Jay Samit Quotes

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.

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

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.

The enterprise market is never winner-take-all.

Standards wars involve lots of variables, and understanding them often seems more an art than a science. They generally involve just two big players, and end in a winner-take-all situation.

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.

We fully expect our competitors to join us in embracing open standards with their next redesigns.

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.

When an entrant competitor attacks the low end of any market, the rational reaction of the incumbent firms is to abandon rather than defend it - because the low end is the least profitable of their possible investments.

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.

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

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

Almost every move in the market is either a move to align with where Cisco is going or to align to compete against us or to utilize that technology.

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

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

Competition can never be eliminated from this industry. There is nothing wrong with it. It keeps you on your toes, making you work harder.

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.

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.

As you craft a plan to expand to adjacent markets, don't disrupt: Avoid competition as much as possible.

It's a mistake to predict the size of markets that are so new. This model has shown no signs of slowing down. So we are going to get as much of it as we possibly can, and when we get close to that we'll figure out other problems.

The leader of the market today may not necessarily be the leader tomorrow.

But they are also better, our competitors are better because Wal-Mart exists.

The more evident it is that a certain company is going to become the market leader in a big market space, then the higher the valuation goes because the risk has been dramatically reduced.