Launch Product Quotes

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Many times, the idea we come up with is not to fit for the current times but if launched at the right time can do wonders.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
Another important thing to remember here is that market research is an ongoing process. Don’t just do the research before the product launch but continue doing it even after that.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
Launching a similar product still needs some kind of differentiation.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
Every product comes with a time limit. If you delay your product launch, somebody else could launch a similar product in that time, making your product outdated and taking a big chunk of your market share.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
Market research is an ongoing part of any business. It shouldn’t be done just when you’re launching a product or when you’re struggling with business growth.
Pooja Agnihotri (Market Research Like a Pro)
Timing is critical to a successful product launch.
Hendrith Vanlon Smith Jr.
90% of new business fail in the first three months of launching, due to lack of proper planning, wrong selection of niche/products and marketing platform.
K. Raveendran (How to Start a New Business from Scratch and Skyrocket your Income in 9 Easy Steps)
In Silicon Valley, start-ups don’t launch with polished, finished businesses. Instead, they release their “Minimum Viable Product” (MVP)—the most basic version of their core idea with only one or two essential features. The point is to immediately see how customers respond. And, if that response is poor, to be able to fail cheaply and quickly.
Ryan Holiday (The Obstacle Is the Way: The Timeless Art of Turning Trials into Triumph)
Leadership is the influence of others in a productive, vision-driven direction and is done through the example, conviction, and character of the leader.
Chris Brady (Launching a Leadership Revolution)
It’s very hard to have a productive dialogue with a thirteen-year-old boy, as every gently broached subject becomes an Ultimate Conversation, requiring defense systems and counterattacks to attacks that were never launched. What begins as an innocent observation about his habit of leaving things in the pockets of dirty clothes ends with Sam blaming his parents for his twenty-eighth-percentile height, which makes him want to commit suicide on YouTube.
Jonathan Safran Foer (Here I Am)
The tone of the new ones, in their TED Talks, in PowerPointed product launches, in testimony to parliaments and congresses, in utopianly titled books, was a smarmy syrup of convenient conviction and personal surrender that he remembered well from the Republic. He
Jonathan Franzen (Purity)
In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him
Walter Isaacson (Steve Jobs)
After the launch phase, your product is old news. Take advantage of the opportunity to generate interest when your product is new.
Brian Lawley (Optimal Product Process)
If you are not embarrassed by the first version of your product, you’ve launched too late. —Reid Hoffman
Guy Kawasaki (The Art of the Start 2.0: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything)
Every morning, identify no more than three tasks that you want to accomplish during the day. Update your calendar to reflect these priorities and say no to all non-essential work.
Peter Yang (Principles of Product Management: How to Land a PM Job and Launch Your Product Career)
If you’re not embarrassed by the first version of your product, you’ve launched too late. —REID HOFFMAN, FOUNDER OF LINKEDIN
Josh Kaufman (The Personal MBA: Master the Art of Business)
A product leader is ultimately responsible for the success or failure of a product and, by extension, the company itself. The impact of that cannot be underestimated.
Richard Banfield (Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams)
Shipping work must also solve a problem and result in customers truly receiving value from whatever was shipped.
Richard Banfield (Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams)
When you get into disagreements with others, remember that your job as a product manager is to find the truth, not to be right all the time.
Peter Yang (Principles of Product Management: How to Land a PM Job and Launch Your Product Career)
Case applied the two lessons he had learned at Procter & Gamble: make a product simple and launch it with free samples.
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
you are not embarrassed by the first version of your product, you’ve launched too late.” Reid Hoffman
Dan Norris (The 7 Day Startup: You Don't Learn Until You Launch)
80% of new products fail at launch.
Navi Radjou (Frugal Innovation: How to do better with less)
Jobs had perfected the art of turning product launches into theatrical productions,
Walter Isaacson (Steve Jobs)
occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But
Walter Isaacson (Steve Jobs)
summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product
Walter Isaacson (Steve Jobs)
To summarize, a great mission, vision, and strategy gives people on your team a shared purpose (why), a picture of what success looks like (what), and a plan to make that vision a reality (how).
Peter Yang (Principles of Product Management: How to Land a PM Job and Launch Your Product Career)
We are all forecasters. When we think about changing jobs, getting married, buying a home, making an investment, launching a product, or retiring, we decide based on how we expect the future will unfold.
Philip E. Tetlock (Superforecasting: The Art and Science of Prediction)
When you launch a new product, the first question to ask yourself is not 'How is this new product better than the competition?' but 'First what?' In other words, what category is this new product first in?
Al Ries
I can create a new business within three months: raise the money, assemble a team, and launch it. It’s fun for me. It’s really cool to see what can I put together. It makes money almost as a side effect. Creating businesses is the game I became good at. It’s just my motivation has shifted from being goal-oriented to being artistic. Ironically, I think I’m much better at it now. [74] Even when I invest, it’s because I like the people involved, I like hanging out with them, I learn from them, I think the product is really cool. These days, I will pass on great investments because I don’t find the products interesting.
Eric Jorgenson (The Almanack of Naval Ravikant: A Guide to Wealth and Happiness)
Product people are business people, first and foremost. They work across functions and serve to integrate or synchronize the work of others so that products and portfolios can be planned, developed, launched, and managed.
Steven Haines (The Product Manager's Survival Guide: Everything You Need to Know to Succeed as a Product Manager)
Call us if you are not being able to install Norton antivirus. We are proficient in doing Norton com setup install for any version that has been launched by the company. Moreover, we provide help for Norton antivirus as well.
miaharris
The Germany Navy immediately launched a tremendous U-boat building program which by the end of the war produced a total of 1102 new boats. Production rose from two boats per month in 1939, to over thirty a month in the middle of the war.
Daniel V. Gallery (Twenty Million Tons Under the Sea: The Daring Capture of the U-505)
You could have a new product launch coming up and you don’t have a huge online community of potential customers to promote to. But you could write a blog post for an online platform that you know thousands of your ideal customers will read.
