It would be great if availability bias would have a positive effect on your pricing. Unfortunately, it usually doesn’t. It’s just one of those many factors that lead to sub-optimal outcomes.

I recently saw a video from YC. It was a YC alumni talking about 'Growth vs Profit', and she was rationalizing about how focusing on growth first and having a 'plausible profitability story' is enough. She goes on to conclude that focusing growth is more important than profitability. This is where my alarm bells started to go off.

“It’s… Magic!” Every superhero has an origin story. Here’s how one humble SaaS metric became the super-useful Magic Number.

Your challenge: solve a meaningful problem in a differentiated way and find customers that are willing to pay for it.

Since the rise of product-led growth, more companies than ever before are launching a freemium model. Since the rise of product-led growth, more companies than ever before are launching a freemium model.

At Airplane, we recently exited our free early access period and started charging for our product. I thought it'd be helpful to write a post talking through the logic behind our pricing model, partially as an explanation for our customers, but also as a data point for other early-stage B2B SaaS businesses. Prior to Airplane, I also spent 7 years at my previous startup Heap iterating several times on pricing.

Product leaders need to pay as much attention to the revenue model as the product and customer. Pricing and packaging have become too intertwined with both the product and customer behavior to be ignored and left to other functions in the business.

Feeding the accumulating advantage flywheel

As an entrepreneur, one of the most important tasks you can perform is getting your idea(s) out from your head into a tangible format so that you can communicate that with others. In the past, this usually meant a well-researched business plan, that would usually take weeks (more like months) to create.

It's hard to build a new business and failure along the way is inevitable. However, you want the failures you experience to be small, inexpensive and manageable, not lethal. Here are four major mistakes to be on the look out for to avoid failing indefinitely.

I had a group of about 8 aspiring entrepreneurs who all have great embryonic ideas. I've met these guys before, about 2 weeks ago when I first exposed them to the Lean Canvas technique. This time, the plan was to go through their homework and together as a group, refine one canvas prepared by one of the entrepreneurs and drill down to a specific segment.

Produced by the same team that created Business Model Generation, this book is based on the Business Model Canvas methodology, which has quickly emerged as the world's leading business model description and innovation technique.

I often get asked why I created a different adaptation from the original Business Model Canvas by Alex Osterwalder. Lately, this question has bubbled up in frequency which is why I decided to take the time to outline the thought process that went into creating Lean Canvas.

Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation.

The early decisions you make around your business model have teeth later on. I talked about this a couple years ago in an interview with Groove: “We used to have...

“We believe true equality is when spending more can’t buy you a better education.” – Duolingo founders When the language learning software company Rosetta Stone went public in 2009, they...