Speaker unverified: belief

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…One other network economies, one that I'm curious to get your take on that I see in your notes here, is Microsoft versus Slack. Can you walk through the Microsoft decision to enter the market of whatever Slack's product is? It's quite hard to define async chat work communication with teams. Why or why not was that an interesting entrance and use of their power umbrella? The interesting thing here is we can also think about Microsoft as a platform. You operate an operating system, where on the two sides, you have users and also you have applications. The interesting concept here is that the users of Microsoft's platform have a really high cost affiliation. It's not just on the hardware side, you buy a physical machine, but also it's typically an enterprise-wide adoption. There's a procurement process attached to it. There are distribution channels that are similar to how the Nintendo one worked. Because of that, Microsoft's network scope basically extends to whatever demand my user side would have without incurring more cost on their end. They don't have to do another procurement cycle, maybe or not have to buy another hardware for it. That naturally extends to, basically, maybe all of productivity software. That's how you see Microsoft teams create at least a competitive hassle for Slack. I think we all have experienced that Slack has a really good product, but good products don't always win because when there is competitive advantage from an incumbent, in the case of Microsoft, they basically have a network that can extend into the product that Slack is operating in. They create issues competitively. Where we're heading in this conversation is we're saying, transforming is a worthwhile topic, and then we're saying that a starting point is understanding the power of your current business because if you can build off of that, it creates a wildly preferable risk return prospect for something you're getting into. That then takes us to the next topic, which is what if you can't build on your current thing, and you need to get into something that doesn't build on your current source of power? The two of you, with all your interviews, actually have so much. You have this wealth of information about what goes into people's minds doing that. But if you think about that, what are you into? You're basically starting a new business, right?…

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