Ben Parr Quotes

If you don't have the best product, you're not going to make it in open-source.

The most successful company in Silicon Valley is Apple, and they're the most secretive.

Technology companies tend to operate in winner-take-all spaces and thus adopt a very high-commitment culture.

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.

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.

I think the way IBM has embraced the open source philosophy has been quite astonishing, but gratifying. I hope they'll do very well with it.

Intel's still our main partner. We have not announced anything with AMD and don't have anything planned, but we're constantly being aware to make sure our customers get the best technology.

I think the high-tech industry is used to developing new things very quickly. It's the Silicon Valley way of doing business: You either move very quickly and you work hard to improve your product technology, or you get destroyed by some other company.

When I first came to the Bay area, I worked in Silicon Valley in the early to mid-'90s, and I think what mattered then was our ability as designers to create a vision around people's ideas.

Healthy competition is very important in any industry. It keeps you on your toes and helps you grow.

Competition matters.

People who look at Apple's success and think we look at it as, 'Okay, great, we're done,' don't appreciate what's really going on here.

Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem.

All happy companies are different: each one earns a monopoly by solving a unique problem. All failed companies are the same: they failed to escape competition.

America demands invention and innovation to succeed.

The most essential thing for us was to get the business model right, then put the world-class technology under it to support it. At Merrill, that meant not doing what people expected.

It's not enough to have a hacker culture anymore. You have to have a design culture, too.

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.

We fully expect our competitors to join us in embracing open standards with their next redesigns.

As a traditionally risk-averse nation, India has rarely been at the forefront of innovation. Indian companies have mostly imitated others and became very good at it.

Except in very narrow cases, where there's breakthrough science that needs patent production, worrying about competitors is a waste of time. If you can't out iterate someone who is trying to copy you, you're toast anyway.

Being around some of the bright lights of the technology world and having them expect great things helps you sit down and do it seriously.

The reality is, is that we love competition, at Apple. We think it makes us all better. But we want people to invent their own stuff.

Most of the fans have ideas about their perfect phone. But many of them can't do it because building a phone is tough. So they would give us feedback about the features that they think should be included in our next model. And if we incorporated that in our new phone, they will share the good news with their friends.

When I came into the mobile phone business, I was really the upstart who pretty much took the business, not quite by storm, but really made an impact on it quite early on. But it was from a position, really, of feeling that I was a last mover.