Competitor Quotes

We teach girls to shrink themselves, to make themselves smaller. We say to girls, you can have ambition, but not too much. You should aim to be successful, but not too successful. Otherwise, you would threaten the man. Because I am female, I am expected to aspire to marriage. I am expected to make my life choices always keeping in mind that marriage is the most important. Now marriage can be a source of joy and love and mutual support but why do we teach girls to aspire to marriage and we don’t teach boys the same? We raise girls to see each other as competitors not for jobs or accomplishments, which I think can be a good thing, but for the attention of men. We teach girls that they cannot be sexual beings in the way that boys are.

No man ever got very high by pulling other people down. The intelligent merchant does not knock his competitors. The sensible worker does not work those who work with him. Don't knock your friends. Don't knock your enemies. Don't knock yourself.

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

Well, science and religion are not competitors, they’re two different languages trying to tell the same story. There’s room in this world for both.

So Haymitch, what do you think of the games have one hundred percent more competitors than usual?” asks Caesar. Haymitch shrugs. “I don’t see that it makes that much difference. They’ll still be one hundred percent as stupid as usual, so I figure my odds will be roughly the same.

REMEMBER YOUR GREATNESS Before you were born, And were still too tiny for The human eye to see, You won the race for life From among 250 million competitors. And yet, How fast you have forgotten Your strength, When your very existence Is proof of your greatness. You were born a winner, A warrior, One who defied the odds By surviving the most gruesome Battle of them all. And now that you are a giant, Why do you even doubt victory Against smaller numbers, And wider margins? The only walls that exist, Are those you have placed in your mind. And whatever obstacles you conceive, Exist only because you have forgotten What you have already Achieved. Poetry by Suzy Kassem

The truth is sometimes a poor competitor in the market place of ideas – complicated, unsatisfying, full of dilemmas, always vulnerable to misinterpretation and abuse.

We raise girls to see each other as competitors—not for jobs or accomplishments, which in my opinion can be a good thing—but for the attention of men.

If you want to succeed and leave your competitors behind, you need great plans and even greater strategies.

The alternate domination of one faction over another, sharpened by the spirit of revenge, natural to party dissension, which in different ages and countries has perpetrated the most horrid enormities, is itself a frightful despotism. But this leads at length to a more formal and permanent despotism. The disorders and miseries, which result, gradually incline the minds of men to seek security and repose in the absolute power of an individual; and sooner or later the chief of some prevailing faction, more able or more fortunate than his competitors, turns this disposition to the purposes of his own elevation, on the ruins of Public Liberty.

Experts who acknowledge the full extent of their ignorance may expect to be replaced by more confident competitors, who are better able to gain the trust of clients. An unbiased appreciation of uncertainty is a cornerstone of rationality—but it is not what people and organizations want.

Always treat your competitors smarter than you are.

Market research provides information about what new changes your competitors have made which you should too before it’s too late.

The crucial part of running any kind of successful business is to keep an eye on your competitors, watch what they’re doing right and what they’re doing wrong.

I’ll insist my competitor is the greatest, so that when I beat him, I won’t be calling myself the greatest—I’ll be proving it through my actions.


Learning about any kind of changes on time gives you a head start over your competitors which helps you not just in surviving the changes but also emerging as a leader in the end.

Proper market research keeps you informed on what your competitors are doing, as well as their strengths and weaknesses.

If you want to emerge as a market leader in your industry, you should start preparing early. The sooner you decide to start, the bigger advantage you will gain over your competitors.

Competition is enjoyable only when it is a means to perfect one’s skills; when it becomes an end in itself, it ceases to be fun.

We always talk about competition and how easily others enter your industry and become your competitors, but the biggest threat comes from how easily your customers can switch to another brand’s products.

They say women have intuition, but men can smell a competitor across state lines.

One of the most critical strengths of a superior competitor in any discipline—whether we are speaking about sports, business negotiations, or even presidential debates—is the ability to dictate the tone of the battle.

