“At the time it was acquired, WhatsApp did not employ a single marketing executive.”

“video attracted so much attention that it crashed Dollar Shave Club’s servers. Within 48 hours of the video’s release, the company received 12,000 orders.”

“Holland employed a full-time telemarketer who called people who had ordered a $7 case study. First, the telemarketer would ensure that the customer had received the case study and then would follow up with an invitation to a live event on the same topic. “We ended up selling 900 tickets to a $1,500 conference just because we called someone who bought a $7 article.”

“WhichTestWon.com subscribers pay $25 per quarter or $75 per year for a subscription. When I interviewed Holland, I asked her why the cost of the subscription was so low. “That’s intentional,” Holland said. “We keep the price low to get as many paying customers as we can. It’s a gazillion times easier to convert a paying customer into an event attendee than it is to convince a nonpaying customer to come to an event.”

“These four factors—the access generation, light-switch reliability, delicious data, and the long tail—have led some of the world’s most successful companies and promising start-ups to shift their business models to a focus on subscriptions.”

“Like many subscription models, Amazon Prime is a Trojan horse that is expanding the list of products consumers are willing to buy from Amazon and giving the eggheads in Seattle a mountain of customer data to sift through.”

“Therefore, your biggest competitor for your subscription business is not the rival service; it is your customer’s inertia in not using your service.”

“Data has become an asset, and nobody has more customer information than a subscription business. Traditional companies are launching entire subscription offerings just for the data they provide.” ― John Warrillow, The Automatic Customer: Creating a Subsc

“By early 2014, WhatsApp users were sharing more pictures than were posted on Facebook and the service had twice as many users as Twitter. WhatsApp was adding a million users a day when Facebook decided it had to buy them for $19 billion. WhatsApp is a classic network model subscription, in which the value of being a subscriber increases as more people subscribe.”

“Next, name your scalable product or service. Naming your offering gives you ownership of it and helps you differentiate it from those of potential competitors.”

“Next, name your scalable product or service. Naming your offering gives you ownership of it and helps you differentiate it from those of potential competitors.”

“Once you’ve isolated what is teachable, what your customers value, and what they need most often, document your process for delivering this type of product or service.”

“Don’t be afraid to say no to projects. Prove that you’re serious about specialization by turning down work that falls outside your area of expertise. The more people you say no to, the more referrals you’ll get to people who need your product or service.”

If we were motivated by money, we would have sold the company a long time ago and ended up on a beach.

Many leaders of big organizations, I think, don't believe that change is possible. But if you look at history, things do change, and if your business is static, you're likely to have issues.

The ultimate search engine would basically understand everything in the world, and it would always give you the right thing. And we're a long, long ways from that.

Lots of companies don't succeed over time. What do they fundamentally do wrong? They usually miss the future.

Most people think companies are basically evil. They get a bad rap. And I think that's somewhat correct.

Over time, our emerging high-usage products will likely generate significant new revenue streams for Google as well as for our partners, just as search does today.

We don't have as many managers as we should, but we would rather have too few than too many.

It's quite complicated and sounds circular, but we've worked out a way of calculate a Web site's importance.

I'll keep on acting 'til they wipe the drool. I like the business. I like to do different parts and diverse characters. I haven't lost my enthusiasm yet!

If you step back and take a holistic look, I think any reasonable person would say Android is innovating at a pretty fast pace and getting it to users.

Users are trying to discover apps; we are trying to improve the app discovery process, and developers are trying to reach users. If you step back, it's a problem we solved with search and ads in search.