We've got the best product pipeline that I've seen in my 25 years at Apple.
If your plan is to put a product out there that people can see and understand, then by golly, we're going to get along just fine.
Use your development time to brief analysts and industry press. Use these influencers as your eyes and ears to let you know what else is being developed by competitors so that you can be the first to market, and don't make the mistake of launching an also-ran product.
Don't find customers for your products, find products for your customers.
If something's a high-margin product, I understand its importance to the store.
Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.
I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.
You can't start a product simply by building it. You have to know why you're building it, and you might go down the wrong rabbit hole, waste time, and confuse things. Spending long afternoons with a sketchbook or talking through your ideas with other people can save a year in software development later on.
We don't want to be a design line. Ultimately, we want to be a platform that houses many design aesthetics.
I don't design down to a price.
Listen to your customers, but don't always build exactly what they're telling you. This is a really key distinction around building enterprise software.
You have to make a decision whether it's a new product or you integrate it with an existing product. It takes time to work these things out.
I've always believed that the best way you combat intellectual property theft is making a product available that is well priced, well timed to market, whether it's a movie product, TV product, music product, even theme-park product.
We have to make sure, at Apple, that we stay true to focus, laser focus - we know we can only do great things a few times, only on a few products.
The only way anyone's going to succeed is to build the product.
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.
I am responsible for creating and overseeing the future products that make up Google Advertising.
I did not plan... the Cube as a competitive item.
It's a juicy thing to say we're building a phone, which is why people want to write about it. But it's so clearly the wrong strategy for us.
I just want to build great products.
No amount of data will tell you if a feature should be in the product, because it doesn't exist. You need to have a very clear leader with a clear point of view... otherwise, you get a mishmash of features and stuff that doesn't make a lot of sense.
The reason we wouldn't make a seven-inch tablet isn't because we don't want to hit a price point, it's because we don't think you can make a great tablet with a seven-inch screen.
So usually you have to have product distribution as more fundamental than what the actual product is.
I routinely failed to understand that 'simple and straightforward' would have been a much better product strategy for Lotus.
A lot of companies have chosen to downsize, and maybe that was the right thing for them. We chose a different path. Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.