Lucy Sheridan (The Comparison Cure: How to be less ‘them’ and more you)
Meanwhile, Mme Mao and her cohorts were renewing their efforts to prevent the country from working. In industry, their slogan was: "To stop production is revolution itself." In agriculture, in which they now began to meddle seriously: "We would rather have socialist weeds than capitalist crops." Acquiring foreign technology became "sniffing after foreigners' farts and calling them sweet." In education: "We want illiterate working people, not educated spiritual aristocrats." They called for schoolchildren to rebel against their teachers again; in January 1974, classroom windows, tables, and chairs in schools in Peking were smashed, as in 1966. Mme Mao claimed this was like "the revolutionary action of English workers destroying machines in the eighteenth century." All this demagoguery' had one purpose: to create trouble for Zhou Enlai and Deng Xiao-ping and generate chaos. It was only in persecuting people and in destruction that Mme Mao and the other luminaries of the Cultural Revolution had a chance to "shine." In construction they had no place. Zhou and Deng had been making tentative efforts to open the country up, so Mme Mao launched a fresh attack on foreign culture. In early 1974 there was a big media campaign denouncing the Italian director Michelangelo Antonioni for a film he had made about China, although no one in China had seen the film, and few had even heard of it or of Antonioni. This xenophobia was extended to Beethoven after a visit by the Philadelphia Orchestra. In the two years since the fall of Lin Biao, my mood had changed from hope to despair and fury. The only source of comfort was that there was a fight going on at all, and that the lunacy was not reigning supreme, as it had in the earlier years of the Cultural Revolution. During this period, Mao was not giving his full backing to either side. He hated the efforts of Zhou and Deng to reverse the Cultural Revolution, but he knew that his wife and her acolytes could not make the country work. Mao let Zhou carry on with the administration of the country, but set his wife upon Zhou, particularly in a new campaign to 'criticize Confucius." The slogans ostensibly denounced Lin Biao, but were really aimed at Zhou, who, it was widely held, epitomized the virtues advocated by the ancient sage. Even though Zhou had been unwaveringly loyal, Mao still could not leave him alone. Not even now, when Zhou was fatally ill with advanced cancer of the bladder.
Jung Chang (Wild Swans: Three Daughters of China)
over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard
Walter Isaacson (Steve Jobs)
So it is that supernatural horror is the product of a profoundly divided species of being. It is not the pastime of even our closest relations in the wholly natural world: we gained it, as part of our gloomy inheritance, when we became what we are. Once awareness of the human predicament was achieved, we immediately took off in two directions, splitting ourselves down the middle. One half became dedicated to apologetics, even celebration, of our new toy of consciousness. The other half condemned and occasionally launched direct assaults on this "gift.
Thomas Ligotti (Songs of a Dead Dreamer and Grimscribe)
Meanwhile, Mme Mao and her cohorts were renewing their efforts to prevent the country from working. In industry, their slogan was: "To stop production is revolution itself." In agriculture, in which they now began to meddle seriously: "We would rather have socialist weeds than capitalist crops." Acquiring foreign technology became "sniffing after foreigners' farts and calling them sweet." In education: "We want illiterate working people, not educated spiritual aristocrats." They called for schoolchildren to rebel against their teachers again; in January 1974, classroom windows, tables, and chairs in schools in Peking were smashed, as in 1966. Mme Mao claimed this was like "the revolutionary action of English workers destroying machines in the eighteenth century." Mme Mao launched a fresh attack on foreign culture. In early 1974 there was a big media campaign denouncing the Italian director Michelangelo Antonioni for a film he had made about China, although no one in China had seen the film, and few had even heard of it or of Antonioni. This xenophobia was extended to Beethoven after a visit by the Philadelphia Orchestra.
Jung Chang
Purple Cow (SETH GODIN) - Your Highlight on page 85 | location 1290-1291 | Added on Friday, 6 June 2014 10:26:03 What you need is the insight to realize that you have no other choice but to grow your business or launch your product with Purple Cow thinking. Nothing else is going to work.
Anonymous
Eric Ries, author of The Lean Startup, explains that the best way to get to Product Market Fit is by starting with a “minimum viable product” and improving it based on feedback—as opposed to what most of us do, which is to try to launch publicly with what we think is our final, perfected product. Today,
Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
The apparatchiks, too, were an eternal type. The tone of the new ones, in their TED Talks, in PowerPointed product launches, in testimony to parliaments and congresses, in utopianly titled books, was a smarmy syrup of convenient conviction and personal surrender that he remembered well from the Republic.
Jonathan Franzen (Purity)
At the heart of how Amazon innovates is its six-page memo, which kicks off everything the company does. Executives must write a press release, complete with hypothetical customer reactions to the product launch. That is followed by a series of FAQs, anticipating questions customers, as well as internal stakeholders, might have.
John Rossman (Think Like Amazon: 50 1/2 Ideas to Become a Digital Leader)
Different types of thinking provide strengths in one area and deficits in another. My thinking is slower but it may be more accurate. Faster thinking would be helpful in social situations, but slower, careful thought would enhance production of art or building mechanical devices. Rapidly delivered verbal information is even more challenging for object-visual thinkers like me. Standup comedians often move too quickly through their routines for me to process. By the time I have visualized the first joke, the comedian has already launched two more. I get lost when verbal information is presented too fast. Imagine how a student who is a visual thinker feels in a classroom where a teacher is talking fast to get through a lesson.
