Reed Hastings Quotes

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

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.

We respect all of our competitors, and when I talk about our competitors, all of our competitors for entertainment time and leisure time.

Here's a good rule of thumb: don't worry about a competitor at all, until they're actually beating you with a real shipped product.

I think in just about any business the low cost competitor is always going to have an advantage.

Global competition is about winners and losers.

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.

We don't have a monopoly. We have market share. There's a difference.

Like many businessmen of genius he learned that free competition was wasteful, monopoly efficient. And so he simply set about achieving that efficient monopoly.

This [Asia, Australia & New Zealand] is going to be the world't largest market. If we're not there setting the rules, then somebody else is.

To control the American market is to own America.

He who puts ... a product upon the market as it demands, controls that market, regardless of color. It is simply a survival of the fittest.

Most companies in a capitalistic system compete mightily to obtain monopolistic positions so they can avoid capitalistic competition thereafter. Whenever a business person must compete for price, he tends to describe that derisively as a “commodity business” and tries to remedy the situation.

Sometimes, for businesses, competition can be inconvenient, because competition means that the race is never over, the game is never won. No matter how well you were doing in the past, there's always someone who are out there wanting to take your place. So the temptation to avoid competition is powerful. It's rooted in motives as old as Adam and Eve: in greed for yet more money, in fear of losing your position in the market and all the benefits it brings.

I believe confusion is good. Worldwide market leaders gain when there is confusion in the market.

I won't speak for the entertainment industry. I speak for Disney. I've seen people in the industry come to work every morning paranoid about what the other person or other company is doing. That means you're spending time and focus on somebody else's business instead of your own.

I've never had difficulty dominating any market I've been in.

We got bigger, much scarier competitors. We ended up with Microsoft, a company with all the money in the world, the way I look at those guys. And IBM, another company that, historically, dwarfed us.

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.

A monopoly is like running on firm ground. Nothing compels you to move, but if you do, you move forward. The faster you run, the more scenery you see - so you have some incentive to run fast.

You can't be in a certain business and not sell to Amazon or not sell to Wal-Mart. You have to reckon with them, because even though there are other buyers, they're the only buyers that matter.

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.

Apple is a failure because they missed social? Nobody would say that, because they are having great success.

It's a very competitive market. AEG has a ticketing platform, Stubhub has grown their marketshare, Vivid has come out of nowhere. It's not like venues don't have options. If you're a venue you can pick any ticket platform you want, and we have to provide a better product and win that business fair and square.

Market share is key.