A Quote by Murphy J. Foster, Jr.

Microsoft has built loyalty at the end-user level, including upper management, .. That works for a while in the early stages of a product, but after a couple of years the blush fades from the rose. It's reality versus marketing.
I was an early user of AOL - so early, I didn't even have a number after my user name. For me, email was once vital, both for personal and business uses.
I found marketing to be highly descriptive and prescriptive, without much of a foundation in deep research. I brought in economics, organization theory, mathematics, and social psychology in my first edition of Marketing Management in 1967. Today Marketing Management is in its 15th edition and remains the world's leading textbook on marketing in MBA programs. Subsequently, I wrote two more textbooks, Principles of Marketing and Marketing: an Introduction.
I built stages and I did stage management - I think I built the sets twice, I happened to be good with a drill, which is a talent I didn't know I had.
Even though Traf-O-Data wasn't a roaring success, it was seminal in preparing us to make Microsoft's first product a couple of years later.
Management has to provide the coordinating mechanism between what the supplier provides and what the user needs in not-good-enough situations where product architecture is consequently interdependent. Management always beats markets when there is not sufficient information.
The number one problem in our world is alienation, rich versus poor, black versus white, labor versus management, conservative versus liberal, East versus West . . . But Christ came to bring about reconciliation and peace.
The ultimate goal of a habit-forming product is to solve the user's pain by creating an association so that the user identifies the company's product or service as the source of relief.
There's a blush for won't, and a blush for shan't, and a blush for having done it: There's a blush for thought and a blush for naught, and a blush for just begun it.
People who bet against the Internet, who think that somehow this change is just a generational shift, miss that it is a fundamental reorganizing of the power of the end user. The Internet brings tremendous tools to the end user, and that end user is going to use them.
It's Microsoft versus mankind, with Microsoft having only a slight lead.
Setting customer expectations at a level that is aligned with consistently deliverable levels of customer service requires that your whole staff, from product development to marketing, works in harmony with your brand image.
It's like an athlete. He has a string of hot years, and then he fades into nothingness. The actor doesn't necessarily fade into nothingness. After his hot years, he fades into a different category.
The creative folks intuitively design what's best for the user, while data folks provide great insights. The true unicorns are those who can go end-to-end designing, building, measuring, analyzing, and iterating with a combination of user intuition and deep analytics.
Too many companies believe that all they must do is provide a 'neat' technology or some 'cool' product or, sometimes, just good, solid engineering. Nope. All of those are desirable (and solid engineering is a must), but there is much more to a successful product than that: understanding how the product is to be used, design, engineering, positioning, marketing, branding-all matter. It requires designing the Total User Experience.
My background was computer science and business school, so eventually I worked my way up where I was running product groups - development, testing, marketing, user education.
It is really not the wilderness that needs management (it has been doing quite well, after all, for a couple of billion years), but people.
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