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But there is this philosophy of fail fast, right?
You want to test things on the market and you
want to turn them off if they're not working.
And your ability to succeed as a startup goes up with your
ability to do that because you're constantly reiterating,
you're constantly trying new versions,
new ways and new experiences of doing things.
So, you have to be able to turn things off.
I think there is one part,
science for some of the stuff, like literally.
If there is no uptake, maybe you're too early in the market,
you haven't marketed it the right way.
Make sure to revisit what you're doing or what that looks like.
As it relates to competitive threats,
it's important to really think about how people
are going to be competing with you,
what are the factors that they're going to compete with
you on and how essentially you can compete with them
in ways that it's not possible for them, right?
So, for a solution like Microsoft or EMC or
some of these larger enterprise companies,
we're able to do something that would require them to
essentially cannibalize some major revenue streams.
So, we can actually compete with them on a dimension
and a scale that we don't think they're very good at.
And we think that's going to create a pretty big advantage for us.