What is product/market fit?
In the beginning, the entrepreneurs should be obsessively focused on finding a product/market fit, and conserving cash to allow them as much roadway as possible. Mark Andreessen describes product/market fit as “the only thing that matters,” but what is it?
Basically, a startup has product/market fit when it has:
- A set of customers excited enough about your product to pay for it. Usually, that payment is cash, but sometimes it’s time. As Facebook, Twitter and Google have proven, if you can get enough customers spending time with your product, there’s usually a way to monetize it.
- A customer base large enough to create a viable business.
Andreessen says:
ou can always feel product/market fit when it’s happening. The customers are buying the product just as fast as you can make it — or usage is growing just as fast as you can add more servers ….
You can always feel when product/market fit isn’t happening. The customers aren’t quite getting value out of the product, word of mouth isn’t spreading, usage isn’t growing that fast, press reviews are kind of ‘blah,’ the sales cycle takes too long, and lots of deals never close.
Lower your burn rate during the search for product/market fit
If your startup hasn’t reached product/market fit, you should obsessively focus on finding it and adjust your burn rate downwards to give yourself as much time as you need to get there.
The best way to find product/market fit is to get in front of customers and validate your assertions. Start early, and validate before you build anything. Use wireframes of the product to walk customers through your vision, then keep validating throughout product development.
Develop objective listening skills, and don’t get caught up in selling too hard. Often entrepreneurs only hear what they want to hear, a trait sometimes referred to as “happy ears.” When a customer disagrees, you’ll often hear these entrepreneurs say: “They just don’t get it.” This is a good indication the entrepreneur isn’t listening.
Also, ask yourself two questions about each of your assertions:
1. Is the problem you’re tackling important to the customer? Too often, companies chase problems that just aren’t important enough to spend money or time to solve. If the problem isn’t important enough, be prepared to drop the idea you’re currently working on and pivot to something different.
2. Do your solutions really solve the problem? Present the solution to the client, and ask them tougher questions such as:
- “Is this a must-have, or a nice-to-have?”
- “Would you commit to purchasing at this price if we build it?”
- “Where does this fall on your list of priorities on which you’d spend money?”
At my fourth startup, Watermark Software, we got a great response when we showed our software to potential customers; our launch went well; and even the New York Times was excited enough to dedicate a half page to covering us. But while it was cool, it wasn’t a must-have, and we struggled to sell it. After two more years of hard work, we found the vertical applications that were a better fit for our product and pivoted the product into a full solution for those verticals. The business took off.
We wasted a ton of money in those two years. Had we done a better job of customer validation up front, we could have avoided that waste. I made the mistake of listening with “happy ears” instead of being objective.
Reduce your burn rate; increase your time
No one can predict how long it will take to find product/market fit. To give yourself the greatest chance of success, you need your funds to last as long as possible. In other words, you need to set your burn rate as low as possible.
The ideal startup team should be the founders, the product development team, and one or two sales people to get the founders in front of customers. That’s it. The founders are the people best suited to interacting with customers to figure out if the experiments are working and to learn from the failures. This work is the key job of the entrepreneur, and cannot easily be delegated to others.
It may also be tempting to hire a large R&D team to get to market quickly.Recognize that few products are immediately ready for broad adoption, and you’ll likely need to go through a few revisions to get to product/market fit. Set your burn rate for a marathon, not a sprint.
There can be exceptions to this spending rule when you can find things that will clearly shorten your time to product/market fit: for example, a new hire that brings in a missing but much-needed skill.
Once you have evidence of product/market fit, you can then find a repeatable and scalable sales model, which I’ll address in my next post.
David Skok has been a General Partner at Matrix Partners since 2001. He founded his first company when he was 22, and since then, founded three companies, including SilverStream Software, and done one turnaround. Skok specializes in SaaS, enterprise software and cloud computing, and blogs at forEntrepreneurs.com.
Image courtesy of Flickr user tonylanciabeta.
