We updated our packaging/pricing a few weeks ago. Our Free plan allows for 100k MTUs now (100x more volume), and our Growth plan is cheaper. https://mixpanel.com/pricing/
We wanted to make a big improvement in both these categories for customers:
- "How far you can get without paying"
- "Paid Plan Affordability"
Just an FYI since that change happened since this Satchel review was published in May.
We're kicking the tires on Mixpanel - currently we're prepping for an alpha release, and there are a few things about the dashboards I wish either don't exist, or are not easy to find:
1. I wish I had more options for visualizations. Fot instance, at this scale, it would be really nice to have a scatter plot of events at exactly the time they occur, rather than by the hour
2. I really wish I could customize the graphs more - like if I have a 3 day view, I would rather group the events by the hour rather than the day, and it seems like I can't do that.
3. Is there a place to just query all the events, and get them in a table form? Like I would love to just be able to get all of a particular event in a certain time period, and then look through the properties and exact timings one by one.
Anyway, just some casual observations from a potential user.
Hey - I'm the the VP Product at Mixpanel. Happy to help if you like. Send me a message (neil at mixpanel) and I'll connect you directly with someone technical/non-sales.
The best thing the Canadian government could do for Canadian tech entrepreneurship would be to work with the US government to make it easier for Canadians to work in the States and Americans to work in Canada. That, more than anything, would help the skills, knowledge and resources required to build good software companies flow between Toronto and SV.
This is one of those instances where it's useful to clearly separate descriptive arguments (the way things are) from normative arguments (the way things should be). I agree that the best strategy to deal with the border, as it is, is to expect and prepare for the worst. But I sympathize with the author that, in a better world, it wouldn't be this way.
I made a REST/HTTP/JSON API for accessing IMAP mailboxes: http://imappr.com. The idea is to make email, as a messaging platform, as easy to work with as the Twitter or Facebook APIs.
They had to do a study to find out streaming is a substitute for other forms of music distribution? Of course it is. Raise the price, but please don't make me go back to less covenient systems (e.g., iTunes, bittorrent, CDs, etc.). It would be like insisting that you're only releasing 8-track. Fine, but I'll find something else to listen to that doesn't force me to deal with an antiquated hassle.
From the perspective of a startup, the most interesting aspect of Clayton Christensen's concept of a disruptive business is that incumbents will choose not to compete with it (at least at first). Disruptive businesses are either "new market", in which case they don't steal the incumbent's existing customers, or "low-end", in which case they take the incumbent's worst customers and the incumbent doesn't care. An example of the latter is the early PC market. Incumbents like Digital Equipment Corp chose not to pursue it. High-end mainframes had higher margins and prices. They were happy to cede the bottom of the market to newcomers, whose products seemed hopelessly cheap and crappy. Of course, the low-end quickly improves and takes more and more of the market. By the time DEC recognized this problem, it was too late. Same with the Japanese cars and electronics (which were junky at first), or minimills in the steel industry.
Sustaining innovations are incremental improvements that fit within the incumbent's business model. The incumbent can easily and lucratively apply them to their existing customers.
The disruptive/sustaining distinction is important for startups because, "Incumbents almost always win battles of sustaining innovations. Their superior resources and well-honed processes are almost insurmountable strengths. Incumbents, however, almost always lose battles where the attacker has a legitimate disruptive innovation." (http://hbswk.hbs.edu/item/3374.html)
Christensen's disruptive/sustaining distinction is mostly lost in the press about innovation, where "disruptive" is used to describe either. That's life in the English language.
Incidentally, I think disruption is more about business models, which often, but not always, apply new technology.
I know what you're saying. I think the intent--read it in the issue tracker or mailing list--is to put more controls into variables.less and have more of the internal stuff key off what users set in there. As it stands, for instance, you can't even set the base font family. I hope the project moves in that direction. That said, the grid, mixins and forms are a great starting point to work from already.
I used to enjoy the way many FriendFeed entries were side-effects of actions friends were taking elsewhere, e.g., adding a movie to their queue on Netflix. And often these would spark interesting conversations.
We updated our packaging/pricing a few weeks ago. Our Free plan allows for 100k MTUs now (100x more volume), and our Growth plan is cheaper. https://mixpanel.com/pricing/
We wanted to make a big improvement in both these categories for customers:
- "How far you can get without paying"
- "Paid Plan Affordability"
Just an FYI since that change happened since this Satchel review was published in May.