It's so great to be here. This is my first time in India, and I'm really thrilled to share what I've learned in my 20-odd years of doing software and game development with all of you. So today, I'm going to tell you about how to build your product better and faster with game thinking. I'm really glad that you're here today. It means a lot to me. And in the next 45 minutes or so, you're going to learn some things that you can take and apply to your product immediately that will dramatically increase your ability to find product market fit. So I'd like to know if you can relate to any of this. Do you ever feel like you'd like to accelerate your early design process on what you're working on? Do you ever find that you get a lot of feedback from different people, from your stakeholders, from potential users, from your team, perhaps from funders? And you're not really sure how to filter and apply it. You've got it, but it's a struggle to know, well, what do I do with that feedback? Have you ever set out to make an MVP or minimum viable product and then struggle to turn your big, compelling, engaging idea into something simple and stripped down and really low fidelity? If you've ever struggled with any of these issues, this talk is for you. Raise your hands. Have any of you struggled with these issues? I have big time. I've messed up a lot. One of the great things about Silicon Valley, where I'm from, is that we're really encouraged to make mistakes and then reflect on them and learn from them. And that's what I'm going to do here today. So I think I know why we're all here, which is we want to build products that people love and need and use that are successful. We don't want to spin our wheels like these rats and build something that doesn't make any sense. So you're going to learn actionable techniques to build a better product in less time with game thinking. I'm Amy Jo Kamp. I am a social game designer, an entrepreneur, and a startup coach. I have worked on some of the most popular games and products of all time. I was on the early design team that created the Sims, Rock Band, Covet Fashion, eBay, Netflix. I've also worked with multinational creative companies like Disney, Electronic Arts, and the New York Times to build key internal products. So I've had quite a bit of experience with big hits. I've also had a lot of experience with products I'm not telling you about today because they went sideways or they didn't work out so well, or they turned into something nobody intended. I'd like to tell you a little bit about my journey getting here, and hopefully you can relate it to your own journey toward creating great software. When I was a little kid, the thing I liked most of all was music. I used to listen to Beatles songs on the car radio when I was a little kid, and come back and pick out the tunes on the piano. My parents said, wow, you're telling them, we should get you some lessons. So they did. And I loved music so much. I played for years and got very good. So then they started sending me to competitions, regional competitions. And I did well, but I absolutely hated it. It destroyed my love of music. I didn't want the people that were my friends in piano lessons suddenly become my enemies. So for 10 years, I stopped playing music entirely. Perhaps you've had that experience where there was something you really loved and you just took it out of your life. And then years later, after college, I was backpacking through Europe and I was on a beach in Greece. And there were some people around a campfire and they couldn't speak my language. I couldn't speak theirs. But one of them had a guitar and I knew how to play some Beatles songs. So we sat around a campfire all night long and we sang Beatles songs together, even though we couldn't speak the same language. And that for me was a revelation, a pivotal experience. I found my creativity was ignited and I could find another way to play music that wasn't competitive. I started playing in bands and I've been playing in bands ever since. I also developed my cooperative design skills, working on products like The Sims, Ultima Online, one of the very early MMOs and eBay. I even wrote a book about it called Community Building on the Web that's still popular even 16 years after it was published. But I also found that it was a struggle because the lessons I was learning, which I had really developed working with these great people on these products, many of my clients were struggling to apply and I was seeking better ways to teach them how to build better, faster, more successful innovative products. And then one day I got the call. This gentleman here is Alex Rogopoulos and he's the CEO of Harmonix. Have any of you ever heard of a little game called Rock Band? Rock Band is one of the most popular music action games ever and Harmonix makes these awesome music games. Alex Rogopoulos came out to my house in Half Moon Bay, California, right in your Silicon Valley and he told me, we'd like you to come, be the lead designer on a music game and we're gonna take people with no musical talent at all and they're gonna play plastic instruments and feel like they're in a band. I said, really, that's what you're gonna do? He goes, yep, that's what we're gonna do. And it turned out that's exactly what we did do. We created a breakthrough hit. Rock Band, for a while, was one of the most popular games. It made millions and millions of dollars for Harmonix and for MTV, its parent company. And that game taught me what it's like to work with a team of crack, excellent, and experienced game designers and developers when they're very unsure of what they're doing. How they approach that game informed how I approach working with all my clients to help them build breakthrough hits just like we did on Rock Band. Since then, I've had some more great success. I worked on Lulosity, a brain games title. I worked on Happa File, I'll tell you more about that later, that's taking the science of happiness and turning it into a digital and mobile product. I worked on Covet Fashion, a breakthrough hit for CrowdStar on mobile that three years after shipping still has three million monthly active players and a healthy revenue stream. And I started to really dig into what is it that makes a breakthrough hit that lasts a long time, that drives long-term engagement. I came to understand that there were certain key elements particularly around skill building that went into what I call game thinking. Game thinking is a technique or a set of techniques for building faster, smarter products using the knowledge and approach that the greatest game designers use, but it applies to any product or app that you're building. And I'm gonna show you some of the secrets of how you do that today. We're gonna talk about four strategies for building better, faster products. There's a lot more to game thinking than this, but this is your starting point, this is your entry into the techniques and tools of game thinking. First, is to design your experience over time. Steve Jobs famously said design is not just what it looks and feels like, design is how it works. And that's probably the most important insight about really good design, the visual design, the prettiness of it is completely irrelevant. You don't have something that works well. And one of the big secrets of how game designers drive long-term engagement that all of you can use is to really think about your customer's experience over time, don't design pages, design an experience that evolves over time. So if you're asking yourself, what does my customer's end-to-end experience look like and how does it evolve? It's very useful to model that with four key stages. Let me break this down for you. The first one is discovery. That's for visitors, somebody who hasn't yet purchased or made any kind of commitment to your product. They're in the discovery phase. The key question on that person's mind is, is this right for me? Is this product for me? What you wanna do is let them know whether it is or not through your communications. The next phase is onboarding. Many of you are probably familiar with onboarding. That's where you're learning the ropes. Your customer who's using your product, your app, your service, even a device is learning how to use it. And their question that's on their mind at that point is, how do I start getting value out of this? How long is it gonna take? What do I need to do to ramp up and get going with this? That's what onboarding is all about. Habit building is the next phase. Think of habit building as the day 21ing. When that happens really depends on the complexity of your product. But habit building is fundamentally different than onboarding. Habit building is all about the customer's mind thinking, what is it that's pulling me back? Why should I wanna bother using this on day 21, on day 60, on day 90? What is the thing I'm getting better at? That's a key idea. We'll come back to that in a moment. And mastery, this is the last phase. Most people that don't design games never consider mastery in skill building. But it turns out that whether or not you fully implement a mastery level or a mastery experience, heading toward mastery with your game will help you drive long-term engagement. This is mastery is achieved by maybe two to 5% of your customers who go deep. They master your system, they love what you're doing. They want more. The key question in their mind is, how can I leverage the skills, the knowledge, the relationships I've built up by using this software? How can I leverage that to do something unique, something more satisfying, something a little bit of different? Four stages to think about that will help you create a product people love and then come back to again and again. How many of you have heard of Slack? Okay, how many of you use Slack? Okay, so