It showed me that you must always have respect for your competitor, but don’t be in awe.

He won again. I’m beginning to realize that competing for who can stay the quietest isn’t really a good idea when my competitor is naturally the quietest person I’ve ever met.

Most companies are not those things. They are focused on the competitor, rather than the customer.

The contest is a lion fight. So chin up, put your shoulders back, walk proud, strut a little. Don't lick your wounds. Celebrate them. The scars you bear are the sign of a competitor. You're in a lion's fight. Just because you didn't win doesn't mean you don't know how to roar.

REMEMBER YOUR GREATNESS Before you were born, And were still too tiny for The human eye to see, You won the race for life From among 250 million competitors. And yet, How fast you have forgotten Your strength, When your very existence Is proof of your greatness. You were born a winner, A warrior, One who defied the odds By surviving the most gruesome Battle of them all. And now that you are a giant, Why do you even doubt victory Against smaller numbers, And wider margins? The only walls that exist, Are those you have placed in your mind. And whatever obstacles you conceive, Exist only because you have forgotten What you have already Achieved.

Competition is healthy. Especially when all your competitors are unhealthy, and hopefully sick and absent during the competition.

Listen to your customers, not your competitors.

Dating is a big battlefield and proper planning becomes important to survive.

Strategy is your war plan. If you go to a war without your strategy, you might not be able to defeat the enemy.

With proper strategy, if you enter a war, you can defeat even the biggest army otherwise you can be defeated by even the smallest army.

We have become obsessed with what is good about small classrooms and oblivious about what also can be good about large classes. It’s a strange thing isn't it, to have an educational philosophy that thinks of the other students in the classroom with your child as competitors for the attention of the teacher and not allies in the adventure of learning.

Always choose the most difficult way, there you will not meet competitors.

I had a dream about you last night. We started a shoe company, and a competitor (probably someone from Nike) attacked you, so I had to stab them in the throat with a shoelace. I guess it would have been better to use that shoelace to strangle them. 


My eyes fall to his chest that is far too close, reminding me that we are far too close for competitors, for enemies in these Trials. And yet, here I am, dancing with him in his bedroom. Alone. In the dark.

Това е златното правило в търговията!... Когато някой се дави, натисни главата му дълбоко, за да имаш един конкурент по-малко...

It is much easier to be fired for being illogical than it is for being unimaginative. The fatal issue is that logic always gets you to exactly the same place as your competitors.

COMPETITOR is one who can steal a few deals, but, the pinch of which, A VISIONARY Never feels...!

Naturally, every boyfriend comes with an ex-girlfriend, every business comes with competitors, but it is entirely up to you to decide how much time you spend thinking about them.

A team that is not focused on results ... • Stagnates/fails to grow • Rarely defeats competitors • Loses achievement-oriented employees

consumers tend to be more price sensitive if they are purchasing products that are undifferentiated, expensive relative to their incomes, or of a sort where quality is not particularly important to them.

The rules of the Hunger Games are simple. In punishment for the uprising, each of the twelve districts must provide one girl and one boy, called tributes, to participate. The twenty-four tributes will be imprisoned in a vast outdoor arena that could hold anything from a burning desert to a frozen wasteland. Over a period of several weeks, the competitors must fight to the death. The last tribute standing wins.

In order to become a success, a business doesn't just have to do well, it has to to better than its competitors. Being number one isn't just about bragging rights. Often it means the difference between prospering and merely hanging on.

Before you were born, and were still too tiny for the human eye to see, you won the race for life from among 250 million competitors. And yet, how fast you have forgotten your strength, when your very existence is proof of your greatness.

protected businesses never, never become competitive ... Halliburton, Bechtel, Parsons, KPMG, RTI, Blackwater and all other U.S. corporations that were in Iraq to take advantage of the reconstruction were part of a vast protectionist racket whereby the U.S. government had created their markets with war, barred their competitors from even entering the race, then paid them to do the work, while guaranteeing them a profit to boot - all at taxpayer expense.

