Quotes of All Topics . Occasions . Authors
Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.
I received from my experience in Japan an incredible sense of respect for the art of creating, not just the creative product. We're all about the product. To me, the process was also an incredibly important aspect of the total form.
You can monetize yourself if and only if you develop a reason to monetize your services and or talents. In other words, you must have a unique proven talent, track record that will make people want to pay for that service or product.
The greater the conceptual significance of a literary product, the more it should be assumed that it is based on an idea that determines the whole, and that the deeper consciousness of the time to which it belongs is reflected in it.
I worked with AXE Hair to do a promo shoot for the ESPYs and ESPN - it's all about having girl-approved hair. They have a newer product out there with the hair stuff - shampoo, conditioner and all the styling products that they have.
The value of money comes from the private sector in the form of price for product, services rendered, what people are willing to pay for something they want or need. That's where value happens. Government has nothing to do with that.
The worst evil is - and that's the product of censorship - is the self-censorship, because that twists spines, that destroys my character because I have to think something else and say something else, I have to always control myself.
By the Obama administration's reasoning, it would be constitutionally permissible to make Americans purchase nearly any product (broccoli, gym membership) that improved their health and thereby contributed to lower health-care costs.
First was the mouse. The second was the click wheel. And now, we're going to bring multi-touch to the market. And each of these revolutionary interfaces has made possible a revolutionary product - the Mac, the iPod and now the iPhone.
At VMware, the engineers worked very closely with our customers, closely with the field, and it was exciting for everyone. So, one of things I did here at Google when I arrived was to combine sales, marketing, engineering, and product.
The journey matters as much as the destination. By engaging in the moment on set, I've stopped rushing and now find pleasure in the collaborative process - the characters, the costumes - rather than worrying about the finished product.
All through my life what I've loved doing is watching movies. I love the escapism of film, I love stories. So it is incredible to be able to be in them as much as I am, to see them from the first stitch in a costume to the end product.
So, I think it has to do with the product and what you take to the public. If they like it, they're going to come see you, and if they don't, and if you're kind of getting out of the trendy line of things, then they won't come see you.
The Value Proposition Canvas functions like a plug-in to the Business Model Canvas and zooms into the value proposition and customer segment to describe the interactions between customers and product more explicitly and in more detail.
We collectively, to get things done, work together as a team. Because the work really happens horizontally in our company, not vertically. Products are horizontal. It takes hardware plus software plus services to make a killer product.
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.
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.
When I came to the United States, I appeared on the Ed Sullivan Show as a 13-year-old, and I played a Mendelssohn Concerto, and it sounded like a talented 13-year-old with a lot of promise. But it did not sound like a finished product.
Art work is inconclusive. It opens your mind up. At least, that's what I hope it does. And advertising, using exactly the same photograph, closes things down. It makes it conclusive. It sells a product, and that is its primary function.
It is, of course, true that I have given priority to the settling of the problem of security and the problem of Irian Barat, although I knew that in order to do these things, almost three-quarters of our national product had to be spent.
My particular historical vantage point is a product of my upbringing as that odd duck, a native Washingtonian whose parents were not in government. The first presidential transition of my sentient lifetime, Kennedy's, I remember vividly.
I love the way in which I make up dances. It's a complicated way and the product is usually clear. Clear and simple. I don't need everybody to know that there are all of these fabulous things going on. If you CAN see it, that's wonderful.
Later on in my life, it became a big theme: just being okay and comfortable to take the risk and to have really thick skin and realize not everybody is going to love your product. Get over it, and if you believe in it, keep going forward.
At the core, coaching authenticity is complicated - some might say impossible. Telling someone to be authentic sounds pretty low calorie, especially to a founder plowing through a list of product and operational goals. But it's important.
The emergence of a hardware product from an African company marks a phase-change point for tech invention. The BRCK shows that great ideas can come from anywhere, that innovation comes from solving real problems with constrained resources.
I was inspired by how Red Bull isn't about the drink; it isn't about the product or the can. Red Bull is a platform to celebrate all that humans are capable of accomplishing. They built a lifestyle movement, a brand that sold this product.
