Acquired / episode intelligence
Speakers in the public record
Claim mix
Evidence policy
Every row below preserves an exact excerpt. Identified speakers are linked; unresolved voices are labeled and excluded from people counts.
Claim ledger
28 published records
01 / evaluation
“Porsche was the one that just kept being right on that performance envelope because they were able to do all these investments, and it's a phenomenal business model.”
02 / uncertainty
“We don't know 10 years from now, and that's what we're going to get into on this episode, but we know a year from now.”
03 / belief
“I guess we share a view on that. I don't find myself very popular on that view, but I agree with you.”
04 / belief
“I think particularly for earlier-stage companies, the three most common power types that you will find are scale economies, network economies, and switching costs.”
05 / commitment
“You say, that worked, I will just repeat the exact same process again, and surely I will create success again.”
06 / belief
“I don't have the numbers in front of me, but I think 90% of the value in the S&P 100 of the new stuff came from coaction.”
07 / belief
“I think we all have experienced that Slack has a really good product, but good products don't always win because when there is competitive advantage from an incumbent, in the case of Microsoft, they basically have a network that can extend into the product that Slack is operating in.”
08 / belief
“I think that's a good way to put it, which basically means all of the common narratives out there are really useful.”
09 / belief
“I think earlier you mentioned, the last time we talked about platforms, it doesn't feel completed.”
10 / belief
“My view of 3M is that they're basically a material science company. Material science is weird.”
11 / commitment
“For the other 95% of you who listened to the show and haven't joined, we would love to chat with you. All right, listeners, we will see you next time.”
12 / belief
“I think the jury's still out whether ride sharing and food delivery belong to the same business.”
13 / belief
“I think a non obvious point of all this is that if you're thinking of doing something new getting into stuff, that understanding business definition is critical.”
14 / uncertainty
“I don't know if you consider the answer boring, but it turned out to be about 50%.”
15 / belief
“My take of Blockbuster is if they'd done a red envelope business a year earlier, Netflix wouldn't have survived.”
16 / belief
“Anyway, I think that is just a simple observation, which is that the stuff that's most likely will get you there is a different need but using some of the skills that you have.”
17 / belief
“I would say that one of the things when you're trying to do business definition, there's the theoretical side, is the power shared.”
18 / belief
“I have several companies in my mind that thought that and definitely did not happen.”
19 / evaluation
“It's especially evident at Apple, but it's really true everywhere for all entrepreneurs. That's why Chenyi and I have to be fairly modest about what we're doing because what we're really trying to do is to provide pattern recognition for those people, but it doesn't substitute for them.”
20 / prediction
“Right because you can assume that eventually somebody else will, and that may completely ruin your competitive position, for example, if the space doesn't scale.”
21 / prediction
“I think in other episodes, my understanding as an economist is that the ground zero for economic vitality is the strength of the entrepreneurial sector.”
22 / preference
“I'd say my passion, and I think probably Chenyi aligns with this, too, is getting the theory right.”
23 / recommendation
“Because if you can generalize about those, then maybe you can get to something sufficiently simple and yet comprehensive that is useful to entrepreneurs.”
24 / evaluation
“You could have power in either one of those. But if it turns out that there isn't a huge lump of fixed costs, then it doesn't matter much.”
25 / recommendation
“The first point of this conversation is that to properly assess transforming directions, the first thing is carefully understanding your current base of power, then looking at this new segment, whether as I say it could be customers, geographic, technology, whatever product, and seeing whether it relies on that as well because then, oh, boy, a world looks rosy.”
26 / preference
“If you can build on to something that already does that and it works in that environment, then oh, boy, go there, because that's so much easier than doing something really new.”
27 / evaluation
“The counter positioning one is typically the type of power that you would have against incumbents, but it doesn't work against wannabes because they don't have the same problems.”
28 / evaluation
“I'll tell you something, Ben and David, that has occurred to Chenyi and myself over the last year which is a little bit different maybe than what's said in the book, which is that I used to think that it was sequential.”