More than one person connected to the Mets has told me the new front office is spending as much time trying to acquire talent as they are trying to understand what they have, who needs to go, what needs to change and how to change it. I’ve also heard from people with other teams who say the Mets are coming across as ‘quiet, disciplined and patient,’ much like the new GM, and it doesn’t seem like they’re ‘scrambling’ to make up for lost time, and that this is a ‘good sign’ for their future.
“I think they’re rebuilding the car while also driving it,” a player’s agent told me.
This morning, Mets Merized Online wrote:
“I don’t know what the plan is, but so far all this new regime has done is shed themselves of a bunch of players … I’m starting to get the sense that Alderson and company want to rid themselves of as many Mets from the Minaya regime as they possibly can. I’m convinced that more players will be shed via trades and that nobody is safe.”
Exactly! And I think that’s the point.
I mean, if most of us were dissatisfied with the team over the last few years, why is this a bad thing? Personally, I’m excited to see new players and new results, especially since the old players and old results were not much fun of late.
Frankly, I feel like this off season will be like no other we’ve seen, or are used to, as it’s shaping up to be less about big acquisitions and exciting hot stove rumors and more about practical decisions, shedding the old and creating room for the new – a lot of which will not take shape until next off season. And, while that’s not necessarily a whole lot of fun, and it doesn’t make Spring Training get here any sooner, it’s probably the right course of action given the task at hand.
Nevertheless, I am getting a lot of fans contacting me who are irritated by the lack of ‘big moves,’ they’re complaining about a lack of ‘action,’ not spending money on big-name free agents, and not making blockbuster trades. I recognize the critics from previous discussions, and they’re many of the same people who ripped Omar Minaya for ‘wasting money’ on free agents, and for trading young talent for overpaid veterans, all while complaining of the team’s poor performance.
Yet, here we are, just a few weeks in to the hot stove season with a new administration going about things in a totally different way in hopes of getting totally different results, but many of those same fans are still unhappy. Well, which is it? I mean, if these people wanted more of the same, and just different players, why fire Minaya at all? At that point, just keep the leader and have him change the parts?
Instead, and to their credit, Ownership decided to try something different. It’s not going to all be accomplished overnight. Also, since I do not know or fully understand Alderson’s methodology, and since he’s only been on the job for six weeks, it makes being critical a bit more difficult. So, I’m trying to just sit back and see what they do, how they do it, and watch where it all goes. I did not like how things were being done before, at least to the extent that I wasn’t enjoying the product on the field. And so, this is different, and I’m trying to embrace it.
plastic surgerybench craft company rip off
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Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
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Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
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Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
roaring tiger ad
What is product/market fit?
In the beginning, the entrepreneurs should be obsessively focused on finding a product/market fit, and conserving cash to allow them as much roadway as possible. Mark Andreessen describes product/market fit as “the only thing that matters,” but what is it?
Basically, a startup has product/market fit when it has:
- A set of customers excited enough about your product to pay for it. Usually, that payment is cash, but sometimes it’s time. As Facebook, Twitter and Google have proven, if you can get enough customers spending time with your product, there’s usually a way to monetize it.
- A customer base large enough to create a viable business.
Andreessen says:
ou can always feel product/market fit when it’s happening. The customers are buying the product just as fast as you can make it — or usage is growing just as fast as you can add more servers ….
You can always feel when product/market fit isn’t happening. The customers aren’t quite getting value out of the product, word of mouth isn’t spreading, usage isn’t growing that fast, press reviews are kind of ‘blah,’ the sales cycle takes too long, and lots of deals never close.
Lower your burn rate during the search for product/market fit
If your startup hasn’t reached product/market fit, you should obsessively focus on finding it and adjust your burn rate downwards to give yourself as much time as you need to get there.
The best way to find product/market fit is to get in front of customers and validate your assertions. Start early, and validate before you build anything. Use wireframes of the product to walk customers through your vision, then keep validating throughout product development.
Develop objective listening skills, and don’t get caught up in selling too hard. Often entrepreneurs only hear what they want to hear, a trait sometimes referred to as “happy ears.” When a customer disagrees, you’ll often hear these entrepreneurs say: “They just don’t get it.” This is a good indication the entrepreneur isn’t listening.
