Industry Analysis Quotes

The great lesson in microeconomics is to discriminate between when technology is going to help you and when it's going to kill you. And most people do not get this straight in their heads. But a fellow like Buffett does. For example, when we were in the textile business, which is a terrible commodity business, we were making low-end textiles-which are a real commodity product. And one day, the people came to Warren and said, "They've invented a new loom that we think will do twice as much work as our old ones."

...by regularly reading business newspaper and magazines I am exposed to an enormous amount of material at the micro level.. I find that what I see going on there pretty much informs me about what's happening at the macro level.

An effective leader develops the ability to correctly identify the pertinent detail or details - incidentals in a market, industry or sport that might create an incremental advantage.

The wireless segment is approximately 50 percent of our business... we believe this is an industry-wide phenomenon and that we are, in fact, maintaining if not gaining market share.

At Tatas, we believe that if we are not among the top three in an industry, we should look seriously at what it would take to become one of the top three players.. or think about exiting the industry

When we start a new venture, we base it on hard research and analysis. Typically, we review the industry and put ourselves in our customer's shoes to see what we could do better.

But my sense in talking to people when I travel is that the film business is not that dissimilar from a lot of other businesses.

You go to other countries and you look at industries they have, and you say, let me see your regulations, and they're a fraction, just a tiny fraction of what we have.

I did 13-something years of talking to wrestlers and promoters about why they did certain things and why they booked matches a certain way and what they were thinking and whether they were satisfied with the draw. And I got a lot of insight in the business.

The most dangerous thing for an entrepreneur to do is to actually go into a business that he does not understand fully.

Whenever you go into a new industry, you definitely want to do your homework.

I think I have a real feel for the industries that are being successful and where opportunities are, and the big issue that I really care about is U.S. competitiveness.

The closest I came to doing anything that I wanted to do was to try and check and see what industries were just starting out. There was plastics and television, and I figured television had to be more fun than plastics.

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.

I'm very analytical about the industry and I understand that there are value systems, and all sorts of things like that.

When I walk into a new organization and I don't know the industry or the people, which has always been the case, I do a few things. One is I think about the business from the outside in.

Movies are not a growth business.

In 1902 I left the A.E.G. in order to enter finance. I joined the management of one of our big banks, the Berliner Handelsge-Sellschaft, and reorganized a great part of its industrial undertakings. I gained an insight into German and foreign industry, and belonged at that time to nearly a hundred different concerns. To recognize and create a demand is the secret of all sound business.

You have to start with the basic premise that you need to know what your competition is doing.

We spend as much time looking at companies that are smaller than we are as we do at those that are bigger.

Drucker said: 'If you weren't already in this business, would you enter it today? And if not, what are you going to do about it?' ... Simple, right? But incredibly powerful.

I believe that whenever an overall view or theme is applied to an entire industry, bad decisions will be made.

I feel that the industry can be sliced into two categories - grateful actors and non-grateful actors.

You can look at any industry and sector and then figure out how high is your glass ceiling. Do you want to diversify or do you want to penetrate the ceiling? Because the ones who break the glass ceiling are going to be big-time winners, but it will be a longer-term view on things and requires a lot more courage, a lot more guts.

What's wrong with the auto industry isn't that it failed to create jobs. What's wrong is that it emphasizes jobs over general growth itself.