Product Features Quotes

Describe your product in terms of what it does not in terms of what it is.

I don't think people buy technology products because of the personalities of the people behind them.

We now know that something between 85 and 90 percent of most software product features are unwanted and unneeded by customers. That is an enourmous ammount of waste of time and money that ends up on the floor.

Marketing is your battle plan for the sales team - it's about defining the landscape. Marketing is doing cohort analysis and understanding exactly what possible customers are out there. It's understanding not only which customers will respond to what messages, but also how customers will become clients if you include certain product features.

Customers don't know what they want. There's plenty of good psychology research that shows that people are not able to accurately predict how they would behave in the future. So asking them, 'Would you buy my product if it had these three features?' or 'How would you react if we changed our product this way?' is a waste of time. They don't know.

We found we were able to create better, customer-centric product features more quickly with a more diverse product team.

When the DS was first announced, our focus really was on communicating to consumers and to developers the innovation that's in that unit: two screens, a touch screen, voice activation.

The Apple has the fewest bells and whistles. It has simple sound and few graphics special effects. In a way, that is a weakness because markets for the other machines are getting bigger.

This is true for most new products. The majority of people you're competing with are non-users. They are people who have never used your service before. And what they say is actually the most important. What they say is the thing that blocks you from expanding the size of your market with your features.

Reducing a product's definition to a list of features and functions ignores the real opportunity - orchestrating technological capability to serve human needs and goals.

I'm not necessarily [into] pricey products, and I'm not recommending super-fancy stuff. It's more the consistency and the sunblock of it all, engaging in that process - I can be a little snobby about it.

But I think technology advertising will have to stop addressing how products are made and concentrate more on what a product will do for the consumer.

When I tell you it's an Under Armour T-shirt, your question should be, 'What's it do?'

Only by moving away from the comforts of your conference room to truly engage with and listen to your customers can you learn in depth about their problems, produce features to solve those problems, and learn what drives customers to recommend, approve, and purchase products.

Market type determines the startup's customer feedback and acquisition activities and spending. It changes customer needs, adoption rates, product features, and positioning as well as its launch strategies, channels and activities.

The most common mistakes are showing people your product- don't show them your product, it's sort of like telling them bout a feature.

I think making features has got to be in the addiction category.

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.

Early on, QVC was the most appealing medium for me because it allowed me to share the stories behind my products and directly communicate the features and benefits.

People buy products, and they want to understand what those things are and how they are applicable to their life.

Most consumers don't have a good metric for deciding on whether the dictionary they want to use is a good one... so they flip the book over, then go to the back, and it says, 'Over 250,000 entries.' And they go, 'Great, this dictionary must be awesome!'