Temple Grandin (Visual Thinking: The Hidden Gifts of People Who Think in Pictures, Patterns, and Abstractions)
He slammed his cup down. Coffee splashed over the rim and puddled around the base. “What on earth gave you the idea I want space? I want you here. With me. All the time. I want to come home and hear the shower running and get excited because I know you’re in it. I want to struggle every morning to get up and go to the gym because I hate the idea of leaving your warm body behind in bed. I want to hear a key turn in the lock and feel contented knowing you’re home. I don’t want fucking space, Harper.” Harper laughed. “What’s funny?” “I didn’t mean space. I meant space, like closet space, a drawer in the bedroom, part of the counter in the bathroom.” Trent’s mouth twitched, a slight smile making its way to his lips. “Like a compromise. A commitment that I want more. I seem to recall you telling me in the car about something being a step in the right direction to a goal we both agreed on. Well, I want all those things you just said, with you, eventually. And if we start to leave things at each other’s places, it’s a step, right?” Trent reached up, flexing his delicious tattooed bicep, and scratched the side of his head. Without speaking, he leapt to his feet, grabbing Harper and pulling her into a fireman’s lift. “Trent,” she squealed, kicking her feet to get free. “What are you doing?” He slapped her butt playfully and laughed as he carried her down the hallway. Reaching the bedroom, Trent threw her onto the bed. “We’re doing space. Today, right now.” He started pulling open his drawers, looking inside each one before pulling stuff out of the top drawer and dividing it between the others. “Okay, this is for your underwear. I need to see bras, panties, and whatever other girly shit you have in here before the end of the day.” Like a panther on the prowl, Trent launched himself at the bed, grabbing her ankle and pulling her to the edge of the bed before sweeping her into his arms to walk to the bathroom. He perched her on the corner of the vanity, where his stuff was spread across the two sinks. “Pick one.” “Pick one what?” “Sink. Which do you want?” “You’re giving me a whole sink? Wait … stop…” Trent grabbed her and started tickling her. Harper didn’t recognize the girly giggles that escaped her. Pointing to the sink farthest away from the door, she watched as he pushed his toothbrush, toothpaste, and styling products to the other side of the vanity. He did the same thing with the vanity drawers and created some space under the sink. “I expect to see toothbrush, toothpaste, your shampoo, and whatever it is that makes you smell like vanilla in here.” “You like the vanilla?” It never ceased to surprise her, the details he remembered. Turning, he grabbed her cheeks in both hands and kissed her hard. He trailed kisses behind her ear and inhaled deeply before returning to face her. “Absolutely. I fucking love vanilla,” he murmured against her lips before kissing her again, softly this time. “Oh and I’d better see a box of tampons too.” “Oh my goodness, you are beyond!” Harper blushed furiously. “I want you for so much more than just sex, Harper.
Scarlett Cole (The Strongest Steel (Second Circle Tattoos, #1))
Retraumatized by her own inner voice, she then launches into her most habitual 4F behavior. She either lashes out domineeringly at the nearest person [Fight] – or she launches busily into anxious productivity [Flight] – or she flips on the TV and foggily tunes out or dozes off again [Freeze] – or she self-abandoningly redirects her attention to figuring out how to fix a friend’s problem [Fawn].
Pete Walker (Complex PTSD: From Surviving to Thriving)
To understand that the most costly war in this country’s history was launched in direct opposition to everything the country claims to be, to understand that this war was the product of centuries of enslavement, which is to see an even longer, more total war, is to alter the accepted conception of America as a beacon of freedom. How does one face this truth or forge a national identity out of it?
Ta-Nehisi Coates (We Were Eight Years in Power: An American Tragedy)
Empowered by the Enabling Law, Hitler launched a political blitzkrieg, destroying what remained of German democracy. He began by abolishing local assemblies and replacing provincial governors with Nazis. He sent SA thugs to brutalize political opponents and, when necessary, cart them off to newly opened concentration camps. He disposed of the unions by declaring May 1, 1933, a paid national holiday, then occupying union offices throughout the country on May 2. He purged the civil service of disloyal elements and issued a decree banning Jews from the professions. He placed theater, music, and radio productions under the control of Joseph Goebbels and barred unsympathetic journalists from doing their jobs. To ensure order, he consolidated political, intelligence, and police functions in a new organization, the Gestapo.
Madeleine K. Albright (Fascism: A Warning)
If the second object starts moving instantly, they describe it as having been “launched” by the first. Experiments have shown that six-month-old infants see the sequence of events as a cause-effect scenario, and they indicate surprise when the sequence is altered. We are evidently ready from birth to have impressions of causality, which do not depend on reasoning about patterns of causation. They are products of System 1.
Daniel Kahneman (Thinking, Fast and Slow)
My comedy, such as it is, had always been based on taking existing fact and stretching it out to its most absurd possible iteration. But Donald Trump was already doing that. He had been doing it his whole life. By the time he launched his actual, no-joke presidential campaign by gliding down a golden escalator to accuse Mexico of rape, I had realized that there was no joke I could make that could keep up with the long-form improv Trump was laying down every hour of every day. Because of course we now know the no-joke campaign was a joke. He never expected to actually be elected. He just wanted to launch this new, lucrative hate-and-fear-based entertainment product called the Trump Candidacy. But then he became president, and the joke was on him, because he did not want that job. But the joke was still mostly on us, because he is terrible at it, and he makes us all a laughingstock
John Hodgman (Medallion Status: True Stories from Secret Rooms)
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)
This is when the pill became widely known as The Pill, perhaps the only product in American history so powerful that it needed no name. Women went to their doctors and said they wanted it. They wanted The Pill. Some of them might still have been uncomfortable talking about birth control. Others might have been unsure of its brand name. But The Pill was The Pill because it was the only one that mattered, the one everyone was talking about, the one they needed.
Jonathan Eig (The Birth of the Pill: How Four Crusaders Reinvented Sex and Launched a Revolution)
Aided by the young George Pullman, who would later make a fortune building railway cars, Chesbrough launched one of the most ambitious engineering projects of the nineteenth century. Building by building, Chicago was lifted by an army of men with jackscrews. As the jackscrews raised the buildings inch by inch, workmen would dig holes under the building foundations and install thick timbers to support them, while masons scrambled to build a new footing under the structure. Sewer lines were inserted beneath buildings with main lines running down the center of streets, which were then buried in landfill that had been dredged out of the Chicago River, raising the entire city almost ten feet on average. Tourists walking around downtown Chicago today regularly marvel at the engineering prowess on display in the city’s spectacular skyline; what they don’t realize is that the ground beneath their feet is also the product of brilliant engineering.
Steven Johnson (How We Got to Now: Six Innovations That Made the Modern World)
Once launched into production, our software will continue to evolve as the way it is used changes. For most things we create, we have to accept that once the software gets into the hands of our customers we will have to react and adapt, rather than it being a never-changing artifact. Thus, our architects need to shift their thinking away from creating the perfect end product, and instead focus on helping create a framework in which the right systems can emerge, and continue to grow as we learn more.
Sam Newman (Building Microservices: Designing Fine-Grained Systems)
If the New Marketing can be characterized by just one idea, it's this: Ideas that spread through groups of people are far more powerful than ideas delivered at an individual. Social change, education, new-product launches, religious movements... it doesn't matter, the story is the same. Movements are at the heart of change and growth. A movement - an idea that spreads with passion through a community and leads to change - is far more powerful than any advertisement ever could be. As you consider what to do next, you're faced with a difficult choice. It's difficult because it represents giving up something you may be quite comfortable with, and it's difficult because it requires an all-or-nothing commitment.
