A Quote by W. Edwards Deming

Competition should not be for a share of the market-but to expand the market. — © W. Edwards Deming
Competition should not be for a share of the market-but to expand the market.
Subsidies should never be a permanent feature of any market. They should be introduced only to address market failure and they should be withdrawn gradually as those distortions in the market are addressed.
In America, when you bring an idea to market, you usually have several months before competition pops up, allowing you to capture significant market share. In China, you can have hundreds of competitors within the first hours of going live. Ideas are not important in China - execution is.
I want to empower farmers to expand their market share.
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.
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.
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.
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.
Market share is king. You cannot afford to replace lost market share.
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.
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.
Remember that banks aren't markets. The market is amoral. The market doesn't care who you are. You're a trade to the market. The market will sell you if they think you're riskier.
In the U.S., hospitals are rewarded for keeping hospital beds full. That's the market at work. The question is: should we work for the market, or should the market work for us?
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.
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.
Over the past three decades, markets and market thinking have been reaching into spheres of life traditionally governed by non-market norms. As a result, we've drifted from having a market economy to becoming a market society.
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.
This site uses cookies to ensure you get the best experience. More info...
Got it!