Skipper,
I wouldn't characterize it as careless to accuse ASND managment of being misleading. Maybe they aren't, but it is a reasonable conclusion.
As for the entrepreneurial vs. professional question, I would generalize and say that entrepeneurs are creative risk-takers. They are good at developing a product and bringing it to market. However, they aren't always as succesful when competitors enter their market, or at managing customers, suppliers, employees, channels, inventory, finances, investors, marketing, etc. Some entrepeneurs are able to make the transition (e.g. Michael Dell, Bill Gates) and some aren't (e.g. Steve Jobs, Andy Ludwick). It remains to be seen if ASND management can make this transition.
With respect to licensing a critical technology from a competitor, what makes x2 so critical? How does ASND differentiate their products from competitors that use kFlex? What made x2 critical is that USRX was first to market and controlled both ends of the connection. Professional management would have recognized this and licensed x2 and differentiated their products based on other factors. ASND chose to spread FUD rather than compete. I suppose you could say that ASND managment was suckered by Rockwell, but that doesn't inspire confidence either.
Hassell |
