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Amazon-Stripe partnership

(stripe.com)
258 points polyrand | 5 comments | 23 Jan 23 15:38 UTC | HN request time: 0.241s | source
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aabhay ◴[23 Jan 23 16:01 UTC] No.34490445[source]▶
In enterprise, it’s often the case that your biggest customer effectively owns you. They get to dictate roadmaps, you’re forced to spin up a special team just for them, and it becomes harder to justify your investment into long tail customers because this big golden monkey is on your back.
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1. throwawaysleep ◴[23 Jan 23 16:59 UTC] No.34491532[source]▶
The long tail also requires support and that doesn't scale well. At one of my jobs, the rule is basically that any company under around 5K-10K ARR (it is arbitrary) doesn't get any real support and just gets strung along until they quit, as giving any developer time to their issues makes them unprofitable.
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2. bilbo0s ◴[23 Jan 23 17:07 UTC] No.34491671[source]▶
There's just a lot of harsh facts about business out here in the real world. One of those facts is that some customers are just more trouble than they're worth. And "trouble" can be cost, or PR blowback, or your largest investor just doesn't trust the guy. Whatever it is, it's a reality you probably have to accept and deal with.
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3. ◴[23 Jan 23 17:33 UTC] No.34492046[source]▶
4. ◴[23 Jan 23 17:35 UTC] No.34492072[source]▶
5. JCharante ◴[23 Jan 23 18:43 UTC] No.34493079[source]▶
I can see how this makes sense, but at my job with thousands of devs each team has the independence to choose their own tech stack/tooling and what ends up happening is if 1 team finds a product they really like then it slowly starts to spread across the organization. Seems bad to ignore a team when they're trying out a new product.