A Quote by Jonathan Ive
When you're trying to solve a problem on a new product type, you become completely focused on problems that seem a number of steps removed from the main product. That problem solving can appear a little abstract, and it is easy to lose sight of the product.
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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?
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.
When I encounter a problem - something that's not quite right with a product - I enjoy breaking it down in my mind and exploring possible alternative solutions: Why this? Why not that? I apply the latest in technology and design to reinvent that product and solve my frustrations.
I've always believed that the best way you combat intellectual property theft is making a product available that is well priced, well timed to market, whether it's a movie product, TV product, music product, even theme-park product.
Solving the population problem is not going to solve the problems of racism, of sexism, of religious intolerance, of war, of gross economic inequality. But if you don't solve the population problem, you're not going to solve any of those problems. Whatever problem you're interested in, you're not going to solve it unless you also solve the population problem. Whatever your cause, it's a lost cause without population control.
We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.
It is incredibly powerful if you solve the problem you actually have yourself. It's really tough to develop a good product when you don't have very close proximity to the people who actually use your product. The closest proximity you can have to those people is to be that person.
When you are solving a difficult problem re-ask the problem so that your solution helps you learn faster. Find a faster way to fail, recover, and try again. If the problem you are trying to solve involves creating a magnum opus, you are solving the wrong problem.
For every new feature we add, we take an old one out. A lot of big sites don’t do that, and it’s a problem. Twitter started as a beautifully simple product, but it’s now going the same route as Facebook. The drive to innovate can overencumber and destroy a product.
If you work on a new product launch, spent time in a new geography, or work to develop a completely new skill, you have no choice but to figure out new ways to solve problems.
You could place one product in a first-run telecast, a second product what that program is rerun, and a third product when the show goes into syndication, and another product when it goes on cable.
When you set out to create a new product, you usually do not start by trying to think of something completely new. You think of a product or concept that is already 'normal' to the world and then try to make it better. You make it Super Normal.
The product has to work. It has to be a good product. An enormous number of them are all hype with no value at all. People get into them because they want to make a lot of quick, easy money.
The acceleration of the marketing process, the concentrating of manufacturing, greater diversification, increased international competition, have in turn speeded up product improvements, product innovations and new product introductions. The stakes are high, the failures costly.
Just because a product says 'As Seen on TV' and looks like my product doesn't mean it performs like my product or will sell like my product.
My imagination ran 24/7, and to me, every problem was a challenge to solve and new product to create. It wasn't until I started teaching that I realized that not everyone's head worked the same way.
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