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Liverpool news live: Klopp reveals when Minamino will play and issues injury update Arsenal transfer news LIVE: Ndidi bid, targets named, Ozil is ‘skiving little git’ Arsenal players react with horror after Aaron Ramsey breaks his leg at Stoke Most Read In Football Gerrard launches furious touchline outburst as horror tackle on Barisic sparks chaos “He was desperate to beat the big teams to prove himself but this one had an added spice because of the way we played, the way Arsenal played and the way we felt we were perceived by Arsenal and unfortunately in that particular game that passion to win manifested itself in the worst possible way. We were overly aggressive.“Teams are a reflection of the manager. Tony was desperate to win that game, we were desperate to win that game and we crossed the line in that particular game.“We crossed the line because we went hell for leather to try and win that game and be aggressive which was a reflection of the way Tony wanted us to play. We didn’t go out to break anyone’s leg. We did go out to be physical and in that game we crossed the line. SORRY Every time Ally McCoist lost it on air in 2019, including funny XI reactions Expanding on his controversial column when speaking on talkSPORT 2 on Friday, Kitson said: “Tony was very good at motivating players. He was very keen to beat Arsenal. We all were.“They were the antithesis of what we were as a team. I certainly thought Wenger looked at us like we weren’t fit to be on the same pitch and I definitely felt that they were looking down their noses at us whenever they played Stoke, which angered me, angered a lot of the players and angered Tony. latest Dave Kitson has given a fascinating insight into Stoke City’s mentality under Tony Pulis.The former Stoke striker, writing in his column for The Sun, claimed that former Potters boss Pulis wound up his players so much that it contributed to Ryan Shawcross breaking Arsenal midfielder Aaron Ramsey’s leg in an infamous incident in February 2010. scrap Berahino hits back at b******t Johnson criticism – ‘I was in a dark place at Stoke’ PAYBACK LATEST BEST OF Top nine Premier League free transfers of the decade revealed REPLY Boxing Day fixtures: All nine Premier League games live on talkSPORT The average first-team salaries at every Premier League club in 2019 Sky Sports presenter apologises for remarks made during Neville’s racism discussion 2 RANKED 2 gameday cracker ‘I’ll get him’ – Robertson further endears himself to fans with revenge vow to Mane Dave Kitson admits Stoke crossed the line against Arsenal “We were wound up trying to beat Arsenal which was a reflection of where Tony was.“He wanted to win that game desperately and he made us want to win it even more, which is a talent, getting your team to rally round you.“Unfortunately it came out wrong. We got it all wrong that game.”
In this final post in a three-part series on software scalability, former PayPal executive and serial entrepreneur Mike Fisher explores the power of customer misbehavior, and explains why encouraging users to push your company’s product to its limits can actually help it scale. If you were to poll a handful of people and ask them which companies were largely responsible for shaping the social media landscape, you’d likely get a few common responses: Facebook, Twitter, and, depending how old the person being surveyed is, MySpace. One company you wouldn’t likely hear, however, is Friendster. Yes, that Friendster. The company that largely pioneered modern social networking, raised $50 million in venture capital financing, accumulated tens of millions of users by 2002, and seemed poised to be the business that startups like Facebook and MySpace aspired to be. So, what the hell happened to Friendster? To be frank, the company did a lot of things wrong as it scaled, but as former PayPal VP of Engineering and Architecture Mike Fisher argues in his forthcoming book, The Power of Customer Misbehavior, one of Friendster’s biggest missteps was being unwilling to embrace — let alone encourage — customer misuse and product flexibility. “Friendster had a very specific vision for how its product should be used, and it squashed any attempts by users to deploy it differently,” explains Fisher, who co-founded consultancy AKF Partners in 2008 to help growing companies better manage scaling proccess. “Essentially, Friendster thought it understood how its network should be used better than its users. In an industry that was — and still is — very transient, that was a big mistake.”Raining Cats and Dogs: Where Facebook Succeeded and Friendster Failed Facebook, on the other hand, viewed customer misbehavior as an opportunity. After interviewing former Friendster and Facebook executives for his current book, Fisher learned that one of the social networking giant’s biggest revelations came when it noticed that users weren’t just creating accounts for themselves — they were also creating them for their pets. “When users started creating pages for their cats and dogs, Facebook could have deleted them, assuming that they were fake accounts or simply refusing to allow users to deviate from some pre-determined product purpose,” Fisher says. “Instead, the company embraced that misuse and invested significant time into exploring it further.” Ultimately, that led Facebook to create new platforms that actually made it easier for users to create pages for their pets. A few years later, Facebook allowed third-party apps like Catbook and Dogbook, which customizes applications for users to incorporate their furry friends into their social networking activities. Facebook VP of Product Chris Cox told the audience at the 2010 F8 Developer Conference a story of how Facebook allowed user misbehavior to guide their product development path. In the early days of Facebook, the site was only designed for people to friend each other. Facebook noticed that its primarily college-aged user base was creating pages for specific classes that students would “friend”. The savvy engineers at Facebook used this information to create its now-popular Groups function. Once this was implemented, Facebook again noticed that users were using Groups to schedule meet-ups and parties. Since groups were semi-permanent and parties were one-time events requiring different functionality such as start-times and locations, Facebook again used this information to inform their product development and created the Events functionality. Friendster, meanwhile, stuck to its rigid, anti-misuse philosophy. It quickly deleted any non-human accounts and refused to entertain the idea of expanding its parameters based on customer misuse. “At the end of the day, that was a costly decision for Friendster,” Fisher says. “It’s not the sole reason the company failed, of course, but it certainly contributed to its demise. That lack of outside-the-box thinking caused Friendster to miss out on some huge opportunities. And as users began to realize that Facebook was more open to feature exploration and iteration, they departed Friendster in droves.”Another Case Study in Properly Managing Customer Misbehavior: eBay In his book, Fisher details several other great examples of tech companies who have — and have not — embraced the concept of customer misuse, including one story that dates back to the earliest stages of eBay’s development. In 1999, when the online auction marketplace was still mostly known as a platform for helping hobbyists exchange their wares (i.e., Pez dispensers, stamps, baseball cards, etc.), one of eBay’s business development people noticed an ad for a used Ferrari — an item that not only didn’t belong on eBay’s site, but also wasn’t best sold through eBay’s existing technology. Rather than delete the posting because it didn’t jive with eBay’s standard framework, however, a company executive called the user to determine if the posting was legitimate, and discover if there was a potential market it wasn’t addressing. “What they found was that there was this massive market for selling used cars online,” Fisher says. “That led to the creation of eBay Motors, which became one of the company’s biggest revenue streams.” The lesson for expansion-stage technology companies, Fisher suggests, is that it pays to enable customers to misuse your product — and not just in manufactured, company-sponsored product testing environments. “Users know what they want and you have to listen to them, even if you think that you’ve designed the perfect product,” Fisher says. “The only way to do that is to empower your customers to use your product in ways that best help them solve problems in their natural work environments. Sometimes, that will be exactly how you drew it up, other times it will be in ways that you never considered.” Regardless of which it is, Fisher says, the key is to be open to that misbehavior, actively monitor it, and, when applicable, quickly translate that insight into action. “All too often, startups and growth-stage companies are so focused on being innovative visionaries that they forget about their customers and what they want,” Fisher explains. “But at the end of the day, that’s all that really matters. And if you’re unwilling to see or do something with that information, you’re ignoring huge opportunities for growth.”The Power of Customer MisbehaviorTo learn more, watch the trailer for Mike’s new book: Have you incorporated customer misuse into your product design?AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThis