After 100–300 customers, we

After 100–300 customers, we had to determine who we wanted as our next 500–1,000 customers.

When you appoint a framework, there is probably only one-third of these customers that you would want as your next 1,000 customers.

By the time we were getting to half a million, we had tightened it and increased our prices.

We also made a premium version but deliberately priced it in a way that was attractive to only one segment—the other segments realized it was not good for them.

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