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.
There is a clear goal and it isn't to make money. The goal is to desperately try to make the best products we can. We are not naive - if you trust it, people like it, they buy it and we make money. This is a consequence.
My sweet spot is figuring out how to make a product that people love and how to refine it to make them love it more. All the rest is business noise.
We are producing something people can live without. But we need to keep thinking what would make our products a priority purchase even if they are not a necessity. If we stop doing that, no matter how successful Nintendo is at the moment, things will start going wrong in no time.
To truly launch a great product, you need partners. Channel and marketing partners share in your success and share in the costs of reaching your target audience.
If employees aren't satisfied, they won't promote the product we need.
You can market your ass off, but if your product sucks, you're dead.
If you make a really good product that people want and are willing to pay for, money will come.
Great marketing cannot sell a pedestrian product very well.
It's our job to put a good product out there, and fans will come. If they see a good product, a good style, fans will come.
Wherever we are seeing something getting used, that to us is an early indicator that there might be something that people want. And then let's figure out how to make that great. And then let's go figure out monetization.
At the end of the day, what matters is whether your product works and whether people like it.
Things that are ultimately complex must have a simple end user experience if they are to be successful.
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.
Don't worry about the financials. Just focus on delivering great products.
I'm pretty involved in everything I do, which isn't always efficient and doesn't necessarily make for the more successful product. But I do feel that, in that sense, everything I do has a comprehensiveness to it.
Effective communication is a key factor in the success of your product.
It's harder than ever to build an enduring company. As soon as a product strikes a nerve with customers, competitors emerge globally because the costs to start are so low.
Here's a good rule of thumb: don't worry about a competitor at all, until they're actually beating you with a real shipped product.
The details are details. They make the product. The connections, the connections, the connections. It will in the end be these details that give the product its life.
When the product is right, you don't have to be a great marketer.
What we did ten years ago with the Playstation was a phenomenal success story for the company. That product had a ten year life cycle, which has never been done in this industry.
I don't think anyone has done a [tablet] product that I see customers wanting.
It's better to have a few users love your product than for a lot of users to sort of like it.
That's what makes great products. It's not process-it's content.
