Thomas Buberl Quotes

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 need to understand the market, know how you can differentiate yourself in it, and grasp the price and the functional differentiation competitive points that are going to allow you to be disruptive.

Someone is out there looking to put you out of business. Someone is out there who thinks they have a better idea than you have. A better solution than you have. A better or more efficient product than you have.

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 you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

There is a healthy competition as there would be in any business. But we do not spend our days thinking about what Marvel is doing.

When we look at investing, we always think about 'how defensible is this, how likely is it that somebody is going to copy this.' E-commerce tends to be something easy to copy because it's execution.

You've got to remember there's intense competition between Microsoft and Amazon.

Market share is key.

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

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.

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.

All things can be done by every company in the world. Apple builds a phone, and so does Samsung. It's not about being different but about being better at what you do.

If Dell's going to be a fast follower, then we'll continue to innovate.

We compete with Dell and HP. Now, we are going to compete with Sony and Best Buy. Are we going to be like Best Buy? No. Are we going to be a small Dell? No. We are going to be uniquely Gateway.

Your innovation can create new winners and losers; or at the very least, make existing companies look fresh and innovative by partnering with you. Everyone wants to align with market makers.

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

The way companies hang on to their marketshare is by being scared.

The PC is successful because we're all benefiting from the competition with each other. If Twitter comes along, our games benefit. If Nvidia makes better graphics technology, all the games are going to shine. If we come out with a better game, people are going to buy more PCs.

Today, the competition is considerably more intense.

While it is often true that the enemy of my enemy is my friend, it seems like Yahoo's almost obsessive focus on Google is taking away from its other businesses.

I think, particularly in our tech industry, this is an industry that has violent innovation and then commoditization, and it's a cycle of innovation/commoditization.

It's really hard to compete with Apple on pure coolness, and if you do, you're probably going to use some of the things they pioneered.

If you choose a market that already exists, say, networking equipment, you have to compete with an established company like Cisco. Even if your product is marginally better, Cisco can fudge it and outsell you.