Launching Products Quotes

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.

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.

Launching a similar product still needs some kind of differentiation.

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 If you delay your product launch, somebody else could launch a similar product in that time, making your product outdated and taking a big chunk of your market share.

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.

Timing is critical to a successful product launch.

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.

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.

Leadership is the influence of others in a productive, vision-driven direction and is done through the example, conviction, and character of the leader.

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.

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

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

80% of new products fail at launch.

you are not embarrassed by the first version of your product, you’ve launched too late.” Reid Hoffman

If you are not embarrassed by the first version of your product, you’ve launched too late. —Reid Hoffman

Case applied the two lessons he had learned at Procter & Gamble: make a product simple and launch it with free samples.

Before launching a product, I ask the marketing department to build a landing page (marketing page) for that product so I can survey interest in the product itself.

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.

Shipping work must also solve a problem and result in customers truly receiving value from whatever was shipped.

After the launch phase, your product is old news. Take advantage of the opportunity to generate interest when your product is new.

If you’re not embarrassed by the first version of your product, you’ve launched too late. —REID HOFFMAN, FOUNDER OF LINKEDIN

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.

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.

Jobs had perfected the art of turning product launches into theatrical productions,

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

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

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).

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.

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?

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.

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.

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.

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.

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.

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.

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.

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

She put her brutal wake-up call into action and launched Thrive Global, a corporate and consumer well-being and productivity platform with the mission of changing the way we work and live by ending the collective delusion that burnout is the price we must pay for success.

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.

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.

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.

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,

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.

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.

How can you accessorize the product (for example, stickers for an iPhone) or sell a service to those people (teaching someone how to use an iPhone)? It’s easier to sell to a large group of people who’ve already spent money on a product or service. Some ideas could be: Customizing Nike shoes. Video game tutorial for an Xbox game. Teaching computer novices how to use a MacBook.

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.

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].

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?

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.

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.

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

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.

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.

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.

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.

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.

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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

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?

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?

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.

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.

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.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

We have a system we follow every time we get asked to create a product logo. Clients like the work we produce and we’re able to charge a good dollar because clients know a product logo is something they will use for a long time. Once we create one product logo, we have our foot in the door and clients often come back as they launch new products.” Ted considered Alex’s conclusion. “Tell me about the system you follow for creating logos.” “It’s nothing too formal, but we always start off by asking the client to describe their vision for their product and how they differentiate themselves from their competitors.” Ted began to make notes. “That sounds like a good first step. Let’s call it Visioning.” Step 1: Visioning “What’s the next step?” asked Ted. “After we establish the client’s goals, we go through an exercise where we ask the client to personify their product. For example, we’ll ask questions like, ‘If your product was a famous actor, who would it be?’ and ‘If your product was a rock star, who would it be?’ One of our favorite questions is a little goofy: ‘If your product was a cookie, what kind of cookie would it be?’ These questions force the client to think about the personality they want to come through in their logo.” “That sounds unique, Alex. Let’s call that step two and give it a name like Personification.” Step 2: Personification “What’s your next step in designing a logo?” “We then go back to the office and use a pencil and paper to freehand sketch

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.

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.

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.

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).

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

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

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.

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.

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.

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.

Here’s an exercise: Pick one person you know well…your spouse, your brother, your sister, a parent, etc. How hard would it be to design a product that you’re sure this person would use…not very hard, right? That’s because you know so much about the intimate details of their life.

The lesson here is that the narrower you can make your product while still maintaining a large enough market, the more profit you will generate. It’s that simple – if you can find a small group of people and make them amazingly happy, you will make money.

At Google, a newly hired software engineer gets access to almost all of our code on the first day. Our intranet includes product roadmaps, launch plans, and employee snippets (weekly status reports) alongside employee and team quarterly goals (called OKRs, for “Objectives and Key Results”… I’ll talk more about them in chapter 7), so that everyone can see what everyone else is working on. A few weeks into every quarter, our executive chairman, Eric Schmidt, walks the company through the same presentation that the board of directors saw just days before. We share everything, and trust Googlers to keep the information confidential.

We are living through an unprecedented worldwide entrepreneurial renaissance, but this opportunity is laced with peril. Because we lack a coherent management paradigm for new innovative ventures, we’re throwing our excess capacity around with wild abandon. Despite this lack of rigor, we are finding some ways to make money, but for every success there are far too many failures: products pulled from shelves mere weeks after being launched, high-profile startups lauded in the press and forgotten a few months later, and new products that wind up being used by nobody. What makes these failures particularly painful is not just the economic damage done to individual employees, companies, and investors; they are also a colossal waste of our civilization’s most precious resource: the time, passion, and skill of its people.

What is a Startup?  “A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty.” Eric Ries

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. These expectations are forecasts. Often we do our own forecasting.

In other words, retailing has moved from selling products or services in stores to using the stores as a method of building a sense of community around the brand. A sense of belonging. A sense of ownership. A sense of loyalty.

CEO Bill Hewlett personally authorized a $1 million crash program to develop a miniature, hand-held successor to the successful 9100 series desktop scientific calculator launched four years earlier. By that time, the HP catalog listed some 1,600 products, none of which sold more than ten units per day. Within six months of its launch in January 1972, the new HP-35 was selling 1,000 per day, and a year later accounted for a staggering 41 percent of the company’s total profits.

A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty.” Eric Ries

Reid Hoffman famously said, ‘If you’re not embarrassed by the first version of your product, you’ve launched too late.’ 

