> Peter was annoyed. An energetic young fellow — he faced a pretty serious problem: people weren’t even willing to try his company’s analytics product. Even tho

> Peter was annoyed. An energetic young fellow — he faced a pretty serious problem: people weren’t even willing to try his company’s analytics product. Even though it was (in 2012) a very immature market — and the current offerings lacked a lot of what customers wanted. Why? ... So Peter and his team build middleware to make it easy to switch between SaaS providers (maybe then people might try his system). This is a gross misrepresentation of the whole situation. It reads as if Peter was a biz guy who was having trouble selling the analytics software because of the involved "switching costs". Peter and his team, in their own admission, were trying too hard to build a product without a focus on what they were solving. Analytics space is too broad and complex to be attacked all at once. It's not wise to build a GA competitor but several analytics companies with a clear focus have succeeded in the past. Segment wasn't trying to build a "middleware to switch between companies". The product was almost an accident of a building a small library for themselves to avoid mantaining code for multiple APIs.