A Quote by Steven Levy

Though the first iPhone was expensive, it was such a refreshing new product that early users flocked to it. — © Steven Levy
Though the first iPhone was expensive, it was such a refreshing new product that early users flocked to it.
It's easier to build a business around a first-class product, even if it's a more expensive product to produce.
Under [Tim] Cook, Apple has a new product line with the Apple Watch, but it hasn't generated the kind of excitement that the iPod, iPhone or iPad did. Still, Cook can't be called a failure. Under his leadership, the company released a larger version of the iPhone to record sales.
Everyone wants an iPhone, but it would be impossible to design an iPhone in China because it's not a product; it's an understanding of human nature.
I love iPhones. I love iPhone 6 Pluses and iPhone 6s and iPhone 5s's and iPhone 5cs. I also love iPhone 4s. I'm sure if I had been savvy enough to own one, I would've loved the original iPhone.
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 don't have to think much when I take a photo on my iPhone. I sort of see the iPhone medium as instant gratification, whereas with film, you have to think about it because it's expensive.
It's better to have a few users love your product than for a lot of users to sort of like it.
You may be trying to drive in a particular direction that people don't necessarily understand at first. In our case, we knew the users we had in mind for this product. So in the early days, we looked at our customers, really just testers at that point, and we paid extra attention to the teams we knew should be using Slack successfully.
To ensure we are meeting the demands of existing customers while also attracting new users, we remain focused on building cutting-edge technology and introducing new and innovative product offerings.
As nice as the Apple iPhone is, it poses a real challenge to its users. Try typing a web key on a touchscreen on an Apple iPhone, that's a real challenge. You cannot see what you type.
Nobody can deny that Apple is fashionable, and most iPhone users buy the newest so they can be fashionable. To do this right, Apple needs a new phone every quarter.
In computers, every 'new explosion' was set off by a software product that allowed users to program differently.
Google Now is one of those products that to many users doesn't seem like a product at all. It is instead the experience one has when you use the Google Search application on your Android or iPhone device (it's consistently a top free app on the iTunes charts). You probably know it as Google search, but it's far, far more than that.
What to do with a leading business that's challenged by a new technology wave without hurting an existing profit stream? The single greatest example of recent memory is Apple's willingness to decimate iPod sales by incorporating all the category-defining product's features into a new gizmo, the iPhone.
A new DAO is like a startup. It requires a product/market fit, business model realization, and a lot of users/customers.
If users are not doing what the designer intended (when users are investing time, effort, etc in your product), the designer may be asking them to do too much.
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