When confronted with a business model that fails your viability test, there are only two possible solutions: review your goal or fix your business model. Since no one enjoys revising their goal downward, we’ll leave that as a last resort. Let’s first consider possible ways to fix your business model.

Customers don’t care about your solution; they care about their problems.

Slide 6: How you make money (revenue stream) Next, explain how your business model works. You do this by describing who your customers are (if you have multiple actors in your business model) and how monetizable value is captured (revenue streams).

For a content growth loop, try to assess the value of this content to new users using tools like Google’s Keyword Planner to understand search volume for certain keywords.

The right balance is setting your target goalpost a little beyond your product/market fit point (Figure 3-6). That is when your business model is largely de-risked and your focus shifts toward scaling growth. That is also when you can see further and make more accurate five- to seven-year financial forecasts. Most products average about two years

Think in the present

Limit what your customer can do at each summit Features that aren’t needed to scale the current summit clutter the path and become cognitive drains (i.e., create friction). Rather than overwhelming your customers with features they don’t yet need, limit what they can do, and even better, hide unnecessary features if possible.

Right action, right time.

Based on the problems or struggles you identified in the last section, identify the key attributes you would improve. If you were to draw a two-by-two matrix mapping your product against the alternatives, what would the x- and y-axes be (e.g., speed versus quality)?