Post by changeup on Jul 26, 2016 16:31:22 GMT -5
Thank you for proving my point. My friends tell me you've continued blathering on about your rights as the owner to answer your customers in whatever derogatory manner you wish simply because you're the owner. Hubris will continue to cause you problems but that's another story for another day. In the meantime, why not just keep calling your customers names and running them off and see how AH3VR does on opening day.
Until then, let's get down to consulting shall we? The mistake you compound daily is believing that your industry is different than everyone else's and proof that you are simply a coder and nothing more is in your inability to see that. If you truly had a handle on YOUR industry, you wouldn't be in the subscriber predicament you're in right now. You would understand this is a business and customer retention is easier and has 5 X the yield as new customer acquisition. Empty arenas and booting people who give constructive criticism are just two examples of your clear failure to understand basic business principle.
Another is continued promises to deliver a product. You may never have given a date but the damage you've done is much worse than underdeliverying....you've actually caused paying customers to doubt your abilities to produce a product worth paying for. I don't give a shit what industry you think you're in maestro, that band won't play no matter how hard you smash your baton into your podium.
-You have failed to deliver a product that you implied would be done
-You have failed to provide your current customers with an environment of comfort about your product while having them do your A and B work for you
-You have failed to announce a marketing plan that current customers could feel good/help/drive for you
-You have failed to recognize that new customers will arrive to find few in your game because you know your industry so well that you got your big owner stick out and beat customers with it
-You failed to accept suggestions because you are stuck in a paradigm that you are the only one that understands gaming, gaming culture and the gaming industry which clearly isn't true because your game is failing.
-You have failed provide a sustainable business model of growth. You haven't grown at all from a peak. --You have made excuses about player tendencies and in the real world of business, Dale, that excuse would get your dumb ass fired over and over and over.
-You didn't respond to the need in graphic upgrades when it was clear it would be a problem for you.
You've given no one any evidence that you know your industry Dale. None. The only evidence we see is that you can code.
In summary, your problem is believing that you know your industry and you manage the business of gaming and proof that simply is bullshit is that you're business is failing. You don't know the business of gaming but you do know coding. Do you know the difference because I'm not in your industry Dale and I damn sure know the difference.
This is a free assessment. Call me and I'll be more than happy to help you get your business straightened out for 500.00 an hour. Know your industry....lol
Until then, let's get down to consulting shall we? The mistake you compound daily is believing that your industry is different than everyone else's and proof that you are simply a coder and nothing more is in your inability to see that. If you truly had a handle on YOUR industry, you wouldn't be in the subscriber predicament you're in right now. You would understand this is a business and customer retention is easier and has 5 X the yield as new customer acquisition. Empty arenas and booting people who give constructive criticism are just two examples of your clear failure to understand basic business principle.
Another is continued promises to deliver a product. You may never have given a date but the damage you've done is much worse than underdeliverying....you've actually caused paying customers to doubt your abilities to produce a product worth paying for. I don't give a shit what industry you think you're in maestro, that band won't play no matter how hard you smash your baton into your podium.
-You have failed to deliver a product that you implied would be done
-You have failed to provide your current customers with an environment of comfort about your product while having them do your A and B work for you
-You have failed to announce a marketing plan that current customers could feel good/help/drive for you
-You have failed to recognize that new customers will arrive to find few in your game because you know your industry so well that you got your big owner stick out and beat customers with it
-You failed to accept suggestions because you are stuck in a paradigm that you are the only one that understands gaming, gaming culture and the gaming industry which clearly isn't true because your game is failing.
-You have failed provide a sustainable business model of growth. You haven't grown at all from a peak. --You have made excuses about player tendencies and in the real world of business, Dale, that excuse would get your dumb ass fired over and over and over.
-You didn't respond to the need in graphic upgrades when it was clear it would be a problem for you.
You've given no one any evidence that you know your industry Dale. None. The only evidence we see is that you can code.
In summary, your problem is believing that you know your industry and you manage the business of gaming and proof that simply is bullshit is that you're business is failing. You don't know the business of gaming but you do know coding. Do you know the difference because I'm not in your industry Dale and I damn sure know the difference.
This is a free assessment. Call me and I'll be more than happy to help you get your business straightened out for 500.00 an hour. Know your industry....lol
