Donald Norman Quotes

Salads was a big indicator of that - there was a huge market out there for it. And why not tap it? Some of the things we are doing now around the globe are responding to customers. It's not because some guy sued you.

What the customer demands is last year's model, cheaper. To find out what the customer needs you have to understand what the customer is doing as well as he understands it. Then you build what he needs and you educate him to the fact that he needs it.

At the core, Philips is an innovation company. And for innovation to work, you need to look for the unmet needs.

It turns out that is exactly what product strategy is all about—figuring out the right product is the innovator’s job, not the customer’s job.

Research is an organized method of trying to find out what you are going to do after you cannot do what you are doing now. It may also be said to be the method of keeping a customer reasonably dissatisfied with what he has. That means constant improvement and change so that the customer will be stimulated to desire the new product enough to buy it to replace the one he has.

It isn't the consumers' job to know what they want.

It is the new and different that is always most vulnerable to market research.

Anything new and different is most susceptible to market research.

I meet the designers very often, we discuss the products, they show me their ideas, we discuss the ad campaigns and every new invention that we can find for the future.

The grim reality is that most start-ups fail. Most new products are not successful. Yet the story of perseverance, creative genius, and hard work persists.

Every entrepreneur needs ideas, vision, and creativity - no matter what the product or service. Not only that, but the product should truly delight customers and become an essential part of their lives.

Most of all, I discovered that in order to succeed with a product you must truly get to know your customers and build something for them.

The thing about startups is you can make it, and if it's wrong you can remake it, and you can build a team that you want to have, a product that you want to have. You're utterly focused on your users or your customers and their needs, and trying to figure out how to meet those needs.

Science has always been my preoccupation and when you think a breakthrough is possible, it is terribly exciting.

How do people know what they want until we show them?

I think the challenge for all technology companies is to modify what they're doing to be what the market needs at that point.

As a student, I had a hobby of inventing new ideas for products. For me, thinking of new businesses is like inventing new products.

The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.

A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

I think the only way to maintain profitability is to meet the needs of the customers.

Going back to the technical track of my life, note that I have been designing electronic products, both of the consumer and defense electronics variety, since Pluto was a pup. Many of these products broke new ground... creativity at work!

There is always an underlying spirit of invention at Nike - we love to create something that has never before existed. And not just new for the sake of new - it has to be better.

It's all about producing products people want.

From the radio and the world wide web, to the steam engine and penicillin, for generations the U.K. has been a world-leader in science and research.