The focus of most of this work has really been on bringing value to Steam customers, he said. Even if were only serving a fraction of them, we feel like well be very successful if that fraction is having a great experience in the living room. That number will probably grow over time. Were not even trying to push our existing users toward the living room or the TV if they dont want to have that experience. All those customers are currently pretty happy doing what theyre doing in the den with their PCs or laptops. This is just an extra avenue for them, if they want to sit on the sofa like a lot of them do, I think. Then its great to have this other option through which you can access Steam. Its not an attempt to go very far, or really at all at first, beyond our initiated customer base. Were going to learn a bunch from the people who already value Steam really highly. We dont feel like we have to jump exponentially outside that group just to be successful in that realm.
Usually, when a platform like this gets brought out, its a very different working method and proposition to customers, he continued. It looks more like a team thats much larger than us has worked at perfecting something and finishing it, and then reducing risk as much possible and locking down that design, making it ready for a massive initial manufacturing push, spending billions of dollars on marketing. Very different from what were trying to do. We dont have to be so risk-averse. We intentionally are operating this way because we think it will result in a much better product, in the short term and the long term, to be public about this, and to have it iterated with us and with partners and with users. But it lets us start small and grow over time.
