Inventing a better mouse trap in no way guarantees a successful product. On the contrary, it might just as easily spell disaster. Intuit, a financial application software company with revenue of $600 million, was worth $2.1 Billion to Microsoft in its 1995 attempted acquisition. On the other hand, Thinking Machines, a massively parallel hardware vendor, blew $120 million and declared bankruptcy.
Both had good technology, so why did Intuit succeed where Thinking Machines failed? The answer lies in the balance between marketing and engineering investment.
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