A Quote by Paul Otellini

I've always believed the best measure of a product's worth is customer acceptance in the marketplace. — © Paul Otellini
I've always believed the best measure of a product's worth is customer acceptance in the marketplace.
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.
Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.
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.
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.
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.
So, always start with a product, always start with a customer, always start with a service and how this product or service will dramatically improve the quality of the life or the work of the customer.
The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.
Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light.
I have always believed in the marketplace of ideas.
I'm looking for best practices constantly. Apple has beautiful design, beautiful product, incredibly functional. But mostly it's about picking product, getting behind it, marketing it and introducing it to a customer. What they've done just inspires me.
Most ads are about the product or the company that makes it...the best ads are about the customer and how the product will change his life.
The best feature of a product should really be the customer service.
I used to think that deadlines should be ignored until the product was ready: that they were a nuisance, a hurdle in front of quality, a forced measure to get something out the door for the good of the schedule, not the customer.
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.
Using the Product Development Waterfall diagram for Customer Development activities is like using a clock to tell the temperature. They both measure something, but not the thing you wanted.
The entire customer or user experience - from raising awareness, to buying a product / taking action, to getting customer support - is going digital.
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