Masayoshi Son Quotes

Suning from a management concept and technology point of view isn't simply an appliance company.

I love high-performance technologies, the stuff that's the brains of today's products, and AMD was one of the few companies that had this type of technology. I always believed that it was a company that had great technical capability but needed better business focus.

All things can be done by every company in the world. Apple builds a phone, and so does Samsung. It's not about being different but about being better at what you do.

To be successful, innovation is not just about value creation, but value capture.

What can we learn from the battle between data and design? What can we learn from the relationship between Google and Apple? Clearly no one school of thought is right: Apple and Google are both wildly successful and profitable companies that changed the world.

At Tencent, we may be businessmen, but we are still chasing our IT, our science. We are still striving to create something really cool, trying to create things we couldn't even imagine without our new technologies. I am still clinging to this enthusiasm.

As a traditionally risk-averse nation, India has rarely been at the forefront of innovation. Indian companies have mostly imitated others and became very good at it.

It's easier to build a business around a first-class product, even if it's a more expensive product to produce.

Focusing on the long term and building a great product that is scalable ultimately leads to a great company.

The same products, services or technologies can fail or succeed depending on the business model you choose. Exploring the possibilities is critical to finding a successful business model. Settling on first ideas risks the possibility of missing potential that can only be discovered by prototyping and testing different alternatives.

The most successful company in Silicon Valley is Apple, and they're the most secretive.

My manager came up with the name 'State of the Industry,' and it was just one of those things. It just took off. Well, I don't know about 'took off.' I'm not in the stratosphere.

The world is facing a new networked, digital lifestyle, and we will ensure that Canon remains ahead of the game.

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 I first came to the Bay area, I worked in Silicon Valley in the early to mid-'90s, and I think what mattered then was our ability as designers to create a vision around people's ideas.

I don't invest in ideas because ideas are a dime a dozen. I could steal the idea pretty quickly.

Flipkart is one of the most innovative companies in the way it approaches the market.

You can't replicate Seamless or OpenTable for another industry.

A principal struggle of many young companies is to establish an identity, a philosophical and emotional core, and LAIKA is no exception.

My view of AMD is that we have a tremendous set of technology assets, people, capability, customer relationships. We're not going to define ourselves in somebody else's shadow.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

If Dell's going to be a fast follower, then we'll continue to innovate.

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.

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.

To gain the competitive edge, companies must master the ability to innovate.