those of you who are familiar, Slack is an enterprise communication and team collaboration tool that's just swept the world. It's incredibly popular. And I'm gonna break down what the end-to-end experience looks like in Slack to help you imagine how you can look in your product. Discovery, that's where you're just finding out if it's for you. In Slack, discovery in general comes from France. It's social discovery. Your friends say, oh, there's this cool tool. Your teammates say, you gotta come in and use that. Before Slack, most enterprise collaboration tools came in through the IT department. You were assigned it and they set you up. Slack is fundamentally different. And one of the things that makes Slack game-like, not gamified, but game-like is that discovery is very social and comes through friends pulling you in. That, by the way, is similar to how most games work. The onboarding in Slack, for those of you who use consoles, start by giving you a learning level or a training level where you're interacting with bots, even if they're multiplayer. It's a key thing to understand. If you're building a multiplayer environment, any kind of social environment or social app, your onboarding doesn't have to be multiplayer. Game designers have to create a single-player experience through the learning part of onboarding where you're interacting with a bot. It's much more forgiving and much less embarrassing than making your first mistakes in front of all your teammates. It's part of why Slack created a bot-like onboarding and you can use this idea too. Now, habit building, that day 21 experience for Slack, that's when you know the ropes and you're using it. Habit building for people that want to get better at Slack is all about customization. You can learn how to use emojis. You can learn how to program your bot or tweak your onboarding bot. And you can even do integrations with all kinds of different products. So the core of what makes Slack interesting over time is actually that you can customize it over time to be just how you like it. And mastery continues this theme of customization. Once you've mastered the basics of Slack, you might want to launch your own channel. You might want to program a bot or even integrate your app and put it into the Slack universe so other people can use. Slack evolves in this way to match skill level, not through any kind of fancy AI, but through having a structured experience that evolves over time to get more interesting and give you more functionality when you're ready for it. Not all at once. Second principle is to find the fun in your core loop. I'm going to break all that down, but I want to start you off with a quote from Raph Koster, who's a well-known game designer. I've worked with him for years. And he wrote a book called The Theory of Fun, which is really good reading for basic game design ideas. And Raph likes to say that fun is just another word for learning, which is deeply true. Us humans, we love to learn. There's something called self-determination theory that says that the three principles that drive humans are autonomy, mastery, and purpose. So what you need to understand is that fun means really different things to different people. For example, you remember my story about hating competition and loving the team collaboration of playing in a band. That's very much how I am. I love collaboration. The games I love to play are collaborative or team games, but many people love competition. And some people, like other forms of exploration or self-expression, fun means different things to different people. And your job as a product designer, product developer, is to figure out what it means for your customers and deliver that. So let's talk a little bit about what is a game. This is Game Theory 101, and I'm gonna make this really simple. When I started in game design, this was the definition that was in a book that I was using, because I was new to game design. And this definition talks about artificial conflicts and a quantifiable outcome. Seems like a good definition. Turns out this definition is describing zero-sum games. There are two kinds of games in game theory, zero-sum and non-zero-sum. Zero-sum games are games where there is a limited resource that's gonna be divided up among the winners.  We are framed as opponents. The more people that play a zero-sum game, the less chance everybody has of winning. Pretty straightforward. So for instance, any head-to-head battle, any rank-ordered competition from the Olympics to a leaderboard on your website, all war simulations, chess, polo, go, all of those games, and most gambling games are all zero-sum games. Very popular the world was. However, I found that when I was working in game design, the biggest hits that I worked on, the breakthrough hits, were not zero-sum games. They were something else, some other animal. And I tried to figure it out. And I came up with this definition, a structured experience with rules and goals that's fun to play together. There's that word fun. Turns out this is a pretty good definition of a non-zero-sum game. The key difference is that in a non-zero-sum game, we are not framed as opponents. We are partners, and we win together or lose together.  In Pictionary or any team-based game, the teams are playing non-zero-sum. They're playing together. They win together and lose together. But the overall structure is zero-sum because teams are playing against each other. It's part of why team competitions are so darn compelling. They have both elements. Martial arts, as it's practiced in the US, very much non-zero-sum, we all win together. And probably the best example for you to remember what this is, is a charity walk or a Kickstarter campaign. How many of you have ever been on Kickstarter? Maybe contributed to a campaign. Kickstarter is a crowd-funding site. So a charity walk is a great example because the more people contribute and the more people play, the better everybody does together because the goal is to raise money collectively. So that's fundamentally different than a zero-sum game. So ask yourself, what kind of fun are my customers looking for? Do my customers, when they engage with each other, do they want to be partners together? Do they want to win together? Or do they want the friendly competition of zero-sum? Do they want to be opponents? So that's all about finding the fun. Now let's talk about a core loop. Dan Cook is a very well-known game designer who specializes in co-op.  That's what leads the player to life. This is a fundamental idea for you. So if you have, yes, perhaps if you have heard of a habit loop, there's a New York Times bestseller book called Building Habits. There's also a book called Hook by Muriel. These both express the same core loop, which is here, which is an operant conditioning loop. Now my undergraduate degree was in behavioral psych, so I know this stuff inside and out. An operant conditioning is part of psychology that says you can shape behavior if you take what are meaningless actions that people take and reward them in a way that makes them unconsciously want to do those actions more. That's the idea behind operant conditioning, and many, many apps and app developers embrace this, because it seems like magic. People that learn about operant conditioning, it's also called a Skinner Box, because BF Skinner is the father of operant conditioning. How many of you ever played Zynga games, like Farmville or any of that? So those were games that were popular in 2009, 2010. They swept the internet, they made 80 million people were playing, Zynga was the hottest company ever. But all those games stopped being interesting after about a month, maybe six weeks. They had a dramatic drop-off of people playing. This is exactly what happens when you embrace Skinner Box mechanics of operant conditioning can shape behavior in the short term, absolutely. But you never can drive long-term engagement. Skinner Boxes are manipulative and they backfire consistently again and again and again. So if you're trying to create a SaaS product or any kind of app or product where you want people to stick around for longer than a few weeks, this is not gonna get you. To get long-term engagement, secret sauce is skill-building. What you need to do is think about how you can make your customers more awesome, better than they were before, more who they want to be through using your product. That is what drives long-term engagement. Also what leads to player delight going back to Dan Cook's company. So I've got a model called the Core Loop. Those of you who will be coming to my workshop tomorrow, we're gonna go deep into this and create Core Loops for all your products. The Core Loop is fundamentally a skill-building habit loop. It takes some of what makes a habit loop compelling but infuses it with skill-building. You can think of it as modeling your day 21 experience. Once someone's learned the row, what's gonna pull them back? And what's the feedback system that helps them get better at something as you all know? You can't get better at something without feedback to let you know if you're on the right track. So let me talk about Rock Band. Earlier I told you that was a breakthrough experience for me in my career. So I was very frustrated with Rock Band because for the first six months, all we did on that game was work on the Core Loop. We were in a room in the middle of harmonics with paper on the windows because it was a secret project. And we were just working on playing a song, making it better and getting the feedback systems right. I was a much less experienced game designer and I wanted to build the progression systems and the levels and talk about where the mastery would go because I was excited about that. My much more experienced colleague said, no, unless we get this Core Loop right, unless this really works well and people love it, none of the rest of that stuff matters because without a strong Core Loop, all the beautiful game mechanics in the world won't drive any kind of long-term engagement. They are the icing on the cake. The cake is the fundamental core product experience. And so that really shook my world and watching Rock Band turn into a worldwide hit and go from people ridiculing us saying, you guys are crazy. Nobody's gonna buy that. You think you're gonna get people without musical talent to feel like they're in a band with plastic instruments? You guys are crazy.  