Demo Car Quotes

A third example of this was when we said, "Let's make some kind of coupon system"—because we had this idea that we would send people an automatic email when they visited our website that would tell them—and we had all these crazy ideas like, "Buy our software within the next 72 hours and get 25 percent off." (That thing was actually a bot that we wrote years ago, and it still runs. If you try CityDesk, which is our least popular product right now, you will get an automatic email with a 25 percent–off coupon that you have to use in the next 72 hours.) When we launched that, it did increase our sales a little bit. It gets people to evaluate the demo version right away—because they don't want to lose their 25 percent off coupon which is going to expire. These were all marginally good marketing ideas. Unfortunately we spent a lot of time chasing them. The one thing we learned over 5 years is that nothing works better than just improving your product. Every minute, every developer hour we spent on any one of these crazy things—although they had some marginal return on the work that we put into them—was nothing compared to just making a better version of the product and releasing it. If we had taken all the effort we put into these crazy schemes and put it into moving our software development schedule ahead by the equivalent amount, it would have paid off much more. That was probably the biggest mistake we made. And that's the advice I give everybody. All those little coupon schemes, this is what General Motors does. They figure out new rebate schemes because they forgot all about how to design cars people want to buy. But when you still remember how to make software people want, great, just improve it. Talk to your customers. Find out what they need. Don't pay any attention to the competition. They're not relevant to you. Only talk to your customers and your potential customers and see what it is that caused them not to buy your product or would cause them to buy more copies of it. And do that, and then ship it. That was something we really, really should have focused on, but, you know, we didn't know any better.

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One broken window—a badly designed piece of code, a poor management decision that the team must live with for the duration of the project—is all it takes to start the decline. If you find yourself working on a project with quite a few broken windows, it's all too easy to slip into the mindset of "All the rest of this code is crap, I'll just follow suit." It doesn't matter if the project has been fine up to this point. In the original experiment leading to the "Broken Window Theory," an abandoned car sat for a week untouched. But once a single window was broken, the car was stripped and turned upside down within hours. By the same token, if you find yourself on a team and a project where the code is pristinely beautiful—cleanly written, well designed, and elegant—you will likely take extra special care not to mess it up, just like the firefighters. Even if there's a fire raging (deadline, release date, trade show demo, etc.), you don't want to be the first one to make a mess.

The idea of dividing our work into smaller units isn’t new. You’ve probably heard this advice a hundred times: if you’re stuck on a task, break it down into smaller steps. Every profession and creative medium has its own version of “intermediate steps” on the way to full-fledged final works. For example: “Modules” in software development “Betas” tested by start-ups “Sketches” in architecture “Pilots” for television series “Prototypes” made by engineers “Concept cars” in auto design “Demos” in music recording

When they fall apart it’s usually for one of three reasons: You focus on making one amazing thing but forget that it has to be part of a single, fluid experience. [See also: Figure 3.1.1, in Chapter 3.1.] So you ignore the million little details that aren’t as exciting to build—especially for V1—and end up with a neat little demo that doesn’t actually fit into anyone’s life. Conversely, you start with a disruptive vision but set it aside because the technology is too difficult or too costly or doesn’t work well enough. So you execute beautifully on everything else but the one thing that would have differentiated your product withers away. Or you change too many things too fast and regular people can’t recognize or understand what you’ve made. That’s one of the (many) issues that befell Google Glass. The look, the technology—it was all so new that people had no idea what to do with it. There was no intuitive understanding of what the thing was for. It’s as if Tesla decided out the gate to build electric cars with five wheels and two steering wheels. You can change the motor, change the dash—but it still has to look like a car. You can’t push people too far outside their mental model. Not at first.

There I sat as my dad and the salesperson walked down the aisle. My dad seemed to take some particular interest in the video game that I had just been playing. Maybe interest is too weak of a word, because my dad became engrossed with the demo. I spent the next forty-five minutes crouched behind the boxes across the aisle, waiting for my dad to get bored and to move along. He never moved. Actually, it was pretty impressive how well he did on the game. In that time, he beat three levels and unlocked a few hidden treasures that I never even heard of. I’m starting to wonder if the reason why he’s always telling me to get off the video games is so he can play himself. The salesman urged him a few times to see other set-ups and even try other games, but my dad had none of it. He was like a man possessed on that controller. The whole time, my back was growing sorer from crouching under the shelf and my butt was starting to go numb. Finally, as it came closer to the time he had to leave to pick me up, he graciously thanked the salesman for his time. When they walked away, I burst out from behind the boxes ready to sprint. I needed to beat my dad outside, but the first stride I took sent me collapsing to the ground. Both legs were fully asleep! I shook them like crazy to get the blood flowing back into them. A man walked by with a frightened look on his face, shielding his young son from the sight of me. By the time I got my feet to stop tingling, it was too late. I ran to the front of the store just in time to see my dad get into his car. At that point, I should have cut my losses and admitted to the charade. At least this way, I would have had a ride back. But that’s not how it happened. At that moment, I was sure I could sprint back to the library faster than he could drive there. Three traffic lights stood in between Good Buys and the library. I was counting on a little help from the big Guy upstairs to make those lights red for as long as possible.