Seth Godin
One thing was certain. War was the craziest damfool madness that ever was. It was everything vile, absurd, brutal, murderous, confused. Mainly it was just confusion-bloody, stinking, noisy confusion with death as a casual by-product. How anyone ever won a battle, he couldn't imagine. This fight, which had no name and ought never to have a name, had been simply the result of two blind forces launched from vast confusion and colliding in vast confusion. What he had seen today was so incredibly evil and foolish that it baffled classification. No one man or idea was responsible for the evil. It was something in which men got trapped through a lack of foresight. All of them hated it while they were in it, and yet all had agreed to be in it.
Ross Lockridge Jr. (Raintree County)
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Steve Scott (61 Ways to Sell More Nonfiction Kindle Books)
The assumptions that propagandists are rational, in the sense that they follow their own propaganda theories in their choice of communications, and that the meanings of propagandists' communications may differ for different people reoriented the FCC* analysts from a concept of "content as shared" (Berelson would later say "manifest") to conditions that could explain the motivations of particular communicators and the interests they might serve. The notion of "preparatory propaganda" became an especially useful key for the analysts in their effort to infer the intents of broadcasts with political content. In order to ensure popular support for planned military actions, the Axis leaders had to inform; emotionally arouse, and otherwise prepare their countrymen and women to accept those actions; the FCC analysts discovered that they could learn a great deal about the enemy's intended actions by recognizing such preparatory efforts in the domestic press and broadcasts. They were able to predict several major military and political campaigns and to assess Nazi elites' perceptions of their situation, political changes within the Nazi governing group, and shifts in relations among Axis countries. Among the more outstanding predictions that British analysts were able to make was the date of deployment of German V weapons against Great Britain. The analysts monitored the speeches delivered by Nazi propagandist Joseph Goebbels and inferred from the content of those speeches what had interfered with the weapons' production and when. They then used this information to predict the launch date of the weapons, and their prediction was accurate within a few weeks. *FCC - Federal Communications Commission
Klaus H. Krippendorff (Content Analysis: An Introduction to Its Methodology)
Staying focused on the problem also prevents you from falling into the fatal trap of assuming the world is waiting with bated breath for your product to launch. When I used to work in advertising, we would joke that the “insight” in the creative brief was often something along the lines of, “I wish there were a crunchy cereal with raisins that was healthy and also delicious.” But people do not wish this. They might have a hard time finding a quick breakfast that doesn’t make them feel fat or sluggish. And maybe your crunchy raisin cereal is the perfect response to this issue. But they are not waking up in the morning wishing for raisiny, crunchy goodness. Similarly, people are not wishing for your idea to exist, because they don’t even know it’s an option. So when you sit down to clarify what problem you’re solving, a great initial test is to imagine someone’s inner monologue. Is the problem you’ve identified something that a real human might actually be thinking?
Jocelyn K. Glei (Make Your Mark)
Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.
Frantz Fanon (Toward the African Revolution)
issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?
Al Ries (The 22 Immutable Laws of Branding: How to Build a Product or Service into a World-Class Brand)
Search engine query data is not the product of a designed statistical experiment and finding a way to meaningfully analyse such data and extract useful knowledge is a new and challenging field that would benefit from collaboration. For the 2012–13 flu season, Google made significant changes to its algorithms and started to use a relatively new mathematical technique called Elasticnet, which provides a rigorous means of selecting and reducing the number of predictors required. In 2011, Google launched a similar program for tracking Dengue fever, but they are no longer publishing predictions and, in 2015, Google Flu Trends was withdrawn. They are, however, now sharing their data with academic researchers... Google Flu Trends, one of the earlier attempts at using big data for epidemic prediction, provided useful insights to researchers who came after them... The Delphi Research Group at Carnegie Mellon University won the CDC’s challenge to ‘Predict the Flu’ in both 2014–15 and 2015–16 for the most accurate forecasters. The group successfully used data from Google, Twitter, and Wikipedia for monitoring flu outbreaks.
Dawn E. Holmes (Big Data: A Very Short Introduction (Very Short Introductions))
Three years after the United States and the Israelis reached across Iran’s borders and destroyed its centrifuges, Iran launched a retaliatory attack, the most destructive cyberattack the world had seen to date. On August 15, 2012, Iranian hackers hit Saudi Aramco, the world’s richest oil company—a company worth more than five Apples on paper—with malware that demolished thirty thousand of its computers, wiped its data, and replaced it all with the image of the burning American flag. All the money in the world had not kept Iranian hackers from getting into Aramco’s systems. Iran’s hackers had waited until the eve of Islam’s holiest night of the year—“The Night of Power,” when Saudis were home celebrating the revelation of the Koran to the Prophet Muhammad, to flip a kill switch and detonate malware that not only destroyed Aramco’s computers, data, and access to email and internet but upended the global market for hard drives. It could have been worse. As investigators from CrowdStrike, McAfee, Aramco, and others pored through the Iranians’ crumbs, they discovered that the hackers had tried to cross the Rubicon between Aramco’s business systems and its production systems. In that sense, they failed.
Nicole Perlroth (This Is How They Tell Me the World Ends: The Cyberweapons Arms Race)
One reason was that rocket components were subject to hundreds of specifications and requirements mandated by the military and NASA. At big aerospace companies, engineers followed these religiously. Musk did the opposite: he made his engineers question all specifications. This would later become step one in a five-point checklist, dubbed “the algorithm,” that became his oft-repeated mantra when developing products. Whenever one of his engineers cited “a requirement” as a reason for doing something, Musk would grill them: Who made that requirement? And answering “The military” or “The legal department” was not good enough. Musk would insist that they know the name of the actual person who made the requirement. “We would talk about how we were going to qualify an engine or certify a fuel tank, and he would ask, ‘Why do we have to do that?’ ” says Tim Buzza, a refugee from Boeing who would become SpaceX’s vice president of launch and testing. “And we would say, ‘There is a military specification that says it’s a requirement.’ And he’d reply, ‘Who wrote that? Why does it make sense?’ ” All requirements should be treated as recommendations, he repeatedly instructed. The only immutable ones were those decreed by the laws of physics.
