["There's a lot of money to be made around video technology and applications. I just don't really see evidence that the CEO can execute on any of it, let alone formulate or communicate a cohesive strategy.
If I were them frankly I'd be pouring all of my R&D back into PlayMPE. Do what you're good at, and stop doing what you are awful at. Sounds weird I know."]
Well, as you yourself say, there is a lot of money to be made around video tech and applications (much more than with PlayMPE), but you have to be able to do something that others can't..
Their main problem was the "engine" wasn't good enough. They're still solving that, and it's still not clear to me whether they will pull that off (although I've become more optimistic with the last iteration as it clearly showed a pretty steep decline in CPU usage).
The strategy is what value they can add once the player works but the underlying principle is that doing things in software gives them more degrees of freedom which could be especially relevant for the ad market.
They will be able to add interactivity to video's, sell them by the stream, add reporting functions. I'm sure they've thought of some other applications, not all of it might fly.
But it doesn't have to, considering the size and growth of the market in relation to their market cap. Once the player works, they can just try things out and see what sticks and/or ask customers what they want.
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