[laughs]

They are a little bit of, like, pick your hard, you know? They're both gonna be challenging.

But if you just think of a amount of effort and let's say just assets you would have to create, right? To me, the second category, one job to be done, will be infinitely less effort than the first one.

Because if you think about a marketable segment, right? Like, what would it take to market? You have to say, "Here's the problem you have, here's what you're trying to accomplish, here's the current way that you try to accomplish that, and here's how our solution will help you reach your goal in this specific job to be done better than your competitive alternative." So, like, that right there is kind of like, you know, a messaging bundle or something, you know? Like, for, for a specific segment.

In the first one, it seems like it would be simpler because it's one industry, and you're like, "Well, I'm an industry s- specialist." But if you have these five different use cases that maybe aren't necessarily connected to each other, it actually will be significantly more effort because you'll have to create those bundles for every single different use case, and you will be fighting competitors in each of those different use cases.

And I'll, I have a funny example to walk this out.

So imagine you're like, you know, a startup and you say, "I'm very, very narrow.

But we don't wanna be in a situation where we've got one product, one job to be done, but we've got 10 ICPs, right?

Walk me through the substance of that video and the kind of three buckets that you're putting forward,

your point of view on positioning in general.

So I think it really comes down to in positioning, people love to put things in categories.

They like to say, this is my car.

These are my shoes.

This is my chair.

And then there's this giant blob that is, this is my software.

But I'm wondering if there's any like criteria or mechanics of the different categories themselves that would warrant different strategies.