Perhaps this time some of us can be a lot wiser in addition to a little older. We can start by considering Bizmetric and its struggles to find a viable business model. There are many answers, enough to fill at least a whole month's worth of ibizStrategist. For a naturally picky critic like your author, it is very tempting to try and make a comprehensive list of Bizmetric's mistakes or apparent near-misses, sharpen the pencil and plow right in. But to launch a frontal assault on Vic's strategy with no real understanding of his business case would not merely be unfair - it would ironically replicate a mistake Vic and the rest of us have made collectively again and again over the last three years.
Speed kills, friends.
In the case of Vic Chaudhary and company, they were ready to go when their prospective client base was just about ready to stop. By being first to market, Bizmetric has paid the price of hitting a market not big enough or rich enough for their particular solution. Application Failure One of the relatively uncovered aspects of the Bizmetric story is how their buggy software very nearly did them in the beta test period. Designing and building a new application is so risky and failure-prone that it is almost always better to build it first as a prototype. You then take the time to test it.