My own company has had a so-called partnership with Microsoft. Given that our product is heavily ActiveDirectory-based, you'd think that they would back us, particularly as LDAP is one battle they haven't won.
But when it came to the crunch, Microsoft couldn't resist going in with their own, inferior solution. I should say that not everyone in my company thinks like I do - this is just what I see.
Partnership with Microsoft seems to come with a lot of psychological pressure - some of it comes from Microsoft and a lot of it is from within (how can you not think about how your actions will be judged by the biggest software company in the world?)
But while I saw little reward from MS, they wanted to know, for instance, why we still had a partnership/OEM agreement with this other company. That partnership was solid and historic and Microsoft didn't even have a product that could really compete.
So after a while, you start asking "should we be selling this? should we be doing this? What will they think if we do this?" Our J2EE-based product was certainly a victim of that.
So when it comes to a company like Amiga, however subtle the pressure from Microsoft, how can they not question supporting or partnering with Microsoft's competitors in the real heart of Microsoft's world?
If, as a company, you start to restrict your decisions, and limit your horizons based on another's influence and your own paranoia, you lose sight of what's best for yourself.
I'm happy to say that we've changed our strategy and sanity has returned, but there's one less J2EE product on general sale as a result.
Of course, being Amiga should come with a strong sense of identity, but they need to have a REALLY clear idea of who they are and where they are going, and be prepared to stick to it.
Chris