This law … defines the limits of competition in the community of life. You may compete to the full extent of your capabilities, but you may not hunt down your competitors or destroy their food or deny them access to food. In other words, you may compete but you may not wage war.

In business, there is nothing more valuable than a technical advantage your competitors don’t understand. In business, as in war, surprise is worth as much as force.

The roots of the word “compete” are the Latin con petire, which meant “to seek together.

The poor man's son, whom heaven has in its anger visited with ambition, goes beyong admiration of palaces to envy. He labours all his life to outdo his competitors, only to find the end that the rich are no happier than the poor in the things that really matter.

...It is as though in the middle of a chess tournament one competitor should suddenly begin screaming that the other is guilty of arson or bigamy. The point that is really at issue remains untouched. Libel settles nothing...

I have a very simple rule when it comes to management: hire the best people from your competitors, pay them more than they were earning, and give them bonuses and incentives based on their performance. That’s how you build a first-class operation.

In an environment of turbulent change, as de Geus famously wrote: “The ability to learn faster than your competitors is the only sustainable competitive advantage.

It is a strange thing, isn’t it, to have an educational philosophy that thinks of the other students in the classroom with your child as competitors for the attention of the teacher and not allies in the adventure of learning?

It’s better to have one huge filing with lots of detail, data, and use cases than a dozen failed filings of five to ten pages each. Minimum filing requirements are not minimum requirements to secure a patent. Who does your patent keep out, and how? Your goal in creating IP is for it to be valuable, to be connected to the company, to be linked to your products or service, and to keep out competitors.

Of the top 10 sources of innovation, employees are the only resource that you can control and access that your competitors cannot. Employees are the one asset you have that can actually be a sustainable competitive advantage.

But yet let me lament With tears as sovereign as the blood of hearts That thou my brother, my competitor In top of all design, my mate in empire, Friend and companion in the front of war, The arm of mine own body, and the heart Where mine his thoughts did kindle—that our stars Unreconcilable should divide Our equalness to this.

Men write more books. Men give more lectures. Men ask more questions after lectures. Men post more e-mail to Internet discussion groups. To say this is due to patriarchy is to beg the question of the behavior's origin. If men control society, why don't they just shut up and enjoy their supposed prerogatives? The answer is obvious when you consider sexual competition: men can't be quiet because that would give other men a chance to show off verbally. Men often bully women into silence, but this is usually to make room for their own verbal display. If men were dominating public language just to maintain patriarchy, that would qualify as a puzzling example of evolutionary altruism—a costly, risky individual act that helps all of one's sexual competitors (other males) as much as oneself. The ocean of male language that confronts modern women in bookstores, television, newspapers, classrooms, parliaments, and businesses does not necessarily come from a male conspiracy to deny women their voice. It may come from an evolutionary history of sexual selection in which the male motivation to talk was vital to their reproduction.

In the interests of separation, Black women have been taught to view each other as always suspect, heartless competitors for the scarce male, the all-important prize that could legitimize our existence. This dehumanizing denial of self is no less lethal than the dehumanization of racism to which it is so closely allied.

Approaches to differentiating can take many forms: design or brand image, technology, features, customer service, dealer network, or other dimensions.

If you're a company, my advice is to remember that you can't have it both ways. You can’t treat your customers like family one moment and then treat them impersonally—or, even worse, as a nuisance or a competitor—a moment later when this becomes more convenient or profitable.

Naturally, the first time Garreth encountered his mate—the one he’d awaited so long—she’d seen him calling his competitors pussies and playing by dirty rules. He was shirtless, well on his way to being drunk, and filthy with blood and mud. He wasn’t even wearing shoes. And it probably appeared as if he’d been about to take part in an orgy.

