In your book you talk about how to prioritize the features. Yes conversation. That's what I thought was play. Fantastic. Yeah. I'm just to go and study how to prioritize between features how to figure out which features to drop ya think their willingness to pay goes much deeper much deeper. Yeah, absolutely, right it it goes down to like literally thinking about you know price as a measure. I mean when you talk about price most people think about a dollar figure that's just a price point right when we think about price we think of it as A measure like you know milliliter is a measure of volume price is a measure of value. And when you think about it, that way is of the value willingness to pay all of this are such an interesting concept that it represents do people need your product and how badly do they need it? Right? So it goes Nursery deeper. We actually talked about more than five different ways in chapter 4 on how to actually have this conversation, right? Because it's one thing to write a book saying okay have it. But if you don't give the toolkits then there's no meaning. It so we actually wrote about five different ways starting with like, you know, just asking the, you know plain question but in a smart way to just give a you know, the readers of flavor for this. I mean if I just go and ask someone you know, should I charge $20 for this? That's the garbage question you get garbage bag because your customers probably don't know, you know, whether you're whether your product should be $20 or not. But the same simple question is okay this product this is the you know value. This is the feature. This is the exact benefits and then you say okay it's available at if it was available at $20 per month. What would you do that's a conversation you can have because now we have attached a price to a you know, value kind of conversations yet having the same simple conversation again. It's like it comes down to how you frame it how you ask it from the very basic questions like the one I just talked about to like even more advanced questions where when we do this for our you know customers we actually put their clients through different situations and see how they Different buying situations and then we would change the situation and then see how they would react essentially tapping into the mental models and rules that you know consumers or customers or business owners are using to make decisions and unraveling that a bit into the monetization strategy and we do write about these kind of you know, trade-off mechanisms and tools also in that particular chapter. So that's the first step in the framework highly critical to have it early and often. Yep. The second that I would probably say is you know equally important is the notion of segmentation it when you go and ask, you know people like what are you building? Usually they say, oh we start with the one-size-fits-all. Like I said before one size typically fits none in the sense that there is no, you know single Market that we have actually seen where customer preferences are homogeneous. It is heterogeneous, whether you like it to accept or not, but often people try to build product for this average customer that does not exist and I mean think of the That we drink right? I mean if you put it in a fountain, it's free put it in a bottle. I mean at least in the u.s. It's two dollars you put gas in it. It's $2.50 you throw it in minibar? It's $5. It's the same damn water. Right but it's packaged differently productize differently available in different ways. Some people like to carry around some people like the convenience of drinking in the minibar. Some people are price conscious will drink it in the fountain, you know, some people like gas in it. So people's preferences are different and if you understand this you would never be able to package and productize and you're leaving a lot of money on the table because you didn't unlock the power of segmentation. If you don't think segmentation mostly or chances are you will end up building what we call it as a feature shocks throw everything into a product and then, you know, hope for the best and it just doesn't work because you solve for the averages and as we all know that is just solving for like one customer in a Continuum of customer preferences the right way to think about This is to like form your segmentation on needs value and willingness to pay. This is the only actionable way to come up with a segmentation strategy. Right many companies actually talk about segmentation. They have it but when you dig deeper and ask them like what exactly do you have they base this on Persona or demographics. We actually talked about this in the book as to why that is can go horribly wrong. I mean I use this example often to just motivate the points at least, you know, it sticks in in people or you know readers Us or mines are in this case the podcast followers if you think about you know, an individual who is like 67 year old living in a castle incredibly. Well, the has three children, you know is from the United Kingdom. Most of you thought probably thought about Charles but that also fits all Sierra. It also fits Ozzy Osbourne, right? So I would argue that Charles and Ozzy have dramatically different taste need different things and probably are willing to pay for things dramatically differently. So if you don't understand needs value and well As to be and just ended up doing on demographics. You will solve for Charles and Aussie as if they are in the same segment just doesn't work. Right so you have to think about this from a needs value and willingness to pay construct and the key is to unlock customers who need similar things who value it similarly and who are willing to pay similarly and then you can start building products to these segments. Now, if you have built a product and you say how do I position this two different segments you've already lost the battle, right? The battle is really to like come up with products for different segments and productized to different segments and the key to unlocking that is to think about you know, how do you package and bundle these features that we talked about for instance in the prioritization then how do you package bundle feature different