Antonio Perez Quotes

I sensed my chance and embraced the telecom business. I started marketing telephones, answering/fax machines under the brand name Beetel, and the company picked up really fast.

We've grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good.

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.

You can learn everything that there is to know about the industry or the player from the company that is performing better or worse.

When you look at a company that's already succeeded or is at the very top of its game, it isn't necessarily when it's executing well. It tends to be peacetime - you've defeated the competition, you have the highest margins, the highest multiple.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

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.

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

I'm a businessman. I work for business people. The kind of thing they say is: Now we've sold a lot of records, let's sell some more.

If you want to be promoted into the first league of carmakers, then you can't just follow suit.

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

We want to be the volume number one, but also we want to have 8 percent in operating profit.

Businesswise, everything's been good.

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.

Market expansion is not an opportunity. It is a necessity.

Verizon had just come out with FiOS, and AT&T had U-verse. We came up with a couple of options, and then our marketing people came in and said, 'What do you think of Xfinity?'

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.

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

It's very challenging to carve back market share.

It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.

Competition is one of the most important drivers of innovation because you have to stay in the race. You have to think of something new, and if you don't, well, of course you should leave the market.

I know only a few ways to take market share and drive new revenue. I can engineer better products and services, I can build better relationships with my customers and deliver a higher level of service, or I can give my customers a lower price.

Market share is key.

We often say if you have traction, lead with traction. Talk about specific customers, usage numbers, revenue metrics - anything like that that really is clearly explicit and factual. Get that out in front early.

We are trying to build large, lasting businesses.