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controls We knew these guys, and there was no hatred, but there was a definite, very intense competitive attitude Our aim was to get them out of our hair, out of our business This wasn t, There s enough room for everybody This was, They have to go They are the enemy and we re not going to let anything stand in the way of us beating them While that was very angst-ridden and a lot of our employees were very concerned and sometimes upset about what Replay said about us, I think it was a great time for the company because the company learned how to compete I know, from my standpoint, I had never worked in a company that really competed before SGI, if it found competition, it went elsewhere HP was not as competitive back then as it is today.

So I didn t really care about how much time it drew, and customers would feed back other issues around the Access runtime problem that I hadn t been aware of So I would fix that and then rerelease the product I was releasing minor version changes, sometimes weekly when it first started off Smolin: When did you sell the first one Do you remember when it was Matfield: January or February 1996 Smolin: And what version of Access was that for Matfield: Access 97 Smolin: Right Matfield: Oh, in that case it would have been probably 1997 Smolin: So did you have other products which evolved from that first script Matfield: Yes, I started considering myself as an installation specialist Then I started listening to what customers were asking for There were other complex installation issues back at that time.

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They relied on doing things very new and different, so they differentiated themselves In those days, they weren t going to say, You have one of them, I have one of them, I m going to compete with you, and this is not going to be clean So we were doing that; we were competing I look back on that and it was a lot of fun, especially since we beat them We saw things that they were doing wrong If you are playing a competitive game, you worry about winning the game, but you are so much in the game that, while you are doing it, you are not thinking, Oh, gee, I m going to lose You are thinking about How do I win And that was very much that spirit The next big competitive threat was with DIRECTV.

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DIRECTV decided that, in addition to us, they wanted to do a deal with Microsoft Microsoft had just bought WebTV, and they were building a DVR DIRECTV decided they wanted to have that DVR, too So then all of a sudden DIRECTV was selling both of them They were under probably pretty similar financial agreements, so for them it didn t make a whole lot of difference who bought which one Except Microsoft was pouring hundreds of millions of dollars into trying to develop this market, and here s little TiVo with although we d raised a lot of money, we didn t have that kind of resource at our disposal Lo and behold, we found out that we were outselling them by a significant amount People loved TiVo The brand was getting known by then, and we were better.

We discovered that people preferred what we were doing to Microsoft on a fair and level playing field It was not our doing; this was DIRECTV marketing it on an equal basis It got so bad for Microsoft they were putting so much money into it that they finally gave up We thought, This is great, they gave up Let s celebrate We then thought that the consumer electronics companies would come in, and we were worried about that, because we thought it was a natural for Sony So what we did there was license our technology to them We got some good license deals and that sort of took that one off the table Most recently, a big competitive threat is from cable companies and satellite companies, who are entering this market and essentially giving away DVR for free.

That s been a big issue for TiVo over the last several years While TiVo has been able to do deals with several cable and satellite companies, there are competitors like EchoStar against whom we have had to enforce our patents in court..

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