Safra A. Catz Quotes

It's my job for Oracle, the number two software company in the world; to become the number one software company in the world. My job is to build better than the competition, sell those products in the marketplace and eventually supplant Microsoft and move from being number two to number one.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

When I left Apple, it had $2 billion of cash. It was the most profitable computer company in the world - not just personal computers - and Apple was the number one selling computer.

Number one, cash is king... number two, communicate... number three, buy or bury the competition.

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

Buying a company that is number one in its business is hard to do. When something is for sale, it's often not a leader.

SAP is a great company, but they have their work cut out for them if they want to compete in databases.

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

AMD's history is we've always had great technology. We've had periods of time where we've done really, really well, and we've had periods of time where we've done not so well. But most of the time we've done well, it's because we've had a leadership product or some technology where we were out in front before anybody else.

Our goal is not to be number one. Our aim is to be the only one.

Competition exists everywhere.

Competition matters.

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.

Of course I'm not stupid enough to think that we could take on WWE head-on and win, because they're too big of a monster.

Any products associated with a Apple are going to win. The people who make the Apple products are going to win.

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

Cisco presents our biggest challenge in the firewall market for the fact that they have such a large percentage of market share. Displacement of an entrenched incumbent is always a challenge.

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

There are many people who think we had the first-mover advantage. But actually, when Uber came to India, Ola was doing only 2,000 rides per day. We had less than half a million dollars of funding.

If the first entrant always wins the market, the Dreamcast must have won the race against the PS2, for example. There are many precedents like that in the past. The first to market is not necessarily the winner in the race.

To the extent that anyone anywhere does anything interesting, the question is: 'Why isn't Apple doing that; why is Apple behind in that?' We aren't the Everything Company. We take on a very small number of things that we do very well, and we find that pretty rewarding.

What's the word to describe the thing that all of us are trying to do, which is to found or work for or invest in a company that is the winner of all winners?

In a market where funding is hard to come by, if you're scaled already, then you are in a brilliant position because nobody is going to catch up with you.

You need to invest in areas where you can be the market leader because then you get a disproportionate share of the economics when you are.

As a brand, Ahla is one of Strauss-Elite's strongest. But we need to do a lot of marketing in order to regain market leadership. I have no doubt that we will do that, even if it takes time.