When human beings give their heartfelt allegiance to and worship that which is not God, they progressively cease to reflect the image of God. One of the primary laws of human life is that you become like what you worship; what’s more, you reflect what you worship not only to the object itself but also outward to the world around. Those who worship money increasingly define themselves in terms of it and increasingly treat other people as creditors, debtors, partners, or customers rather than as human beings. Those who worship sex define themselves in terms of it (their preferences, their practices, their past histories) and increasingly treat other people as actual or potential sex objects. Those who worship power define themselves in terms of it and treat other people as either collaborators, competitors, or pawns. These and many other forms of idolatry combine in a thousand ways, all of them damaging to the image-bearing quality of the people concerned and of those whose lives they touch.

A woman isn't just one thing. The past is in us, constantly changing us. Heartache and failure shift our perspectives as do joy and triumphs. At any moment, on any given day, we can be friends, competitors, or enemies. We can be generous or stingy, loving or petty, helpful or untrustworthy.

quality differentials have a tendency to erode as an industry matures

Economically, men and women almost form two castes; all things being equal, the former have better jobs, higher wages, and greater chances to succeed than their new female competitors; they occupy many more places in industry, in politics, and so forth, and they hold the most important positions.

This is analogous to the situation in which the robber says, “stick ’em up, I want your money,” and the deranged-looking victim says “If you take it, I will explode this bomb and kill us both!

This is considered almost holy work by farmers and ranchers. Kill off everything you can't eat. Kill off anything that eats what you eat. Kill off anything that doesn't feed what you eat." "It IS holy work, in Taker culture. The more competitors you destroy, the more humans you can bring into the world, and that makes it just about the holiest work there is. Once you exempt yourself from the law of limited competition, everything in the world except your food and the food of your food becomes an enemy to be exterminated.

Markets do not automatically generate trust, cooperation or collective action for the common good. Quite the contrary: it is in the nature of economic competition that a participant who breaks the rules will triumph—at least in the short run—over more ethically sensitive competitors.

If you’re not filing patents, but your competitors are, all you have is risk. You’re taking a huge chance that no one else will enter your space and kick you out. That’s the benefit of patents; you don’t have to let everybody in. You can let just a few major players in because you want what they have, or you don’t want to worry about them. Remember, you’re not at the big boys’ lunch table. But if you partner with their competitor, they’ll be worried. Then they’ll want to see if your patent protection is strong or if they can exploit a weakness.

The government enforces a monopoly over the production and distribution of its alleged 'services' and brings violence to bear against would-be competitors. In so doing, it reveals the fraud at the heart of its impudent claims and gives sufficient proof that it is not a genuine protector, but a mere protection racket.

You feel ownership over your creation, your invention, and your ideas. But if you don’t legally claim them, you’re donating them to the public—or to competitors. Say you’ve come up with a solution to a problem. Protecting that potentially valuable IP creates a limited monopoly to keep people out. It’s like zone defense in basketball. IP rights help you own your zone—your competitive space where no one else can score. If the best offense is a great defense, then no offense is the worst.

But the player librarians all over the country were raving about most was Marjory Muldauer from Bloomfield Hills, Michigan. A gangly seventh grader, a foot taller than any of her competitors, Marjory Muldauer had memorized the ten categories of the Dewey decimal system before she entered preschool.

It has happened that a species has tried to live in violation of the Law of Limited Competition. Or rather it has happened one time, in one human culture—ours. That’s what our agricultural revolution is all about. That’s the whole point of totalitarian agriculture: We hunt our competitors down, we destroy their food, and we deny them access to food. That’s what makes it totalitarian.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

Existing political philosophies all developed before evolutionary game theory, so they do not take equilibrium selection into account. Socialism pretends that individuals are not selfish sexual competitors, so it ignores equilibria altogether. Conservatism pretends that there is only one possible equilibrium—a nostalgic version of the status quo—that society could play. Libertarianism ignores the possibility of equilibrium selection at the level of rational social discourse, and assumes that decentralized market dynamics will magically lead to equilibria that yield the highest aggregate social benefits. Far from being a scientific front for a particular set of political views, modern evolutionary psychology makes most standard views look simplistic and unimaginitive.