things so that you can actually build towards different segments and we you know, we write about a lot of principles about how to package and bundle but for the for the audience just one thing one framework that is I find it typically useful to just keep in mind we call it the lead. Fillers in Killers framework, right if you think of a classic in a product or bundle often, it's like, you know, it's like the Big Mac is your leader product. I mean, that's the leader in the bundle. That's what we will come. You know for if you throw in french fries and coke, those are fillers. You can throw it into a bundle. If you didn't throw it in a bundle probably many people didn't have wouldn't necessarily have the french fries or Coke, but now that is in a bundle. There's an incremental excess willingness to pay that I would probably just give for Actually getting two more products that are kind of like Phyllis now, if you throw a coffee into that bundle, that's just going to kill it because chances are no one wants a double dose of caffeine a coffee and a coke thrown into a, you know bundle with a burger and and and and french fries just doesn't make sense. Right? So that's a killer but then there are people like me who love coffee with their burgers. So what happens it is actually stripped out and you know, Soul stand alone because at a higher price because I actually have a higher willingness. To pay for it then maybe you do and you don't want it. But if you start putting the coffee into the bundle, it depreciates the value of coffee for everyone and that at some point I probably end up going to give it away for free and then there is going to be segments who are going to say I didn't really need coffee in that bundle. Right? So at this going to start feeling like a Nexus or the worst case kill the whole bundle all together, right? So using these kind of principles productizing to the segments is the second step in the framework that I would urge people to like pay attention to the Third. One which is I think by far one of the most important ones tongue-in-cheek we call it. You know how you charge is, you know way more important than how much you charge and this is a ridiculously important lesson in the sense that often when we talk to entrepreneurs and companies. They think about you know, how much should I charge for this? And the first question? I think we tend to ask them is how would you judge for it before we discuss the how much and why is this important? I mean just to give an example. I mean from a from Dramatically different Industries just to like, you know, give a flavor for the for the audience right? I mean if you think about tires like Michelin for instance, they came up with this super, you know, Innovative Tire which was supposed to last 20% longer, right and tires are probably one of those Industries where there's a lot of, you know price pressure lot of competition as in you walk into a outlet and you're looking at all these tires. They all look the same. You don't know what you supposed to pay for right and if They had gone and asked for 20% more premium. There is no chance they would have gotten it and these were tires that were you know made for like truckers to move goods from point A to point B, right more on the B2B side. So what they actually did is they said okay. Let's change the business model pricing model and said from now on those tires are going to be charged on a per kilometer or per mile basis. This was pretty Innovative in the industry. No one was doing this, but guess what happened the tires actually lasted twenty percent more. They actually got the 20% more right? But what was more fascinating is the trucker's love this model? Why because now they could actually go back to their clients and say hey, I drove nine hundred sixty kilometers and here's how much I'm invoicing you for the tires because they could now invoice the tire cost which was kind of super interesting and fascinating right? I mean, so if the value chain that you belong in understands your pricing model derives value from that pricing Model Magic happens, right? I think this is How you charge dramatically important that how much there is a probably another example that I can share which we you know, which we've discussed because Peter who's the CEO of segment has talked about this at some of our you know forums. They used to charge based on what we call as like, you know number of apis as their unit of measure for charging and this was based on you know, their product actually integrating various data sources before bringing You know insights to their customers what they actually did was they changed the pricing model to what is called as monthly tracked users same kind of like the Michelin example, and the monthly track uses is a metric which basically tracks how many users are their customers tracking for the end users which is akin to the value that this product actually sort of, you know brings to the table. They were able to double their self-serve revenue and triple their lead. It's for you know, business packages based on just changing some of this kind of, you know models and having the right products fitting the right markets, right? So I think how you how you charge often Trump's how much you charge that is probably the third big lesson. We also have six others in the book again starting with having that early willingness to pay conversation to maintaining your pricing Integrity after you launch the products. This is great. So for the audience were interested. I'm encouraging them to go and read more. It's been very helpful discussing all that. Maybe it'd be good for you to summarize the numbers that you talked about. Sure. I mean there was a lot of numbers. I was throwing around. I think if there's anything you would summarize or like remember from this talk for numbers 72% of Innovations fail. They fail only in four ways. There are to you know to secrets for like getting to the Breakthrough success and there is a 9-step framework to unlocking your monetizing. Also, that's 72 for two and nine. And for those of you who can't remember for just remember 72 because 4 times 2 times 9 happens to be 72, and I honestly didn't make it up. That way is it just happened to be?