Alan Schaaf Quotes

Our management team strongly believes that the key opportunity of our business does not only come from just the increase in terms of number of users but also how we continue to enhance the value of our platform for our users.

We want people to stay on MySpace. We'll give them whatever they might want to do.

You can build a filter app get people really excited, but the way to keep them is to provide long-term value. Long-term value is, in fact, being its own network.

We want to make sure every user is happy.

If we are building something that users need, and there is a lot of value we are driving, I think how search manifests in iOS will work out just fine.

Build something 100 people love, not something 1 million people kind of like.

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.'

The fundamental truth for developers is they will build if there are users.

We obviously try to be in tune with what our users want.

With 100 million people, somebody is using your product in some interesting way. If you change it... you're going to break some use cases.

With a Web and iPhone app, I try to find new and tiny ways to delight my customers. They may not notice, but it helps drive goodwill and makes your product remarkable.

WhatsApp only wanted to focus on how current users were engaging with the product. Like how they did not use advertising and kept the experience uncluttered.

One thing matters more than anything else for a dating product, and that is the quantity and quality of the people who use the product. It's really freaking hard to get critical mass.

The average user doesn't give a damn what happens, as long as (1) it works and (2) it's fast.

You don't want to be the site that people should use. You want to be the site they can't stop using.

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.

The utmost thing is the user experience, to have the most useful experience.

I think if the average person that uses AOL can't physically see the changes in the company, we've failed.

We are a consumer company and our success is directly linked to our users trusting us. Therefore we have the same incentive as the user: they want to see relevant advertising so their experience of Google is positive and we want to deliver it.

For most companies, the hard thing is making the product work well enough to convince a single person at a time to switch to it.

I think there are a lot more people that don't use Pinterest in the world than do use it, so for most people, that first experience is really, really important. I think feeling really close and in touch with that first user experience is pretty basic to making it better every day.

As long as our user base continues to grow, at some point it will have critical mass, and at some point it will tip, and at some point, people will just have to use WhatsApp because their friends are using WhatsApp.

I can't imagine that companies are uninteresting if they don't have a billion users. But I do believe, to have mass scale, you have to be in the many-hundreds-of-millions-of-users range, and there are not that many companies that get there.

It doesn't matter how good your product solution is if users don't enjoy or understand how to use it.

If a whole bunch of users want a specific feature, and we think that feature is pretty cool, too, that that's just what we'll do.