lik ed ▁at ▁N D . ▁This ▁would ▁remove ▁the ▁vendor ▁lock - in ▁and ▁the ▁well - lik ed ▁Not is , ▁which ▁was ▁instrument al ▁in ▁creating ▁prof its . ▁Management ▁had ▁a ▁high ▁pressure ▁from ▁invest ors ▁to ▁create ▁high ▁growth ▁rates , ▁which ▁again ▁caused ▁the ▁company ▁to ▁choose ▁short - term ▁profit ▁marg ins ▁ahead ▁of ▁long - term ▁strateg ic ▁position ing . ▁ ▁As ▁an ▁increasing ▁number ▁of ▁customers ▁asked ▁for ▁open ▁standard ▁solutions , ▁such ▁as ▁personal ▁computers ▁( PC ) ▁and ▁Unix , ▁N D ▁started ▁developing ▁products ▁to ▁meet ▁the ▁demand . ▁An ▁N D ▁PC ▁was ▁developed , ▁but ▁sold ▁poor ly . ▁The ▁Unix ▁variant ▁N d ix ▁was ▁launched ▁in ▁ 1 9 8 5 , ▁but ▁was ▁only ▁offered ▁as ▁a ▁last ▁resort ▁to ▁customers ▁only ▁interested ▁in ▁Unix ▁systems . ▁Use ▁of ▁N d ix ▁required ▁separate ▁hardware . ▁The ▁software ▁was ▁developed ▁by ▁a ▁third ▁party ▁and ▁was ▁so ▁slow ▁that ▁the ▁hardware ▁was ▁out ▁of ▁date ▁by ▁the ▁time ▁the ▁software ▁was ▁completed . ▁Many ▁compet itors ▁lic ensed ▁an ▁existing ▁variant ▁of ▁Unix , ▁but ▁N D ▁chose ▁to ▁develop ▁its ▁own . ▁In ▁addition , ▁N D ▁chose ▁to ▁not ▁port ▁its ▁software ▁to ▁Unix , ▁despite ▁dem ands ▁from ▁customers ▁for ▁Sib as ▁and ▁Not is ▁on ▁the ▁Unix ▁platform . ▁Sales ▁were ▁further ▁reduced ▁by ▁N D ' s ▁rel uct ance ▁to ▁pay ▁software ▁developers ▁to ▁port ▁common ▁programs ▁to ▁N