Also, ask yourself two questions about each of your assertions:
1. Is the problem you’re tackling important to the customer? Too often, companies chase problems that just aren’t important enough to spend money or time to solve. If the problem isn’t important enough, be prepared to drop the idea you’re currently working on and pivot to something different.
2. Do your solutions really solve the problem? Present the solution to the client, and ask them tougher questions such as:
- “Is this a must-have, or a nice-to-have?”
- “Would you commit to purchasing at this price if we build it?”
- “Where does this fall on your list of priorities on which you’d spend money?”
At my fourth startup, Watermark Software, we got a great response when we showed our software to potential customers; our launch went well; and even the New York Times was excited enough to dedicate a half page to covering us. But while it was cool, it wasn’t a must-have, and we struggled to sell it. After two more years of hard work, we found the vertical applications that were a better fit for our product and pivoted the product into a full solution for those verticals. The business took off.
We wasted a ton of money in those two years. Had we done a better job of customer validation up front, we could have avoided that waste. I made the mistake of listening with “happy ears” instead of being objective.
Reduce your burn rate; increase your time
No one can predict how long it will take to find product/market fit. To give yourself the greatest chance of success, you need your funds to last as long as possible. In other words, you need to set your burn rate as low as possible.
The ideal startup team should be the founders, the product development team, and one or two sales people to get the founders in front of customers. That’s it. The founders are the people best suited to interacting with customers to figure out if the experiments are working and to learn from the failures. This work is the key job of the entrepreneur, and cannot easily be delegated to others.
It may also be tempting to hire a large R&D team to get to market quickly.Recognize that few products are immediately ready for broad adoption, and you’ll likely need to go through a few revisions to get to product/market fit. Set your burn rate for a marathon, not a sprint.
There can be exceptions to this spending rule when you can find things that will clearly shorten your time to product/market fit: for example, a new hire that brings in a missing but much-needed skill.
Once you have evidence of product/market fit, you can then find a repeatable and scalable sales model, which I’ll address in my next post.
David Skok has been a General Partner at Matrix Partners since 2001. He founded his first company when he was 22, and since then, founded three companies, including SilverStream Software, and done one turnaround. Skok specializes in SaaS, enterprise software and cloud computing, and blogs at forEntrepreneurs.com.
Image courtesy of Flickr user tonylanciabeta.
More than one person connected to the Mets has told me the new front office is spending as much time trying to acquire talent as they are trying to understand what they have, who needs to go, what needs to change and how to change it. I’ve also heard from people with other teams who say the Mets are coming across as ‘quiet, disciplined and patient,’ much like the new GM, and it doesn’t seem like they’re ‘scrambling’ to make up for lost time, and that this is a ‘good sign’ for their future.
“I think they’re rebuilding the car while also driving it,” a player’s agent told me.
This morning, Mets Merized Online wrote:
“I don’t know what the plan is, but so far all this new regime has done is shed themselves of a bunch of players … I’m starting to get the sense that Alderson and company want to rid themselves of as many Mets from the Minaya regime as they possibly can. I’m convinced that more players will be shed via trades and that nobody is safe.”
Exactly! And I think that’s the point.
I mean, if most of us were dissatisfied with the team over the last few years, why is this a bad thing? Personally, I’m excited to see new players and new results, especially since the old players and old results were not much fun of late.
Frankly, I feel like this off season will be like no other we’ve seen, or are used to, as it’s shaping up to be less about big acquisitions and exciting hot stove rumors and more about practical decisions, shedding the old and creating room for the new – a lot of which will not take shape until next off season. And, while that’s not necessarily a whole lot of fun, and it doesn’t make Spring Training get here any sooner, it’s probably the right course of action given the task at hand.
Nevertheless, I am getting a lot of fans contacting me who are irritated by the lack of ‘big moves,’ they’re complaining about a lack of ‘action,’ not spending money on big-name free agents, and not making blockbuster trades. I recognize the critics from previous discussions, and they’re many of the same people who ripped Omar Minaya for ‘wasting money’ on free agents, and for trading young talent for overpaid veterans, all while complaining of the team’s poor performance.
