Ken Xie Quotes

Leverage your brand. You shouldn't let two guys in a garage eat your shorts.

All competitors are fierce competitors; Vodafone is the world's second largest company. We fight it each day. Idea Cellular is big and successful, too. Competition is competition; we are used to it.

We do not believe in oversupplying the market. When you are a large company, you can afford to do it. When you are a small player, your flexibility gets reduced.

When I broke in, in 1957, it was wide open. Now you're up against strong competition.

The leader of the market today may not necessarily be the leader tomorrow.

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.

The more evident it is that a certain company is going to become the market leader in a big market space, then the higher the valuation goes because the risk has been dramatically reduced.

When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

I don't think there is any franchise more powerful than ours around securing the consumer experience and we will not concede that to anyone including Microsoft.

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

We've got a great value proposition against Chromebooks, we are not ceding the market to anyone.

If the first entrant always wins the market, the Dreamcast must have won the race against the PS2, for example. There are many precedents like that in the past. The first to market is not necessarily the winner in the race.

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.

We have met our passion to be ambition to grow our market share significantly in North America. Motorola helps address two other priority markets for us - the acquisition has enabled us to become the No. 1 foreign vendor in Japan. It also gives us an increased market share with China Mobile in China.

Companies that are closest to the customers are the ones who are going to lead the industry.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

The enterprise market is never winner-take-all.

When a market isn't in transition, gaining market share is hard - you're fighting to take one or two points of share from competitors.

Almost every move in the market is either a move to align with where Cisco is going or to align to compete against us or to utilize that technology.

The biggest challenge to thriving in the marketplace is identifying the strategic moves that will keep us ahead of the competition.

Market share is key.

Our priority has always been to have the lowest cost so we can be comfortable with weak freight rates. A big part of having the lowest cost is maintaining the largest network, and this means growing market share.

There's a lot of businesses that are working hard, who are at the top of their games. Therefore, it's always going to be a market share fight.

Competition matters.