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Giuliano Giacaglia
@giu
MicroStrategy strategy is not understood by most people, and even some that understand it think it’s too risky. The strategy is undervalued
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Thomas
@aviationdoctor.eth
Maybe I’m midcurving it, but isn’t this a case of survivorship bias? In hindsight, it’s plausible that this was the play with the highest return among all possible plays. But back then it was also a gamble, and had BTC’s value plummeted (let’s say, from Satoshi’s wallet waking up), Michael Saylor would have been crucified. And while the play worked out well for the shareholders, I’m struggling to see how it “made the customers happy”. A corporate finance gamble is hardly a business strategy. Sure, it means more funds to invest in R&D & product development, but what’s the strategy in that regard? I find that aspect more meaningful for a company that makes BI/analytics solutions than knowing about their corporate finance play. If none of their previous strategies worked for a decade, what did their sudden wealth from crypto enable them to do for their customers that didn’t work before? Surely gaining infinite funding by itself doesn’t make you smarter about customer needs and wants
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