Shawn Fanning Quotes

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.'

We want to make sure every user is happy.

Here's the thing about Apple, we complain and they give us more battery life. We complain and they'll give us more stuff. Everything's beta right now. Everything's experimental. They really don't know what people want.

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.

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

In the early days, it was enough for Imgur to have a team that was focused on building product and engineering. But I realized early on if we were going to be successful, we needed someone who would be a bridge between the company and community.

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.

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're trying to do something so that when the average person uses Pinterest, it has to make the service better.

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

If you put a demo on the net and people say it was the finished version then they're going to say it sucks. I really hate that.

I think whenever you have a product you are always trying to improve it. Whether it is a commercial project out on the market or it's a creative collaboration, you are always looking to keep you audiences more engaged.

We invest heavily on Firefox on the desktop. We have a user base we want to keep happy.

There was a lot of dialogue between the people who were developing Flickr and their users to get feedback on how they wanted Flickr to develop. That interaction made the initial community very strong, and then that seed was there for new people who joined to make the community experience strong for them, too.

If I say I've got two versions of Word - that old one from 1982 that's perfect, with zero defects; or the new one that's got all this cool new stuff, but there might be a few bugs in it - people always want the new one. But I wouldn't want them to operate a plane I was on with software that happened to be the latest greatest release!

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.

We want the average person to use it and think that it makes the experience of using Pinterest better.

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.

If you watched companies such as Sony and Samsung grow, they focused first on features and then on industrial design, which made their products look and feel better.

I'm not a programmer myself, but I am a very, very picky end user of technology. I like my machines to work they way they're supposed to, all the time.

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

Wherever we are seeing something getting used, that to us is an early indicator that there might be something that people want. And then let's figure out how to make that great. And then let's go figure out monetization.

We don't really talk about our future plans. But we, at the same time, try to build things that our users ask us for.

Like any well designed software product, Windows is designed, developed and tested as an integrated whole.

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