Quotes About Market

Lesson learned - in doing business, do not COMPETE but be COMPETITIVE.

1. Do consumers recognize that they have the problem you are trying to solve?2. If there was a solution, would they buy it?3. Would they buy it from us?4. Can we build a solution for that problem?

Not having a recognised brand & trying to stand out in the market is like going to the market without any goods.

Successful entrepreneurship begins and ends with customer wants and needs, not what you want and need.

Business is likeoil. It won't mix with anything but business.

I'm glad to see that BMW is bringing an electric car to market. That's cool.

The US will always be an enormous automobile market. You're lost without a car there.

The minute you hear subsidies, I don't care what, if it's health care, buying cars, the minute you hear subsidies, you have to understand, whatever's going on here, it isn't market forces.

You can find out anything you want about a car now, and especially every bit of information about the price, without relying on the dealers.

Nobody wants to buy a $60, 000 electric Civic. But people will pay $90, 000 for an electric sports car.

Competition among insurers would bring down the cost of health care insurance, just as it brings down the cost of car or homeowners insurance.

If you spend your energies looking for and analysing situations not closely followed by other informed investors, your chance of finding bargains greatly increases.

Then as we passed down this Passage we were knocked against certain Women of the Town, who gave us Eye-language, since there were many Corners and Closets in Bedlam where they would stop and wait for Custom: indeed it was known as a sure Market for Lechers and Loiterers, for tho' they came in Single they went out by Pairs. This is a Showing-room for Whores, I said. And what better place for Lust, Sir Chris. replied, than among those whose Wits have fled?

1540 and 1547 prices rose by 46 per cent; in 1549 they had risen by another 11 per cent.

Innovations had better be capable of being started small, requiring at first little money, few people, and only a small and limited market. Otherwise, there is not enough time to make the adjustments and changes that are almost always needed for an innovation to succeed. Initially innovations rarely are more than 'almost right'. The necessary changes can be made only if the scale is small and the requirements for people and money fairly modest.

Above all, we know that an entrepreneurial strategy has more chance of success the more it starts out with the users – their utilities, their values, their realities. An innovation is a change in market or society. It produces a greater yield for the user, greater wealth-producing capacity for society, higher value or greater satisfaction. The test of an innovation is always what it does for the user. Hence, entrepreneurship always needs to be market-focused, indeed, market-driven.

Entrepreneurial management in the new venture has four requirements: It requires, first, a focus on the market. It requires, second, financial foresight, and especially planning for cash flow and capital needs ahead. It requires, third, building a top management team long before the new venture actually needs one and long before it can actually afford one. And finally, it requires of the founding entrepreneur a decision in respect to his or her own role, area of work, and relationships.

All organizations must be capable of change. We need concepts and measurements that give to other kinds of organizations what the market test and profitability yardstick give to business. Those tests and yardsticks will be quite different.

But a company which wants economic results has to have leadership in something of real value to a customer or market. It may be in one narrow but important aspect of the product line, it may be in its service, it may be in its distribution, or it may be in its ability to convert ideas into salable products on the market speedily and at low cost.

You never get poor by taking a profit. It would follow that cutting your losses is also a good idea, but investors hate to take losses, because, tax considerations aside, a loss taken is an acknowledgment of error. Loss-aversion combined with ego leads investors to gamble by clinging to their mistakes in the fond hope that some day the market will vindicate their judgment and make them whole.

A technique that works repeatedly is to wait until the prevailing opinion about a certain industry is that things have gone from bad to worse, and then buy shares in the strongest companies in the group.

In stage four, once again they're crowded around me—but this time it's to tell me what stocks I should buy. Even the dentist has three or four tips, and in the next few days I look up his recommendations in the newspaper and they've all gone up. When the neighbors tell me what to buy and then I wish I had taken their advice, it's a sure sign that the market has reached a top and is due for a tumble.

If the p/e of Coca-Cola is 15, you'd expect the company to be growing at about 15 percent a year, etc. But if the p/e ratio is less than the growth rate, you may have found yourself a bargain. A company, say, with a growth rate of 12 percent a year (also known as a "12-percent grower") and a p/e ratio of 6 is a very attractive prospect.

My diaries are full of such missed opportunities, but the stock market is merciful—it always gives the nincompoop a second chance.