This is a picture of the Core Loop in Rock Band. So there's four key elements. There's a trigger and there's many kinds of triggers. We'll go into that in a moment. The trigger for Rock Band is party time. Hey, people are coming over. We wanna have a multiplayer experience. What can we do that's fun? We can play Rock Band. The key engaging activity is playing a song together. The feedback is getting your score, any kind of accolades and finding out how you did in that song. Whether you sang on key, whether you played on the right beat and you've investment path. The key part of the Core Loop is to be able to get better, play harder songs and then play bigger venues. It's very simple. You'll also see here something called the engage trigger. That's a special kind of trigger. Remember I showed you that design over time there's onboarding habit building masters. There's certain triggers that even newbies, like playing party time, let's play a song, that might be the trigger for a newbie. But for somebody who's invested, the engage trigger is the thing that brings someone who's on day 21 or day 30 or day 60 back. For many people playing Rock Band, they'd wanna beat the song, beat it on, beginner level, intermediate and advanced. And that became the phone kind of challenger loop. So now let's talk about Slack. Finding the funding to team collaboration tool. A lot of people don't understand why Slack is so popular. Slack actually was an in-house tool that was built together very simply for a group of people who are making a collaborative multiplayer game. So they had three years to refine that Core Loop before they turned Slack into a problem. Here's Slack's Core Loop. It's very simple. It's somewhat similar to say Twitter or Facebook. The internal trigger is you wanna know what's going on with your team so you check updates. The core activity is reading and responding to updates, engaging with your team. And then the feedback is very, very simple. No more updates. I've gotten caught up. The investment path, as I mentioned earlier, is continuing to customize Slack and learn how to customize it, learn how to use it in a more sophisticated way. There's the engaging activity. Here's the feedback and progress. Let's show you going around the loop. And there's the investment in triggers. Now, with Slack, that I mentioned the Engaged Trigger with Ron Payette. For a newbie with Slack, they're just getting started. They're getting into there. They're learning how the channel works. But someone who's used to it, the notifications is their Engaged Trigger. Looking at how many things do I need to check up on? Or maybe you just customize your triggers and you say, I just wanna know when my boss messages me, nobody else. Or when, in my case, when my podcast editor messages me that he's finished one of my podcasts and I can now check it. That would be something that I've configured in Slack. So again, that comes back to that theme of customization. It's the backbone that makes Slack hang together as a coherent experience. So remember, skill building is the thing that makes customers more awesome, better than they were before. And a core loop is a technique for making your customers more skillful. So if you want to drive long-term engagement, start with a skill building core loop. In a moment, I'll show you how to do that with your road. Third, this is somewhat surprising to some people. You wanna connect early with your super fans. That's shorthand for passionate, high-value, early customers. Paul Buckeye is now running Y Combinator. He was an early employee at Google. He invented Gmail, perhaps a few of you have used Gmail. And he's a very, very experienced guy. He likes to say, create something just a few people love even if most people don't get it right away. If you are innovating, if you are creating something that you think is innovative, this is exactly what you should do. Problem is, often there's a lot of people around saying, what's your addressable market? Who do you wanna reach eventually? You should target those people. Nothing could be further from the truth. And the people that really know startups know this. How many of you have ever heard of Crossing the Chasm? Great. This was a book written in 1991 by Jeffrey Morris, and this book is about his journey working with Apple, taking Apple from a hobbyist machine that just hobbyists were using and putting together themselves into a mass market success. He called that journey Crossing the Chasm. You're going from the early adopters to the early majority and then onward. It turns out that this book was based on a theory that was done 30 years earlier in AT&T Bell Labs by a guy named Everett Rogers. In 1961, he published Innovation Diffusion Theory. This was completely data-driven. This guy had no agenda. He didn't even have knowledge of how innovation worked, but he gathered data on successful innovations. Remember earlier I told you I've worked on some tremendously successful innovation and also on a lot of death? That's not true. Turns out successful innovations all follow the same pattern. They start by capturing innovators who are usually collaborators or colleagues, people that are just really into it because it's innovated. Then you capture early adopters. The key thing about early adopters is they're not generic early adopters for every product. They're early adopters for your specific product. And the way you can find them is they need what you're doing more than the average day. They will say things like, wow, I've been looking for something like that. Wow, something like that could really solve X problem like that. And if you don't capture your early adopters and delight your early adopters first before you move on to the majority, you will fail. It's common, it's based on data, and I've seen it personally with my own clients. So if you want to cross that cat's up and you want to succeed with your innovative product, make sure you start by finding and delighting just a few passionate early customers. This is Will Wright. He created The Sims, SimCity, this whole line of great games. I've worked with him on a number of games. And he was a master at doing this. When I first started working with Will, he had a mailing list that was his super fans, people from earlier games like SimEarth that just loved what he was doing. And he would call on them and bring them in and test out early ideas. When he started on The Sims, there were probably 20 different little prototypes, what it could be. And he would test these prototypes along with us on these super fans, these early passionate customers. And again, I was much younger than and less experienced. And I said, why are you doing that? Those aren't our eventual customers. Why are you doing this? And he said, because these are the people that are gonna help me bring these ideas to life. Yes, they're not mass market fans we're going after, but these are my collaborators. You have to understand, Amy Jo, these are the people you need these people to help bring your game, your idea, your app to life. And he was absolutely right. So, you want to do this and you're struggling. Think about, how can I solve a real problem for a very small group that needs it? Don't think so much about the mass market that you're innovating. Really think about that. I mentioned Slack earlier. It came to life as a collaboration tool for a distributed team. Some of them were in Vancouver, some were in San Francisco, and some were elsewhere. And they didn't do fancy onboarding. They didn't do anything fancy. They just threw together Slack so they could get their work done. A real problem for a small group of people doing something innovative. So, if you want to accelerate innovation, find and leverage your super fans first or you go after the mass market. Now, the next one is to build your roadmap with game thinking. I love this quote from Frank Lloyd Wright. You can use an eraser on the drafting table or a sledgehammer on the construction site. All of us want to do work on the drafting table. We don't want to build something, put it out there and then go, oops, we want to figure it out earlier. That's what this is all about. So here's the game thinking roadmap. This is the result of 20 years of trial and error and experimenting it. All of you, by the way, you're gonna get these slides. So let me break this down for you a little bit. Across the top you see those four stages that I let you know about. Discovery, onboarding, habit building, and mastery.  