A Quote by Reggie Fils-Aime
I would say the greatest challenge we had with the Wii U was being crystal clear in our communication of what the product was and what the product could do.
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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.
I think there are lots of opportunities to improve the product. When you read the press, people say, "Oh, the product needs improvement." I look at that and say, "Hey, that's an exciting thing to get behind!" Because they can improve that product. That leaves more upside from an innovation and revenue potential than you're gonna find in a lot of places. So you could say that's a downside, I see that as an opportunity.
To create a new business that makes money, and more significantly, employs others, and more significantly, gives a product to a customer that improves their life, is our greatest challenge, our greatest opportunity, and the greatest gift, far greater than any charity that we can give our fellow person.
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.
I've been told I miss every pass made at me! It would be wonderful to have a partner, but in my mind, it has to be like making a product. The product has to be meaningful, impact people - it has to be a great product.
Customers don't know what they want. There's plenty of good psychology research that shows that people are not able to accurately predict how they would behave in the future. So asking them, 'Would you buy my product if it had these three features?' or 'How would you react if we changed our product this way?' is a waste of time. They don't know.
Most of our competitors were one-product wonders... They would do their one product, but never get their engineering sorted out.
CEOs are often chief product officers. But for me to say I'm a chief product officer when my product is a community, I really should be thinking of myself as head of this community.
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.
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?
Instead of creating aesthetically pleasing prose, you have to dig into a product or service, uncover the reasons why consumers would want to buy the product, and present those sales arguments in copy that is read, understood, and reacted to—copy that makes the arguments so convincingly the customer can’t help but want to buy the product being advertised.
I had sold products in flea markets before and I thought a cleaning product would be a good idea. So, in 2006, I came up with the ShamWow! I had seen this type of product at fairs, but it wasn't well marketed. And from there, I went to this factory in Germany that made them for me.
you're a product just as much. a product of a product. the people who design cars, they're products, your teachers, products. the minister in your church, another product.
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 feel like an email cross-dresser - I use a Microsoft product on my Apple product to access my Google product.
The product itself should be it's own best salesman. Not the product alone, but the product plus a mental impression, and atmosphere, which you place around it
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