A Quote by Gillian Tans
We found we were able to create better, customer-centric product features more quickly with a more diverse product team.
Related Quotes
The most common way customer financing is done is you sell the customer on the product before you've built it or before you've finished it. The customer puts up the money to build the product or finish the product and becomes your first customer. Usually the customer simply wants the product and nothing more.
Traditional sales and marketing involves increasing market shares, which means selling as much of your product as you can to as many customers as possible. One-to-one marketing involves driving for a share of customer, which means ensuring that each individual customer who buys your product buys more product, buys only your brand, and is happy using your product instead of another to solve his problem. The true, current value of any one customer is a function of the customer's future purchases, across all the product lines, brands, and services offered by you.
A product is something made in a factory; a brand is something that is bought by the customer. A product can be copied by a competitor; a brand is unique. A product can be quickly outdated; a successful brand is timeless.
The risk of relying on a handful of customers is not just financial. Your product also is at risk when you're at the mercy of a few big spenders. When any one customer pays you significantly more than the others, your product inevitably ends up catering mostly to that customer's specific needs.
Visionary CEOs are product- and business-model-centric and extremely customer focused.
What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.
My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.
As Chief Product Officer, I lead our product team to create simple, intuitive user experiences.
I believed that we would all come to better decisions and we would create more humane and ultimately more livable and more sustainably productive workplaces if we knew how to speak to each other about difficult issues and if we were more able to listen to and learn from diverse points of view.
The payoff of a customer-centric approach to software and digital product design is substantial and long-lasting for both companies and their customers.
I remember back in the early days of Microsoft that from the day that you decided that you were just going to put out an ad to a customer - and all you were usually able to tell them was that a new product was available - it was about nine months before you could actually reach the first customer.
Market type determines the startup's customer feedback and acquisition activities and spending. It changes customer needs, adoption rates, product features, and positioning as well as its launch strategies, channels and activities.
Process innovation is different from product innovation. It's about how do you create a new product or develop a new product or manufacture a new product, but not a new product itself?
Focus on your product. A lot of people focus on the name of their brand or the legal aspects, but it's more important to create your product. It's why people join. It's your vision. Without your product, nothing is going to happen.
No product is an island. A product is more than the product. It is a cohesive, integrated set of experiences. Think through all of the stages of a product or service - from initial intentions through final reflections, from first usage to help, service, and maintenance. Make them all work together seamlessly. That's systems thinking.
The tricks and artifices of advertising are available to the seller of the better product no less than to the seller of the poorer product. But only the former enjoys the advantage derived from the better quality of his product.
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