Quotes About Competitors

I try to think about my goals. I think about my competitors-I know they're working hard, and if they are, I have to work hard too. I have to be one step ahead of them.

Many manufacturers secretly question whether advertising really sells their product, but are vaguely afraid that their competitors might steal a march on them if they stopped.

Amazon sells the same products as competitors such as Barnesandnoble.com, and they receive the same product descriptions, cover images, and editorial content from their vendors. But Amazon has made a science of user engagement. They have an order of magnitude more user reviews, invitations to participate in varied ways

Information products are low-cost, fast to manufacture, and time-consuming for competitors to duplicate.

Many people, including those from the BWF, don't really understand what the main problems in badminton are and what it most needs because many officials are not competitors.

Well, science and religion are not competitors, they're two different languages trying to tell the same story. There's room in this world for both.

science and religion are not competitors, they're two different languages trying to tell the same story. There's room in this world for both.

Well, science and religion are not competitors, they're two different languages trying to tell the same story. There's room in this world for both." After that meeting, Edmond had

and religion are not competitors, they're two different languages trying to tell the same story. There's room in this world for both.

Well, science and religion are not competitors, they're two different languages trying to tell the same story. There's room in this world

Our median customer is 32 years old, married, with kids; and 93% of our customers work a full-time job. Our typical customer has 1.7 children (with 1.3 under the age of five). Her top 3 reasons for buying our product are 1) convenience, 2) familiar flavor, and 3) "not as bad" nutritionally as many of our competitors.

A rapidly growing number of nation states have determined that cyberespionage is a highly valuable tool not only to steal national and military secrets but also to pillage the most valuable business information from international competitors and pass it on to domestic industries to help them out-innovate and out-negotiate their rivals.

The essential element of successful strategy is that it derives its success from the differences between competitors with a consequent difference in their behavior.

I think the fact that I have a solid head on my shoulders and a brain inside that head gives me an edge over my competitors. It helps when I am giving interviews, charting out strategy for my career and choosing scripts.

Our progress isn't just limited to the operation. Financially, we have been performing well. United's 2015 earnings were one of the best in the company's history, and we made significant progress shrinking the margin gap with our closest competitors, strengthening our balance sheet, and returning significant cash to shareholders.

Second, we have to make the most of the strengths we have, the amenities that many of our competitors cannot replicate. But again, those advantages won't mean much if we don't do a great job with the basics of our business.

The individual Siemens businesses must be able to keep up with the specialists in the industry and be at least as good as their strongest competitors.

I'll say it this way: AMD is a company that generates very strong opinions. There are some people who really like us and are really rooting for us. And then there are some people who say we'll never be able to compete against some of our bigger competitors.

The opponent I have most admired during my career is Paolo Maldini.

I don't really pick my opponents.

We have to respect the opponents but we also have to believe in ourselves.

I don't like to choose my opponents.

Fans saying a player is overpaid doesn't bother a player. What bothers an injured player is watching your competitors grow.

company needs to be able to articulate exactly what it does, whom it serves, and against whom it competes. Why? Because all employees should be made to feel like salespeople or ambassadors for the firm, and they cannot do this without a fundamental understanding of an organization's business. More important, without this understanding, employees cannot connect their individual roles to the overall direction of the larger organization.