Naval Ravikant Quotes

In the U.S., we didn't have scale, and without scale, it's difficult to operate.

If you don't drive your business, you will be driven out of business.

When we look at investing, we always think about 'how defensible is this, how likely is it that somebody is going to copy this.' E-commerce tends to be something easy to copy because it's execution.

It's harder than ever to build an enduring company. As soon as a product strikes a nerve with customers, competitors emerge globally because the costs to start are so low.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

First, we have to lower our costs to levels that are more competitive. This will prevent the lower-cost airlines from pushing us out of the markets we want to serve. We've made great progress on this front, but we need to keep pushing.

We have to still develop the Ikea group. We need many billions of Swiss francs to take on China or Russia.

Business is a string of seemingly impossible problems looking for solutions. Each problem you solve creates a new barrier to entry for your next competitor.

What played to what had been a relative weakness for us-this was exploding overseas as well, and we had to scramble to mount some reach and get into places and be competitive on the ground.

Roughly speaking, when you are dealing with business firms operating in a competitive system, you can assume that they're going to act rationally. Why? Because someone in a firm who buys things at $10 and sells them for $8.00 isn't going to last very long in that firm.

If you put on your business hat, you can't maintain competitiveness by staying at a competitive disadvantage. I mean, you just can't. The odds are just not in your favor.

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

The biggest cost of my business is competition - promoters bidding against each other to get a tour.

Being a conglomerate, each of our businesses has a different challenge; business landscape is different for each business. It makes it challenging as well as exciting.

And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.

There's one thing I've learned about entrepreneurs' business plans. Every one is wrong.

Let's face it: if you and I have the same capabilities, the same energy, the same staff, if the only thing that's different between you and me is the products we can get, and I can get a better product than you, I'm going to be a better chef.

Whatever the marketplace, if talented people are given resources, they're going to keep driving us to having better, simpler, cheaper solutions to problems.

I will continue to focus on global strategy and to do everything I can to help Yahoo! realize its full potential and enhance its leading culture of technology and product excellence and innovation.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

When you’re dealing with a commodity, high productivity means that nobody makes any money.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

One of the most horrible wastes of capital you see is the duplication of the effort by the car manufacturers to do things that appear to be different from the other guy.

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.

Entrepreneurs say in an economic boom it's actually hard to build a company because everybody's too excited and there is too much money funding too many marginal companies.