Tim Cook Quotes

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.

Tesla has defied everyone's predictions again and again. It has such a unique position in the market, and so far, whatever people think about Tesla and its business model, there is one fact that nobody can dispute: It pretty much has the market to itself.

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.

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.

From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.

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

Except in very narrow cases, where there's breakthrough science that needs patent production, worrying about competitors is a waste of time. If you can't out iterate someone who is trying to copy you, you're toast anyway.

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.

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

You don't want to be first, right? You want to be second or third. You don't want to be - Facebook is not the first in social media. They're the third, right? Similarly, you know, if you look at Steve Jobs' history, he's never been first.

All competitors are fierce competitors; Vodafone is the world's second largest company. We fight it each day. Idea Cellular is big and successful, too. Competition is competition; we are used to it.

I think the high-tech industry is used to developing new things very quickly. It's the Silicon Valley way of doing business: You either move very quickly and you work hard to improve your product technology, or you get destroyed by some other company.

When I came into the mobile phone business, I was really the upstart who pretty much took the business, not quite by storm, but really made an impact on it quite early on. But it was from a position, really, of feeling that I was a last mover.

I don't think there is any franchise more powerful than ours around securing the consumer experience and we will not concede that to anyone including Microsoft.

Whatever business you're in - it doesn't matter - it's going to commoditize over time. It's going to devalue. You've got to keep moving it to a higher value.

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.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

Competition is one of the most important drivers of innovation because you have to stay in the race. You have to think of something new, and if you don't, well, of course you should leave the market.

Unless you stay focused on innovation, you can be disintermediated.

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

Uber sees ride-sharing as a winner-takes-all war and subsequently is willing to offer below-market prices in a bid to crowd out the competition.

For every company that sees the value of their capital go up, there's another company that has been disrupted, and the value of their capital gets marked down because it's not going to compete in the same way.

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

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