{"id":579,"date":"2010-01-19T11:41:22","date_gmt":"2010-01-19T11:41:22","guid":{"rendered":"http:\/\/smeph.net\/?p=579"},"modified":"2016-09-22T18:10:54","modified_gmt":"2016-09-22T12:40:54","slug":"best-quotes-on-products","status":"publish","type":"post","link":"https:\/\/www.marvist.co.in\/smeph\/best-quotes-on-products\/","title":{"rendered":"Best Quotes on Products"},"content":{"rendered":"

\u201cWhat happens when startups start getting referred to as “Web 2.0 startups” — or for that matter, “B2B startups” or “mobile startups” or “pen computing startups” — or as being in the Web 2.0\/B2B\/mobile\/pen computing “space” — is that trends are getting mistaken for markets and products.\u201d
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\n– Marc Andreessen<\/span><\/p>\n

\u201cThe majority of the products in most companies are cash traps. They will absorb more money forever than they will generate. This is true even though they may show a profit according to the books of account. Continued investment sends good money after bad. Escape from the trap requires extreme measures. Either stop investing and manage solely to maximize cash withdrawal, or invest so heavily that a leading position is reached in the market.\u201d
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\n– Bruce D. Henderson<\/span><\/p>\n

\u201cIn considering differentiation, it is important to include all of the conditions of the transaction, as well as the product itself. Service, reliability of vendor and delivery times are likely to be as important as inherent product characteristics. There are often highly differentiated suppliers in markets for commodity products.\u201d– Seymour Tilles<\/span><\/p>\n

\u201cInnovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will remain one for the foreseeable future, and infants belong in the nursery. Executives in charge of existing businesses or products will have neither the time nor understanding for the infant project.\u201d
\n– Peter Drucker<\/span><\/p>\n

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\u201cThanks to increasing interdependence, more and more of the world’s economic work gets done through long-term relationships between sellers and buyers. It is not a matter of just getting and then holding on to customers. It is more a matter of giving the buyers what they want. Buyers want vendors who keep promises, who’ll keep supplying and standing behind what they promised. The era of the one-night stand is gone. Marriage is both necessary and more convenient. Products are too complicated, repeat negotiations too much of a hassle and too costly. Under these conditions, success in marketing is transformed into the inescapability of a relationship. Interface becomes interdependence.\u201d– Theodore Levitt<\/span><\/p>\n

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\u201cOur 2007 study of 7,751 consumers around the world identifies barriers to buying green at all five stages of the purchase process. In the first stage, awareness, consumers must be aware that a product exists before they can buy it, but many of them don\u2019t know about the green choices in a number of categories. Next, consumers must believe that a product will get the job done. Many, however, think the quality of green products is lower than that of their more traditional, \u201cbrowner\u201d counterparts. Consumers must then decide whether or not a product lives up to its green reputation. Many are skeptical about environmental claims, partly because they distrust corporations and the media. Finally, in the fourth and fifth stages, consumers must decide if a product is worth the expense and the effort needed to purchase it\u2014consumers often believe that green goods cost too much and are difficult to find. To increase sales of environmentally sensible products, companies must remove these five barriers\u2014lack of awareness, negative perceptions, distrust, high prices, and low availability.\u201d
\n – Sheila M. J. Bonini and Jeremy M. Oppenheim<\/span><\/p>\n

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