Most accounts of software churn assume dissatisfaction is the trigger: a team grows frustrated, a better tool appears, and the switch follows. In practice it often stalls at the last step. Companies renew tools they openly dislike, frequently while a stronger alternative sits in front of them. Drawing on the prospect theory of Kahneman and Tversky, this piece examines why staying can be the rational choice when the cost of leaving feels larger and more certain than the gain. It also turns the argument outward: for companies entering a new market, being better than the local alternative is rarely enough if switching feels unsafe to the buyer.

Hopin went from Europe's fastest-growing startup to liquidation in under three years. But this wasn't just bad luck — it was a failure of market expansion strategy. We examine how Hopin mistook crisis-driven demand for a durable market, and what growing businesses can learn from its collapse.