So a big mistake a lot of people make, I've made this mistake a ton of times, is early on for their MVP they work on the onboarding or they work on something else rather than their core loop. Thing you need to start with is your core loop. You can be the onboarding, you can have super simple onboarding. But you gotta start with that core loop because nothing else matters if that doesn't work. That's your core value that you hear it in your product. Now as you move toward data, through alpha and data, you're gonna wanna develop your onboarding more while continuing to expand and develop your core loop. And when you get toward launch, you're gonna need to really work on discovery, on bringing people in at that top of the funnel. And through expansion, you're gonna continue to develop all the stages, particularly mastery. You don't need to work on your mastery right at the beginning because your best customers, those super fans, they're gonna actually give you a lot of clues that are gonna help you know what your mastery should be. But the biggest mistake that I've seen people make that causes them to fail, to go sideways, to go out of business is not following this. What you see here on this chart, every single hit, big hit, great through hit I've ever worked on, followed this. At first I didn't realize what they were doing and I fought it. Now I teach it because it's so reliably powerful. So what you're wanting to do here, the punchline is you wanna test your highest risk assumptions early. And if your highest risk assumption is will people like this product? Will they get the core value out of it? You need to figure out a way to test that. And then you're gonna want to co-create your mastery systems with your super fans and enthusiasts. I'm gonna give you an example of how that works in just a moment. Let me tell you about Happify. Happify is a mobile and web app that has become the absolute leader in its area, which is the science of happiness. Turns out now there's 10 or 15 apps, all of which have funding that are trying to make people happier, trying to take the last 30 years of research science and turn it into a digital product. Happify is far and away the market leader. So I worked with them bringing their product to life from when it was two ideas with a paragraph on a piece of paper, two guys with ideas and a piece of paper into a shipped product. Let me take you through it. The challenge that the team had was to build a prototype, find their early customers because they didn't know who they were and actually prove out their business model. For the Happify team, whether people would pay for this turned out to be one of the key high-risk assumptions we needed to test. So that was the challenge that they came to me with. We set out to find some shortcuts to help them build this quickly. We started by really clarifying the product strategy. And I'll show you, those of you who are coming to my workshop, I'll show you all about how to do that. And then we worked on finding the passionate early customers and prototyping out our core loop, all of which was challenging to the team because they hadn't done it that way before. We tried out several different hypotheses for who the early customers were. Let me give you an example. We thought, well, maybe the early customers would be people with mild clinical depression. Or maybe they'll be stay-at-home moms who used to work and are kind of bummed out because they don't have their identity anymore. Or maybe it'll be really hard-driving professional men like the people on the team who are really struggling with work-life balance. And we tested our ideas very quickly before we built the thing on all of those groups. And we found out that, one, there were liability issues with the people with clinical depression that made us stay away from that. We learned that quickly. And we also found out that the moms, the stay-at-home moms, were the people that most wanted it and most needed it when we did that early testing. They all wanted it on mobile. So we switched. And we changed Happify to work primarily on mobile. The team came from gaming and they had wanted it to kind of look like a tower defense game. They had this idea that it would be game-like and look like a game. We found out that the moms that we were targeting were much more interested in something that looked like Pinterest than a game. So we switched the UI, we switched the focus, we switched the metaphor, and we found ourselves a hit. The results was that we rapidly iterated the product using these customer insights once we found the super things. And within a year, Happify had launched, gotten their mobile out there, app out there, and turned into the market leader, which they still are today. So can you imagine getting those kind of results on your product? Just take a moment and think, what if you could design your product to evolve over time? And then you could quickly find the fun in your core loop and find a way to connect with your super fans, the right ones, the ones who are gonna help you bring your product alive. And then create a roadmap that would guide you and your team so you would waste less time and stay laser focused on what you should be doing at each stage. That's what game thinking can do. It can accelerate your early product development dramatically. I've seen this again and again. It can help you find exactly the right customers to talk to. Turns out, if you have the right customers, you only need about five, test your game. And one of the biggest time wasters is getting input from all the wrong people. Game thinking shows you how to avoid this. You could turn your insights into a simple yet compelling MVP built around your core loop that tests exactly the right features, even in very rough form. How much time would that save? What if you could do all of that in just a few weeks? Imagine how much time and money you would save and how much closer you would get knowing if your product had product market good. That's what we do. If you are interested in this and you'd like to know more about how to do it specifically, one, please come to the workshop tomorrow. It's gonna be amazing. And two, go to gettingtoalpha.com slash masterclass. We offer an online masterclass that takes you step by step with powerful templates and time-saving shortcuts through this process. So thank you so much for listening. In a moment, I'd like to take any of your questions, but I'd really like you to stay in touch with me. Let me know what you think about this. Let me know if you have questions. Let me know if you disagree with anything or wonder where it came from. Can you send me email? Follow me on Twitter here or go to AmyJokeHim.com to read my blog and sign up to get regular posts. Thank you so much for your time listening and I hope these ideas have showed you how to supercharge product market fit with game thinking. Thanks. Questions, these are ideas. Can you share your experience with limosity? Can you share about your experience with limosity? Sure, let me ask you what, are you familiar with limosity? Yes. Limosity, for those of you who don't know, is a suite of brain training tools. And limosity actually bought a startup that I was working on, a seed-funded early-stage startup. And what I did with limosity was I redesigned their onboarding. So limosity was run by, actually it's run by the CEO is an Indian gentleman, Kunal Sakhurd, really a guy. And when I started working with them, their onboarding was, they had a successful product, they were actually the market readers. But their onboarding, a lot of people were dropping off during onboarding. So although I emphasized how important the core loop is to all of you, and it is important, limosity already had their core loop. It was in place and it was working. But what they had was a very, very weakly funnel at the front end. So what we did was redesign their onboarding to be several phases. One phase was a phase where we were giving you a lot of tips and ideas about brain health that would make you feel, even if you never use the lock to begin, that make you feel like you would learn something. Remember I said, skill building is the key to engagement? So the first thing we did was put some skill building into the onboarding. The second thing we did was created a quiz at the front end of onboarding. And I believe that a version of that quiz is still with Velocity today. So you guys could go and check this out on your own. Just go to Velocity.com and sign up as a newbie. And the quiz is really interesting because it asks you all these questions about your life and your brain health. It's in the language that sounds medical. It's as if you're talking to a friendly doctor. So you know how I talked about the slack bot being the onboarding for slack? The slack bot has a casual, somewhat irreverent tone, which is very intentional. And the tone of your copy editing is key to how people experience your app. In Lumosity, the tone that the team wanted was medical. They wanted the whole thing to feel very medical. So we designed that onboarding around, okay, what if you were in your doctor's office with a super friendly, like best doctor in the world and he was just talking to you. That was the feeling we wanted the onboarding to have. So we created that. I have to also admit that I was frustrated with Lumosity because after we had, they were very happy with the onboarding design. They were happy. But Lumosity does not have a lot of the elements that I would add for long-term engagement. And in fact, they do have some drop-off. But at that time, they weren't really interested in adding those longer-term elements. So I was unable to get that done. Was there something else you wanted to know or did that answer your question? Pardon? So for me, Lumosity was a really interesting experience because it made me realize that you can focus on one stage of this whole experience, what I call the player journey or the customer journey. But if you really want to create a great product, you want to have a coherent through line in all those stages. And I really encourage each of you, no matter if you ever interact with me again, just sketch out at each stage, just sketch out from the customer's point of view your product experience at those stages and see if it's coherent. The reason I mentioned this with Lumosity is that the onboarding was a great experience, but then the habit building was a somewhat different experience. So I really wanted to weave those together and make them more coherent. And I think over time they did more