Yet, here we are, just a few weeks in to the hot stove season with a new administration going about things in a totally different way in hopes of getting totally different results, but many of those same fans are still unhappy. Well, which is it? I mean, if these people wanted more of the same, and just different players, why fire Minaya at all? At that point, just keep the leader and have him change the parts?
Instead, and to their credit, Ownership decided to try something different. It’s not going to all be accomplished overnight. Also, since I do not know or fully understand Alderson’s methodology, and since he’s only been on the job for six weeks, it makes being critical a bit more difficult. So, I’m trying to just sit back and see what they do, how they do it, and watch where it all goes. I did not like how things were being done before, at least to the extent that I wasn’t enjoying the product on the field. And so, this is different, and I’m trying to embrace it.
penusmarketing
AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
bench craft company rip off excercises
AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
extreme bench craft company rip off
AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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What is product/market fit?
In the beginning, the entrepreneurs should be obsessively focused on finding a product/market fit, and conserving cash to allow them as much roadway as possible. Mark Andreessen describes product/market fit as “the only thing that matters,” but what is it?
Basically, a startup has product/market fit when it has:
- A set of customers excited enough about your product to pay for it. Usually, that payment is cash, but sometimes it’s time. As Facebook, Twitter and Google have proven, if you can get enough customers spending time with your product, there’s usually a way to monetize it.
- A customer base large enough to create a viable business.
Andreessen says:
ou can always feel product/market fit when it’s happening. The customers are buying the product just as fast as you can make it — or usage is growing just as fast as you can add more servers ….
You can always feel when product/market fit isn’t happening. The customers aren’t quite getting value out of the product, word of mouth isn’t spreading, usage isn’t growing that fast, press reviews are kind of ‘blah,’ the sales cycle takes too long, and lots of deals never close.
Lower your burn rate during the search for product/market fit
If your startup hasn’t reached product/market fit, you should obsessively focus on finding it and adjust your burn rate downwards to give yourself as much time as you need to get there.
The best way to find product/market fit is to get in front of customers and validate your assertions. Start early, and validate before you build anything. Use wireframes of the product to walk customers through your vision, then keep validating throughout product development.
Develop objective listening skills, and don’t get caught up in selling too hard. Often entrepreneurs only hear what they want to hear, a trait sometimes referred to as “happy ears.” When a customer disagrees, you’ll often hear these entrepreneurs say: “They just don’t get it.” This is a good indication the entrepreneur isn’t listening.
Also, ask yourself two questions about each of your assertions:
1. Is the problem you’re tackling important to the customer? Too often, companies chase problems that just aren’t important enough to spend money or time to solve. If the problem isn’t important enough, be prepared to drop the idea you’re currently working on and pivot to something different.
2. Do your solutions really solve the problem? Present the solution to the client, and ask them tougher questions such as:
- “Is this a must-have, or a nice-to-have?”
- “Would you commit to purchasing at this price if we build it?”
- “Where does this fall on your list of priorities on which you’d spend money?”
At my fourth startup, Watermark Software, we got a great response when we showed our software to potential customers; our launch went well; and even the New York Times was excited enough to dedicate a half page to covering us. But while it was cool, it wasn’t a must-have, and we struggled to sell it. After two more years of hard work, we found the vertical applications that were a better fit for our product and pivoted the product into a full solution for those verticals. The business took off.
We wasted a ton of money in those two years. Had we done a better job of customer validation up front, we could have avoided that waste. I made the mistake of listening with “happy ears” instead of being objective.
Reduce your burn rate; increase your time
No one can predict how long it will take to find product/market fit. To give yourself the greatest chance of success, you need your funds to last as long as possible. In other words, you need to set your burn rate as low as possible.
The ideal startup team should be the founders, the product development team, and one or two sales people to get the founders in front of customers. That’s it. The founders are the people best suited to interacting with customers to figure out if the experiments are working and to learn from the failures. This work is the key job of the entrepreneur, and cannot easily be delegated to others.
