A Quote by Stephen Elop
Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem.
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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.
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.
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.
Shifting Philip Morris to the new a non-risk products doesn't mean that I will give market share to my competitors free of charge. In the markets where we are not present with IQOS yet or the other reduced-risk products, you still need to defend your share of the market. They still represent the bulk of our income, and so far they have financed the billions of dollars we have put behind these new products. But once we go national in a market, and absent capacity constraints, then you shift your resources and your focus to these new products.
In general, great companies prefer to grow organically, as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.
In general, great companies prefer to grow 'organically,' as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.
It should be said that we are presently, and I believe unfairly, constrained from directly promoting cigarettes to the youth market...Realistically, if our Company is to survive and prosper, over the long term, we must get our share of the youth market. In my opinion, this will require new brands tailored to the youth market.
The barriers that renewables and efficiency face come less from our living in a capitalist market economy and more from not taking market economics seriously.
If competitors don't like our two to one advantage, dominating market share with both SP and DS, well, I've got bad news. Because we just made it two and a half to one.
Our first-party devices will light up digital work and life. Surface Pro 3 is a great example -- it is the world's best productivity tablet. In addition, we will build first-party hardware to stimulate more demand for the entire Windows ecosystem. That means at times we'll develop new categories like we did with Surface. It also means we will responsibly make the market for Windows Phone, which is our goal with the Nokia devices and services acquisition.
We are not willing to compromise our values in order to increase our market share.
Cisco presents our biggest challenge in the firewall market for the fact that they have such a large percentage of market share. Displacement of an entrenched incumbent is always a challenge.
If our company is to survive and prosper, over the long term we must get our share of the youth market.
Market share is king. You cannot afford to replace lost market share.
If we're not doing better, it's almost always our own inability to execute, not because someone else is stealing our market share or something.
All of a sudden, if you think about the entire ecosystem of connected devices that can pull down information, access content and allow me to share and work and communicate, the vast majority now are not Windows computers. They are iPhones. They are iPads. They are Android devices.
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