A Quote by Ted Waitt
The PC is going to become one key product in an ever-expanding array of products.
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We don't create things anymore, instead we just have virtual things. Uber, Alibaba and Airbnb, for example, do they have products? No. We went from this product-based model, to virtual product, to virtually no product what so ever. This is the centralization process going on.
I think the PC will continue to be around for a long, long time to come. We see a new range of products evolving around the PC, but it's not going away.
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.
When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.
Marketing is all pervasive. They're getting marketed products they can't afford - can't ever hope to acquire. They believe the only way they're ever going to achieve happiness is the acquisition of these products. Products they can't afford. They see people living that lifestyle, and they have that lifestyle beamed incessantly into their minds through media, which you know I participate in.
Steam is not really leading the PC in any creative way, but it certainly has proved that the PC is a viable commercial platform by having a product that is amazingly easy to use for the end user, to the point where it's easier to buy a game on Steam than it is to pirate it.
Product development is emotional for me! It's really important as a brand that we feel that our products are going to be life-changing for everyone who buys them. We won't ever launch something we don't feel strongly about.
Like Free People, the Urban brand is planning to grow by expanding product assortments, expanding the brand reach and by improved marketing.
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.
The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.
Virtue is not a chemical product...it is a historic product, like language and literature; and this means that if we cease to care about it, cease to cultivate it, cease to transmit its funded values, a large part of it will become meaningless, like a dead language to which we have lost the key.
digital hub (center of our universe) is moving from PC to cloud - PC now just another client alongside iPhone, iPad, iPod touch, ... - Apple is in danger of hanging on to old paradigm too long (innovator's dilemma) - Google and Microsoft are further along on the technology, but haven't quite figured it out yet - tie all of our products together, so we further lock customers into our ecosystem
The key to using the Internet to extend and build relationships is to view ownership of information differently-you need to bring customers inside your business to create information partnerships ... relationships become the differentiator, more than products or services. Businesses become intertwined.
Deterrence failed completely as a guide in setting rational limits on the size and composition of military forces, spurring an insatiable arms race with a reckless proliferation of the most destructive power ever unleashed, tailored for delivery by a vast array of vehicles to a stupefying array of targets.
I think, for young people, and I think, for women, it's great to work in new products and derivatives products because, if you work in a plain-vanilla product, it's going to take you decades to get to a level where other people are. If you work in a brand new business, no one is more experienced than you are.
Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service. The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.
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