Editor Quotes

Chip maker Nvidia is the new old thing, an overnight success story years in the making that is having its moment and then some.
Dynamic pricing - charging more when goods and services are in high demand and short supply and less when the opposite is true - isn't new. Gasoline retailers, hoteliers, and airlines have been deploying the technique for years.
Facebook can spend and talk endlessly to defend itself so long as it keeps printing money.
For years now, we've been hearing about how China is the great copycat nation, the manufacturer of designs drawn up in other countries, and then an imitator for its own products. That's been true, as the developing country followed a path that Japan and then Korea plowed before it.
Global affairs consultant Ian Bremmer, founder of the Eurasia Group, has started a newsletter called 'Signal,' aimed at millennials. For years, Bremmer has written a maddeningly all-lowercase yet fascinating weekly newsletter on geopolitics.
Groceries, TV shows, and shoes are a few categories Amazon has been willing to hang onto for years.
I confess that, like public figures from bygone days or an entertainer that hadn't been heard from in eons, I didn't know AIM, as we all called it, still existed at all.
I stopped using AIM years ago - I can't remember exactly when - and so its demise shouldn't mean much to me.
I've written repeatedly about the quest by corporations everywhere to transform themselves digitally.
ICG became a dot-com joke, a one-stock example of extreme hubris on the part of its management and the investment bankers and sell-side analysts who embarrassed themselves by pumping it up.
ICG wasn't an index fund so much as a collection of venture-capital investments focused on so-called business-to-business Internet companies.
If one's man's trash is another man's treasure, then one industry's potential failure is another's opportunity.
If SoftBank can complete the tender offer it contemplates to buy a large stake in Uber, the company's bizarre governance war will be over for the time being, putting Uber back on par with other normal companies whose boards of directors dont fight publicly with each other.
If you crave further confirmation that Silicon Valley is a magical place where magical thinking reigns, consider the tale of Roku, the video streaming company that filed to go public Friday, when alert people everywhere were headed out for a long weekend.
Innovation has its limits, of course, and Salesforce has proved adept at supplementing its growth with acquisitions, a tool long available to older rivals like Oracle and SAP.
Innovation, like creativity, is an amorphous concept. It's the holy grail of business, but achieving it - even merely explaining it - is lightning-in-a-bottle difficult.
Neither a success nor by any means a failure, Roku will nevertheless ask public investors for money because they, too, have a right to dream that magic will become reality one day.
Newfangled online sites like 'Business Insider' and 'Huffington Post' built businesses they later sold for hundreds of millions of dollars by ripping off the work of more talented journalists and then playing Google's digitally native games better than the old fogeys ever could.
No matter your interpretation of Apple's success with its Watch, it has become a leader - and it wasn't first to market.
One of the world's most successful and yet mysterious companies in the world, Samsung Electronics, has been operating without its leader for months and likely will continue to do so for some time to come.
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