Quotes About Competitors

If intelligent robots are our competitors and, to some extent, cerebrally alike - enough for us to discuss their ethical standing - why would they be above the law? Should they not contribute to our societies, too? And why would they be exempt from taxes?

The damage caused by carelessness is harmful to the entire firearms community in North America. It harms the twenty-five million hunters, competitors, and recreational shooters. It harms the fifteen million concealed-carry permit holders. It harms the 325 million citizens of the United States who believe in and honor our rights as citizens.

Execution is everything. Even if you start a business with the wrong idea or too many competitors, you can out-execute all the better ideas in the right market.

Rankings create incentives for universities to become more like what the rankings measure. What gets measured is what gets attention. That leads to homogenization as they abandon their distinctive missions and become more like their competitors.

The biggest difference between the private sector and public sector is in the private sector, there's a sense of urgency because you have customers and you have competitors. Whereas in government, one of your major objectives is to not make any really big mistakes.

In any competitive environment, whether you're in sales or marketing or whatever it is, you have to know your competition, understand who they are, do intelligent analysis on them and then you have to know yourself - who you are and what you're capable of doing.

I had the opportunity to go with some other teams. But I didn't consider those teams to be contenders, and I was right.

The fact is that our business is fundamentally really strong. We have a platform and a depth that no one in the tech industry has. This means we have competitors at every layer.

Make sure you give credit to those technologies adjacent to your own - even if they are your competitors.

A lot of the problems in the mortgage world, people said, were because our competitors were evil. But a lot of it was a lack of technology - bad processes and systems.

The government enforces a monopoly over the production and distribution of its alleged 'services' and brings violence to bear against would-be competitors. In so doing, it reveals the fraud at the heart of its impudent claims and gives sufficient proof that it is not a genuine protector, but a mere protection racket.

Since railroads were natural monopolies and couldn't survive much direct competition, they could be easily threatened by small competitors

Cooke seemed invincible to competitors

W]ith the disappearance of divine caring, i.e., of a caring by beings which in the eyes of everyone are superior to men, it became inevitable that every art or every man should believe itself or himself to be as much entitled to rule as every other art or every other man, or that at least many arts should become competitors of the kingly art. The inevitable first consequence of the transition from the age of Kronos to the age of Zeus was the delusion that all arts and all men are equal.

According to the competitive exclusion principle, if a reinforcing feedback loop rewards the winner of a competition with the means to win further competitions, the result will be the elimination of all but a few competitors. The rich get richer and the poor get poorer.

So a patent is a pact between an inventor and society," continued Altschuler. "In exchange for twenty years of exclusive use of an invention, the inventor is required to disclose the invention publicly, in writing. In enough detail so that others can duplicate it. And build upon it. You can still choose to keep an invention a trade secret, of course, but if you do, you don't get protection. You basically take your chances that competitors won't learn your secret.

The ability to respond to change is good. The ability to create change for competitors is even better. When you create change you are on the competitive offensive. When you respond to competitors' changes you are on the defensive. When you can respond to change at any point in the development lifecycle, even late, then you have a distinct advantage.

Creating change requires innovation: developing new products, creating new sales channels, reducing product development time, customizing products for increasingly smaller market segments. In addition, your company must be able to respond quickly to both anticipated and unanticipated changes created by your competitors and customers.

A strategic positioning, especially when it has a high degree of focus, is sometimes seen as carving out a "niche." The implication of that word is that the market opportunity is small. Although this may sometimes be the case, even focused competitors can be very large. In the case of Southwest, what initially looked like a narrow niche has revolutionized the airline industry.

For the company with the three-year plan to double market share, the premortem headline is "Company Fails to Reach Market Share Goal; Growth Again Stalls." Members of the planning team now imagine delays in new products, loss of key executives or sales or marketing or technical personnel, new products by competitors, adverse economic developments, paradigm shifts that could lead customers to do without the product or rely on alternatives not on the market or in use, etc.

It's always good to have more promotions, give more fighters work.

If it comes to be believed that we are simply a propaganda organ of some kind, as a lot of people believe about some of our competitors, that would be a problem.

It's easy for me to see how a business proposition is going to play out, or who our next-generation competitors are, from taking this data point from this customer and another data point from another customer... and jump to Z.

You don't see a lot of fighters with no or little experience getting to be on the main card. I know that's an incredible honor, but at the same time, I know my worth, and I know my value.