Eric Yuan 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.

Once you create a loyal customer base, it's tough for a competitor to take that away.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

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.

So I think instead of focusing on the competition, focus on the customer.

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

The most interesting information I can have about a competitor is the cost.

If you really stay focused on what your beliefs are and what your customer wants, you'll find the right markets.

The biggest challenge to thriving in the marketplace is identifying the strategic moves that will keep us ahead of the competition.

The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.

In business, what do we do? We compete.

I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.

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.

If you don't listen to your customers, someone else will.

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

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

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

When you improve your product so it does the customer's job better, then you gain market share.

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.

It's easier to build a business around a first-class product, even if it's a more expensive product to produce.

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.

This is a business. Be smart. Choose wisely.