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.

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.

THROUGH NEW TECHNOLOGIES, human history has repeatedly changed directions, and with unimaginable consequences. The Agricultural Revolution of the Neolithic era marked the advent of a way of life that enabled dense, settled populations to feed themselves and opened the way for the rise of civilization. The Industrial Revolution launched an explosive wave of physical products that brought with it the modern world. The Information Revolution, still unfolding today, has rewoven the fabric of knowledge, commerce, and society, setting the stage for a future whose outlines are still beyond knowing.

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).

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.

Though media outlets are increasingly on the lookout for good stories, there are still challenges to getting exposure. Tens of thousands of companies are clamoring for media coverage. Jason Kincaid, a former reporter at TechCrunch, told us that he got pitched over 50 times each day. What gets a reporter’s attention? Milestones: raising money, launching a new product, breaking a usage barrier, a PR stunt, big partnership or a special industry report. Each of these events is interesting and noteworthy enough to potentially generate some coverage. Jason advises bundling smaller announcements together into one big announcement whenever possible. Breaking a useage barrier is great. Releasing a new version is noteworthy. But releasing a new version and breaking a usage barrier in the process is even more compelling.

If you are not embarrassed by the first version of your product, you’ve launched too late.” Reid Hoffman

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

day, the trigger was an older woman with deep wrinkles. To this day, I cannot be certain about what caused her to react so strongly. Perhaps she had used up her patience simmering in the sun for hours at the back of the line. Perhaps she had some desperately hungry grandchildren who she needed to get back to. It is impossible to know exactly what happened. But after she received her allocation of wheat, she broke the established rules of the feeding site and moved toward Bubba. She looked up at him and unleashed a verbal attack. Bubba, as gentle as ever, simply smiled at her. The more he smiled, the angrier she got. I noticed the commotion when our Somali guards suddenly tensed and turned toward the disturbance. All I could see was Bubba, head and shoulders above a gathering crowd, seemingly unperturbed, and smiling down at someone. His patient response only fueled the woman’s rage. I heard her sound of fury long before I spotted the source when she launched a long stream of vile curses at Bubba. Thankfully, he didn’t understand a word that she was saying. It was now possible to understand her complaint. She was upset about the quality of the “animal feed” that was being distributed for human consumption. She was probably right in her assessment of the food. These were surplus agricultural products that United Nations contributing members didn’t want, couldn’t sell, and had no other use for. As this hulking American continued to smile, the woman realized that she was not communicating. Now, furious and frustrated, she bent down, set her plastic bag on the ground, grabbed two fistfuls of dirty, broken wheat, grain dust, dirt and chaff. She straightened to her full height and flung the filthy mixture as hard as she could into Bubba’s face. The crowd was deathly silent as I heard a series of loud metallic clicks that indicated that an entire squad of American soldiers had instinctively locked and loaded all weapons in readiness for whatever might happen next. Everything felt frozen in time as everyone waited and watched for Bubba’s reaction. A Somali man might have beaten the woman for such a public insult—and he would have considered his action and his anger entirely justified. I knew that Bubba had traveled half-way around the world at his own expense to spend three months of personal vacation time to help hurting people. And this was the thanks that he received? He was hot, sweaty, and drained beyond exhaustion—and he had just been publicly embarrassed. He had every reason to be absolutely livid. Instead, he raised one hand to rub the grit out of his eyes, and then he gave the woman one more big smile. At that point, he began to sing. And what he sang wasn’t just any song. She didn’t understand the words, of course. But she, and the entire crowd, stood in silent amazement as Bubba belted out the words to the 1950’s Elvis Presley rock-n-roll classic: You ain’t nothin’ but a hound dog Cryin’ all the time You ain’t nothin’ but a hound dog Cryin’ all the time Well, you ain’t never caught a rabbit And you ain’t no friend of mine. By the time he started singing the next verse, the old woman had turned and stomped off in frustration, angrily plowing a path through the now-smiling crowd of Somalis to make her escape. Watching her go, Bubba raised his voice to send her off with rousing rendition of the final verse: Well they said you was high-classed Well, that was just a lie Ya know they said you was high-classed Well, that was just a lie Well, you ain’t never caught a rabbit And you ain’t no friend of mine.

Product Hunt has become the place for those in the tech world to learn about new products. Investors follow it for ideas about where to put their money; entrepreneurs and developers check on what the competition is up to; and writers and editors use it for story ideas. Startup founders often go to the site to defend their products against criticism or to talk them up. Product Hunt's listings offer a way to control the message about a product because entrepreneurs can respond to questions and critiques. Groupon co-founder Andrew Mason and former Facebook executive Bret Taylor used Product Hunt when launching new companies last year because the executives could get immediate feedback from early adopters.

First, by having millions of us in their community. Second, by partnering with firms that advertise and provide services to their millions of financial community members. Third, by selling ancillary products and services such as hats, t-shirts, umbrellas and nice leather binders and folders.

Some companies like Airbnb and Instragram spend a long time trying new iterations until they achieve what growth hackers call Product Market Fit (PMF); others find it right away. The end goal is the same, however, and it’s to have the product and its customers in perfect sync with each other. 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.

after launch. Ship and iterate is easy when your product is entirely digital—software,

Maybe you’re more productive for the day when you wake up at 11, start work at 12, have a 3 hour lunch at 4, and work until 2am.

product road map should state for each version the projected launch date, the target customers and their needs, and the top three to five features.