James B. Stewart Quotes

As a global disrupter, Uber is no stranger to conflict, and its instinct has always been pugilistic.

What we like to say is that the vision for Uber is the cross between lifestyle and logistics.

Relative to the taxi industry, Uber is a sustaining innovation; that is, it makes customers' lives better. Uber targeted mainstream markets with a better service for existing customers, and it succeeded in serving them better than the incumbents.

We are very excited about launching Ola in Australia and see immense potential for the ride-sharing ecosystem in a country which embraces new technology and innovation.

Ride-sharing is one of the biggest math problems that's ever been approached, that's ever been attempted to be solved.

Every mom in a minivan, every person commuting - anytime they are on the road, they should be able to go into driver mode and give a ride to a neighbor. That's how we achieve scale.

We, we - as I say, we go in and shake up other industries and I think, you know, we do it differently and I think that industries are not quite the same as a result of Virgin attacking the market.

Every company that made computers when we started the Mac, they're all gone.

No one should expect building a new high-growth, software-powered company in an established industry to be easy. It's brutally difficult.

In many ways, we look at Uber as the safety net for a city.

The autonomous car is definitely coming, and when that stage comes, this ride-share business becomes even more important.

There is nothing that would prevent Fiat Chrysler from providing ride-sharing service to a wider community and using our dealer network for this.

With tough interpretation of taxi and zoning regulations, neither Uber nor Airbnb would have gotten started. By the time many cities recognized their existence, both were fairly large and had the political support of their customers.

I spend a little bit of time exploring why the companies that were doing smartphone ride-hailing before Uber, why they failed.

There's a massive opportunity as more and more millennials and others in cities switch over from car ownership to transportation as a service. They are picking Lyft, and we want to stay focused on that big opportunity.

Instagram, Swiffer, and Nest had to compete with consumer habits and perceptions. Breakout products face competition from the formidable inertia powering the status quo.

Uber sees ride-sharing as a winner-takes-all war and subsequently is willing to offer below-market prices in a bid to crowd out the competition.

Google is intending to compete with Uber in the ridesharing space.

There are a lot of threats out there. Amazon can enter the travel market. Google could enter the accommodation space. But that is not something that we actively focus on.

If we want every car on the road to be a Lyft, we need to make it incredibly convenient for drivers.

As newly created P2P businesses disrupt the status quo and compete with established companies, they face the difficulty of fitting a square peg into a round hole when it comes to existing regulatory regimes that don't contemplate their business models.

Our goal was to completely change transportation. Change traffic. And make it possible to get anywhere you want to go without owning a car.

Our goal was never to create a better taxi.

It's a cultural question. Will people want to share cars?

The pace of change in marketing and the marketplace continues to accelerate. Unicorn companies are challenging long-established brands, and categories are being re-imagined.