Jack Ma Quotes

We compete with Dell and HP. Now, we are going to compete with Sony and Best Buy. Are we going to be like Best Buy? No. Are we going to be a small Dell? No. We are going to be uniquely Gateway.

The two most fundamental strategic choices are deciding where to play and how to win.

You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.

The fundamental basis of above-average performance in the long run is sustainable competitive advantage.

Here's a good rule of thumb: don't worry about a competitor at all, until they're actually beating you with a real shipped product.

In order to become a success, a business doesn't just have to do well, it has to to better than its competitors. Being number one isn't just about bragging rights. Often it means the difference between prospering and merely hanging on.

Knowing your opponent is a crucial part of emulating and defeating that opponent. But scouting is only the first step. Too many leaders spend countless hours studying an opponent's every move in the search for an edge. The Great Teams understand not only how to scout but also how to exploit the weaknesses of a competitor. These teams analyze every perspective and option and position themselves to take full advantage of any knowledge gained about an opponent.

The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.

I believe confusion is good. Worldwide market leaders gain when there is confusion in the market.

Firms that claim domain focus are late movers.

If you are a small company taking on a big company, you need to have a sense of humor.

A monopoly is like running on firm ground. Nothing compels you to move, but if you do, you move forward. The faster you run, the more scenery you see - so you have some incentive to run fast.

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

If you are in business and you can do something to get ahead of your rival business, you are going to do it.

We're learning a lot from large international competitors... As we go international, we're looking to add something unique to the market. And so when we do go international, it won't just be as a taxi service.

Yes, our competition may have significantly more engineers or significantly more R&D investment. On the other hand, we have significantly more freedom. We have the freedom to innovate.

For us to be successful, we have to kick our competitors' butt.

You want an idea that turns into a monopoly. But you can't get a monopoly, in a big market right away; too much competition for that.

Synergy is the driver. There are two levels of synergy: there are operating synergies, which, you know, you'd have to be stupid not to try to take advantage of, and then there are strategic synergies. In other words, in what positions you would be more sustainable, more long term, and so on.

At Tatas, we believe that if we are not among the top three in an industry, we should look seriously at what it would take to become one of the top three players.. or think about exiting the industry

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.

Commerce is a game of skill which everyone cannot play and few can play well.

In a commodity business, it's very hard to be smarter than your dumbest competitor.

You have to find a small market in which you can get a monopoly and then quickly expand.

The best mental effort in the game of business is concentrated on the major problem of securing the consumer's dollar before the other fellow gets it.