Ma Huateng Quotes

Facebook, Amazon, Apple, and Microsoft are building their own versions of the future. And they get bigger and bigger.

Facebook, Google, Apple, Yahoo - there's a common theme. None of these companies ever sold. By staying independent, they were able to build a great company.

I'm always thinking as an outsider, and I'm always mindful of whether a company can be impactful on a global basis. Frankly, I'm paranoid about anyone anywhere who could be a competitive threat.

Technology companies tend to operate in winner-take-all spaces and thus adopt a very high-commitment culture.

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.

Customers are willing to try new things, and if you can survive, you will have fewer competitors. It's like entering the eye of the storm. As long as you are strong enough to survive, you can end up in still water by yourself.

John D. Rockefeller wanted to dominate oil, but Microsoft wants it all, you name it: cable, media, banking, car dealerships.

I think it's a competitive advantage that both Amazon and Google and other tech companies have over a lot of their counterparts. They take big risks and are pioneering new markets with the promise of big rewards. It's why Amazon is kind of reliably starting new businesses and opening kind of new frontiers.

If we can become the de facto standard for image capture of unique perspectives around the world, we have a lot of growth ahead of us.

We’re far behind [Microsoft]. They are 3 time bigger than we are. They have a monopoly and we don’t—darnit!

We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.

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.

You've got to remember there's intense competition between Microsoft and Amazon.

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.

With the iPod - Apple's first successful stab at market dominance - Apple had begun with a high price but quickly dropped it.

When you're in 45 markets, you take it on the chin here and there.

We have met our passion to be ambition to grow our market share significantly in North America. Motorola helps address two other priority markets for us - the acquisition has enabled us to become the No. 1 foreign vendor in Japan. It also gives us an increased market share with China Mobile in China.

If competitors don't like our two to one advantage, dominating market share with both SP and DS, well, I've got bad news. Because we just made it two and a half to one.

We always enter markets where the leaders are not doing a great job, so we can go in and disrupt them by offering better quality services.

Every successful competitive practice has victims. The more successful a new method of making and distributing a product, the more victims, the deeper the victims' injury

As long as you keep doing the right thing and have the best product, you can beat the bigger company.

Google, Facebook, Amazon, Apple are among the most powerful monopolies in the history of humanity. So, the problem is, is that they have tremendous ability to shape the way that we think, the way that we filter the world, the way that we absorb culture. And if they were just companies, maybe we shouldn't be so concerned about them, but they play an incredibly vital role in the health of our democracy.

Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem.

We have found in a long life that one competitor is frequently enough to ruin a business.

Customers won’t care about any particular technology unless it solves a particular problem in a superior way. And if you can’t monopolize a unique solution for a small market, you’ll be stuck with vicious competition.