John Elkann Quotes

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.

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.

Today, the competition is considerably more intense.

I think the main thing you measure your success by is what you do in comparison to your opposition. If you're in an industry where you're the leader, then you're performing very well.

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

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.

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

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.

Tomorrow I will have new competitors such as Google, Microsoft, and Facebook coming into my garden. I'd rather focus on the competition of tomorrow than combine with the competition of today.

We do not believe in oversupplying the market. When you are a large company, you can afford to do it. When you are a small player, your flexibility gets reduced.

If competitors don't like our two to one advantage, dominating market share with both SP and DS, well, I've got bad news. Because we just made it two and a half to one.

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.

First mover Advantage doesn't go to the company that starts up, it goes to the company that scales up

If you don't drive your business, you will be driven out of business.

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.

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

Your most dangerous competitors are those that are most like you.

I don't know what would have happened to Wal-Mart if we had laid low and never stirred up the competition. My guess is that we would have remained a strictly regional operator.

The United States is a huge market, and once you get rolling, you can replicate that model over and over pretty easily. Your supply lines are taken care of. You don't have technicians to deal with. You've got your customer base.

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.

New markets shall not be allowed to interfere with the interests of former ones.

Some people make their choice on size. I happen to not be a believer in that. I've often said, especially in an industry that's clamoring for growth, if I wanted size, I wouldn't have divested $8 billion of businesses.

SoftBank has had a lot of businesses, but they've always ranked, say, third in Japan or fourth in the U.S.

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.

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.