of that. But it's something that if you start doing that early, it can save you tons of time. Any more questions? Oh, sure. So remember when I talked about Slack and how customization is present throughout Slack? You can do little bits of customization as a customer. You can customize your experience. You can start using emojis. You can customize your user profile. And then you can also go deeper in customization and you can integrate your app. Create a new channel and you can write a box. That's all deeper customization. But the customization is a through line in the same sense that in a narrative, in a great movie, in a great script, there's a through line. And you see foreshadowing of things during onboarding that then you experience during your core loop. That's what I mean by coherent. Coherent in the sense of the narrative. And Slack is a very coherent experience. Another great example of a really, really coherent experience is a language learning app. I'm blocking on the name of it. Duolingo, thank you, thank you. Oh, thank you, brilliant people. Duolingo is an awesome language learning app created by Louis von Arn, who's just an absolutely brilliant game designer out of Carnegie Mellon. And if you look at just the onboarding of Duolingo, you'll see that it tells you what the Duolingo is all about. Just a few screens. And then if you start with using Duolingo, everything you heard about non-boarding you start to experience. That's what I mean by coherent. It hangs together. I bet all of you have experienced some app that you get started with it with the onboarding. And then when you get to day 21, it's kind of a different experience. It's something different. That's not coherent. So you want to, that's why I emphasize start with the core loop. Because if you start with the core loop and then design your product from the inside out, you're much more likely to have a coherent experience. So think about how you can foreshadow, hint at what's coming during your onboarding and set people up so that what they expect is exactly what you deliver. Other questions? So you talked about designing the core loop. And in your experience, does most apps, most applications out there have one single core loop or they have multiple core loops, one for each type of user? That's a great question. Well, first of all, be careful about user types. I think a lot of apps and a lot of people like to talk about different types of users. I've actually found it much more useful to talk about different play styles or different, I use job stories, which is part of the jobs to be done framework. I didn't talk about that today. We're gonna go deep into that in our workshop. So it's, if you think about psychographics versus demographics, meaning what is someone trying to accomplish? Tend to be able to get closer to what you're trying to do. But given that, let's say that there's several different ones. Yes, you can model in practice. Let me talk about in practice. In practice, there's usually more than one core loop and there might be different ones for different people in an ecosystem. Let's say you're building some sort of marketplace where there's producers and consumers or say mentors and mentees. I have a client right now building a mentoring system. So the mentors have one core loop, is what you're asking. And the mentees have another. And it turns out there's also stakeholders who are administrators. This is a college app, higher education. And they have a different core loop. The other thing is in most games for more sophisticated apps, the core loop is much more sophisticated than what I showed you, the model I showed you. The model I showed you is a stripped down, simple system. These simple as possible system you can build and engaging activity and some feedback. That's the really heart of it. And one of the things that's important to understand is that we are moving for a world of systems, not static web pages, not just apps, but systems. And anything that we're doing that's really interesting is fundamentally a system. Being able to think about and model and understand and most importantly, we can iterate. The core systems in your app is completely fundamental. So in reality, you start with a super simple core loop because every complex system starts as a simple system that works and then develops, right? You know that. So you start by modeling the simplest system there is and then developing from there. Most games don't just have one activity and the engaging activity. They have what's called an activity chain or maybe a mini loop within it. That's fine as long as you start with a simple loop, always expand it further. And if you're struggling, if you're taking these ideas which I really hope you do and trying them and you've got multiple players or multiple types of people in your app, go ahead and do it nourishes suggesting. That say, okay, well what's the core experience, the core loop for this person, that person and the other. Just doing that exercise will really help you identify the key underlying systems you need to build to create an app that drives long-term engagement. Thank you. I think the thing that makes it challenging is when you start, you think this is your core players and you design a core loop for them. But as the system evolves, you have new players, new kinds of players and they might have different core loops that might conflict with the existing core loops. Like just to give an example, in Confengine, when we started, the focus was primarily conference organizers and speakers. And as we evolved, we added attendees, sponsors, and so each one has certain core loop that might conflict with each other. That's right, well that's a great point. So the really simple answer is the game thinking word now. So a lot of people get confused about who to target and they say, well, but if I target my early adopters early on like you're suggesting, then aren't I just gonna have a product that only works for them that doesn't work for the majority? How do you get to the majority? How do you cross the chasm? Well, it's actually really simple. People that create breakthrough hits. It's actually not people, it's teams. That create breakthrough hits. Know how to start by designing for the early adopters, the early passionate customers, the super thinkers. And then as they continue, they move on and embrace the layers of people that are further toward the mainstream. So in your example, yeah, you have to start with someone. And you started with conference organizers and speakers who are a different audience. Once you've designed for that, if you then want to embrace others, that becomes your new design challenge. Now, how do you do that? That's part of product development. So some people create an interface where they hide some of the complexity for those people and then unlock it over time. Remember at the very beginning, I said design an experience that evolves over time. What that means is you do not have to show all your customers, all your features right at the beginning. In fact, you probably shouldn't unlock them over time. Let people just have enough to get going and then do something more. You can do this in a lot of different ways. You can have two totally separate interfaces. You can just have people that have used it for a while, have all the complexity and other people have a smaller amount. But just because you're starting with your super fans doesn't mean that you're not also going to embrace those others. It just means that you're going to do it at a later stage of development. Did that answer your question? Yeah, thank you. Okay. Any other questions? Thank you so much. It's been a pleasure. Thank you.


What's going on infinite family? Welcome back to another video. It's your girl Denise. If you guys are into your channel, make sure you hit that subscribe button and join the family guys. Do you remember a couple of months ago, Isaiah did this prank on me where he was basically saying that he was going to get another girl pregnant. Well, this is kind of a revenge to that. So, babe, get ready because you are about to get pranked. So guys, today I am going to be basically saying that I want Isaiah to get me pregnant. I'm going to be talking on the phone with my home girl and I'm going to be asking her a whole bunch of questions about her pregnancy, how it went and things like that. I'm going to be talking really loud. Hopefully he hears me and we are going to get his reaction when I say that I'm ready to get pregnant. So guys, if you are ready for today's video, don't forget to smash that like button, comment down below team Denise and let's get this prank started. I don't even know. Okay, so what you're saying is, how many trimesters are there? I don't know anything about any of this stuff, so you have to really tell me. Okay, there's a first trimester, second trimester, third trimester. And like, is there anymore after that? Okay, so in the beginning, you have to give me all the details. So in the beginning, it's like... Bro, we got to do that. Um, sorry, yeah. In the beginning, it's just a lot of morning sickness and stuff, right? But that's scary. Like, I'm always nauseous, so... Oh my gosh. Okay, so there's a lot of morning sickness in the beginning, but everybody's different, right? Because I don't know when my mom was going through it, like, she didn't get any morning sickness with me and my sister. So maybe for me, it'll be different. Yeah.  