition any business will face is from entrants who are not hamstrung by assumptions about what their "industry" expects of them.

These five forces—the intensity of rivalry among existing competitors, the bargaining power of buyers (the industry's customers), the bargaining power of suppliers, the threat of substitutes, and the threat of new entrants—determine the industry's structure

So, it's a very, you know - maybe we're wrong in - you know, we go around thinking the innovator is the person who's first to kind of conceive of something. And maybe the innovation process continues down the line to the second and the third and the fourth entrant into a field.

held at Metairie on April 1, two four-mile heats. As he had always purposed, owners would put down five thousand dollars each, and that would make up the winner's purse, less one-thousand-dollar consolation prizes to any entrants that were not distanced.

the firms that led the industry in every instance of developing and adopting disruptive technologies were entrants to the industry, not its incumbent leaders.

they reached as far upmarket as they could in each new product generation, until their drives packed the capacity to appeal to the value networks above them. It is this upward mobility that makes disruptive technologies so dangerous to established firms—and so attractive to entrants.

Why is it that the big, established companies that have so much capital find these initiatives to be so costly? And why do the small entrants with much less capital find them to be straightforward? The answer is in the theory of marginal versus full costs.

In sustaining circumstances—when the race entails making better products that can be sold for more money to attractive customers—we found that incumbents almost always prevail. In disruptive circumstances—when the challenge is to commercialize a simpler, more convenient product that sells for less money and appeals to a new or unattractive customer set—the entrants are likely to beat the incumbents.

established firms tend to be good at improving what they have long been good at doing, and that entrant firms seem better suited for exploiting radically new technologies, often because they import the technology into one industry from another, where they had already developed and practiced it.

Because when the law implicitly or explicitly limits internal competition and bars new entrants, businesses have little, if any, incentive to innovate. As a result, regulated businesses—which include public utilities, air travel, defense, health care, and food and drugs—have fallen dangerously far behind in adopting exponential technologies. Once the disruptors do find a way in, collapse is that much more sudden.

high capital intensity companies can also be attractive, especially where the capital requirement confers stability and deters entrants.

Incumbents have long promoted regulation in the name of protecting consumers when their actual goal is to block new entrants and stifle competition.

'Yoshi's Woolly World' for young families and new entrants into the overall video gaming space, I think, is going to be a hardware driver.