Chris Anderson Quotes

With communication technology in general, there's a kind of certain critical mass of people. Once you get to 15% of the world's entire population using one communication technology, that's a big deal. It's beyond the theoretical at this point. The people who think it's a fad have probably not been paying that much attention.

With technological advances, there's a very natural curve between cost and complexity and adoption. When the cost and complexity are high, the adoption rate is - let's call it 'modest.'

Cell phones were more popular in Cambodia and Uganda because they didn't have phones. We had phones in this country, and we were very late to the table. They're going to adopt e-books much faster than we do.

It takes a huge amount of effort to move from a successful high-tech prototype to broader adoption of an imaging technology.

Any new technology tends to go through a 25-year adoption cycle.

Our customer base is not necessarily a leader, an early adopter.

For us, just serving the market in the US and the UK, we can barely make the math work on an interesting business. My sense is that our clones and copycats are very manual. If they make it work, then congratulations to them!

Our priority has always been to have the lowest cost so we can be comfortable with weak freight rates. A big part of having the lowest cost is maintaining the largest network, and this means growing market share.

The use of automated technology generally translates into lower costs, freeing up resources for more efficient uses, including lower prices.

Most of the population cannot afford a private driver. What we're doing is relentlessly innovating to bring the price point down.

The trajectory of nearly all technology follows this downward and widening path: by the time a regular person is able to create his own TV network, it doesn't matter anymore that I have or am on a network.

What if the New York Times gave out free, cheap Kindles to everyone and said this is how we're doing it now. You know? Maybe that's a way to go. The technology gets cheaper and cheaper, and at some point it has to be cheaper than all these trucks and all this gas, to just say, let's give away a Kindle to everyone.

Our continued investment in productivity will add to our margins, and you'll see that reflected in the bottom line earnings.

If we drive cost down, we will be able to live with low freight rates.

In information technology, money is not the issue. Willingness to implement and execute is the issue.

There will be no cost drag from digital by 2020.

If your home market is strong, you can be a strong global player because you have scale and can bring down the cost of production and remain competitive globally. When we started, our home market wasn't strong, so we had to do more business globally.

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

In flush times, a rising tide of consumption can compensate for less than optimal branding, positioning, pricing or segmentation.

The best way to keep water prices down is to avoid unnecessary increases in costs.

I continue to be a believer in a standard-based industry, where your lean cost structure is a huge advantage.

The problem with a cost reduction strategy is that there is a finite limit.You can only get to zero.

It's crazy to go into manufacturing. That's not where the money is.

The thing that I often ask startups on top of Ethereum is, 'Can you please tell me why using the Ethereum blockchain is better than using Excel?' And if they can come up with a good answer, that's when you know you've got something really interesting.

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.