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Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
In this fast-paced digitally connected world, your competitor is only a WhatsApp message away. Be reachable by every medium possible
Bernard Kelvin Clive
To a large extent, the millennial generation is setting consumer trends. We now live in an on-demand world where 30 billion WhatsApp messages are sent every day32 and where 87% of young people in the US say their smart phone never leaves their side and 44% use their camera function daily.33 This is a world which is much more about peer-to-peer sharing and user-generated content. It is a world of the now: a real-time world where traffic directions are instantly provided and groceries are delivered directly to your door. This “now world” requires companies to respond in real time wherever they are or their customers or clients may be.
Klaus Schwab (The Fourth Industrial Revolution)
Ren crossed his arms over his chest. "is it LoJacked?" "Of course," Andy said indignantly. "That's my baby. I even have a kill switch on her." "Then stop the engine." Andy appeared downright horrified by Ren's suggestion. "Are you out of your mind? What if someone hits it for stalling? I had that thing on order for over a year. Custom hand built. The epitome of German engineering. I even paid extra for the paint on her. Ain't no way I'm going to chance someone denting my baby. Or, God forbid, totaling it." Jess rolled his eyes at the boy's hissy fit. If he kept that up, he'd be putting Andy back in diapers. He turned to Ren. "You take the air. I'll get a bike." Then he focused his attention on Andy again. "And you-" Andy held his cell phone out to him. "Have an app. Track her down, get my car back, and beat the hell out of her...in that precise order.
Sherrilyn Kenyon (Retribution (Dark-Hunter, #19))
For customers, a website is an 'always open' workplace of your business.
Amit Kalantri (Wealth of Words)
WHAT DID YOU DO TO MY APP! I LIKED IT JUST HOW IT WAS! CHANGE IT BACK!” The standard playbook in software is to dismiss users like that. Hey, this is the price of progress, and progress is always good, always better. That’s myopic and condescending. For many customers, better doesn’t matter when comfort, consistency, and familiarity are higher up on their value chain.
Jason Fried (It Doesn't Have to be Crazy at Work)
App developers often rush programs to market, correcting flaws in real time, while aerospace companies do the opposite: test their jets religiously before a single customer ever sets foot
Henry Kissinger (The Age of A.I. and Our Human Future)
Building your product is the easy part. The hard part is getting customers to find your app, site or product. It’s a daunting, never-ending challenge to build customer relationships, quite literally, one customer at a time.
Steve Blank (The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company)
I also only use my social apps (YouTube, Instagram, Facebook, etc.) for two purposes: to produce and publish content, and to spy on my Dream 100. I don’t use them to be “social,” because this is the fastest way to ruin your life.
Russell Brunson (Traffic Secrets: The Underground Playbook for Filling Your Websites and Funnels with Your Dream Customers)
Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.
Teresa Torres (Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value)
How do I speak to a live person at Chime? Help Fast Yes, Chime [+1-855-574-4736] offers 24/7 customer support. You can reach their support team by phone, in the app, or through the Help Center, any time of the day, any day of the week.
Jonathan Safran Foer (The Diary of Petr Ginz)
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RFF
Companies with billions of dollars employ some of the most intelligent, creative humans on the planet to mastermind new ways to lure us into spending our lives on their apps and in their platforms. Remember, stock prices rely on keeping engagement metrics high. Many tech companies’ survival is based on continuously inventing ways to capture an ever-growing share of your time and attention. If you think you’re a customer of these products and platforms, think again. Your time, attention, and data are their product.
Marie Forleo (Everything is Figureoutable)
In the old days, a liberal and a conservative (a “dove” and a “hawk,” say) got their data from one of three nightly news programs, a local paper, and a handful of national magazines, and were thus starting with the same basic facts (even if those facts were questionable, limited, or erroneous). Now each of us constructs a custom informational universe, wittingly (we choose to go to the sources that uphold our existing beliefs and thus flatter us) or unwittingly (our app algorithms do the driving for us). The data we get this way, pre-imprinted with spin and mythos, are intensely one-dimensional.
George Saunders
In a sense, we can’t even claim to be growing “less religious” when social media’s job is explicitly to generate ideological sects, to pack people’s feeds with suggested content that only exaggerates what they already believe. As each of us posts, curating our individual online identities, the apps capture those personas via metadata and reinforce them through irresistible targeted ads and custom feeds. No “cult leader” takes advantage of our psychological drives quite like The Algorithm, which thrives on sending us down rabbit holes, so we never even come across rhetoric we don’t agree with unless we actively search for it.
