A Quote by Steve Ballmer

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.
I like to do commercials that are more than just flogging a product. It needs to have something to say. It's always an opportunity for a director to say something substantial and interesting.
When I lecture kids, I say, 'You've got to be ambitious by the advertising' - ambitious. You've got to say, 'See, this product? Maybe I can change the world with this product.' They look at me like I'm nuts, but that's what you can do.
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?
I wanted to be liked when I was younger, which I think a lot of us do; I'm not ashamed to say it. I was a product of my environment, a product of my culture.
It's really rare for people to have a successful start-up in this industry without a breakthrough product. I'll take it a step further. It has to be a radical product. It has to be something where, when people look at it, at first they say, 'I don't get it, I don't understand it. I think it's too weird, I think it's too unusual.'
The challenges, the changes we're talking about often seem to them like unbelievable opportunities to deliver a product quicker, better. If you can improve the quality, lower the cost, and improve the turns - and you can do that because your information systems, your delivery systems, are better because of technology - well, you see that as a wonderful opportunity to gain market share.
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.
No product is an island. A product is more than the product. It is a cohesive, integrated set of experiences. Think through all of the stages of a product or service - from initial intentions through final reflections, from first usage to help, service, and maintenance. Make them all work together seamlessly. That's systems thinking.
A job on a newspaper is a special thing. Every day you take something that you found out about, and you put it down and in a matter of hours it becomes a product. Not just a product like a can or something. It is a personal product that people, a lot of people, take the time to sit down and read.
One thing matters more than anything else for a dating product, and that is the quantity and quality of the people who use the product. It's really freaking hard to get critical mass.
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.
I think the critical thing is the product or service that you're trying to raise money for. And probably the best description of that, people should say when they hear, "This is what I want to do. This is what I want to bring to the market." They should say, "Gee! That's a great idea" or "Gee! Why hasn't somebody else thought of that before? Well, that's an incredible idea!" In other words, the more a person is delighted, or astonished, or happy with your product, or service, or idea, the more happy they are to put up money for it.
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'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.
Innovation is not a big breakthrough invention every time. Innovation is a constant thing. But if you don't have an innovative company [team], coming to work everyday to find a better way, you don't have a company[team]. You're getting ready to die on the vine. You're always looking for the next innovation, the next niche, the next product improvement, the next service improvement. But always trying to get better.
Good advertising can make people buy your product even if it sucks ... A dollar spent on brainwashing is more cost-effective than a dollar spent on product improvement.
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