Sinbad Quotes

If every customer is using your product "correctly", you'll never learn anything interesting about what to do next.

I get an incredible thrill and satisfaction from seeing somebody with Apple's tell-tale white earbuds. But I'm constantly haunted by thoughts of, is it good enough? Is there any way we could have made it better?

It took us three years to build the NeXT computer. If we'd given customers what they said they wanted, we'd have built a computer they'd have been happy with a year after we spoke to them - not something they'd want now.

I knew a lot about product design before coming to Apple, but I didn't understand a lot about consumer experience design, which is really Apple's forte.

You should always look for opportunities to test innovations on a subset of users if you can.

My sweet spot is figuring out how to make a product that people love and how to refine it to make them love it more. All the rest is business noise.

I love getting consumer reports. I think it's one of my favourite things, studying what people have to say about the product and then trying to make it better.

Well, user feedback was excellent. Even when the software didn't work at all, there were few people who were avid users, and there were people who were just sending excellent feedback and excellent ideas.

Most of the fans have ideas about their perfect phone. But many of them can't do it because building a phone is tough. So they would give us feedback about the features that they think should be included in our next model. And if we incorporated that in our new phone, they will share the good news with their friends.

In our product development cycle, we ask and listen to our customer about what she wants.

I've always had a passion for the tech industry, and I like to help build interesting products.

Look at how many times we've improved on the Game Boy Advance in terms of the look, the feel, screen changes, and everything else. We believe that type of constant innovation is critical to driving this industry, and certainly if you look at the world wide sales of Game Boy Advance, I don't think anyone would disagree.

Since its inception, HCL's core focus area has been technology and product development, and hence, we continued to remain in the high end of technology throughout the '90s.

If I were running Apple, I would milk the Macintosh for all it's worth - and get busy on the next great thing. The PC wars are over. Done. Microsoft won a long time ago.

It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them.

Within HTC, hundreds of ideas are tested and discarded to find those rare ideas that define the HTC user experience.

What I tell founders is not to sweat the business model too much at first. The most important task at first is to build something people want. If you don't do that, it won't matter how clever your business model is.

To ensure we are meeting the demands of existing customers while also attracting new users, we remain focused on building cutting-edge technology and introducing new and innovative product offerings.

The problem with Myspace was always that it was never as strong a product as it needed to be. It left itself vulnerable to competition. It was only a matter of time before someone created something better.

Everyone wants an iPhone, but it would be impossible to design an iPhone in China because it's not a product; it's an understanding of human nature.

Internally, we're focused on building our own technology, leveraging all the momentum that's out there around wearable computing and mobile computing and PC computing. But at the end of the day, all the code we've written and all the invention we've created has been focused on our own tech and our own products.

I think that building any product that has a lot of user loyalty is a bit like making a sequel to a great movie or video game - people generally want 'more of the same thing, except better and different.'

I see the Mac being a key part of Apple for the long term, and I see growth in the Mac for the long term.

Your customers can tell you the things that are broken and how they want to be made happy. Listen to them. Make them happy. But don't rely on them to create the future road map for your product or service. That's your job.

That has always been the objective of Apple: to do things that really enrich people's lives. That you look back on and you wonder, 'How did I live without this?'