Competitors

“There's a brand association with these things, and so I think we evaluated that path, and I think we saw what maybe some of our competitors have been doing of this is all just one surface. You add new tabs for each new form factor, and it feels a little clutte…”

“I think our competitors and other tools that have been trying to solve these types of problems, I think we're all seeing the same opportunity. I think we're seeing a lot of those, the feedback from the market, but I think it's just been hard to act on if you'r…”

“And our competitors to your point, yes, they run more reckless. They run without these tools, without the scrutiny. And I think it's gonna catch up to them. It will catch up to them eventually.”

“We are willing to go build reactors on equity balance sheet because that's going to allow us to prove it years ahead of anybody else, right? Where, where our competitors are still trying to convince, you know fundamentally risk averse you know, financers to fi…”

“Don't worry that somebody is going to leave and go to your competitor and take that information. By the time information is useful to that competitor, you will have done something else.”

“We're talking about, for example, the grind tactic in Lean. It can currently handle a lot of mass proofs, like, at a very low level. And this is pretty shocking because I have seen, you know, actually another company working in the same space, like, you know, …”

“It has become a premium product since the end of last year. It is twice the cost of its competitor, right? Especially at the, after four, six, it started to charge enterprises clearly per token per use case. They charge them directly. Prices doubled. It is a p…”

“I think a lot of our competitors have now raised a lot of money. And I think it's forcing them to monetize at the individual level.”

“So one of our competitors at one point had 500 sexual harassment claims at their company.”

“Some VCs play this game and they shouldn't, but they do, which is you might get a meeting and think you're having a genuine conversation with a VC that knows and gets your Only to later find out that that same VC invested in another company that's a competitor…”

“A lot of our competitors, the really big ones, if they make a mistake, They get paid to fix it. I think if we make a mistake, we lose money, and we lose contracts, so.”

“Actually, our job is the distribution of intelligence, and this is really unintuitive, but like, we put all this effort into training these models, and then we serve these models to our competitors.”

“Part of our success is that that bad market brought competitors down to our size. For a period of time, and we're ready to go when they were ready to go when the market turned around.”

“And that's good news, because if you're, you know, if you don't have a real business, you won't, competitors validate the validity of the business.”

“These are trillion dollar questions, not answers, but once somebody proves that it's capable, it seems to not be that hard for other people to be able to catch up, even people with far less resources.”

“Most of my competitors have tech from maybe 1015 years back.”

“Every Feature that we put out. We know that's going to take either a few weeks or a few months for competitor to copy, and we see that a lot.”

“He is a real technologist, like not a, you know, pseudo technologist like his competitors.”

“There really needs to be a balance because I think if you're not looking at all or paying at all attention, any attention to your customers, like you are doing yourself a disservice in the long run. You cannot pay attention to customers for a few months, But i…”

“You can't just ignore them in part because one of your biggest jobs in selling your own product is helping your prospects understand the difference. And if you don't know anything about the other players in your space, you're not helping them make that decisio…”

“You are never going to make More money than the guy next to you. If you read the same 20 business books and you do the same stuff that's in the business books as all of your competitors, right?”

“I think it's always good to overestimate your competitor's capabilities and then figure out your strategy in a world where they have those capabilities.”

“Looking back on it, I think, I don't think it was worth the time and the energy. Our whole career has been built on not focusing on competitors, and then all of a sudden this happened, and it caused us to lose focus for a little bit, to be honest, too. So, I w…”

“I don't think you should be looking at profitability of the business you are purchasing. I think you should really look at the product market fit. You should really say, okay, can I grow this business to at least three X, four X, five X and just look at the co…”

“I never taught, I've never talked to competitors, ever. Not because They're not super talented and great investors. Cause I don't want to be sort of, you know, infiltrated with their thinking. So I get into group think”

“If you get, I don't know, say your ten million in revenue, we will come after every logo you have. We haven't done it that much, but we have gone after two companies, and they basically don't exist anymore.”

“If you see other competitors in your industry and your first thought is like, they're so stupid. Why are they doing it this way? Probably for a reason. Like you just haven't learned that reason.”

“Our machine is anywhere between three and four times more efficient on a per rep basis.”

“I think for competitors, it's absolutely one of those things in which they're the ones who are the closest to your problem as well, and you should absolutely be looking at what prior art is, or, you know, the state of art on their end.”

