Kevin Rollins Quotes

Great companies are built on great products.

While it is often true that the enemy of my enemy is my friend, it seems like Yahoo's almost obsessive focus on Google is taking away from its other businesses.

If you choose a market that already exists, say, networking equipment, you have to compete with an established company like Cisco. Even if your product is marginally better, Cisco can fudge it and outsell you.

I have great expectations for our company; pretzels were just the beginning.

The growth of a company like ours tends to be a relatively steady because, like some of the other successful mixed signal companies, we have a wide range of products servicing a wide range of end applications.

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

A lot of the things I did - it's not going to sound anything but egotistical - if I'm lucky and I did the right thing, they will be at Zara way before I can get them in the store, and I don't like that.

The strength in our third-quarter financial results is cause for excitement. I'm particularly pleased that we continue to demonstrate impressive growth at the same time we are engaged in important merger discussions.

Business 2.0 was hugely profitable last year, and will be profitable this year.

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.

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.

Our franchises have never been healthier. Our league, in terms of its economic footing, has never been healthier.

I come back to the same thing: We've got the greatest pipeline in the company's history in the next 12 months, and we've had the most amazing financial results possible over the last five years, and we're predicting being back at double-digit revenue growth in fiscal year '06.

In just a few years, I have turned my small company into a multi-million dollar makeup empire.

People think about their business instead of their products.

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.

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.

Tomorrow I will have new competitors such as Google, Microsoft, and Facebook coming into my garden. I'd rather focus on the competition of tomorrow than combine with the competition of today.

As long as our quality and company continue to get better, by nature, we will get bigger.

The individual Siemens businesses must be able to keep up with the specialists in the industry and be at least as good as their strongest competitors.

We are so fortunate that our IP has been so effective out in the marketplace that every time there's a new iteration, our developers feel a sense of pressure.

Our business is strong and enjoys high margins.

Use your development time to brief analysts and industry press. Use these influencers as your eyes and ears to let you know what else is being developed by competitors so that you can be the first to market, and don't make the mistake of launching an also-ran product.

I want to invest in a functional product that people are using.