You're basically competing with the same exact product. Coke and Pepsi are at least in different cans. Lyft and Uber drivers are just swapping out the mustache for the U on the dashboard, depending on which one they're getting the call on.
It's extremely hard to build a company with a product that everyone loves, is free and has no business model, and then to innovate a business model. I did that with Kazaa, had half a billion downloads but that wasn't a sustainable business.
By far, the most determining factor of any brand is the product or the service the company produces. Branding companies have very rarely any significant influence on that, but it is, of course, in their interest to amplify their importance.
Some story appears in some newspaper that says that somebody said X, Y, and Z, and a customer says, I don't understand what they're talking about - we're running that product, we've been using it for five years, what are they talking about?
Each is under the most sacred obligation not to squander the material committed to him, not to sap his strength in folly and vice, and to see at the least that he delivers a product worthy the labor and cost which have been expended on him.
But, when we started our product portfolio, we focused the mixed signal requirements first for image processing devices and then in audio applications, targeting our technology into the growing use of digital technology in consumer markets.
And I guess what I would say is that we can't think narrowly about movements for black liberation and we can't necessarily see this class division as simply a product or a certain strategy that black movements have developed for liberation.
Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.
Even smaller companies are putting resources behind their analytics teams in the same way they put resources behind engineering and product teams. There are some great tools out there that allow even tiny businesses to use data effectively.
From my earliest acquaintance with the science of political economy, it has been evident to my mind that capital was the product of labor, and that therefore, in its best analysis there could be no natural conflict between capital and labor.
Product investment, quality management, and all the things that are key for a car company - great, there has been no compromise in those aspects. But I feel there's a lot we could do on communication, particularly from a Chinese perspective.
Since I'm a mother and a wife, I have to have passion or the frustration would win out. But I love managing people. The product is second to managing the people. And marketing to consumers is so challenging because it is evolving constantly.
When I was in my late 30s, I lit a figure on fire on Baker Beach in San Francisco. It was me, a friend, and maybe eight people, tops. There wasn't any premeditation to it at all. It was really just a product of San Franciscan bohemian milieu.
A company is a group organized to create a product or service, and it is only as good as its people and how excited they are about creating. I do want to recognize a ton of super-talented people. I just happen to be the face of the companies.
Let's face it: if you and I have the same capabilities, the same energy, the same staff, if the only thing that's different between you and me is the products we can get, and I can get a better product than you, I'm going to be a better chef.
The other advantage is that in conventional manufacturing processes, it takes a long time for a factory to produce an amount of product equal to its own weight. With molecular machines, the time required would be something more like a minute.
The idea of victimage is a dreadful thing, a product of a safe middle-class perspective. What people who are not safe develop is a tragic wisdom, a wisdom that embraces contradiction and seeks a sense of balance rather than going to extremes.
Most entrepreneurs don't need as many customers as they think. A lot of people think 10 is too few for a sample. But if all 10 refused a product, why is that not enough? If you want 100, 1,000 or a million customers, you first have to get 10.
I'm not changing any of my opinions or what I'm saying about a product in a video based on my relationship with the company… When they release a product, my job is to be honest and deliver what people want to see and what people need to hear.
One of our first jobs was at Saba Software. We were helping them build their products for the cloud. We wanted to build our own product and move away from consulting. We were looking for a change. The CEO of Saba introduced me to Marc Benioff.
When someone needs copper, or wood or an ag product, and they invest capital somewhere to make that happen, and people get jobs from that, and that good gets introduced to the world stage and it gets traded and moved, the whole world benefits.
It takes a big idea to attract the attention of consumers and get them to buy your product. Unless your advertising contains a big idea, it will pass like a ship in the night. I doubt if more than one campaign in a hundred contains a big idea.
The Kobe craze really annoyed me. Most of the practitioners had no real understanding of the product and were abusing it and exploiting it in terrible and ridiculous ways. Kobe beef should not be used in a hamburger. It's completely pointless.
Spend the first six to 12 months building a great product or service that people love, rather than chasing investors. When the time comes to engage investors, you will be meeting them from a position of strength. This makes all the difference.