Quotes About Markets

This city has many public squares, in which are situated the markets and other places for buying and selling.

Japan is the largest creditor country in the world, so we have made contributions to the stability of international markets and we want this IMF meeting to confirm that we will continue to contribute.

If stability and efficiency required that there existed markets that extended infinitely far into the future - and these markets clearly did not exist - what assurance do we have of the stability and efficiency of the capitalist system?

U.K. aid spending in India is that it ensures that we are able to work with our partners to develop their markets, business and enterprise, to boost labour standards and rights and, ultimately, to boost the incomes of the poorest which, in the long term, boosts demand for British goods and services.

Today the order of life allows no room for the ego to draw spiritual or intellectual conclusions. The thought which leads to knowledge is neutralized and used as a mere qualification on specific labor markets and to heighten to commodity value of the personality.

China and India are feeding their people for the first time in human history due to free markets, and the Left knows that, and it gets them nervous.

New markets could be created by rural potentials, which could lead to rise in the employment.

Business news is sexy.

The times are too difficult and the crisis too severe to indulge in schadenfreude. Looking at it in perspective, the fact that there would be a financial crisis was perfectly predictable: its general nature, if not its magnitude. Markets are always inefficient.

The point of advertising is to destroy markets.

The Clinton doctrine was encapsulated in the slogan "multilateral when we can, unilateral when we must." In congressional testimony, the phrase "when we must" was explained more fully: the United States is entitled to resort to the "unilateral use of military power" to ensure "uninhibited access to key markets, energy supplies, and strategic resources.

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.

The techniques that worked so extraordinarily well when applied to sustaining technologies, however, clearly failed badly when applied to markets or applications that did not yet exist.

Focus is scary—until you realize that it only means turning your back on markets you could never have anyway. Sharp focus on jobs that customers are trying to get done holds the promise of greatly improving the odds of success in new-product development.

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.

hedonic regression analysis to identify how markets valued individual attributes and how those attribute values changed over time.

Experts' forecasts will always be wrong. It is simply impossible to predict with any useful degree of precision how disruptive products will be used or how large their markets will be. An important corollary is that, because markets for disruptive technologies are unpredictable, companies' initial strategies for entering these markets will generally be wrong.

If history is any guide, companies that keep disruptive technologies bottled up in their labs, working to improve them until they suit mainstream markets, will not be nearly as successful as firms that find markets that embrace the attributes of disruptive technologies as they initially stand.

What this implies at a deeper level is that many of what are now widely accepted principles of good management are, in fact, only situationally appropriate. There are times at which it is right not to listen to customers, right to invest in developing lower-performance products that promise lower margins, and right to aggressively pursue small, rather than substantial, markets.

One of the bittersweet rewards of success is, in fact, that as companies become large, they literally lose the capability to enter small emerging markets. This disability is not because of a change in the resources within the companies—their resources typically are vast. Rather, it is because their values change.

that leadership is more crucial in coping with disruptive technologies than with sustaining ones, and that small, emerging markets cannot solve the near-term growth and profit requirements of large companies.

But in disruptive situations, action must be taken before careful plans are made. Because much less can be known about what markets need or how large they can become, plans must serve a very different purpose: They must be plans for learning rather than plans for implementation.

Well-managed companies are excellent at developing the sustaining technologies that improve the performance of their products in the ways that matter to their customers. This is because their management practices are biased toward: Listening to customers Investing aggressively in technologies that give those customers what they say they want Seeking higher margins Targeting larger markets rather than smaller ones

This is because, in fact, the best resource allocation systems are designed precisely to weed out ideas that are unlikely to find large, profitable, receptive markets.