Instead of building expensive hardware, SkillVari's software runs on affordable, off-the-shelf headsets like Meta Quest. This allows a starting subscription of $4,000, drastically lowering the barrier to entry compared to competitors whose one-time purchase solutions cost over $35,000.

Luckey argues analysts misunderstand the Vision Pro's strategy. At $3,500, it's not a mass-market product. Its goal is to make VR highly desirable and aspirational. By solving the "want" problem first, Apple primes the market for future, lower-cost versions, avoiding the trap of making a cheap product nobody wants.

According to Palmer Luckey, electronics companies add unwanted crapware and ads because they are in a race-to-the-bottom on price, and no single company can afford to stop alone. He argues that a differentiated product focused on user experience could break this cycle and capture a large, underserved market.

Investor Jason Calacanis describes the early Oculus adoption pattern as "Try, oh my, goodbye." Users have an initial mind-blowing experience, but the device then gets stored in a closet, failing to become a daily habit. This highlights the critical challenge for new hardware: converting initial novelty into sustained engagement.

Unlike the early iPhone era, developers are hesitant to build for new hardware like the Apple Vision Pro without a proven audience. They now expect platform creators to de-risk development by first demonstrating a massive user base, shifting the market-building burden entirely onto the hardware maker.

For novel hardware like AI glasses, forcing in-person purchase at retailers like LensCrafters allows for guided setup. This strategy minimizes negative reviews from untrained users, ensuring early adopters have a positive experience and become advocates, even at the cost of sales friction.

Beyond hardware issues, VR's primary adoption barrier is its isolating, 'antisocial' nature. While gaming trends toward shared, social experiences, VR requires users to strap on hardware and disconnect from their physical surroundings, creating a fundamental conflict with modern user behavior.

When customers are hesitant to adopt a new product due to uncertainty about its value or ease of use, lower the upfront cost of trial. Create a low-risk way for them to experience the benefits firsthand, like a car test drive or a 'white glove' training session, to resolve their uncertainty directly.

Apple's failure to provide immersive, 3D spatial video for its new F1 partnership is a major missed opportunity for the Vision Pro. Live sports are a primary driver for VR/AR adoption. Offering only a standard 2D broadcast in a virtual environment fails to create a differentiated experience that would justify the hardware's cost for hardcore fans and drive platform adoption.