Searching...
19 results for “competitive strategy”
different paradigm than in the past. How do you relate to competition? Back to the Thiel idea, he would say, you don't want competition at all. The same way that SpaceX doesn't really have competition for Starlink. There's just nothing else, and that
50:03 / 51:15
from transcript50:03 – 51:15
If he leans into, okay, I want to sell the more consumer type or help people in their day to day life, maybe that's absolutely fine. But I think if you're trying to do, like, large scale enterprise sales where you want to be seen as the trusted partn
44:07 / 45:29
from transcript44:07 – 45:29
...a competitive market and go head on with a large competitor on day one because they'll just crush you. And so you need areas of white space. You need a a market entry strategy where people think, you know, that's that little company. Oh, wow. You kno
16:27 / 17:31
from transcript16:27 – 17:31
Additionally, you gotta have a little bit of sales because you gotta also be able to convince the guy to take a call with you. And then you gotta be smart enough to come to the partner meeting on Mondays and pitch the idea. To be like, hey, this is w
27:02 / 28:07
from transcript27:02 – 28:07
Just to finish that thought, in the case of networking as we all know. Yeah. It was a different way of operating a network. Yeah. Yeah, totally. So that was the value proposition. Not necessarily 10x better, it was something that could not be done on
12:43 / 13:47
from transcript12:43 – 13:47
I also think that there is a lot of patterns you start to notice as you start tearing down all of these companies. You're like, oh, these elements are always the same. That means all of these companies are arriving to these things, and they seem to b
27:40 / 28:49
from transcript27:40 – 28:49
So I think you need to be really intentional right from the start. What's the different messaging? Who want who do you want to resonate with? Who do you want to stand for? And for us at Eleven Labs, we want to be the super trusted player in the space
45:43 / 46:50
from transcript45:43 – 46:50
I have thousands of Gmail accounts that I sign up for any and every product. I go through their entire experience. I look at their monetization strategies. I look at their activation. I do it across direct competition, of the company that I'm working
25:27 / 26:38
from transcript25:27 – 26:38
day. Which one? Oh, I don't mind that much. I think it's not so much my personal affiliation with any club as to rather wanting to be on the table and understand how those businesses are run, how sophisticated some of the decision making is, etcetera
47:14 / 48:16
from transcript47:14 – 48:16
at the time where we when we invest? Look, I think if they're law if they if they look weird and they look wrong, then probably there aren't gonna be 15 or 20 or a 100 other startups doing it. So you're probably gonna have two or three years without
5:08 / 6:20
from transcript5:08 – 6:20
is really having an eye towards competition, but we're not really focused on the competition. There's actually this great quote. I think it's from YC, but it may be from somewhere else where startups die of suicide, not homicide. I've believed that f
38:54 / 40:12
from transcript38:54 – 40:12
...are anti competitive with egress fees. They make it really hard to leave and get your data out and all that stuff, but that's minor. Generally speaking, the customers in that market are well served. They're happy. It's been positive some for them, an
23:06 / 24:26
from transcript23:06 – 24:26
dynamics and behavior and just human behavior is such that your competitors, you always wanna, like, look for what they're doing wrong and make yourself feel better by, like, oh, like, they suck. Look how much better we are than them. Oh, that's such
2:32:45 / 2:34:02
from transcript2:32:45 – 2:34:02
...be competitive, perceived as competitive, or looks like it's down the line competitive, I don't even take the meeting. And then I think the conflict that's, like, a little bit trickier is if Ramp is in the market to buy the software or something like
44:08 / 45:21
from transcript44:08 – 45:21
...the competitive dynamic in our industry. I would actually argue
49:22 / 50:36
from transcript49:22 – 50:36
And if you see it, it's pretty intent on playing to win. We can win from any situation. There is an element of we are here to win the market. We are not here just to play, you know. There's an intensity that language matters in the sense that you've
30:54 / 31:57
from transcript30:54 – 31:57
Sam saying, I remember Sam saying over and over again, go in and check our competition. Check everyone who is our competition. Don't look for the bad. Look for the good. If you get one good idea, that's one more than you went into the store with, and
2:32:16 / 2:33:24
from transcript2:32:16 – 2:33:24
...competitive market and go head on with a large competitor on day one because they'll just crush you. And so you need areas of white space. You need a a market entry strategy where people think, you know, that's that little company. Oh, wow. You know,
15:28 / 16:48
from transcript15:28 – 16:48
...competitive, which is why when we find a company we really like, we need to bear hug it. And we need to be like, okay. I know you're not raising capital. How do you need help? Oh, you're looking for a CFO? Oh, Oh, you should talk to these 10 LPs of o
27:46 / 28:48
from transcript27:46 – 28:48
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.