Quotes About Product

Quakers never haggled, but set what they felt was a fair price for materials and labour. Each product had what was thought of as its own intrinsic merit, be it a carrot or a horseshoe or a quilt, and that did not change simply because many people needed a horseshoe.

To achieve Operational Excellence, management has to coach, guide, teach, and instill the concept of getting rid of the use of management in supporting the flow of product to the customer

The right use of kaizen in Operational Excellence is using kaizen to eliminate the need for management in the flow of product to the customer.

there are so many more ways to be a service than to be a product.

One reason so much money is flowing into the service frontier is that there are so many more ways to be a service than to be a product. The number of different ways to recast transportation as a service is almost unlimited. Uber is merely one variation. There are dozens more already established, and many more possible. The general approach for entrepreneurs is to unbundle the benefits of transportation (or any X) into separate constituent goods and then recombine them in new ways.

We are still at the early stages in how and what we filter. These powerful computational technologies can be—and will be—applied to the internet of everything. The most trivial product or service could be personalized if we wanted it (but many times we won't). In the next 30 years the entire cloud will be filtered, elevating the degree of personalization. Yet

One thing you should not fear is competition. They only help to raise your game and build a better product. If they are better than you, you deserve to lose." Peldi in Do! the pursuit of xceptional execution

Ask yourself, how much of your time do you spend developing someone else's product? How much developing yourself?

Remember, your output is not a work of art; it's a work product designed to help the customer – whoever the customer is.

It's all about what your ideal clients really care and you are going to learn how to offer what that true, ideal client really wants and find their unmet needs so that you can offer the very best-in-class product and service out there and meet those needs. You won't be making empty promises or selling what you can't deliver.

Higher value work equals higher rates. Charging more than your competitors implies added value for your product or service.

While all storytellers love the rule of three, for business storytelling, the three-act structure is particularly critical to making your case simply and persuasively. Your customer doesn't want to know all 200 features of your product; explain three features they will care the most about.

if you want advice on what product to buy, ask someone who is still gathering information and is still open-minded.

One of the things that's so overlooked by many people is what's in museum shops. Very often there is a really great product, and it doesn't cost a lot of money. At some point you won't be able to find it so easily anymore. That's when it becomes valuable.

Writing is like sausage making in my view; you'll all be happier in the end if you just eat the final product without knowing what's gone into it.

Natural gas is hemispheric. I like to call it hemispheric in nature because it is a product that we can find in our neighborhoods.

Karol Wojty?a, the disciple who was a product of the Church in the modern world, not of the Roman bureaucracy.

Testing gathers information about a product; it does not fix things it finds that are wrong.

If you don't have questions about a product's risks, then there's no reason to test. If you have at least one such question, then ask: Will these tests cost more to execute than their answers will be worth?

Testing does not improve a product; the improving is done by people fixing the bugs that testing has uncovered.

Often when managers say, "Testing takes too long," what they should be saying is, "Fixing the bugs in the product takes too long"—a different cost category. Make sure you're accounting for effort and time under the correct cost category.

Testing gathers information about a product; it does not fix things it finds that are wrong. Testing does not improve a product; the improving is done by people fixing the bugs that testing has uncovered. Often when managers say, "Testing takes too long," what they should be saying is, "Fixing the bugs in the product takes too long"—a different cost category.

Results are what you expect; consequences are what you get.

All wealth is the product of labor