Oh my gosh, that sucks, because literally I'm always nauseous, so like... Yeah. Okay, and then when do you notice like your stomach starts to change? Why are you asking those questions? Do you feel those symptoms? Hold on, hold on. You don't feel those symptoms? Ooh, I'm just asking questions. Can you like stop being nosy? You're asking like pregnancy questions like right next to me. How am I not going to ask you like, why are you asking that? Yeah, it's just being mad nosy. I'm not being nosy, I'm concerned. Because I'm sitting here trying to ask questions and he's like, why do you even think about those questions? Anyway, okay, so then when do you notice your stomach starts to stretch like around three months? And do you feel anything? Like do you feel any pain or anything like that? Feel kicking. Okay. Okay, so all right, so some stretching, nothing crazy. And then like what were you craving? Like what kind of things were you craving? Like you... Jamaican food. Ew, really? I want Jamaican food. Pickles and ketchup, that's disgusting.  Ew, Greg, it's disgusting. She was eating pickles and ketchup? That is so nasty, but no, I heard mad people have like different cravings when they're pregnant. Like my aunt, she was always craving avocados. And like I know that that's normal, but like she would literally eat whole avocados, her whole pregnancy. I would go to the store and buy her avocados, it was crazy. That's gross. Yeah, yeah, I know. I mean that's not bad though, salt, vinegar, and what? And tahin? That sounds good, bouquets, that sounds actually fire. That's something I would eat like on the normal. Yeah, I don't know. I feel like I have so many more questions to ask you, but like I'm not gonna obviously like take up your time because I know that you're you know dealing with being in the mood and stuff. But yeah, I'll text you whenever I have more questions. But I'm just ready to get pregnant, like I always have to be pregnant so bad at this point. Like I'm just preparing for it at this point, like I'm just ready. Why are you lying? Yeah girl.         No, honestly, like I just like a couple weeks ago, I was just thinking like, you know, I'm getting older already. And I think it's just like my time. Like I do just want to get pregnant already. Like I'm just ready for it. I'm ready like to, you know, stop taking precautions. And why don't you tell me this? Just do it. Why don't you tell me this? Hold on girl, because now he's having a hard heart attack. Bro, I've been ready. I've been ready. Thank you for answering my questions. Why? I've been ready, bro. What are you talking about? Since when were you ready? I'm on the phone. I'm curious and I'm asking questions trying to get information. Bro, why are you lying to your friend? How am I lying to my friend? Talking about you ready to get pregnant.  I actually am.  I want to do this. I want to do that. Which is completely fine, but out of nowhere now you're ready.   Why are you sitting here calling me a liar? I can't change my mind about things. I was literally on the phone. Bro. I said I just recently started to feel like I'm ready to have a baby. You should let me know then because I've been told you. I'm ready to plant my seed and watch it sprout. Okay, I'm ready too. I'm ready to stop planting me, bro. I'm not going to. I'm serious. I'm ready.  It's not even about that. I feel like right now you just got a little bit of baby fever and then that's it. I don't know. It's been like for a while. I don't know. I don't think you really want a baby right now. I do want a baby right now. You're 100% sure. You're 100% positive. Yes. I'm not taking you serious. Why are you not taking me serious? How long have you been feeling like this? Like a couple months.   I just never told you.  Because I know you're going to act like that. I'm lying. Okay, I'm lying then. Since when? What sparked your baby fever? I don't know. I've just been like feeling lonely lately. I feel like I want to complain. You're feeling lonely. I'm with you 24-7. It's not like that. It's like I feel like I just want to like, you know, have something to take up my time. Like I spent so much time just sitting thinking about stuff when like if I have a baby I can invest all my thoughts and all my time into my child.  You know, practice makes perfect, right? So if we practice enough, we'll make the perfect baby. Okay. Practice makes perfect. Okay. Perfect practice makes perfect. What?  I can't make you any sense. I'm just saying if you want to get this thing started, I am ready. And yeah, that's all. You know what? It's really starting, baby. Excuse me. Daddy and mommy have to use the bed real quick. That's my current baby that I have right now. You want him on the bed while we try to make another baby? Babe, no. I'm not making a baby right now. Why not right now? Because this is a prank and I wanted to see your reaction. He stressed me out.  Are you ready for me? This is what I'm talking about. Go, go. This is exactly what I'm talking about. All the time, bro. All right, infinite fam. Clearly, I know he was going to react that way. Isaiah has been wanting to have a baby for dumb long, but I just feel like life is kind of crazy right now. I don't know if I'm ready for a baby. But like I said in the video, I'm that serious. I would love to be a mom before I was hesitant, but now I'm just warming up to the thought of it. It's definitely still weird to me. But anyway, we'll discuss that another time. I hope that I didn't get your hopes up and his hopes up too much. But anyway, it is time for today's post notification shout-out. Today's post notification shout-out goes out to Fantasia Singleton. Thank you so much for your love and support. Isaiah and I love you. If you want a post notification shout-out, all you guys got to do is like, comment, share, subscribe. Turn on those post notifications bell so you're notified whenever we post a new video. And with all that being said, we love you. Comment down below when you think we're going to have a baby and we will catch you in the next banger.


When you look at the defense, obviously, on the way... All right, be comfortable. When you look at the defense, have you noticed, I guess, any similarities in the struggles that you guys have had, or are you just taking each game as its own entity? I mean, obviously, we have a base defense, but every game has its own wrinkles. We understand that our effort and focus has to be there just with the scout and also just rotating and scrambling around out there. But yeah, we're noticing some similarities and then also, obviously, some differences. The similarities, I mean, what have been constant issues that you guys are looking to work on and show up? I mean, when I talk to people, I hear the word trust coming up, which is obviously helping the helper is a huge part of it. Yeah, I mean, I think that goes into just the rotations of it all. You know, I think we have a great group of guys. I think the guys genuinely like each other. Just got to, you know, be out there making every sacrifice play that we possibly can with a high level of focus and intensity. Do you guys switch in as much as how much is the amount of trust? I mean, not switching as much? Not coverage as much. Oh, switching coverage is okay. No, I mean, I don't think that necessarily messes up the trust that you have in a human being, right? You just understand that obviously, you know, with every new wrinkle, everybody has to be that much sharper, that much on point. And so, you know, sometimes people make mistakes and, you know, it's a human game. There's error out there as much as we'd like to play perfect, you know, unfortunately, where we're not able to. And I guess more trust, trust in the new scheme, trust in everyone's going to be in a certain position, because it's still kind of new. Yeah, no, it's new, but I think, you know, JV and our coaching staff have put in long hours of, you know, analyzing different schemes, both offensively and defensively. And they're trying to put us all in the best position to succeed. And so, we have a great amount of faith in that. And then, you know, like I said, there's just a certain level of human error that happens in, you know, what's effectively real reality television, right?  I mean, guys that are either whatever, DP, OY candidates or, you know, plus defenders, are you surprised that we're this deep into the season and that end of the court hasn't really gelled you? I mean, I guess, you know, but if anything, it bodes well that it will, at some point, gel together. Again, you have Mikhail, CJ, Nick, Doe, Royce, Dennis Smith, the big bulk of our rotation that are phenomenal defenders. So, you know, we'll figure it out. I have confidence they'll figure it out. You know, it'll all work out. How do you tap into the mental wherewithal? So you guys have all been through different things throughout the course of your career, but like during this 10-day stretch, how do you do that against obviously a challenging New Orleans team that's been playing really well? I mean, right now, every opponent's challenging with the way we're playing and the points we're giving up. So, you know, we have to stay focused, locked in, committed. We understand it's a tough stretch just in terms of the density of games, the back-to-backs and things because of the Paris trip and having that week. So, we can't afford to take any opponent lightly. And I think there's just a constant level of focus that we need to have. On a different note, Jalen, obviously, has been playing a little bit on the previous records in the best game. What have you seen from him in terms of writing this, or just how he'd be able to kind of like fit in a little bit more seamless in terms of experience Yeah, I mean, he's a mature guy.  Kind of comes in already with a clear identity of how he can help the group in terms of the offensive, rebounding in the hustle plays and stuff like that. So, it makes it a more seamless transition when you already have a kind of defined skill that you're coming in to do every night versus figuring it out. So, you know, a credit to him and his maturity and his growth both in college and, you know, in the early parts of his NBA career.


