Quotes About Product

the design process is one that must accept innovation risk. Innovation risk is the chance that a new product, system, or service may fail. The larger the risk, the larger the reward. Similarly, the larger the innovation risk, the deeper the repercussions of failure.

Product management, both in the context of a physical consumable and in the context of a digital product, is the process by which a product comes to life and the process by which it achieves and maintains success. It's not project management.

Interaction Design is the creation of a dialogue between a person and a product, system, or service. This dialogue is both physical and emotional in nature and is manifested in the interplay between form, function, and technology as experienced over time.

The most advertised commodity is not always intrinsically the best; but is sometimes merely the product of a company, with plenty of money to spend on advertising.

We want to create a product that keeps people coming back and allows them to continue building when their needs change.

Customers don't know what they want. There's plenty of good psychology research that shows that people are not able to accurately predict how they would behave in the future. So asking them, 'Would you buy my product if it had these three features?' or 'How would you react if we changed our product this way?' is a waste of time. They don't know.

Customers don't care how much time something takes to build. They care only if it serves their needs.

What if we found ourselves building something that nobody wanted? In that case what did it matter if we did it on time and on budget?

The point is not to find the average customer but to find early adopters: the customers who feel the need for the product most acutely. Those customers tend to be more forgiving of mistakes and are especially eager to give feedback.

In the Lean Startup model, an experiment is more than just a theoretical inquiry; it is also a first product.

Anything those customers experience from their interaction with a company should be considered part of that company's product.

The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible.

waiting too long to release can lead to the ultimate waste: making something that nobody wants.

Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?

Most of the time customers don't know what they want in advance.)

Only 5 percent of entrepreneurship is the big idea, the business model, the whiteboard strategizing, and the splitting up of the spoils. The other 95 percent is the gritty work that is measured by innovation accounting: product prioritization decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback.

Product managers figure out what features are likely to please customers; product designers then figure out how those features should look and feel.

Thus, the right way to think about the product development process in a Lean Startup is that it is responding to pull requests in the form of experiments that need to be run.

The common tendency of product development is to skip straight to the fourth question and build a solution before confirming that customers have the problem.

1. Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?

pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.

Startups also have a true north, a destination in mind: creating a thriving and world-changing business. I call that a startup's vision. To achieve that vision, startups employ a strategy, which includes a business model, a product road map, a point of view about partners and competitors, and ideas about who the customer will be. The product is the end result of this strategy

The next few months are where the true story of IMVU begins, not with our brilliant assumptions and strategies and whiteboard gamesmanship but with the hard work of discovering what customers really wanted and adjusting our product and strategy to meet those desires. We adopted the view that our job was to find a synthesis between our vision and what customers would accept; it wasn't to capitulate to what customers thought they wanted or to tell customers what they ought to want.

Startups do not yet know who their customer is or what their product should be.