The political enemy need not be morally evil or aesthetically ugly; he need not appear as an economic competitor, and it may even be advantageous to engage with him in business transactions. But he is, nevertheless, the other, the stranger; and it is sufficient for his nature that he is, in a specially intense way, existentially something different and alien, so that in the extreme case conflicts with him are possible. These can neither be decided by a previously determined general norm nor by the judgment of a disinterested and therefore neutral third party.

So you got rid of your astonishment that someone could write so much more dynamically than you. You stopped cherishing your aloneness and poetic differentness to your delicately flat little bosom. You said: she's to good to forget. How about making her a friend and competitor — you could learn alot from her. So you'll try. So maybe she'll laugh in your face. So maybe she'll beat you hollow in the end. So anyhow, you'll try, and maybe, possibly, she can stand you. Here's hoping!

Intelligence is the ability to solve a problem, to decipher a riddle, to master a set of facts. Judgment is the ability to orbit a problem or a set of facts and see it as it might be seen through other eyes, by observers with different biases, motives, and backgrounds. It is also the ability to take a set of facts and move it in place and time—perhaps to a hearing room or a courtroom, months or years in the future—or to the newsroom of a major publication or the boardroom of a competitor. Intelligence is the ability to collect and report what the documents and witnesses say; judgment is the ability to say what those same facts mean and what effect they will have on other audiences.

We raise girls to see each other as competitors—not for jobs or accomplishments, which in my opinion can be a good thing—but for the attention of men. We teach girls that they cannot be sexual beings in the way boys are. If we have sons, we don’t mind knowing about their girlfriends. But our daughters’ boyfriends? God forbid. (But we of course expect them to bring home the perfect man for marriage when the time is right.)

If a firm can spot an industry in which the fragmented structure does not reflect the underlying economics of competition, this can provide a most significant strategic opportunity. A company can enter such an industry cheaply because of its initial structure. Since there are no underlying economic causes of fragmentation, none of the investment costs or risks of innovations to change underlying economic structure need be borne.

When you're Singapore's leader and your existence depends on performance - extraordinary performance, better than your competitors - when that performance disappears because the system on which it's been based becomes eroded, then you've lost everything... I try to tell the younger generation that and they say the old man is playing the same record, we've heard it all before. I happen to know how we got here and I know how we can unscramble it." - On one freak election result ruining Singapore

The businessman who wishes to gain a market by throttling a superior competitor, the worker who wants a share of his employer's wealth, the artist who envies a rival's higher talent - they're all wishing facts out of existence and destruction is the only means of their wish. If they pursue it, they will not achieve a market, a fortune, or an immortal fame - they will merely destroy production

I profoundly believer, as Grammen's experience over twenty years has shown, that personal gains is not the only possible fuel for free enterprise. Social goals can replace greed as a powerful motivational force. Social-consciousness-driven enterprises can be formidable competitors for the greed-based enterprises. I believe that if we play our cards right, social-consciousness-driven enterprises can do very well in the marketplace.

And then there was that key point in On the Origin of Species. That crucial point that somehow both David and before him Francis Galton had missed. What does Darwin say is the best way of building a strong species, of allowing it to endure into the future, to withstand the blows of Chaos in all her mighty forms—flood, drought, rising sea levels, fluctuating temperatures, invasions of competitors, predators, pests? Variation. Variation in genes, and hence in behavior and physical traits. Homogeneity is a death sentence. To rid a species of its mutants and outliers is to make that species dangerously vulnerable to the elements.

Remember that when a women gets the job you wanted or dates that bloke you fancied or wears a dress you loved but couldn't afford, she hasn't taken anything from you. There is time and space for you to do it too. One of the cleverest things the patriarchy did was make us believe that there is only one tiny sliver of success cake available; that we all have to fight over it; that a woman who tramples on her competitors to chow it down first is somehow 'ruthless' or to borrow a phrase from Apprentice-ese, 'a natural business mind.' This is a scare-mongering lie. There are so many cakes to eat. And if you can't find the slice you want, try baking one. Cake for everyone! Let them eat cake! I've got lost in the metaphor.