Walter Isaacson (Elon Musk)
The proletariat has not succeeded in negating itself as such - the century and a half since Marx has made that clear. The proletariat has failed to negate itself qua class and thereby abolish class society per se. Perhaps this is because the proletariat never was a class, as had been supposed - because only the bourgeoisie was a true Class, and therefore the only one capable of negating itself as such. For it has indeed negated itself, along with capital, and so generated a classless society, albeit one which has nothing to do with the classless society that was supposed to arise from a revolution and from a negation of the proletariat as such. As for the proletariat, it has simply disappeared - vanished along with the class struggle itself. There can be no doubt that had capitalism developed in accordance with its own contradictory logic, it would have been defeated by the proletariat. In an ideal sense, Marx's analysis is still irreproachable. But Marx simply did not foresee that it would be possible for capital, in the face of the imminent threat to its existence, to transpoliticize itself, as it were: to launch itself into an orbit beyond the relations of production and political contradictions, to make itself autonomous in a free-floating, ecstatic and haphazard form, and thus to totalize the world in its own image. Capital (if it may still be so called) has barred the way of political economy and the law of value; it is in this sense that it has successfully escaped its own end. Henceforward it can function independently of its own former aims, and absolutely without reference to any aims whatsoever. The inaugural event of this mutation was undoubtedly the Great Crash of 1929; the stockmarket crisis of 1987 was merely an aftershock.
Jean Baudrillard (The Transparency of Evil: Essays in Extreme Phenomena)
a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.
Adam M. Grant (Originals: How Non-Conformists Move the World)
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)
SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet
Walter Isaacson (Steve Jobs)
the military-industrial-scientific complex, because today’s wars are scientific productions. The world’s military forces initiate, fund and steer a large part of humanity’s scientific research and technological development. When World War One bogged down into interminable trench warfare, both sides called in the scientists to break the deadlock and save the nation. The men in white answered the call, and out of the laboratories rolled a constant stream of new wonder-weapons: combat aircraft, poison gas, tanks, submarines and ever more efficient machine guns, artillery pieces, rifles and bombs. 33. German V-2 rocket ready to launch. It didn’t defeat the Allies, but it kept the Germans hoping for a technological miracle until the very last days of the war. {© Ria Novosti/Science Photo Library.} Science played an even larger role in World War Two. By late 1944 Germany was losing the war and defeat was imminent. A year earlier, the Germans’ allies, the Italians, had toppled Mussolini and surrendered to the Allies. But Germany kept fighting on, even though the British, American and Soviet armies were closing in. One reason German soldiers and civilians thought not all was lost was that they believed German scientists were about to turn the tide with so-called miracle weapons such as the V-2 rocket and jet-powered aircraft. While the Germans were working on rockets and jets, the American Manhattan Project successfully developed atomic bombs. By the time the bomb was ready, in early August 1945, Germany had already surrendered, but Japan was fighting on. American forces were poised to invade its home islands. The Japanese vowed to resist the invasion and fight to the death, and there was every reason to believe that it was no idle threat. American generals told President Harry S. Truman that an invasion of Japan would cost the lives of a million American soldiers and would extend the war well into 1946. Truman decided to use the new bomb. Two weeks and two atom bombs later, Japan surrendered unconditionally and the war was over. But science is not just about offensive weapons. It plays a major role in our defences as well. Today many Americans believe that the solution to terrorism is technological rather than political. Just give millions more to the nanotechnology industry, they believe, and the United States could send bionic spy-flies into every Afghan cave, Yemenite redoubt and North African encampment. Once that’s done, Osama Bin Laden’s heirs will not be able to make a cup of coffee without a CIA spy-fly passing this vital information back to headquarters in Langley.
Yuval Noah Harari (Sapiens: A Brief History of Humankind)
In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.
Anonymous
If we do not stop these mar-makers not,...it will soon be too late. We are the only nation that can halt this crusade. It might be too late in America, but it isn't too late here. Without British support the whole scheme would collapse. For that reason the future of all nations depends upon the policy which is decided in this House. More than that, the final position of Britain in the world is being decided. If we support these anti-Communist crusades through the world as we have supported it in Greece, then our good name and existence will be threatened by the hatred of all free-thinking men. We cannot suppress all desire in Europe and Asia for social change by branding it communism from Russia and persecuting its supporters. Social change doesn't have to come from Russia, whatever the Foreign Office or the Americans say. It is a product of the miserable conditions under which the majority of the earth's population exist. There are fighters for social change in every land, here as well as anywhere.... We Socialists are among them. That is the reason for our predominance in the House to-day. The very men that we try to suppress in other countries are asking for far less liberty than we enjoy here, far less social change than we Socialists hope to initiate in Great Britain. Are we going to betray these men by labelling them Communists and crushing them wherever we find them until we have launched ourselves at Russia herself in a war that will wipe this island off the face of the earth? The American imperialists say that this is the American Century. ARe we to sacrifice ourselves for that great ideal, or are we to stand beside the people of Europe and Asia and other lands who seek independence, economic stability, self-determination, and the right to conduct their own affairs? Are we going to partake in an anti-Red campaign when we ourselves are Reds? ...... Some among us might think that there is political expediency in following this anti-Russian crusade without really getting enmeshed in it, creating a Third Force in Europe of their friends, a balancing force for power politics. In that you have the real policy of our Government to-day. But how can we avoid final involvement? Our American vanguard will stop at nothing. They hold their atom bomb aloft with nervous fingers. It has become their talisman and their faith. It is their new weapon of anti-Communism, a more efficient Belsen and Maidenek. Its first usage was morally anti-Russian. It was used to end Japan quickly so that Russia would play no part in the final settlement with that country. No doubt they would have used it on Russia already if they could be certain that Russian did not have an equal or better atomic weapon. That terrible uncertainty goads them into fiercer political and economic activity against the world's grim defenders of great liberties. In that you have the heart of this American imperial desperation. They cannot defeat the people of Europe and Asia with the atomic bomb alone. They cannot win unless we lend them our name and our support and our political cunning. To-day they have British support, in policy as well as in international councils where the decisions of peace and security are being made. With our support America is undermining every international conference with its anti-Russian politics.
James Aldridge (The Diplomat)
The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.
Adam M. Grant (Originals: How Non-Conformists Move the World)
The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.
Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
In 2010 Grasslands, LLC, was launched as a “triple bottom line” enterprise with the conjoint goals of creating a high-quality product (well-nourished beef cattle), generating equity and financial return to investors, revitalizing rural economies, sequestering carbon, and regenerating land on a large scale.
Judith D. Schwartz (Cows Save the Planet: And Other Improbable Ways of Restoring Soil to Heal the Earth)
At first, Mahalo garnered significant attention and traffic. At its high point, 14.1 million users worldwide visited the site monthly.[lxxxix] But over time, users began to lose interest. Although the payout of the bounties were variable, somehow users did not find the monetary rewards enticing enough. But as Mahalo struggled to retain users, another Q&A site began to boom. Quora, launched in 2010 by two former Facebook employees, quickly grew in popularity. Unlike Mahalo, Quora did not offer a single cent to anyone answering user questions. Why, then, have users stayed highly engaged with Quora, but not with Mahalo, despite its variable monetary rewards? In Mahalo’s case, executives assumed that paying users would drive repeat engagement with the site. After all, people like money, right? Unfortunately, Mahalo had an incomplete understanding of its users’ drivers. Ultimately, the company found that people did not want to use a Q&A site to make money. If the trigger was a desire for monetary rewards, the user was better off spending their time earning an hourly wage. And if the payouts were meant to take the form of a game, like a slot machine, then the rewards came far too infrequently and were too small to matter. However, Quora demonstrated that social rewards and the variable reinforcement of recognition from peers proved to be much more frequent and salient motivators. Quora instituted an upvoting system that reports user satisfaction with answers and provides a steady stream of social feedback. Quora’s social rewards have proven more attractive than Mahalo’s monetary rewards. Only by understanding what truly matters to users can a company correctly match the right variable reward to their intended behavior.
Nir Eyal (Hooked: How to Build Habit-Forming Products)
In response, BEA launched an innovative program to put the company’s experts at the heart of its best customers’ IT organizations. BEA created Global Service Executives (GSEs) who were responsible for all services across education, consulting, and support. A portion of their compensation was based on customers’ ongoing success and full utilization of all purchased products. In addition, a client architect was placed on-site at strategic accounts, reporting to the customer’s CIO. These roles were in position to see customers’ needs from the inside and to help customers create strategy and road maps. Use proactive services to extend
Lilia Shirman (42 Rules for Growing Enterprise Revenue (2nd Edition): Go-To-Market Strategies that Increase Your Relevance to B2B Customers)
...a long-term reputation is only at risk when companies engage in vocal launch activities such as PR and building hype. When a product fails to live up to those pronouncements, real long-term damage can happen to a corporate brand. But startups have the advantage of being obscure, having a pathetically small number of customers and not having much exposure. Rather than lamenting them, use these advantages to experiment under the radar and then do a public marketing launch once the product has proved itself with real customers.
Eric Ries (The Lean Startup)
THE CHASM – THE DIFFUSION MODEL WHY EVERYBODY HAS AN IPOD Why is it that some ideas – including stupid ones – take hold and become trends, while others bloom briefly before withering and disappearing from the public eye? Sociologists describe the way in which a catchy idea or product becomes popular as ‘diffusion’. One of the most famous diffusion studies is an analysis by Bruce Ryan and Neal Gross of the diffusion of hybrid corn in the 1930s in Greene County, Iowa. The new type of corn was better than the old sort in every way, yet it took twenty-two years for it to become widely accepted. The diffusion researchers called the farmers who switched to the new corn as early as 1928 ‘innovators’, and the somewhat bigger group that was infected by them ‘early adaptors’. They were the opinion leaders in the communities, respected people who observed the experiments of the innovators and then joined them. They were followed at the end of the 1930s by the ‘sceptical masses’, those who would never change anything before it had been tried out by the successful farmers. But at some point even they were infected by the ‘hybrid corn virus’, and eventually transmitted it to the die-hard conservatives, the ‘stragglers’. Translated into a graph, this development takes the form of a curve typical of the progress of an epidemic. It rises, gradually at first, then reaches the critical point of any newly launched product, when many products fail. The critical point for any innovation is the transition from the early adaptors to the sceptics, for at this point there is a ‘chasm’. According to the US sociologist Morton Grodzins, if the early adaptors succeed in getting the innovation across the chasm to the sceptical masses, the epidemic cycle reaches the tipping point. From there, the curve rises sharply when the masses accept the product, and sinks again when only the stragglers remain. With technological innovations like the iPod or the iPhone, the cycle described above is very short. Interestingly, the early adaptors turn away from the product as soon as the critical masses have accepted it, in search of the next new thing. The chasm model was introduced by the American consultant and author Geoffrey Moore. First they ignore you, then they laugh at you, then they fight you, then you win. Mahatma Gandhi
Mikael Krogerus (The Decision Book: 50 Models for Strategic Thinking)
Simplifying the product offering doesn’t mean that you are taking away the customer’s choice; rather it sends the message that you know the customers so well that you are delivering the exact solution they are looking for.
Nathan Furr (Nail It then Scale It: The Entrepreneur's Guide to Creating and Managing Breakthrough Innovation: The lean startup book to help entrepreneurs launch a high-growth business)
In the past underwhelming products could survive and thrive merely on distribution alone. A bad product, backed by a large television campaign and retail distribution, could find growth and profits for the company, regardless of quality. This is no longer the case. Today, mediocre products can still be launched in this way, but their longevity and returns quickly crash as word of mouth spreads and demand dries up faster than ever before.
Sean Ellis (Startup Growth Engines: Case Studies of How Today’s Most Successful Startups Unlock Extraordinary Growth)
What Do the Results of a Successful Tour of Duty Look Like for the Company? A successful mission objective delivers results for the company for either quantitative or qualitative goals, such as launching a new product line and generating a certain dollar amount in first-year revenues, or achieving thought leadership in a specific market category, as measured by the writings of industry analysts. At LinkedIn, for example, managers ask, “How will the company be transformed by this employee?” What Do the Results of
Reid Hoffman (The Alliance: Managing Talent in the Networked Age)
The first visible effect of converting from departments and batches to product teams and flow is that the time required to go from concept to launch, sale to delivery, and raw material to the customer falls dramatically. When flow is introduced, products requiring years to design are done in
James P. Womack (Lean Thinking: Banish Waste and Create Wealth in Your Corporation)
Kiip’s move comes at a time when more and more data on people’s actions is becoming available as wearable devices, Internet-connected home automation equipment, and cars with integrated data connections head to market. Those new data streams could form the basis for many new services and products, but they also bring new privacy concerns. Ads tailored to driving behavior will be possible thanks to a partnership between Kiip and fellow startup Mojio. It expects to launch a $149 device this summer that plugs into a car’s diagnostic port and streams vehicle data to a smartphone app to help users track their driving, their fuel economy, and their vehicle’s maintenance status. Kiip will use data from that device to target promotions inside the Mojio app.
