 |
…even the seasoned managers and executives at the world’s best-run companies struggle to consistently develop and launch innovative new products.
|
72 |
 |
The first step in understanding a new product or service is to figure out it if it is fundamentally value-creating or value-destroying.
|
85 |
 |
Before new products can be sold successfully to the mass market, they have to be sold to early adopters. These people are a special breed of customer.
|
94 |
 |
In a Wizard of Oz test, customers believe they are interacting with the actual product, but behind the scenes human beings are doing the work.
|
106 |
 |
Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor.
|
111 |
 |
Every product development, marketing, or other initiative that a startup undertakes should be targeted at improving one of the drivers of its growth model.
|
119 |
 |
A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.
|
173 |
 |
In reality, capturing value is an intrinsic part of the product hypothesis.
|
175 |
 |
Startup teams need complete autonomy to develop and market new products within their limited mandate.
|
254 |
 |
One-on-one interviews are a remarkable shortcut. They allow you to test a façade of your product… But they also offer an important insight that’s nearly impossible to get with large-scale quantitative data: why things work or don’t work.
|
199 |
