Hans Vestberg Quotes

Market share is key.

It's very challenging to carve back market share.

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.

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.

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

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.

I believe there is not any big difference between any consumer business, whether it's a bank or insurance or vodka or chocolate, whatever it is.

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

I believe that we have not yet played out full competitiveness in the notchback segment.

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

I don't think there is any franchise more powerful than ours around securing the consumer experience and we will not concede that to anyone including Microsoft.

I've never had difficulty dominating any market I've been in.

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

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.

There are hundreds of competitors in the direct marketing of computers. We have been very successful because of quality, price, service and the way we treat the customer.

At its core, all authentic growth depends on more customers wanting more of what your company offers. Any other drivers - pricing gimmicks, heroic marketing efforts, forced acquisitions - are ultimately destructive.

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

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.

We have a powerful portfolio of brands that are well-positioned for future growth, both domestically and internationally.

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.

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

Microsoft has had two goals in the last 10 years. One was to copy the Mac, and the other was to copy Lotus' success in the spreadsheet - basically, the applications business. And over the course of the last 10 years, Microsoft accomplished both of those goals. And now they are completely lost.

A market is never saturated with a good product, but it is very quickly saturated with a bad one.

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.

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