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19 results for “competition”
...competition, respecting your competition. Don't take your competition for granted, but know your strengths of how you can beat your competition and just making sure your team is enabled on that. And not don't be scared to compete. I love to compete.
56:13 / 57:16
from transcript56:13 – 57:16
...your competition, respect your competition, and know how to sell against them. Which competitor do you respect the most? I respect all competitors. I don't take anyone for granted. You don't? Do not. All these competitors we're competing with, by the
56:49 / 58:00
from transcript56:49 – 58:00
...competition as a swim race. When you are swimming, if you look to your left or if you look to your right, you're gonna lose. You just need to look straight ahead. We are competing against ourselves most of the days that we are working, and it's just
50:03 / 51:15
from transcript50:03 – 51:15
And there's a 90% chance they'll just keep soaring, and it could be flat or up. But the reality is first person up the hill takes the arrows. When you have a 100% of the market, the only way to and when you have these competitors, the only place you
14:54 / 16:04
from transcript14:54 – 16:04
There's, like, 18,000 things that can go wrong. Yeah. People are telling you no every day. No. I'm not gonna come work for you. No. I'm not gonna invest in you. No. I'm not gonna And then your board member invests in a competitor and you're, like, da
21:50 / 22:52
from transcript21:50 – 22:52
...competition, it does validate the space. It also could provide acquisition opportunities for these teams as we're starting to see. So from our perspective, this is not new. Competition always exists, and there's a precedent in the infrastructure worl
34:28 / 35:37
from transcript34:28 – 35:37
...competition. And I'm not only talking about your direct competitors. I'm also talking about all other companies that market to consumers, that want to reach the same consumer. Like, what are they doing? What are they experimenting with? What have the
47:14 / 48:16
from transcript47:14 – 48:16
but competition is fierce. Chamath, your thoughts here on the game on the field. Code red for people who don't know in our industry is when everybody reports to the office and gets focused on one thing. And, that's apparently what Sam's doing. How do
1:30 / 2:37
from transcript1:30 – 2:37
...competition. Funny about that is I've heard of people getting upset with their investors because Holy. Not and they're like, I know this company has nothing to do with it, but we were interested in that candidate and one of your partners sold that ca
23:10 / 25:12
from transcript23:10 – 25:12
...competition. Funny about that is I've heard of people getting upset with their investors because Holy. Not and they're like, I know this company has nothing to do with it, but we were interested in that candidate and one of your partners sold that ca
23:10 / 25:12
from transcript23:10 – 25:12
...for some of those companies. It's very David Goliath in a way that seems different from even startup versus legacy company. But it I I see this as a good thing in how it could become a force and function for some of those bigger, more bloated softwar
31:14 / 32:36
from transcript31:14 – 32:36
...advise around competition in specific markets? Earlier this week, I I forget who we were talking to, but, I had been talking to a founder, and he had some idea. And I was just thinking to myself, like, sounds like a great idea, but I can guarantee th
12:24 / 13:49
from transcript12:24 – 13:49
...competition in our industry for investment opportunities in the market leaders led by technical terminators or others. It's become in our collective careers, you've been in this specific business much longer than me. But across your career, it's beco
23:06 / 24:26
from transcript23:06 – 24:26
into that. Competition creates threats. It's not always competition that leads to a threat. Human beings and organizations tend to perform at their best in response to threats. Otherwise, how are you gonna be motivated to go to unreasonable extremes
3:32:16 / 3:33:15
from transcript3:32:16 – 3:33:15
Number one, the company this historically, what we've seen is that the the founders who think that they're directly competing with each other generally end up not doing so because one or the other of them changes strategies, and then they they they d
22:32 / 23:41
from transcript22:32 – 23:41
...your competition and, like, because that's a lot more fun. Yeah. Like, thinking about if your competition's good, thinking about them is actually really painful. Yeah. Yep. If if you have this, like, enlightened point of view that says you don't ever
1:30:32 / 1:31:57
from transcript1:30:32 – 1:31:57
You choose whoever that mortal enemy is, and whoever it is, I'm with you. We're gonna go kill that mortal enemy together, but you get one. You don't get an arbitrary number of mortal enemies. And so in this case, I'm like, listen. Is this it? Is this
58:31 / 59:32
from transcript58:31 – 59:32
...I knew about competition, blah blah blah, but I was really obsessed with, you know, learners, with the customers, and that drove a lot of my behaviors there. No. That that's a really good framework. And when I say competition, I don't mean necessaril
17:21 / 18:22
from transcript17:21 – 18:22
...So it's one of the biggest things I've learned today investing. Is it before you used to have two or three competitors, Databricks and Snowflake, say. Now there's 15 competitors for everything. What are your biggest lessons for founders on how to sel
57:43 / 58:44
from transcript57:43 – 58:44
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