A Quote by Bill Gates
The ability of a successful company to add functionality to its product has long been upheld.
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No successful company has had ever been the product of just one person.
Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.
Puma was all about function and not at all about design. The founder of the company always believed functionality and performance were the only ingredients that could make Puma successful and design never mattered.
When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.
If you are a single product company, then you are a contract company. But if you enter the retail market, then you have to be a multiple product company.
Most entrepreneurs come up with a product, or they come up with an idea and they think they can be successful with it. But if they don't know the financial side of their business and understand credit and working capital and what it takes money-wise, you can't be successful. The product is just a product.
When it comes to creating a product or running a company, you need to prioritize the goal of the company or the creation of the product over and above every personal interaction you have.
As long as I've known music, Bose has been the company to listen to. They're a lot of fun to work with, but also being able to associate yourself with such a high-quality product is great.
When a company creates a product that directly or indirectly adversely impacts the health of people, that product must be regulated. The process by which it's created must be regulated. No company has the right to injure people. No company.
When a company creates a product that directly or indirectly adversely impacts the health of people, that product must be regulated. The process by which its created must be regulated. No company has the right to injure people. No company.
You can have all the talent in the world, but it's the ability to go out there every day and try to get better. And that's the key to being successful and being successful for a long time.
The times I've been most successful have been the product of hard work and focus, but there's also been an ease and flow to it that's unmistakable.
The choice of personnel, perhaps the most important choice (because 'people are policy'), never proceeds according to plan, but there have been some successful transitions that upheld high standards.
As you start building the product, don't assume that you know all the answers. Listen to the community and adapt. We had a lot of our own ideas about how the service would evolve. Coming from PayPal and eBay, we saw YouTube as a powerful way to add video to auctions, but we didn't see anyone using our product that way, so we didn't add features to support it.
I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.
Everyone, you know, during crises times, is much more focused on, okay, how do we get the boat completely seaworthy, sailing along well, and everything going well? And so as long as you're communicating how the general strategy of the company and how the work they can do to add to that and to make that more successful and the thing that they can contribute to that, that is generally very motivating for employees in crisis times.
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