John T. Chambers Quotes

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.

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

Today, the competition is considerably more intense.

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

It's very challenging to carve back market share.

The enterprise market is never winner-take-all.

We respect all of our competitors, and when I talk about our competitors, all of our competitors for entertainment time and leisure time.

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

Competition is good because we need to educate customers, and Ozon.ru itself will not be able to do it.

Competition can never be eliminated from this industry. There is nothing wrong with it. It keeps you on your toes, making you work harder.

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.

Standards wars involve lots of variables, and understanding them often seems more an art than a science. They generally involve just two big players, and end in a winner-take-all situation.

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.

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.

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.

Competition is always there.

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.

Almost every move in the market is either a move to align with where Cisco is going or to align to compete against us or to utilize that technology.

I know only a few ways to take market share and drive new revenue. I can engineer better products and services, I can build better relationships with my customers and deliver a higher level of service, or I can give my customers a lower price.

Instagram, Swiffer, and Nest had to compete with consumer habits and perceptions. Breakout products face competition from the formidable inertia powering the status quo.

There's competition everywhere.

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

When you're in 45 markets, you take it on the chin here and there.

There's always competitors out there, one way or another.

If there's a car company, and you have another car company, you don't stop building your car and company because there are others.