Going on everyone Sam here with late in sports cards. We're ripping 2020 2021 put any illusions basketball team all addition ten box break number 19 tiered random team style. Here's a look again at your random results As always you can find these on the website under the results tab as well as the link in chat. Good luck here everybody Let's do some illusions team all This is last year's as well Now it's up rusty. Good luck everybody. So first four are always gonna be base. We'll just go through those Jalen Smith That's Juma Okiki Patrick Williams on the rookie All right, so I'm gonna do a dice roll on these it's the rookie reflections So it's Anthony Edwards and Vince Carter, of course the card looks the same upside down But if you turn it around the rookie is always gonna be on top and the vet is always gonna be on the bottom So we're gonna do a dice roll one two three will be the top four five six will be the bottom for the rest of the break So good luck here everybody It's gonna be a six so it's gonna go to the vet the vet spot for the rest of the break So it'll always go to the bottom the rookie will be on top that'll be on bottom. So that'll go to the Raptors I'll go to the Raptors and Vince Carter Pam Joe Harris and Tyrese Maxie on the rookie so we'll have one more dice roll to do at some point See yes, that'll be bottom Precious the Chua Onyaka Okangwu big O Kylian Hayes rookie Kira Lewis Jr. Instant Impact rookie and Skyler Maze I was it was pretty funny ugue. What's the difference between the Boston Strangler and the Boston Red Sox? Only one chokes in October Isaac Acura Danny Green red Seth Curry team all exclusive career lineage again gonna do a dice roll for this one two three left four five six right It's gonna be a five gonna go to the right. So that'll go to the Spurs and whatever team is on the right for the rest of the break So like this one will go sex then Catch Williams Kylian Hayes when Dotson this Cole Anthony rookie for the magic ant-man nice one there for the Timberwolves another Anthony Edwards season highlights rookie and Another Anthony Edwards Wow three ant-man rookies in one box pretty solid Not gonna lie We're almost sold out on ten box Tuesday. I think we're down to like four spots three spots still Need to get origins filled up. That's the only one There's random division style guys that is the only one Desmond Bain rookie Ben Simmons buddy healed it's gonna go to the bottom with Chris Middleton sneak Bay on top That's Smith and Emmanuel quickly to the next Joe is tires Halliburton for the Kings Zaya Roby condo compasso Sam Merrill rookie Tray Jones for the Spurs Kyrie red Devante Graham Hornets Her lineage Ray Allen Kenyan Martin Kenyan Martin, Jr. Malachi Flynn and Jordan Alora Jada McDaniels Timberwolves Devon Vissal for the Spurs LeBron As a brunette bless you bless you Chrome dust man Dust There's for coming to compasso. No, we're actually not watching the Warriors bucks game Tramon Green Jay Sean Tate where they play out with a plan. I didn't know that was on to be honest Is it even on There's Cole Anthony And on that Pritchard Danny of the uh Lightning crack it nice get some Seattle Kraken action Jalen Smith sticks a chew up Dane Malachi Flynn Kenyan Martin, Jr. Oh Oh Niko Kong Luca the red Terry roger scary Terry Her lineage of Julius Raymond Harry's maxi base rookie nice for the Sixers Skyler mace Isaac a coral Cavaliers Devin Dotson Patrick Williams nice one there for the Bulls Those older city connectors. He's not city connect the city edition Next box Yep Payton Pritchard for the Celtics. That was Gary Trent Pokashevsky Danny of Dia for the warrior wizards. Excuse me. I mean Martin Yonte Murray cat and tail Maladon Eric's maxi nice for the Sixers Tobias Harris and a red Killian Hays team all exclusive It's fun, man. We had a good time. Joe. Ah Mellow nice one there Desmond Bain on the back We had to push Sean around in a stroller though because he was acting too much like a baby Skyler Maze Patrick Williams rookie On sexton say a John. Yeah, it's Spider-Man Spider-Man pajamas on Yeah, we went to Epcot yesterday Randy, that's why we there was no breaks I say a Stewart There's Chris Paul on the season highlights gonna be number 225 24 of 25 for the Suns Favorite box to rip currently instant impact poku Um Lamello rookie Archer Hampton. I don't know man For all his collegiate it's been a lot of fun Just some of the patches that come out of there Mason Jones Josh Green that young Connelly Savin Lee a lot a lot of fun boxes through it Yeah chasing the kabooms Robert Woodard there's Lamar Stevens for the cabs on the team all red It's the highlights Luca Desmond Bain ends the impact Joe Herrieps Jay Chanty Siddiq Bay Joe Herrieps PJ Lamar Stevens Nice one there. We had to push we did have to push Sean around in a stroller though There's a little baby fussing a little bit too much down to two to go on ten bucks Tuesday and Still need some love over on Origins Divisions It's up Brett big money Brett. What's up? So you jumped in one of the ten bucks Tuesdays. I know that's what I'm saying Joshua. What is he three? He might as well be three Might as well be three playing Hayes rookie Kevin Porter shake Milton Fred Van Vleem Tyrese Albert and Trey Jones I completely agree on that Anthony Edwards nice Ant-Man there you go Minnesota Najee Marshall and Richard why? Hey, I'm Jada McDaniels Why do I have to be nice to Sean tonight? Oh, are you in? Yeah? I was gonna say I was gonna say he's got the Joshua have the bangles and who else exactly be careful bangles and somebody right Xavier Tillman It's like being at a restaurant How many yellow back pistons the cell rookie bangles and cowgirls in both apps. That's right Yeah You got chase and girl Erin Fox season highlights Cole Anthony, I don't think maybe there is I think we were talking about it Joshua Newton knows that I think it's Lamb I think DAC has I think it's DAC lamb and Zeke olive cabooms and some there's somebody on the explosives to and they have chase and chase on one of the cabooms and Burroughs got both Chase burrow press got Elliot lamb Romo. Yeah, Romo's got one Parsons has one too Onyeko Kangwoo of the Perry Patrick Williams rookie. I think a Cora Sadiq Bay it's the impact Niko Manion Billion hates Cole Anthony. Nice one there They I'm out of bio red Harrison Barnes for lineage Chuck Ant-Man Nashi Marshall ain't no stoppin OB Toppin Lamello and her nice myth. You don't like that one Xavier Tillman What's wrong with that one? Probably trying to eat right now Sold out on 10 box Tuesday only group break with spots origins divisions. That is it. That is all Everything else is sold out for the night. Thank you guys All we need to do sell out Origins divisions if we want to get the 10 box Tuesday. That's what we got to do Sean I'll drop you guys that link again my tweeting it as well Facebook Facebook Facebook Jay Sean Tate season highlights Yokech Achua and a Kangwoo for the Hawks And guys random division style every spot you purchase Get your random division so get your four teams Lamar Stevens James Wiseman and Origins is pretty cool. I mean we're talking 16 boxes. What is that like? I Tana autos I can't do the math in my head Anthony Edwards 64 I think right Nathan Knight Red Lou will for the Hawks on the color match Devon Dodson call Anthony rookie So you have 32 autos per for the break and then another 16 Jersey guards. There's two autos for box Plus you're looking at case hits You're Lewis jr. CJ LB red man bleep will be topping ain't no stopping Hopefully we hit a big shot We really need one no, we don't we do need like a sign ball ant-man Everybody does Devin Vaselle rookie You're asking me Prichard Hey, Greg. I'm so to Origin spots. We're down to six to go on that Greg. Oh, so I want to tell you about Greg fecuno compasso Eric Pascal nice red Lamello ball nice one there for the Hornets Cole Anthony Malachi Flynn. Are you a barstool fan at all? Like, you know any any of the people that work there Anyway, I guess do you know the podcast part of my take it's probably the best one It's like a sports podcast called part of my take and Got Kenny Martin jr. Rookie to 25 on the gold and Tyree's maxi For the Sixers Greg's son does like is like the stats guy for it. Oh, really? Yeah Yeah, he went to Cuse. I went to the University of Syracuse Came in like ninth in the nation for the Jim Nance award, which is like the best play-by-play He did football and basketball. I think he did like lacrosse and one other thing Yeah, it's really sick. Yeah, he's telling us all about it I've been following the guy Frank who's the dolphin fan. Oh Frank. Thank you. Yeah. Yeah, yeah, yeah, yeah, right Yep, yep, yep, yep, that's cool another little mellow nice one there Kp Jimmy Butler Cole Anthony now Hope we talk to you are alive RJ Hampton James Weisman rookie Lamella on the on the back as well Yeah, poor noice Mason plumly on the reds of the pistons. Oh, yeah Tate and Moses Brown Nothing really to recap here no autos or anything Thank you guys again for the fill next up. We've got crown Royale team on


