Masayoshi Son Quotes

If being the biggest company was a guarantee of success, we'd all be using IBM computers and driving GM cars.

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 could be the biggest pantyhose seller in America, but we don't want to weaken the link in shoppers' minds between Home Depot and do-it-yourself projects.

A market is never saturated with a good product, but it is very quickly saturated with a bad one.

The way companies hang on to their marketshare is by being scared.

In a maturing market it's not advisable to be always everybody's darling, because you get too thin.

The PC is successful because we're all benefiting from the competition with each other. If Twitter comes along, our games benefit. If Nvidia makes better graphics technology, all the games are going to shine. If we come out with a better game, people are going to buy more PCs.

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.

One of my business partners would remind me that no fashion line lasts forever, that we would hit the down curve eventually, and that we needed to look for new brands that complement the first one.

When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.

When we look at investing, we always think about 'how defensible is this, how likely is it that somebody is going to copy this.' E-commerce tends to be something easy to copy because it's execution.

I think there is a niche for every market.

Competition is good because we need to educate customers, and Ozon.ru itself will not be able to do it.

When you compete with Wal-Mart, even if you think you've found a niche don't ever become complacent.

I don't think there is any franchise more powerful than ours around securing the consumer experience and we will not concede that to anyone including Microsoft.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

Someone is out there looking to put you out of business. Someone is out there who thinks they have a better idea than you have. A better solution than you have. A better or more efficient product than you have.

Good products win out.

I've never had difficulty dominating any market I've been in.

Competition is one of the most important drivers of innovation because you have to stay in the race. You have to think of something new, and if you don't, well, of course you should leave the market.

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

There's competition everywhere.

When you're in 45 markets, you take it on the chin here and there.

If there's a car company, and you have another car company, you don't stop building your car and company because there are others.

Many first-time founders fail to understand the difference between the potential of the Total Addressable Market (TAM) and the very finite subsection they can hope to capture. No company ever captures the entire market they pioneer. Innovation doesn't happen in a vacuum, and others will jump in from the moment you've identified the potential.