I think it depends on what "without many customers and real money" means. If you don't have ANY revenue you don't have a business that can realistically grow ov

I think it depends on what "without many customers and real money" means. If you don't have ANY revenue you don't have a business that can realistically grow over time. But if you have some customers and some revenue you're not doing badly and your competitors aren't really an issue. A year is not much time to build a presence on the Internet. It takes time to get organic traffic and word-of-mouth growth. If you think the market is there keep at it. If you've learned the market isn't really there, sit down with your cofounders and hash this out with them. They will see through any attempt to keep them enthusiastic if you aren't enthusiastic. I think this is a key example of how PG is wrong on the cofounder issue (at least for bootstrapped startups). It's a lot easier to grow a small business to the point where it supports the expectations of one person than to the point where it supports the expectations of several. If you want to sell, try making a phone call to the other CEO and arrange lunch if you can get it. Casual contact humanizes you and gives you a chance to learn more about their plans than you would otherwise.