Denise Morrison Quotes

Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.

From the early days, Booking.com has been disruptive. Our aim is to create the best product for our customers, and we do that through constant innovation and testing.

When [competitors are] in the shower in the morning, they're thinking about how they're going to get ahead of one of their top competitors. Here in the shower, we're thinking about how we are going to invent something on behalf of a customer.

When you're thinking about your next product or current product and wondering how to make it different so you don't have competition, understand the job the customer needs to get done.

Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD. All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.

So, it's a very, you know - maybe we're wrong in - you know, we go around thinking the innovator is the person who's first to kind of conceive of something. And maybe the innovation process continues down the line to the second and the third and the fourth entrant into a field.

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.

We need to reengineer companies to focus on figuring out who the customer is, what's the market and what kind of product you should build.

Don’t ask our customers what they want. Ask yourself what they would want if they knew what you know of what is possible for us to do for them. The burden is on us to understand the consumer’s needs sufficiently to answer that question.

I believe that if you don't disrupt yourself, you will be disrupted by someone else.

I think, when I see entrepreneurs, they tend to talk about the market and the industry - which is obviously very important, but the most important thing is you're product. What are you selling? And does it really have product-market fit?

We basically built a pricing model that surgically identified what people wanted to pay us for and what they didn't want to pay us for. One of the things we figured out early on was that we could create value for people by creating a product that allowed them to design something that they couldn't design without us.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

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

To gain the competitive edge, companies must master the ability to innovate.

That's what we do when we work in Silicon Valley tech startups: We think about who's going to benefit from this. That's almost the only thing we think about.

No amount of tools can help a bad product. You have to remain genuine in your product development innovation and quality.

The primary thing that any technology startup must do is build a product that's at least 10 times better at doing something than the current prevailing way of doing that thing. Two or three times better will not be good enough to get people to switch to the new thing fast enough or in large enough volume to matter.

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.

Create something, sell it, make it better, sell it some more and then create something that obsoletes what you used to make.

Customers are very demanding and well informed.

Software innovation, like almost every other kind of innovation, requires the ability to collaborate and share ideas with other people, and to sit down and talk with customers and get their feedback and understand their needs.

The only way to generate sustained exponential growth is to make whatever you're making sufficiently good.

Disruption is a critical element of the evolution of technology - from the positive and negative aspects of disruption a typical pattern emerges, as new technologies come to market and subsequently take hold.

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.