A Quote by Paul Allen
It's very challenging to carve back market share.
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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.
Market share is king. You cannot afford to replace lost market share.
The mistake managers often make is defining their industry too narrowly. Digital's market share in the minicomputer market stayed very robust even as it fell off the cliff. Disruption seems to come out of nowhere, but if you know what to look for, you can spot important developments well before the market does.
And maybe the cereal makers by and large have learned to be less crazy about fighting for market share-because if you get even one person who's hell-bent on gaining market share.... For example, if I were Kellogg and I decided that I had to have 60% of the market, I think I could take most of the profit out of cereals. I'd ruin Kellogg in the process. But I think I could do it.
I've worn my share of dresses and heels in my career. It's easy. It's not very challenging. It's not fulfilling.
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.
Looking back at my earlier pictures, I think that the work is very much coming from the same place. I have gone through a period of challenging myself with a complicated idea to currently challenging myself with the idea of simplicity.
I am the largest market shareholder of clothing in the U.K. and I am not a destination shop for food. If the clothing market is affected - and it has been - and I hold my market share mathematically, then fine, I am doing no worse than the market is doing, which is exactly the case, but I'm losing revenue.
I am the largest market shareholder of clothing in the UK and I am not a destination shop for food. If the clothing market is affected - and it has been - and I hold my market share mathematically, then fine, I am doing no worse than the market is doing, which is exactly the case, but I'm losing revenue.
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 is the professed goal [of U.S. multinational corporations] to control as large a share of the world market as they do of the United States market.
The United States share of the African market it's very small, it's only about 8 percent.
Competition should not be for a share of the market-but to expand the market.
We have met our passion to be ambition to grow our market share significantly in North America. Motorola helps address two other priority markets for us - the acquisition has enabled us to become the No. 1 foreign vendor in Japan. It also gives us an increased market share with China Mobile in China.
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.
It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.
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