No, you should consider that you're talking to the wrong people.
You might be talking to people in the wrong audience. If you asked me about, say, Gilt Groupe, I'd recommend setting it on fire. But that's because I'm a big nerd, and I think "luxury goods" are for idiots. I'm not in the market.
If you show your early product to anybody on the right three quarters of that curve, they'll tell you the seven thousand ways your idea is obviously wrong. The first SSDs (circa 1995) were too small, too slow, and too expensive for the mass market. But for military and aviation use, they were golden.
Every product has problems. The trick to startups isn't removing all the problems. It's finding somebody who's happy with early versions despite the problems, and then removing just enough problems that you can sell it to a slightly bigger audience.
You might be talking to people in the wrong audience. If you asked me about, say, Gilt Groupe, I'd recommend setting it on fire. But that's because I'm a big nerd, and I think "luxury goods" are for idiots. I'm not in the market.
Or you could be talking to the right audience but the wrong end of it. Consider the Crossing the Chasm model: http://en.wikipedia.org/wiki/Crossing_the_Chasm
If you show your early product to anybody on the right three quarters of that curve, they'll tell you the seven thousand ways your idea is obviously wrong. The first SSDs (circa 1995) were too small, too slow, and too expensive for the mass market. But for military and aviation use, they were golden.
Every product has problems. The trick to startups isn't removing all the problems. It's finding somebody who's happy with early versions despite the problems, and then removing just enough problems that you can sell it to a slightly bigger audience.