Payal Kadakia Quotes

Like many businessmen of genius he learned that free competition was wasteful, monopoly efficient. And so he simply set about achieving that efficient monopoly.

I said from the very beginning, 'Yahoo should position itself as a technology innovation company, not as a media company.'

A monopoly is like running on firm ground. Nothing compels you to move, but if you do, you move forward. The faster you run, the more scenery you see - so you have some incentive to run fast.

You can't be in a certain business and not sell to Amazon or not sell to Wal-Mart. You have to reckon with them, because even though there are other buyers, they're the only buyers that matter.

We shook up the industry with our landscape-changing deal to acquire Time Warner, the logical next step in our strategy to bring together world-class content with best-in-class distribution which will drive innovation and more choice for consumers.

Of course I'm not stupid enough to think that we could take on WWE head-on and win, because they're too big of a monster.

The music industry really has to learn a lesson from the tech industry about what scale means at the end of the day and learning how to monetize.

This [Asia, Australia & New Zealand] is going to be the world't largest market. If we're not there setting the rules, then somebody else is.

To control the American market is to own America.

He who puts ... a product upon the market as it demands, controls that market, regardless of color. It is simply a survival of the fittest.

Most companies in a capitalistic system compete mightily to obtain monopolistic positions so they can avoid capitalistic competition thereafter. Whenever a business person must compete for price, he tends to describe that derisively as a “commodity business” and tries to remedy the situation.

We’re far behind [Microsoft]. They are 3 time bigger than we are. They have a monopoly and we don’t—darnit!

Sometimes, for businesses, competition can be inconvenient, because competition means that the race is never over, the game is never won. No matter how well you were doing in the past, there's always someone who are out there wanting to take your place. So the temptation to avoid competition is powerful. It's rooted in motives as old as Adam and Eve: in greed for yet more money, in fear of losing your position in the market and all the benefits it brings.

Someone is out there looking to put you out of business. Someone is out there who thinks they have a better idea than you have. A better solution than you have. A better or more efficient product than you have.

Microsoft is one of those rare companies to have truly revolutionized the world through technology, and I couldn't be more honored to have been chosen to lead the company.

Tesla has defied everyone's predictions again and again. It has such a unique position in the market, and so far, whatever people think about Tesla and its business model, there is one fact that nobody can dispute: It pretty much has the market to itself.

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.

Uber, and Airbnb to a different extent, implemented the same battle plan. Bezos is an investor in both companies and, to some degree, has relationships with both CEOs. It is not a surprise that they are heirs to Amazon.

I believe confusion is good. Worldwide market leaders gain when there is confusion in the market.

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

We got bigger, much scarier competitors. We ended up with Microsoft, a company with all the money in the world, the way I look at those guys. And IBM, another company that, historically, dwarfed us.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

Apple is a failure because they missed social? Nobody would say that, because they are having great success.

With the iPod - Apple's first successful stab at market dominance - Apple had begun with a high price but quickly dropped it.

It's a very competitive market. AEG has a ticketing platform, Stubhub has grown their marketshare, Vivid has come out of nowhere. It's not like venues don't have options. If you're a venue you can pick any ticket platform you want, and we have to provide a better product and win that business fair and square.