Product decisions can be based on the company politics. But one cannot argue with facts and stats, and this is the basis, says Marissa Mayer, Google's Vice President of Search Products & User Experience, by which the company bases its decisions. Google's approach is the take the guesswork out of product design, from functionality to shades of color, and they believe in the science of well-monitored and frequent A/B testing.
With consumer participation through user-generated content, blogs, real time feedback, self-promotion and web-based access, Roberts points out that a new form of marketing, viral marketing, is emerging. Viral marketing reflects a shift in power from traditional manufacturers to consumers who can now control the brand image of the product and troubleshoot on their own.
Google has proven that if you build it, they will come, and their mass of tools to keep users logged in has been the crux of their success. Vice President of Search Products & User Experience Marissa Mayer elaborates on this strategy, pointing out that money - and advertisers - will always follow consumers. Focus on building sticky media that draws in a wide audience, and the method to its monetization will follow.
The Danger product encompasses three major pieces of technology: the hardware, the operating system and graphical user interface, and the backend service. The founders drew upon their experiences at Apple and WebTV to know what to develop in-house and what to outsource. Looking back, they are not sure how it all came together and how they got it done, but it was a huge accomplishment when the product shipped.
In product development, Google's Marissa Mayer, Vice President of Search Products & User Experience, believes that a small amount of constraint - whether in file size, pixels, or speed - fosters a lot of innovation. The lesson she shares? Too much creative freedom can make creativity unfocused. A solution with a strict set of barriers yields more concrete solutions.
Yahoo! President Sue Decker explains the search engine's testing of Google tools to help close the gap between user search and moneymaking ad clicks. She explains that the partnership was part of the due diligence necessary to benchmark Yahoo!'s own capability to turn search engine users into those who buy from well-targeted on-site ads.
Hennessy predicts that the internet revolution is only half over. The remaining opportunities will be harder to find, but there is still a big impact to be made. Computers are still way too complicated and could be doing a lot more for the user. Wireless technology will increase mobility. In order to allow the continuation of increased performance in computing, there will have to be some major changes in technology....more
Marissa Mayer, Google's Vice President of Search Products & User Experience, says that when people visit their corporate offices, they feel as if the dotcom bubble never burst. But what differentiates Google from all of the other defunct dotcom's? Profitability. This critical differentiation is the obvious and most basic capability of the company's success.
Repackage, rejuvenate, re-market, and re-examine those products or practices you thought would fly, and craft them a new set of wings. Vice President of Search Products & User Experience, Marissa Mayer lives by the old adage that if at first you don't succeed, try again. She pushes aspiring business thinkers to breathe new life into failed ventures, as opposed to cutting the cord.
Challenge yourself against better players and you'll become star of the team. Google's Vice President of Search Products & User Experience, Marissa Mayer, reflects upon her personal experience working with some of the finest talent in hi-tech - and points out that working with the best empowers each player to excel.
Madonna had The Sex Book. Apple had the Newton. Marissa Mayer, Vice President of Search Products & User Experience for Google, points out that all the best brands, including her own, have made some tremendous product errors. But what allows an enterprise to endure, she says, is its ability to learn from its mistakes and make corrections. Performance is what's important, even if it's not instantaneous.
It's difficult to do and it's difficult to change, but a focus on putting customers first is the most powerful thing an enterprise can do, says Sue Decker, President of Yahoo!. Decker admits that some of the company's strategic hurdles have come from thinking of their products and their technology as the forefront of the business, rather than a total consideration of the end-user experience.