Quotes About Competitors

healthy organizations have a way of making themselves smarter. Even if their ideas are temporarily inferior to those of competitors, they are usually humble and efficient enough to recognize their deficiencies and make changes in their plans before it is too late.

Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it. That, as much as anything else, is why they have such an advantage over their unhealthy competitors.

and experienced executives than our competitors

In brief, ...the inevitability of centralism will be self-proving. A system destroys its competitors by preempting the means and channels, and then proves that it is the only conceivable mode of operating.

Number of users may not be the perfect test, but it will be very close. It's what acquirers care about. It's what revenues depend on. It's what makes competitors unhappy. It's what impresses reporters, and potential new users.

Number 1, languages vary in power. Number 2, most managers deliberately ignore this. Between them, these two facts are literally a recipe for making money. ITA is an example of this recipe in action. If you want to win in a software business, just take on the hardest problem you can find, use the most powerful language you can get, and wait for your competitors' pointy-haired bosses to revert to the mean.

Exercise only with the intention to carry out a physical gain or to triumph over competitors," Hébert believed, "is brutally egoistic.

We have, unlike many of our competitors, continued to meet our various financial obligations.

Written sales call objective. Needs-analysis questions to ask. Something to show. Anticipated customer concerns and objections. Points of difference vis-à-vis competitors. Meaningful benefits to customers. Dollarization approach; investment return analysis. Strategies to handle objections and eliminate customer concerns. Closing strategies.

It's about really being considerate of the culture in the game studios that Activision buys. That's the biggest difference between us and any of our competitors.

The higher cost of getting a generic drug approved by regulators means that many old medicines don't face competitors. It's only after substantial price hikes that these drugs offer enough revenue to offset the rising generic entry costs, and start to entice competition.

For the most part, the best opportunities now lie where your competitors have yet to establish themselves, not where they're already entrenched. Microsoft is struggling to adapt to that new reality.

Blockchains don't solve settlement and compliance issues — they're only more efficient if they can bypass regulation. Libra could only be more efficient than existing systems as long as it could dodge regulation, and none of its competitors could.

In a recession, when our wholesale sales are down, our direct sales channels do well because there is no lessened demand for our goods from our loyal customers. In the past, recessions have hurt our competitors and driven customers to us because people became less frivolous in their purchases. They didn't mind paying more for goods that won't go out of style and are of such quality that they will last a long time.

Unlike the messier MySpace, Facebook has a cleaner and easier-to-customize interface and is much more, as Zuckerberg once described it to me, 'utilitarian.' I would call it useful and more relevant than other competitors, and a white-label version would likely be a hit.

The great champions were always vicious competitors. You never lose respect for a man who is a vicious competitor, and you never hate a man you respect. I don't like Rod Laver because he's such a vicious competitor, but I don't dislike him.

NASA should not be developing its own proprietary version of capabilities it could purchase commercially at much lower cost, especially when we know the agency's bureaucratic tendencies will be to view the commercial versions as competitors to kill.

Building confidence requires commitment and dedication. Arrogance simply poses to be self sufficient. In fact, it's easy to come off as arrogant. An arrogant person will rarely say, I don't know the answer, but I'll find out. Confident people admit mistakes and learn something from those experiences. Arrogant people can't see the strengths in their competitors, and if they do, they seek to minimize those competitors by bad-mouthing them.

I ain't Nate Diaz. Nate Diaz is not a welterweight. He did not do well at welterweight because he was undersized, and these dudes are real gorillas in this weight class.

The great thing about attackers is that there are so many to choose from!

Experts who acknowledge the full extent of their ignorance may expect to be replaced by more confident competitors, who are better able to gain the trust of clients. An unbiased appreciation of uncertainty is a cornerstone of rationality—but it is not what people and organizations want.

To be Successful, you need Family & Friends, But, To be very Successful, you need Enemies & Competitors...!

Goldberg argues that fascism and communism, far from being opposites, are "closely related historical competitors for the same constituents.

I have a very simple rule when it comes to management: hire the best people from your competitors, pay them more than they were earning, and give them bonuses and incentives based on their performance. That's how you build a first-class operation.