Overcoming fragmentation can be a very significant strategic opportunity. The payoff to consolidating a fragmented industry can be high because the costs of entry into it are by definition low, and there tend to be small and relatively weak competitors who offer little threat of retaliation. I have stressed earlier in this book that an industry must be viewed as an interrelated system, and this fact applies to fragmented industries as well. An industry can be fragmented because of only one of the factors listed in the previous section. If this fundamental block to consolidation can be somehow overcome, this often triggers a process by which the entire structure of the industry changes.

Science’s skeptical core makes it a poor competitor for human hearts and minds, which recoil from its ongoing controversies and prefer the security of seemingly eternal truths. If the scientific approach were just one more interpretation of the cosmos, it would never have amounted to much; but science’s big-time success rests on the fact that it works. If you board an aircraft built according to science – with principles that have survived numerous attempts to prove them wrong – you have a far better chance of reaching your destination than you do in an aircraft constructed by the rules of Vedic astrology.

But for most trees, height is all about getting more sun. A forest is an intensely competitive place, and sunlight is a scarce but critical resource. And even when you’re a redwood, the tallest of all tree species, you still have to worry about getting enough sun because you’re in a forest of other redwoods. Often a species’ most important competitor is itself. Thus the redwood is locked in an evolutionary arms race—or in this case, a “height race”—with itself. It grows tall because other redwoods are tall, and if it doesn’t throw most of its effort into growing upward as fast as possible, it will literally wither and die in the shadows of its rivals.

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

But when the leaders choose to make themselves bidders at an auction of popularity, their talents, in the construction of the state, will be of no service. They will become flatterers instead of legislators; the instruments, not the guides, of the people. If any of them should happen to propose a scheme of liberty, soberly limited, and defined with proper qualifications, he will be immediately outbid by his competitors, who will produce something more splendidly popular. Suspicions will be raised of his fidelity to his cause. Moderation will be stigmatized as the virtue of cowards; and compromise as the prudence of traitors; until, in hopes of preserving the credit which may enable him to temper, and moderate, on some occasions, the popular leader is obliged to become active in propagating doctrines, and establishing powers, that will afterwards defeat any sober purpose at which he ultimately might have aimed.

For Gracias, the Tesla and SpaceX investor and Musk’s friend, the 2008 period told him everything he would ever need to know about Musk’s character. He saw a man who arrived in the United States with nothing, who had lost a child, who was being pilloried in the press by reporters and his ex-wife and who verged on having his life’s work destroyed. “He has the ability to work harder and endure more stress than anyone I’ve ever met,” Gracias said. “What he went through in 2008 would have broken anyone else. He didn’t just survive. He kept working and stayed focused.” That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors. “Most people who are under that sort of pressure fray,” Gracias said. “Their decisions go bad. Elon gets hyperrational. He’s still able to make very clear, long-term decisions. The harder it gets, the better he gets. Anyone who saw what he went through firsthand came away with more respect for the guy. I’ve just never seen anything like his ability to take pain.

Another key strategic concept deriving from competitor analysis is creating a situation of mixed motives or conflicting goals for competitors. This strategy involves finding moves for which retaliation, though effective, would hurt the competitor’s broader position. For example, as IBM responds to the threat of the minicomputer with its own minicomputer, it may hasten the decline in growth of its large computers and accelerate the changeover to minicomputers. Placing competitors in a situation of conflicting goals can be a very effective strategic approach for attacking established firms that have been successful in their markets. Small firms and newly entered firms often have very little legacy in the existing strategies in the industry and can reap great rewards from finding strategies that penalize competitors for their stake in these existing strategies.

