 |
…information may not have to be censored for us to value it more; it need only be scarce… we will find a piece of information more persuasive if we think we can’t get it elsewhere.
|
266 |
 |
It is so easy to overestimate the importance of one defining moment and underestimate the value of making small improvements on a daily basis.
|
15 |
 |
Out of all the possible actions we could take, the one that is realized is the one that delivers the most value for the least effort. We are motivated to do what is easy.
|
151 |
 |
…product-market fit… you have built a product that creates significant customer value… [and] meets real customer needs and does so in a way that is better than the alternatives.
|
3 |
 |
In order to capture value, you must first create it.
|
4 |
 |
Unlike customers and their needs… value proposition is the problem space layer over which you have the most control.
|
21 |
 |
The core elements [of your value proposition] are the performance benefits on which you choose to compete and the unique delighters you plan to provide.
|
68 |
 |
In order to have a shot at beating the incumbent market leader, the value proposition for your new product would have to at least match on the two important performance benefits…
|
71 |
 |
A clear value proposition decreases the likelihood that you are just launching a ‘me too’ product, focuses your resources on what’s most important, and increases your chances of success.
|
74 |
 |
For each benefit in your product value proposition, you want to brainstorm as a team to come up with as many feature ideas as you can for how your product could deliver that benefit.
|
77 |