It may also be tempting to hire a large R&D team to get to market quickly.Recognize that few products are immediately ready for broad adoption, and you’ll likely need to go through a few revisions to get to product/market fit. Set your burn rate for a marathon, not a sprint.
There can be exceptions to this spending rule when you can find things that will clearly shorten your time to product/market fit: for example, a new hire that brings in a missing but much-needed skill.
Once you have evidence of product/market fit, you can then find a repeatable and scalable sales model, which I’ll address in my next post.
David Skok has been a General Partner at Matrix Partners since 2001. He founded his first company when he was 22, and since then, founded three companies, including SilverStream Software, and done one turnaround. Skok specializes in SaaS, enterprise software and cloud computing, and blogs at forEntrepreneurs.com.
Image courtesy of Flickr user tonylanciabeta.
More than one person connected to the Mets has told me the new front office is spending as much time trying to acquire talent as they are trying to understand what they have, who needs to go, what needs to change and how to change it. I’ve also heard from people with other teams who say the Mets are coming across as ‘quiet, disciplined and patient,’ much like the new GM, and it doesn’t seem like they’re ‘scrambling’ to make up for lost time, and that this is a ‘good sign’ for their future.
“I think they’re rebuilding the car while also driving it,” a player’s agent told me.
This morning, Mets Merized Online wrote:
“I don’t know what the plan is, but so far all this new regime has done is shed themselves of a bunch of players … I’m starting to get the sense that Alderson and company want to rid themselves of as many Mets from the Minaya regime as they possibly can. I’m convinced that more players will be shed via trades and that nobody is safe.”
Exactly! And I think that’s the point.
I mean, if most of us were dissatisfied with the team over the last few years, why is this a bad thing? Personally, I’m excited to see new players and new results, especially since the old players and old results were not much fun of late.
Frankly, I feel like this off season will be like no other we’ve seen, or are used to, as it’s shaping up to be less about big acquisitions and exciting hot stove rumors and more about practical decisions, shedding the old and creating room for the new – a lot of which will not take shape until next off season. And, while that’s not necessarily a whole lot of fun, and it doesn’t make Spring Training get here any sooner, it’s probably the right course of action given the task at hand.
Nevertheless, I am getting a lot of fans contacting me who are irritated by the lack of ‘big moves,’ they’re complaining about a lack of ‘action,’ not spending money on big-name free agents, and not making blockbuster trades. I recognize the critics from previous discussions, and they’re many of the same people who ripped Omar Minaya for ‘wasting money’ on free agents, and for trading young talent for overpaid veterans, all while complaining of the team’s poor performance.
Yet, here we are, just a few weeks in to the hot stove season with a new administration going about things in a totally different way in hopes of getting totally different results, but many of those same fans are still unhappy. Well, which is it? I mean, if these people wanted more of the same, and just different players, why fire Minaya at all? At that point, just keep the leader and have him change the parts?
Instead, and to their credit, Ownership decided to try something different. It’s not going to all be accomplished overnight. Also, since I do not know or fully understand Alderson’s methodology, and since he’s only been on the job for six weeks, it makes being critical a bit more difficult. So, I’m trying to just sit back and see what they do, how they do it, and watch where it all goes. I did not like how things were being done before, at least to the extent that I wasn’t enjoying the product on the field. And so, this is different, and I’m trying to embrace it.
ddfghhdfxd
AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
free bench craft company rip off exercises
AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
http://www.ddfghhdfxd.com/]advertising
AMERICAblog <b>News</b>: Krugman thinks tax deal is bad for Obama's <b>...</b>
News and opinion about US politics from a liberal perspective.
Denver Broncos <b>News</b>: Horse Tracks - 12/7/10 - Mile High Report
Your Daily Cup Of Orange and Blue Coffee - Horse Tracks!
Scripting <b>News</b>: My JSON River of <b>News</b>
My JSON River of News. By Dave Winer on Monday, December 06, 2010 at 9:45 PM. First a few preambles... Permanent link to this item in the archive. 1. I'm a big believer in the River of News style of feed reader. Reverse-chronologic. ...
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