The Improv article concludes "the key strategy mistake was to try to market Improv to the existing spreadsheet market. Instead, if the product were marketed to a segment where the more structured model was a ‘feature’ not a ‘bug’ would have given Lotus the time to learn and improve and refine the model to a point where it would have satisfied the larger market as well." and Anaplan seems to not have made this mistake. They have carved out a niche in the EPM (Enterprise Performance Management) market.