But I think it's always difficult when a product that you're using and accustomed to changes.
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.
It's incredibly important to be - once you do have a product - acutely observational about the trends.
The consumer mentality - we like something, what other flavor does it come in? We like that TV show, does it come in a book form? Does it come in a capsule? How about a soup?
It takes a while to condition people to a different product, as opposed to what they're used to seeing.
We can reorient our products and business strategy because we are an agile organisation.
I don't know that I can give a definitive answer to that, I can only say that if we create the right climate those who are producing those products will have the opportunity to move into a higher value product if changes are needed if we get this right.
You have to figure out what conversion means in your case. What does retention mean? What does activation mean? For every business, it's going to be slightly different because of the nature of the product and the kinds of people who use it.
The key to growing a business is that you need to be meeting some segment of the consumer's needs. If you've got a small business and a product or service that is not popular, you simply have to change your product or service to be more popular.
Facebook, Twitter and Google have all opened offices in Brazil, recognizing the importance of localizing their products and customer service efforts.
If you're a marketer who doesn't know how to invent, design, influence, adapt, and ultimately discard products, then you're no longer a marketer. You're deadwood.
We moved amazingly fast because our product was acceptable to a broad market: tots, teenagers, adults. Even to some people who never before liked cartoons. When we started we knew Disney already had the kids. So we figured we should be broader.
We want to make sure that we have the right products for Chinese people.
The risk of relying on a handful of customers is not just financial. Your product also is at risk when you're at the mercy of a few big spenders. When any one customer pays you significantly more than the others, your product inevitably ends up catering mostly to that customer's specific needs.
