Not sure what you are saying, entirely, Insighter. Your understanding of the importance of events is brilliant IMO. Let's keep an eye on that. IBM as an ISR partner doesn't make sense to me though but maybe you know something about them I don't.
Personally I think WSGI swings for the fences not by trying to pimp itself out to mega-companies for one time mega-scores but by creating entirely new markets--tactical LTA and free-flight UAS LTA including stratospheric airships supported by niche market surveillance capabilities (sat tracking, GSM tracking, MAST cameras, tethercraft, etc.).
What is the generally accepted progress of a start-up? As I was taught (just yesterday in fact):
Pre-sales/pre-revenue Initial sales Market/customer diversification Selected market growth Sales force development with territorialization/specialization Market/sub-market dominance Product maturity New product/new market development
Nowhere have I ever been taught big idea/big score (or big partner/big score as in your argument). Now I have still to read the "fail fast" theory/literature (I plan too) but the following link expresses my concerns about that:
Again, your post had some brilliant insights IMO(you earned your moniker today)--none of which are new to Glenn I think. We are in a real "proof of concept" phase here with these initial sales into separate verticals. Not all of these verticals will become major contracts IMO. In fact when I am planning, as I said yesterday, I try to penetrate ten verticals because I have always observed that out of ten almost always you become an emotional favorite in one of them with great synergy of customer need and Product/Service Package.
For those of us who invested in the pennies, the next stage is to become a ten bagger and not a billion dollar company IMO. For us pennyland folks, that would be a 20,000 bagger I think! LOL Let's do one ten bagger increment at a time and pick up our legacy longs one level at a time as we climb up. JMHO, IJO
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