Anonymous
fact, there was no such thing at that time—or later—as a "missile gap," a phrase that Democrats and others flung at the GOP during the 1958 and 1960 election campaigns. The Sputnik launches indeed demonstrated that the Soviets had an edge in capacity for thrust—the ability to boost satellites into orbit. But in fact the Soviets lagged badly in the production of usable warheads and did not deploy an intercontinental ballistic missile (ICBM) during the Eisenhower years.
James T. Patterson (Grand Expectations: The United States, 1945-1974 (Oxford History of the United States Book 10))
Issue a major update 30 days after launch A quick update shows momentum. It shows you're listening. It shows you've got more tricks up your sleeve. It gives you a second wave of buzz. It reaffirms initial good feelings. It gives you something to talk about and others to blog about. Knowing a quick upgrade is coming also lets you put the focus on the most crucial components before launch. Instead of trying to squeeze in a few more things, you can start by perfecting just the core feature set. Then you can "air out" the product in the real world. Once it's out there you can start getting customer feedback and you'll know which areas require attention next.
Anonymous
Once we assembled the entire package, Mike named it Netscape SuiteSpot, as it would be the “suite” that displaced Microsoft’s BackOffice. We lined everything up for a major launch on March 5, 1996, in New York. Then, just two weeks before the launch, Marc, without telling Mike or me, revealed the entire strategy to the publication Computer Reseller News. I was livid. I immediately sent him a short email: To: Marc Andreessen Cc: Mike Homer From: Ben Horowitz Subject : Launch I guess we’re not going to wait until the 5th to launch the strategy. — Ben Within fifteen minutes, I received the following reply. To: Ben Horowitz Cc: Mike Homer, Jim Barksdale (CEO), Jim Clark (Chairman) From: Marc Andreessen Subject: Re: Launch Apparently you do not understand how serious the situation is. We are getting killed killed killed out there. Our current product is radically worse than the competition. We’ve had nothing to say for months. As a result, we’ve lost over $3B in market capitalization. We are now in danger of losing the entire company and it’s all server product management’s fault. Next time do the fucking interview yourself. Fuck you, Marc I received this email the same day that Marc appeared barefoot and sitting on a throne on the cover of Time magazine. When I first saw the cover, I felt thrilled. I had never met anyone in my life who had been on the cover of Time. Then I felt sick. I brought both the magazine and the email home to Felicia to get a second opinion. I was very worried. I was twenty-nine years old, had a wife and three children, and needed my job. She looked at the email and the magazine cover and said, “You need to start looking for a job right away.” In the end, I didn’t get fired and over the next two years, SuiteSpot grew from nothing to a $400 million a year business. More shocking, Marc and I eventually became friends; we’ve been friends and business partners ever since. People often ask me how we’ve managed to work effectively across three companies over eighteen years. Most business relationships either become too tense to tolerate or not tense enough to be productive after a while. Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer benefit from the relationship. With Marc and me, even after eighteen years, he upsets me almost every day by finding something wrong in my thinking, and I do the same for him. It works.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
The final option to have your book completed is to hire a ghost writer. The challenge with this option is that it is important to note that your voice IS an integral part of your branding. When you hire someone else, what your readers will ultimately get is their voice. When they see you later at your website or on your social media, your voice will not be the same. This will trigger a feeling of inconsistency when relationships need to be built upon trust and authenticity. Your audience will eventually come to think you are not the “real deal” and will find another to replace you. Finally, your book is a springboard and launching pad to greater things such as speaking, interviews, a product line, etc. Will your ghost writer be available for all of that as well? How will you be able to “ghost write” your way through an interview? Hence the reason I stress speaking in your own voice. You may think you are not perfect, but your authenticity will speak in volumes to your followers and they will be customers for life if they see your true being.
Kytka Hilmar-Jezek (Book Power: A Platform for Writing, Branding, Positioning & Publishing)
An example is the campaign that Goodby, Berlin & Sil- verstein produced for the Northern California Honda Deal- ers Advertising Association (NCHDAA) in 1989. Rather than conform to the stereotypical dealer group advertising ("one of a kind, never to be repeated deals, this weekend 114 Figure 4.1 UNUM: "Bear and Salmon. Figure 4.2 UNUM: "Father and Child." 115 PEELING THE ONION only, the Honda-thon, fifteen hundred dollars cash back . . ." shouted over cheesy running footage), it was decided that the campaign should reflect the tone of the national cam- paign that it ran alongside. After all, we reasoned, the only people who know that one spot is from the national cam- paign and another from a regional dealer group are industry insiders. In the real world, all people see is the name "Honda" at the end. It's dumb having one of (Los Angeles agency) Rubin Postaer's intelligent, stylish commercials for Honda in one break, and then in the next, 30 seconds of car salesman hell, also apparently from Honda. All the good work done by the first ad would be undone by the second. What if, we asked ourselves, we could in some way regionalize the national message? In other words, take the tone and quality of Rubin Postaer's campaign and make it unique to Northern California? All of the regional dealer groups signed off as the Northern California Chevy/Ford/ Toyota Dealers, yet none of the ads would have seemed out of place in Florida or Wisconsin. In fact, that's probably where they got them from. In our research, we began not by asking people about cars, or car dealers, but about living in Northern California. What's it like? What does it mean? How would you describe it to an alien? (There are times when my British accent comes in very useful.) How does it compare to Southern California? "Oh, North and South are very different," a man in a focus group told me. "How so?" "Well, let me put it this way. There's a great rivalry between the (San Francisco) Giants and the (L.A.) Dodgers," he said. "But the Dodgers' fans don't know about it." Everyone laughed. People in the "Southland" were on a different planet. All they cared about was their suntans and flashy cars. Northern Californians, by comparison, were more modest, discerning, less likely to buy things to "make state- ments," interested in how products performed as opposed to 116 Take the Wider View what they looked like, more environmentally conscious, and concerned with the quality of life. We already knew from American Honda—supplied re- search what Northern Californians thought of Honda's cars. They were perceived as stylish without being ostentatious, reliable, understated, good value for the money . . . the paral- lels were remarkable. The creative brief asked the team to consider placing Honda in the unique context of Northern California, and to imagine that "Hondas are designed with Northern Californi- ans in mind." Dave O'Hare, who always swore that he hated advertising taglines and had no talent for writing them, came back immediately with a line to which he wanted to write a campaign: "Is Honda the Perfect Car for Northern Califor- nia, or What?" The launch commercial took advantage of the rivalry between Northern and Southern California. Set in the state senate chamber in Sacramento, it opens on the Speaker try- ing to hush the house. "Please, please," he admonishes, "the gentleman from Northern California has the floor." "What my Southern Californian colleague proposes is a moral outrage," the senator splutters, waving a sheaf of papers at the other side of the floor. "Widening the Pacific Coast Highway . . . to ten lanes!" A Southern Californian senator with bouffant hair and a pink tie shrugs his shoulders. "It's too windy," he whines (note: windy as in curves, not weather), and his fellow Southern Californians high-five and murmur their assent. The Northern Californians go nuts, and the Speaker strug- gles in vain to call everyone to order. The camera goes out- side as th
Anonymous
A dominant firm may launch new products in direct competition with any competitor that tries to fill in gaps in the market. These new products may trade on the high esteem in which clients hold the dominant firm or may simply dilute the profitability of new products for smaller firms, leading them to withdraw from the market.