STAGE 1—shared by most street gangs and characterized by despair, hostility, and the collective belief that “life sucks.” STAGE 2—filled primarily with apathetic people who perceive themselves as victims and who are passively antagonistic, with the mind-set that “my life sucks.” Think The Office on TV or the Dilbert comic strip. STAGE 3—focused primarily on individual achievement and driven by the motto “I’m great (and you’re not).” According to the authors, people in organizations at this stage “have to win, and for them winning is personal. They’ll outwork and outthink their competitors on an individual basis. The mood that results is a collection of ‘lone warriors.’” STAGE 4—dedicated to tribal pride and the overriding conviction that “we’re great (and they’re not).” This kind of team requires a strong adversary, and the bigger the foe, the more powerful the tribe. STAGE 5—a rare stage characterized by a sense of innocent wonder and the strong belief that “life is great.” (See Bulls, Chicago, 1995–98.)

Six Telltale Signs of a Winning Strategy 1) An activity system that looks different from any competitor's system. It means you are tempting to deliver value in a distinctive way. 2) Customers who absolutely adore you, and noncustomers who can't see why anybody would buy from you. This means you have been choiceful. 3) Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don't need to attack the heart of your market to survive. 4) More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and best capacity to add spending to take advantage of an opportunity to defend your turf. 5) Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. 6) Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

In my lifelong study of the scores of species of ants to be found in the tropical forests of Dal Hon, I am led to the conviction that all forms of life are engaged in a struggle to survive, and that within each species there exists a range of natural but variable proclivities, of physical condition and of behaviour, which in turn weighs for or against in the battle to survive and procreate. Further, it is my suspicion that in the act of procreation, such traits are passed on. By extension, one can see that ill traits reduce the likelihood of both survival and procreation. On the basis of these notions, I wish to propose to my fellow scholars at this noble gathering a law of survival that pertains to all forms of life. But before I do so, I must add one more caveat, drawn from the undeniable behavioural characteristics of, in my instance of speciality, ants. To whit, success of one form of life more often than not initiates devastating population collapse among competitors, and indeed, sometimes outright extinction. And that such annihilation of rivals may in fact be a defining feature of success. Thus, my colleagues, I wish to propose a mode of operation among all forms of life, which I humbly call-in my four-volume treatise-‘The Betrayal of the Fittest’. Obsessional Scrolls Sixth Day Proceedings Address Of Skavat Gill Unta, Malazan Empire, 1097 Burn's Sleep

The television commercial has mounted the most serious assault on capitalist ideology since the publication of Das Kapital. To understand why, we must remind ourselves that capitalism, like science and liberal democracy, was an outgrowth of the Enlightenment. Its principal theorists, even its most prosperous practitioners, believed capitalism to be based on the idea that both buyer and seller are sufficiently mature, well informed and reasonable to engage in transactions of mutual self-interest. If greed was taken to be the fuel of the capitalist engine, the surely rationality was the driver. The theory states, in part, that competition in the marketplace requires that the buyer not only knows what is good for him but also what is good. If the seller produces nothing of value, as determined by a rational marketplace, then he loses out. It is the assumption of rationality among buyers that spurs competitors to become winners, and winners to keep on winning. Where it is assumed that a buyer is unable to make rational decisions, laws are passed to invalidate transactions, as, for example, those which prohibit children from making contracts...Of course, the practice of capitalism has its contradictions...But television commercials make hash of it...By substituting images for claims, the pictorial commercial made emotional appeal, not tests of truth, the basis of consumer decisions. The distance between rationality and advertising is now so wide that it is difficult to remember that there once existed a connection between them. Today, on television commercials, propositions are as scarce as unattractive people. The truth or falsity of an advertiser's claim is simply not an issue. A McDonald's commercial, for example, is not a series of testable, logically ordered assertions. It is a drama--a mythology, if you will--of handsome people selling, buying and eating hamburgers, and being driven to near ecstasy by their good fortune. No claim are made, except those the viewer projects onto or infers from the drama. One can like or dislike a television commercial, of course. But one cannot refute it.

