A Quote by Robert Kiyosaki
Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.
Related Quotes
Now we understand that the most important thing we do is market the product. We've come around to saying that Nike is a marketing-oriented company, and the product is our most important marketing tool.
Most entrepreneurs come up with a product, or they come up with an idea and they think they can be successful with it. But if they don't know the financial side of their business and understand credit and working capital and what it takes money-wise, you can't be successful. The product is just a product.
I think, when I see entrepreneurs, they tend to talk about the market and the industry - which is obviously very important, but the most important thing is you're product. What are you selling? And does it really have product-market fit?
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.
Nobody has a better product than the German Bundesliga. We have the most spectators in the stadiums. We have the best stadiums. We have the most goals. We have very good teams. We have high-level international players with big names.
Here's how Apple does marketing in a nutshell: Make a great product, then let people know about it. That's it. Neither aspect of that is easy, but the important thing is it has to happen in that order. It all starts with a great product.
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.
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.
I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.
Most of the time, when you need something at a company, you make it. If you want to sell a product, you create it. If you need a head of marketing, you hire one. If you want to create a great company culture, what do you do? The lack of a clear answer on this is why I believe most companies don't have a great culture.
I'm a firm believer in quality > quantity, and I think it's important to have high standards in any product creation product.
I think it's going to deliver on the promises we've said it's going to and it is going to be the most successful product ever to come into the handheld environment, and it just happens to have a number of different functions.
When a company is charging money for a product - as Evernote does for all above its most basic service, and same for Dropbox and SugarSync - you understand its incentive for sticking with that product.
I believe that doing the right thing will not only create the best culture and the best product, but you'll also make the most money - even if you're making decisions that lose you money in the short term.
Our present educational systems are all paramilitary. Their aim is to produce servants or soldiers who obey without question and who accepts their training as the best possible training. Those who are most successful in the state are those who have the most interest in prolonging the state as it is; they are also those who have the most say in the educational system, and in particular by ensuring that the educational product they want is the most highly rewarded.
Since your company is the product that makes all of your other products, it should be the best product of all. When you begin to think of your company this way, you evaluate it differently. You ask different questions about it. You look at improving it constantly, rather than just accepting what it's become.
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