B. Kevin Turner Quotes

The marketers can compete with free; it just has to be better. Look at bottled water if you don't believe me.

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

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.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

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.

When you can't compete on cost, compete on quality.

All competitors are fierce competitors; Vodafone is the world's second largest company. We fight it each day. Idea Cellular is big and successful, too. Competition is competition; we are used to it.

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.

If you don't have a competitive advantage, don't compete.

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

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.

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.

If you're entering anything where there's an existing marketplace, against large, entrenched competitors, then your product or service needs to be much better than theirs. It can't be a little bit better, because then you put yourself in the shoes of the consumer... you're always going to buy the trusted brand unless there's a big difference.

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

Market share is key.

At the end of the day, we have to find a way to compete better with the world.

In a market where funding is hard to come by, if you're scaled already, then you are in a brilliant position because nobody is going to catch up with you.

We are market based and have to differentiate our product in many ways; pricing isn't the only one.

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

The market is so competitive. There are so many products that are similar. So we are forced to invest in innovative research in new products that are one or two years ahead of the market.

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.

In a commodity business, it's very hard to be smarter than your dumbest competitor.

The best mental effort in the game of business is concentrated on the major problem of securing the consumer's dollar before the other fellow gets it.