Winfried Vahland Quotes

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

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

Competition is good because we need to educate customers, and Ozon.ru itself will not be able to do it.

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.

Market share is key.

If there's a car company, and you have another car company, you don't stop building your car and company because there are others.

I believe there are segments in the Indian market that Skoda will not enter.

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

Well, I have concerns about the effectiveness of Europe to compete.

A company's best advantage should be a quality product offered at the right price. That fair competition is what drives innovation.

The PC is successful because we're all benefiting from the competition with each other. If Twitter comes along, our games benefit. If Nvidia makes better graphics technology, all the games are going to shine. If we come out with a better game, people are going to buy more PCs.

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.

When you improve your product so it does the customer's job better, then you gain market share.

You need to understand the market, know how you can differentiate yourself in it, and grasp the price and the functional differentiation competitive points that are going to allow you to be disruptive.

Apple's market share is bigger than BMW's or Mercedes's or Porsche's in the automotive market. What's wrong with being BMW or Mercedes?

Whatever you're selling, storage or networking or security, you're going head to head with the incumbent players.

It is important to exhaust the potential of existing markets. But it is equally important to open up new markets.

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

At the end of the day, we have to find a way to compete better with the world.

When you sell cars in the U.S., it forces you to be the most competitive.

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.

At its core, all authentic growth depends on more customers wanting more of what your company offers. Any other drivers - pricing gimmicks, heroic marketing efforts, forced acquisitions - are ultimately destructive.

We respect all of our competitors, and when I talk about our competitors, all of our competitors for entertainment time and leisure time.

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.

We have a powerful portfolio of brands that are well-positioned for future growth, both domestically and internationally.