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I suppose the basic thesis is: given support by a potential prospect for a new product, check what other products they have lent support to. If those products are still around, great. If not, you might have a problem. Or more succinctly: "You don't want people that buy failed products to buy your product--and if they want to, you should change your product"?

I suppose I could believe this. But there's probably a lot of ways to interpret that data. And it seems to be about CPGs (not that that makes it worth more or less, just that CPGs have different dynamics than a lot of other industries).

Parallels to software industry: fickle users that don't want to give you negative feedback for fear of discouraging you (when in reality, they may be saving you from blowing your life savings on an ill fated concept)? Be careful with interpreting the results of customer development (or the CPG parallel--focus groups) Certain types of early adopters should be avoided (how does this square with Crossing the Chasm concepts?)

Maybe similar to how some people find themselves consistently in bad relationships, some people find themselves buying products that are doomed to fail time and time again? Perhaps they wonder why they can't just find a good product that's willing to stick around for awhile...



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