Early entry is appropriate when the following general circumstances hold:   Image and reputation of the firm are important to the buyer, and the firm can develop an enhanced reputation by being a pioneer. Early entry can initiate the learning process in a business in which the learning curve is important, experience is difficult to imitate, and it will not be nullified by successive technological generations. Customer loyalty will be great, so that benefits will accrue to the firm that sells to the customer first. Absolute cost advantages can be gained by early commitment to supplies of raw materials, distribution channels, and so on.

The Peacemaker Colt has now been in production, without change in design, for a century. Buy one to-day and it would be indistinguishable from the one Wyatt Earp wore when he was the Marshal of Dodge City. It is the oldest hand-gun in the world, without question the most famous and, if efficiency in its designated task of maiming and killing be taken as criterion of its worth, then it is also probably the best hand-gun ever made. It is no light thing, it is true, to be wounded by some of the Peacemaker’s more highly esteemed competitors, such as the Luger or Mauser: but the high-velocity, narrow-calibre, steel-cased shell from either of those just goes straight through you, leaving a small neat hole in its wake and spending the bulk of its energy on the distant landscape whereas the large and unjacketed soft-nosed lead bullet from the Colt mushrooms on impact, tearing and smashing bone and muscle and tissue as it goes and expending all its energy on you. In short when a Peacemaker’s bullet hits you in, say, the leg, you don’t curse, step into shelter, roll and light a cigarette one-handed then smartly shoot your assailant between the eyes. When a Peacemaker bullet hits your leg you fall to the ground unconscious, and if it hits the thigh-bone and you are lucky enough to survive the torn arteries and shock, then you will never walk again without crutches because a totally disintegrated femur leaves the surgeon with no option but to cut your leg off. And so I stood absolutely motionless, not breathing, for the Peacemaker Colt that had prompted this unpleasant train of thought was pointed directly at my right thigh. Another thing about the Peacemaker: because of the very heavy and varying trigger pressure required to operate the semi-automatic mechanism, it can be wildly inaccurate unless held in a strong and steady hand. There was no such hope here. The hand that held the Colt, the hand that lay so lightly yet purposefully on the radio-operator’s table, was the steadiest hand I’ve ever seen. It was literally motionless. I could see the hand very clearly. The light in the radio cabin was very dim, the rheostat of the angled table lamp had been turned down until only a faint pool of yellow fell on the scratched metal of the table, cutting the arm off at the cuff, but the hand was very clear. Rock-steady, the gun could have lain no quieter in the marbled hand of a statue. Beyond the pool of light I could half sense, half see the dark outline of a figure leaning back against the bulkhead, head slightly tilted to one side, the white gleam of unwinking eyes under the peak of a hat. My eyes went back to the hand. The angle of the Colt hadn’t varied by a fraction of a degree. Unconsciously, almost, I braced my right leg to meet the impending shock. Defensively, this was a very good move, about as useful as holding up a sheet of newspaper in front of me. I wished to God that Colonel Sam Colt had gone in for inventing something else, something useful, like safety-pins.

Empirical evidence suggests that the relationship between the profitability of larger share and smaller share depends on the industry. Exhibit 7-1 compares the rate of return on equity of the largest firms accounting for at least 30 percent of industry sales (leaders) to the rate of return on equity of the medium-sized firms in the same industry (followers). In this calculation small firms with assets less than $500,000 were excluded. Although some of the industries in the sample are overly broad, it is striking that followers were noticeably more profitable than leaders in 15 of 38 industries. The industries in which the followers’ rates of return were higher appear generally to be those where economies of scale are either not great or absent (clothing, footwear, pottery, meat products, carpets) and/or those that are highly segmented (optical, medical and ophthalmic goods, liquor, periodicals, carpets, and toys and sporting goods). The industries in which leaders’ rates of return are higher seem to be generally those with heavy advertising (soap; perfumes; soft drinks; grain mill products, i.e., cereal; cutlery) and/or research outlays and production economies of scale (radio and television, drugs, photographic equipment). This outcome is as we would expect.