Kara Swisher Quotes

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.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

It's not easy being number two. As a marketer, you have limited choices - you can pretend you're not defined by the market leader, or, you can embrace your position and go directly after your nemesis.

If you don't drive your business, you will be driven out of business.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

Business is a string of seemingly impossible problems looking for solutions. Each problem you solve creates a new barrier to entry for your next competitor.

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

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.

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

In a maturing market it's not advisable to be always everybody's darling, because you get too thin.

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

Apple doesn't do hobbies as a general rule.

By getting into distribution and production, I am actually widening my base.

With consumers having ever more choice, corporations must invest more and more in courting public opinion.

If you change the rules of the market, you can be more successful than your competitors.

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

Many manufacturers secretly question whether advertising really sells their product, but are vaguely afraid that their competitors might steal a march on them if they stopped.

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

The goal seems to me at times just to be business first.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

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.

All this improvement is great, but all that does is get us in the game to play for improvements that we need in the future, so that we can be aggressive in the marketplace.

I am sure there will come a time when we are going to use AMD. The products have been getting better. The acceptance is getting better. But we have not been suffering as a company for either growth or profitability because we haven't had AMD.

There's no evidence that large, diversified food companies win over time.

Any business owner can tell you that if their company isn't performing profitably and up to standards, one of two things will happen: either you make changes to improve its efficiency, or a competitor will drive you out of business. Market forces have a way of cutting to the chase rather quickly.