Jack Welch Quotes

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

There really is no shortcut just because you have a name, or you have some kind of access or some way you can solve all the problems. And I think one of the things I learned with FUBU, you have to understand that there's really only two ways of operating a business: more sales, or lower overhead.

Competition is the keen cutting edge of business, always shaving away at costs.

In business, the competition will bite you if you keep running, if you stand still, they will swallow you.

I've never had difficulty dominating any market I've been in.

The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.

Many first-time founders fail to understand the difference between the potential of the Total Addressable Market (TAM) and the very finite subsection they can hope to capture. No company ever captures the entire market they pioneer. Innovation doesn't happen in a vacuum, and others will jump in from the moment you've identified the potential.

Competition can never be eliminated from this industry. There is nothing wrong with it. It keeps you on your toes, making you work harder.

In business, what do we do? We compete.

All things can be done by every company in the world. Apple builds a phone, and so does Samsung. It's not about being different but about being better at what you do.

I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.

The market is so competitive. There are so many products that are similar. So we are forced to invest in innovative research in new products that are one or two years ahead of the market.

The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.

Pretty much, Apple and Dell are the only ones in this industry making money. They make it by being Wal-Mart. We make it by innovation.

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.

An exit is only a success if you set an exit as your primary goal. My primary goal was to build a globally influential tool, to build something from the ground up that could literally change how we communicated in business and individually.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

Most of what we've done at SurveyMonkey is create a market, which I would say is much harder than trying to enter a market that already exists. But if you get it right, it can become a great business.

Wal-Mart's success strategies and tactics are easy to understand yet hard to duplicate.