Amanda Montell (Cultish)
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Cynthia Morris
Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive. We now exist in a world where we can communicate with coworkers at any hour, access vital documents over smartphones, learn any fact within seconds, and have almost any product delivered to our doorstep within twenty-four hours. Companies can design gadgets in California, collect orders from customers in Barcelona, email blueprints to Shenzhen, and track deliveries from anywhere on earth. Parents can auto-sync the family’s schedules, pay bills online while lying in bed, and locate the kids’ phones one minute after curfew. We are living through an economic and social revolution that is as profound, in many ways, as the agrarian and industrial revolutions of previous eras. These advances in communications and technology are supposed to make our lives easier. Instead, they often seem to fill our days with more work and stress. In part, that’s because we’ve been paying attention to the wrong innovations. We’ve been staring at the tools of productivity—the gadgets and apps and complicated filing systems for keeping track of various to-do lists—rather than the lessons those technologies are trying to teach us. There are some people, however, who have figured out how to master this changing world. There are some companies that have discovered how to find advantages amid these rapid shifts. We now know how productivity really functions. We know which choices matter most and bring success within closer reach. We know how to set goals that make the audacious achievable; how to reframe situations so that instead of seeing problems, we notice hidden opportunities; how to open our minds to new, creative connections; and how to learn faster by slowing down the data that is speeding past us.
Charles Duhigg (Smarter Faster Better: The Secrets of Being Productive in Life and Business)
I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.
Thibaut Meurisse (Dopamine Detox : A Short Guide to Remove Distractions and Train Your Brain to Do Hard Things (Productivity Series Book 1))
Noah Kagan, a growth hacker at Facebook, the personal finance service Mint.com (which sold to Intuit for nearly $170 million), and the daily deal site AppSumo (which has more than eight hundred thousand users), explains it simply: “Marketing has always been about the same thing—who your customers are and where they are.”5 What growth hackers do is focus on the “who” and “where” more scientifically, in a more measurable way. Whereas marketing was once brand-based, with growth hacking it becomes metric and ROI driven. Suddenly, finding customers and getting attention for your product are no longer guessing games. But this is more than just marketing with better metrics; this is not just “direct marketing” with a new name. Growth hackers trace their roots back to programmers—and that’s how they see themselves. They are data scientists meets design fiends meets marketers. They welcome this information, process it and utilize it differently, and see it as desperately needed clarity in a world that has been dominated by gut instincts and artistic preference for too long. But they also add a strong acumen for strategy, for thinking big picture, and for leveraging platforms, unappreciated assets, and new ideas.
Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
Choosing an output as an outcome. Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.” A good place to start is to make sure your outcome represents a number even if you aren’t sure yet how to measure it. But even then, outputs can creep in. I worked with a team that helped students choose university courses who set their outcome as “Increase the number of course reviews on our platform.” When I asked them what the impact of more reviews was, they answered, “More students would see courses with reviews.” That’s not necessarily true. The team could have increased the number of reviews on their platform, but if they all clustered around a small number of courses, or if they were all on courses that students didn’t view, they wouldn’t have an impact. A better outcome is “Increase the number of course views that include reviews.” To shift your outcome from less of an output to more of an outcome, question the impact it will have.
Teresa Torres (Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value)
The Model S also offered a way to fix issues in a manner that people had never before encountered with a mass-produced car. Some of the early owners complained about glitches like the door handles not popping out quite right or their windshield wipers operating at funky speeds. These were inexcusable flaws for such a costly vehicle, but Tesla typically moved with clever efficiency to address them. While the owner slept, Tesla’s engineers tapped into the car via the Internet connection and downloaded software updates. When the customer took the car out for a spin in the morning and found it working right, he was left feeling as if magical elves had done the work. Tesla soon began showing off its software skills for jobs other than making up for mistakes. It put out a smartphone app that let people turn on their air-conditioning or heating from afar and to see where the car was parked on a map. Tesla also began installing software updates that imbued the Model S with new features. Overnight, the Model S sometimes got new traction controls for hilly and highway driving or could suddenly recharge much faster than before or possess a new range of voice controls. Tesla had transformed the car into a gadget—a device that actually got better after you bought it. As Craig Venter, one of the earliest Model S owners and the famed scientist who first decoded man’s DNA, put it, “It changes everything about transportation. It’s a computer on wheels.” The
Ashlee Vance (Elon Musk: How the Billionaire CEO of SpaceX and Tesla is Shaping our Future)
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Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).
Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
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