Eric Schmidt Quotes

I care much more about the growth rate of the market than it's current size and I also care if there's any reason it's going to top out.

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

Many first-time founders fail to understand the difference between the potential of the Total Addressable Market (TAM) and the very finite subsection they can hope to capture. No company ever captures the entire market they pioneer. Innovation doesn't happen in a vacuum, and others will jump in from the moment you've identified the potential.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

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

Salads was a big indicator of that - there was a huge market out there for it. And why not tap it? Some of the things we are doing now around the globe are responding to customers. It's not because some guy sued you.

I'm confident UTC could outperform in all of our markets, starting with our commercial businesses. The largest opportunities for our commercial businesses are in emerging markets, and we're very well positioned there.

Today, the competition is considerably more intense.

Most of what we've done at SurveyMonkey is create a market, which I would say is much harder than trying to enter a market that already exists. But if you get it right, it can become a great business.

The trick is, a market has to be nonexistent when you start. If the market is large early on, you will have too many competitors. You have to make it large.

I think the challenge for all technology companies is to modify what they're doing to be what the market needs at that point.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

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.

The external world is changing drastically, and enterprises and products will have a short lifecycle if they don't change. So we have to react to market trends. Nothing lasts forever in today's world.

We are addressing duplication and complexity. At the same time, we are investing more in research and development, speeding up the time to market of new innovations, and expanding our sales force in markets where growth is to be found, like Turkey, Russia, the Mideast, China, and southeast Asia.

You want an idea that turns into a monopoly. But you can't get a monopoly, in a big market right away; too much competition for that.

Competition should not be for a share of the market-but to expand the market.

Market growth alone doesn't give you enough tailwind. You have to create your own. The way to do that is by designing products for consumers that wow them.

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

If we can provide a benefit and make money, it's a chance for us to expand the population of customers we serve, expand the products we put in the marketplace, and reinvent ourselves going forward.

Healthy competition is very important in any industry. It keeps you on your toes and helps you grow.

Competition matters.

I have no problem with money coming in and spawning competition. I am honest enough to admit that Mahindra & Mahindra would not have been going to the IITs and doing research if there was no competition.

The novelty business is astounding. We can't keep up with it.

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