Most companies compare features with their competition to determine where they are weak, so they can strengthen those areas. Wrong, argues Moon. A better strategy is to concentrate on areas where they are stronger and to strengthen them even more. Then focus all marketing and advertisements to point out the strong points. This causes the product to stand out from the mindless herd. As for the weaknesses, ignore the irrelevant ones, says Moon. The lesson is simple: don’t follow blindly; focus on strengths, not weaknesses. If the product has real strengths, it can afford to just be “good enough” in the other areas.
Good design requires stepping back from competitive pressures and ensuring that the entire product be consistent, coherent, and understandable. This stance requires the leadership of the company to withstand the marketing forces that keep begging to add this feature or that, each thought to be essential for some market segment. The best products come from ignoring these competing voices and instead focusing on the true needs of the people who use the product.
Quality only comes about by continual focus on, and attention to, the people who matter: customers.
When one early startup company, Fingerworks, was struggling to develop an affordable, reliable touch surface that distinguished among multiple fingers, it almost quit because it was about to run out of money. Apple however, anxious to get into this market, bought Fingerworks. When it became part of Apple, its financial needs were met and Fingerworks technology became the driving force behind Apple’s new products. Today, devices controlled by gestures are everywhere, so this type of interaction seems natural and obvious, but at the time, it was neither natural nor obvious. It took almost three decades from the invention of multitouch before companies were able to manufacture the technology with the required robustness, versatility, and very low cost necessary for the idea to be deployed in the home consumer market. Ideas take a long time to traverse the distance from conception to successful product.
Every modern innovation, especially the ones that significantly change lives, takes multiple decades to move from concept to company success A rule of thumb is twenty years from first demonstrations in research laboratories to commercial product, and then a decade or two from first commercial release to widespread adoption. Except that actually, most innovations fail completely and never reach the public.
Когда женщина собирается замуж это самое худшее время, для того, чтобы её соблазнить.
Все мы смертны и мира иного не минует никто. Как и суда Божьего.
Мне не нужно иметь сто друзей, не нужно, чтобы я оставался доступен, даже взобравшись на Килиманджаро. Лучше я буду тренировать восприятие, чистя мандаринку.
В каждой тусовке всегда кто-то один выделяется, оказывается в центре, а другие грудятся вокруг него, как мелкие планеты в Солнечной системе - вокруг своего светила, то приближаясь к лучам его, то, наоборот, отдаляясь.
У каждого периода в жизни есть своя задача, с которой необходимо столкнуться лицом к лицу, дабы обрести собственные очертания.