“We have done, you know, eight million deliveries. I'm not sure, you know, our closest competitor, there are lots of competitors, tens of competitors. Our closest competitor probably has done 200,000, maybe, or 300,000. Not sure. Something like that, right? Lik…”

“One was running a national TV campaign where we spent millions of dollars advertising on behalf of the industry, basically saying whether you order on us or any of our peers, just order.”

“Competitors might be a substitute. So a substitute of like, ah, I use, yeah, like I'm using this thing to solve that problem. I do this thing instead. And sometimes the competitor is nothing. Like there is actually no thing that solves it, which can be, I mean…”

“Our competitors would buy companies Based on revenue, based on profit, customer footprint, based on basically anything other than product quality.”

“If we have competitors, it means that there is always a product market fit. These guys are making shit tons of money. So all you have to do Is to be better.”

“At this time it would cost between 26 and twenty eight million dollars per launch. SpaceX winds up being able to do this for six million dollars.”

“The part that I think becomes a moat competitively is we move money and it's regulated and we do it well. I don't know any of our competitors that are actually regulated that know how to, we have regulators in our shop all the time.”

“Like it, I think it actually sends People to the competitors.”

“Any time we were doing surge pricing and our competitor wasn't, we knew we were gaining market share because somebody could just come to us and get a ride when in the other system they couldn't.”

“We found in the analysis, there are specific things that sales, great salespeople do very early on. They are brutally transparent with customers about like, Hey, I know you were interested in this capability. I gotta be honest. It's, You know, we get mixed rev…”

“If I just took video of people playing points, you couldn't tell how mentally tough or how effective they were under pressure. But if I looked at the between point time only, You could tell who were those that were actually extraordinarily good competitors and…”

“We're gonna have a new wave of founders who take that seriously, who are gonna just, they're gonna steamroll.”

“In many companies I meet, if the leading competitor has this feature and we think it's a good idea, validation is done. Let's launch it. That's it. It's a great idea. We need to do it. Never works, honestly. You should not assume that your competitor actually …”

“We actually did it first. So I started per minute and then now basically all the other competitors are also charging per minute as well.”

“Our prices are lower than all our competitors, generally, but we still try to price higher than we need to, so that we can discount, because people love discounts.”

“Just simply doing things that are hard, as long as they prove, they create value to your customers actually is a position that makes it harder for your competitors to be able to win over your customers because it's hard to do those things.”

“I always relished it when I saw my competitors pick up outlying products. Tents, sleeping bags, et cetera, because it, to me, it meant they were going to lose focus and expertise on what they already were doing and kind of water themselves down.”

“If you want to stay small, you're a bootstrapper, you're an indie hacker. It's only good if a competitor builds something like you, because they have the money to create awareness.”

“You're talking about 50, 55% gross margins compared to 75 today.”

“When things turn around, there'll be half as many competitors. As there are right now, because over the last five years, everybody who has bought assets, no matter how well, how good of a job they do managing them has made money.”

“Our competitors, they go off and say, we're going to qualify you and get your bunny in 20 minutes. It's not true. And most of them under qualify or over qualify clients. They make big claims and they lack the follow through.”

“My competitors that have raised 25, fifty, hundred million that have AI at the end of their names, they're asking us, what are they doing differently?”

“Every one of our competitors was running their funds in 12 to 18 months. Deploying capital three times the rate we were”

“I would never go into building something without a competitor trying to educate the market.”

“As I looked at our competitors, they had all on average been in the market for about 27 years and had raised on average about a hundred million dollars compared to at that time we had raised about 10.”

“Almost always the competitors have a little impact on your progress as an entrepreneur, right? It's usually distraction, paying attention to them.”

“When I see that the competitors have all been acquired by private equity companies, I generally think, okay, there's room for innovation here, because I know that the first thing that PE firms are going to do when they acquire a company is, like, zero out R&D,…”

“If you can steal from your top competitor, you should.”

“The depressing fact that most likely everyone's going to die. So like, you're not accounting for like the most common outcomes, like you and your competitors, none of you will make something that people want.”

“Our unit economics is so strong that even, even pandemic could not you know, we are so resilient that even pandemic could not make us a loss making company. That, that I think is the biggest mode, and because we are so, so robust, we are so capital efficient, …”

“I mean, we have our, like I said, competitors out there raising it like, you know, half a billion dollar valuations, right? Or in the hundreds of millions.”