The issue they have is being focused enough. And the challenge arises because you see so much opportunity. There are so many things you can do. Your biggest challenge is being willing to live within a narrowly defined sandbox so that you can both dominate it and not stray. As you get bigger, you kind of figure out what you want to be when you grow up. You don't have to be too rigid about it, but generally speaking you want to define it so you can own it. The second big issue with the sandbox is for companies I see trying to jump from 25 million to 50 million. The sandbox isn't big enough to support that growth. They wake up one day and they're up against their own limits. And that's when they have to add some services or segment the product. And then number three -- often they can't define their sandbox. There's all kinds of fancy terms for it -- your differential advantage, your value-added proposition. But it's fundamentally, what's the real need versus wants? We've got to satisfy the customers' needs. Well there's really a need and a whole bunch of wants. And so we spend a lot of time satisfying those wants. But we miss the big need. And then all of a sudden our competitor comes in and nails the need, doesn't have all the wants. And yes, the customers bitch and complain, but they still do business with that competitors who nailed the need.
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