A Quote by Eric Yuan

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.
Companies face a handful of different risks, whether it is competitors or different market environments. But I think that people focus way too much on competitors and not enough on their own execution.
Rather than focus on trying to get a lot of customers to market yourself, really focus more on the actual product or service itself and existing users to, like, what would make them happier, what would make them come back more and more times or in our case buy more often.
When you focus solely on valuation and market share, you win some and you lose some. When you focus on the needs of your customers and help them achieve their dreams, you win every time.
We respect all of our competitors, and when I talk about our competitors, all of our competitors for entertainment time and leisure time.
Our customers, system, and shareholders are best served when we direct our focus and energy towards executing against these critical customer expectations.
And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.
My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.
Throughout our history, Microsoft has won by making big, bold bets. I believe that now is not the time to scale back the scope of our ambition or the scale of our investment. While our opportunities are greater than ever, we also face new competitors, faster-moving markets and new customer demands.
All competitors are fierce competitors; Vodafone is the world's second largest company. We fight it each day. Idea Cellular is big and successful, too. Competition is competition; we are used to it.
I think it is going to be very difficult to be a company in silos. I think the game has changed. We won't define our success by looking at the competitors but at how satisfied are our customers, how engaged are our internal stakeholders, and how good is our product pipeline.
A lot of the philosophies of the businesses are just 'we're interested in getting customers now and if we're losing money with each customer now that's okay because we have this huge hoard of venture capital that we can subsidise the operation with and once we have the required number of tens of millions of customers and we drive our competitors out of business, then we can start to raise prices and become a proper business.'
If you look at our customers, our customers tend to be really high-end people who make big, sophisticated systems.
When [competitors are] in the shower in the morning, they're thinking about how they're going to get ahead of one of their top competitors. Here in the shower, we're thinking about how we are going to invent something on behalf of a customer.
It's easy for me to see how a business proposition is going to play out, or who our next-generation competitors are, from taking this data point from this customer and another data point from another customer... and jump to Z.
Many people have said we just need to add more products. Look at Oracle, look at SAP. Add ERP and inventory or compensation. Add all this stuff. What we realized is we're the customer company. We're the front office solution, and our customers would be really upset if we just added a whole bunch of stuff and lost focus.
We watch our competitors, learn from them, see the things that they were doing for customers and copy those things as much as we can.
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