Craig S. Fleisher (Business and Competitive Analysis: Effective Application of New and Classic Methods)
Retiring a product is just like launching a product in reverse; much of your process and communication for orchestrating a successful product launch can be reused.
Jock Busuttil (The Practitioner's Guide to Product Management)
(A very common question: Where do I find the right people? If this isn’t immediately obvious to you, then you don’t know your own industry well enough to even consider launching a product yet. Period.)
Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
At its heart, Product Launch Formula is made up of sequences, stories, and triggers.
Jeff Walker (Launch: An Internet Millionaire's Secret Formula to Sell Almost Anything Online, Build a Business You Love, and Live the Life of Your Dreams)
Our product launches use a series of sequences—pre-prelaunch, the prelaunch, the launch, and the post-launch.
Jeff Walker (Launch: An Internet Millionaire's Secret Formula to Sell Almost Anything Online, Build a Business You Love, and Live the Life of Your Dreams)
Not having a specified launch plan and process is one of the biggest pitfalls in the technology market.
Brian Lawley (Optimal Product Process)
LEADERSHIP | Intuit’s CEO on Building a Design-Driven Company Brad Smith | 222 words Although 46 similar products were on the market when Intuit launched Quicken, in 1983, it immediately became the market leader in personal finance software and has held that position for three decades. That’s because Quicken was so well designed that using it is intuitive. But by the time Smith became CEO, in 2008, the company had become overly focused on adding incremental features that delivered ease of use but not delight. What was missing was an emotional connection with customers. He and his team set out to integrate design thinking into every part of Intuit. They changed the layout of the office, reduced the number of cubes, and added more collaboration spaces and places for impromptu work. They increased the number of designers by nearly 600% and now hold quarterly design conferences. They bring in people who have created exceptionally designed products, such as the Nest thermostat and the Kayak travel website, to share insights with Intuit employees. The company acquired one start-up, called Mint, and collaborates with another, called ZenPayroll, to improve customer experience. Although most people don’t think of financial software as a category driven by emotion or design, Smith writes, Intuit’s D4D (“design for delight”) program has paid off. For example, its SnapTax app, inspired by consumers’ migration to smartphones, led one user to write, “I want this app to have my babies.
Anonymous
One of my favorite retailers has a release process that rivals a NASA launch sequence.
Michael T. Nygard (Release It!: Design and Deploy Production-Ready Software (Pragmatic Programmers))
Moreover, the reward, as Hopkins envisioned it, was even more enticing. Who, after all, doesn’t want to be more beautiful? Who doesn’t want a prettier smile? Particularly when all it takes is a quick brush with Pepsodent? HOPKINS’S CONCEPTION OF THE PEPSODENT HABIT LOOP After the campaign launched, a quiet week passed. Then two. In the third week, demand exploded. There were so many orders for Pepsodent that the company couldn’t keep up. In three years, the product went international, and Hopkins was crafting ads in Spanish, German, and Chinese. Within a decade, Pepsodent was one of the top-selling goods in the world, and remained America’s best-selling toothpaste for more than thirty years.2.10,2.11
Charles Duhigg (The Power Of Habit: Why We Do What We Do In Life And Business)
A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty.” Eric Ries
Dan Norris (The 7 Day Startup: You Don't Learn Until You Launch)
In practice, ship and iterate means that marketing programs and PR pushes should be minimal at launch. If you are in the restaurant business, you call this a soft opening. When you push the babies out of the nest, don’t give them a jetpack or even a parachute—let them fly on their own. (Note: This is a metaphor.) Invest only when they get some lift. Google’s Chrome is a great example of this—it launched in 2008 with minimal fanfare and practically no marketing budget and gained terrific momentum on its own, based solely on its excellence. Later, around the time the browser pushed past seventy million users, the team decided to pour fuel on the fire and approved a marketing push (and even a TV advertising campaign). But not until the product had proven itself a winner did it get fed.
Eric Schmidt (How Google Works)
Reid Hoffman famously said, ‘If you’re not embarrassed by the first version of your product, you’ve launched too late.’ 
Peter H. Diamandis (Bold: How to Go Big, Create Wealth and Impact the World (Exponential Technology Series))
Each cycle—and there may be many cycles between initial examination and launch—isn’t expected to produce a complete product, but add to the quality of understanding and to flesh out the feature set.
Mike Kuniavsky (Observing the User Experience: A Practitioner's Guide to User Research)
The product manager is responsible for defining—in detail—the product to be built, and validating that product with real customers and users. The product marketing person is responsible for telling the world about that product, including positioning, messaging and pricing, managing the product launch, providing tools for the sales channel to market and sell the product, and for leading key programs such as online marketing and influencer marketing programs.
Marty Cagan (Inspired: How To Create Products Customers Love)