tag:blogger.com,1999:blog-893005668131085829.post547544113523794827..comments2009-12-26T21:22:12.225-05:00mpvhttp://www.blogger.com/profile/17750804156650433044noreply@blogger.comBlogger8125tag:blogger.com,1999:blog-893005668131085829.post-39127471253047181382009-12-26T21:22:12.225-05:002009-12-26T21:22:12.225-05:00Sure, no problem. Post a link here though. And my twitter name is &quot;mpv&quot;. :-)mpvhttp://www.blogger.com/profile/17750804156650433044noreply@blogger.comtag:blogger.com,1999:blog-893005668131085829.post-12453301696781201812009-12-26T21:20:27.104-05:002009-12-26T21:20:27.104-05:00I want to quote your post in my blog. It can?<br />And you et an account on Twitter?Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-893005668131085829.post-25708286571888381512009-12-13T21:07:46.018-05:002009-12-13T21:07:46.018-05:00Entrepreneurship will always be characterized by taking risk. It&#39;s the nature of the beast. If you&#39;re the entrepreneur, though, you want to make sure the risk is as calculated and manageable as possible. That&#39;s where I think Mike&#39;s advice could potentially be useful to someone. I seriously doubt any passionate entrepreneur will be dissuaded from following his/her dream of creating the next thingamadoodad because Mike advised against it; if that does happen, then the product probably isn&#39;t ready for market anyway. But perhaps Mike&#39;s experience can help a new enterepreneur better plan his/her strategy and put the whole effort into a bit more perspective.zhttp://www.blogger.com/profile/07168872421949715914noreply@blogger.comtag:blogger.com,1999:blog-893005668131085829.post-82166315324745137722009-12-11T23:50:50.608-05:002009-12-11T23:50:50.608-05:00Fitbit&#39;s problem is taking preorders and then failing to execute / fulfill. Zeemote&#39;s problem is either selling a flawed product or failing to sell in / sell through... not quite the same problem in my book.Elaine Chenhttp://startupmusings.comnoreply@blogger.comtag:blogger.com,1999:blog-893005668131085829.post-40300154337967882322009-12-11T13:58:34.611-05:002009-12-11T13:58:34.611-05:00Wow. Lots of similarities with fitbit!mpvhttp://www.blogger.com/profile/17750804156650433044noreply@blogger.comtag:blogger.com,1999:blog-893005668131085829.post-45692857446423092792009-12-11T13:51:47.756-05:002009-12-11T13:51:47.756-05:00http://www.nytimes.com/2009/12/11/technology/start-ups/11fitbit.html?nl=technology&amp;emc=techupdateema1<br /><br />Sounds pretty familiar...zhttp://www.blogger.com/profile/07168872421949715914noreply@blogger.comtag:blogger.com,1999:blog-893005668131085829.post-25184951972673358542009-12-09T23:16:32.997-05:002009-12-09T23:16:32.997-05:00I agree, which is why when I used the weasel words &quot;if at all possible&quot; when saying to avoid hardware. Lots of products require hardware (like the Zeemote) I think its just harder to get a hit since its so much more expensive and time consuming to evolve the concept.mpvhttp://www.blogger.com/profile/17750804156650433044noreply@blogger.comtag:blogger.com,1999:blog-893005668131085829.post-13961025578223171742009-12-09T22:00:14.329-05:002009-12-09T22:00:14.329-05:00Yep, hardware is hard. Lean startup/MVP concepts apply a whole lot better to software. Hardware is a much more capital intensive play and the risks are way higher while the rewards may not be that much higher. That said, it&#39;s not helpful to advice founders to avoid physical products if the idea they are passionate about requires a piece of hardware. If they see a way to do it and can accept the risk, I say go for it anyways. What&#39;s a startup without a little risk?Elaine Chenhttp://startupmusings.comnoreply@blogger.com