Tim Page Quotes

The kind of products you envision as an entrepreneur is a function of your life experience.

Salads was a big indicator of that - there was a huge market out there for it. And why not tap it? Some of the things we are doing now around the globe are responding to customers. It's not because some guy sued you.

There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

Part of the challenge of being an entrepreneur, if you're going for a really huge opportunity, is trying to find problems that aren't quite on the radar yet and try to solve those.

There was a lot of dialogue between the people who were developing Flickr and their users to get feedback on how they wanted Flickr to develop. That interaction made the initial community very strong, and then that seed was there for new people who joined to make the community experience strong for them, too.

The growth of a company like ours tends to be a relatively steady because, like some of the other successful mixed signal companies, we have a wide range of products servicing a wide range of end applications.

I came up with the idea that I wanted to develop products because I saw services businesses being a dead end long term.

Since the beginning, HTC has focused on developing strong research and development capabilities and keeping a close eye on consumer, market and technology trends.

I am sure there will come a time when we are going to use AMD. The products have been getting better. The acceptance is getting better. But we have not been suffering as a company for either growth or profitability because we haven't had AMD.

Most of the fans have ideas about their perfect phone. But many of them can't do it because building a phone is tough. So they would give us feedback about the features that they think should be included in our next model. And if we incorporated that in our new phone, they will share the good news with their friends.

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.

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.

I'm always thinking as an outsider, and I'm always mindful of whether a company can be impactful on a global basis. Frankly, I'm paranoid about anyone anywhere who could be a competitive threat.

What separates us from other camera companies is that the vision guy is the decision maker. That was one of my biggest advantages at Oakley, and it's the same at Red - I'm in the trenches, in the product development, and I make the final call.

We need to reengineer companies to focus on figuring out who the customer is, what's the market and what kind of product you should build.

Once you understand business models you can then start prototyping business models just like you prototype products.

As a general rule, when a new industry takes root, and the first products emerge in a wave, almost always the architecture of the product will be proprietary and interdependent in character.

At Andreessen Horowitz, we talk about the notion of being 'too hungry to eat.' That's to say, we often see startups that are so entrenched in the product that the founders forget they need muscle to grow.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

I can't understand the conditions of a corporate product being designed and getting millions. I admire it, it's great, but I don't know how to do that.

The ability of a successful company to add functionality to its product has long been upheld.

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

People think about their business instead of their products.

We basically built a pricing model that surgically identified what people wanted to pay us for and what they didn't want to pay us for. One of the things we figured out early on was that we could create value for people by creating a product that allowed them to design something that they couldn't design without us.

You don't see a lot of great companies built on easy problems to solve.