Here we are in our QuickBooks Online test company file using the accountant view as opposed to the business view you can toggle between the two views by going to the cog up top and switching the view down below. Let's duplicate some tabs so we can put our financial reports in them right clicking the tab up top we're going to duplicate it right clicking the duplicate a tab to duplicate it again back to the tab to the middle as the right is thinking going down to the reports on the left hand side we want to open up one of the favorites that being the balance sheet and then we're going to tab to the right and then we're going down to the reports on the left hand side this time the profit and loss otherwise known as the income statement closing up the hamburger scrolling up changing that range from 010124 tab 123124 tab and running it that's January to December 2024 let's go to the tab to the left scroll up to the top close up the hamburger and change that range from 010124 tab 123124 and we will run that one as well to refresh it let's go to the tab to the left we've been working on our receipts let's find those receipts on the left hand banking side we're on the receipts all the way then to the right now in prior presentations we thought about how to get the receipts uploaded we made some mock receipts to upload into the system which we now have down below in the for review area we added some receipts and we first thought about those receipts that we could add and match to the items that are coming through the bank feeds as it clears our checking account however we might have situations which we want to touch in on now where the receipt isn't going to tie in exactly to the bank feed transaction uh as it goes to the bank feed possibly we're going to be using the receipt in order to create a transaction in order to tell us what the transaction would be so for example if we had a contractor or an employee that had some expenses and we said we're going to reimburse you for whatever expenses you have give us the receipts we will then reimburse you well then when we get the receipts that's going to be the indication for us to then create the transaction it's not going to be the something that's going to come through the bank feeds for us to automatically match out another example of that would be if for example we have a sole proprietor situation and we are we are out and about and we want to make a purchase that's a business related purchase but we make it with our personal account so we make it with our personal credit card or with cash it's our personal cash or something like that and then we might want to snap a receipt of the image and pull that into our QuickBooks file and at that point I would have to use that receipt in order to record the expenses so I have it in there for taxes and everything so I didn't pay it with the business account so it's not going to go through the bank feeds on the business side but I need to pull it into my QuickBooks system that's another thing I can imagine that we would be using the receipts for so let's go to the the receipts tab on the right hand side now we'll talk about how to get this information from yourself or possibly from other people like a contractor using the managed forward email and the app later so obviously the app can help us just to upload the information into the system and if we have multiple people like contractors or employees we can use this kind of email address method to do that so we'll get into that later let's now just focus on the idea that we have these receipts in the system and we basically need to record expenses related to these receipts so let's take a look at this this office this depot one again right so we got another receipt that we we uploaded in a prior presentation here's an image of the receipt now instead of uploading it as a receipt which would basically if I recorded it on this side would make like an expense form which we would then you would expect matched to something that clears the bank account we can use the receipt to make a bill so we could say there's our receipt I want to make a bill out of it and the bill is a form that increases accounts payable and the other side goes to whatever account like an expense account that that we're going to be putting in in order for in order to have a reimbursement so the bill adds an extra step however because it goes into accounts payable so we got to make sure that we enter the bill and then we use the bill to write the check or to make to enter the expense form that were to make the actual payment whatever we're going to do at that point so let's say for example we're paying let's make a contractor as our vendor let's call them Sam the contractor that we are paying so we're going to say save the contractor payment and we're going to we're going to then enter the transaction date so maybe if this was the receipt and we've received the receipt maybe we review the the receipt at some later point so let's say it was 0 3 15 to 4 for example and then this is to reimburse contractor let's say and the due date let's say is 0 3 20 to 4 because this is going to enter a bill and this is by the time that we want to pay off the accounts payable and then down here on the description it's got the depot okay but instead of going to supplies we're going to say this when we actually pay this off we're paying off the contractor so we might say contractor contractor so we're paying they're telling us how much it costs or whatever and we're going to pay off the contractor instead of putting it to supply so I'm going to say let's say contractor expense or something it's going to go into an expense form it's going to be expenses contractor so that looks good I'll just say save that tax field uh communication it's a it's a contractor other business here we'll we'll do that okay so that looks good now this is just basically going to make a a bill form now if I wanted to to bill a client with it we can do the same kind of thing we did before we can make it billable which means we can pull it into a line item on an invoice if we if we needed to do that but this would mirror entering a bill so what let's say save let's do save and next and so now it says no matches create create a new expense for this receipt so we are going to create a new expense although it's not an expense form it's going to be a bill form so I'm going to say all right create the bill create the bill and so that mirrored in essence what we would do if I hit the plus button up top and basically just made a bill so we would enter a bill looks like this same form as an expense form except instead of decreasing a checking account or or credit or increasing a credit card account liability it's going to be decreased it's going to be increasing a payable a liability so let's see what it looks like if I close this out and I go on over to my balance sheet and run it now we've got in our liabilities this accounts payable so if I go into my accounts payable there's our bill and if I go into that bill that was created from the receipt there's the bill that we created from the receipt I can close that out and go back to my report the other side's on the P&L the profit and loss so now we we didn't put it into supplies this time we put it into you know contractor expense because we're reimbursing the contractor they bought supplies we were going to pay the contractor according to whatever deal that we have that's going to be the idea now then of course when we make the transaction we're going to actually have to pay them and so now we can go over here and say we're going to we're going to pay off the contractor which I could do by saying a plus button up top and enter and a payment form a bill payment like this which is in essence a check form and then check off that I'm going to be paying Sam to record the transaction so here's going to be the payment this would be decreasing the the checking account and the other side is going to be decreasing the accounts payable account so it's kind of a two-step process so now you're going to be paying them and if you're paying them out of the checking account you're going to you could actually print the check here or something like that where you might have an electronic transfer or something like that that you're paying them but now you're doing this accrual step so as you pay them the 20606 however you do it if it's an electronic transfer or something like that we can actually record before we do the bank feeds it


Yn ymgyrch chi wedi'u gwneud y cyfnod o'r ffordd, mae'n gweithio'r cyfrifysgwyr ac mae'r ffordd wedi'u gwneud yn cyfrifysgwyr arall, a'r cyfrifysgwyr yn gweld i wneud. On Ie ddim yn gyntaf i'r ffordd, mae'n gweithio'n cyfrifysgwyr yn ei wneud. Arna gennych'n gael bydd yna, ac rwy'n credu'n cyfrifysgwyr yn ymgyrch yma, mae'r rhai rhai cyfrifysgwyr yn y ffordd a'r cyfrifysgwyr yn y rhai cyfrifysgwyr yn y ffordd. Mae'n holl gwaith i ddweud. Mae'n holl gwaith y tro, mae'n gweld ddechrau'r gwaith yn tgeidwyd, ac mae'r gorau yma ar gyfer cyfnodol i'r ddweud o'n ddweudio o'r ddweud, am y dychydig iawn i'r ddweudio. Mae'r cyfnodol yma i'r ddweudio am y ddweudio sy'n mynd i gyfryd, a'r hyn o'r ddweudio, mae'r cyfnoddol o'r ddweudio i'r ddweudio ar y blog, o'r flog wedi y Huffington Post. Mae'r rhan o'r cyfnod ychydig yn cael ei wneud yn ymdweithio, ond mae'r hyfforddiad wedi'u cyfnod o'r newydd gwahodd, oherwydd mae'r gwahodd o'r newydd i gael o'r cyfnodau o'r cyfnodau, ac oherwydd mae'n gallu cefnod o'r cyfnod o'r gael o'r gael o'r cyfnodau, a'r cyfnod o'r cyfnod o'r cyfnod o'r cyfnodau. Yn ymdweithio gyda'r cymwythio, yna'n dfynu wych am e Ça abolwad, ac mae'r sefyddu ei syys yw'r bethau arwegsol mae ymdd shouldnio, tof mor frydyn m� removed di算 i haneswytechnol ziem syfaint gafodd sydd syniadиеil i weldingner o f Greece. Diolch yn ysgrifennu Defnoedd. Fe Tyurs Mаг De Glawr, ma wedi g наверro cyforbydd, mae hyn yn rhan gweithio gyfnod hyn nad oeddau gwleidig maen nhw. Felly, dwi'n meddwl am eich bod ni'n marwad, y ffordd rhan o'r cyflosodau hyffordd yn gyflosodau barod yno yn ysgolion, mae'r ffordd ffordd rhan o'r wath arwyd yn cael llianol ac wrtho chi'n rhan o'r holl, mae'r rhan o'r holl i arferwad o eich holl o'r cyflosodau a wyf. Yr hyn, mae'r holl wedi'r holl o'r holl y yrhwyno'r cyflosodau. Mae'n hyn i gafodd'u fy holl o hyd i rhan o'r holl i gosesodau waith y gweithsaint newi yw platform a newi yw technaf o gweithio cyhoedd yng ngyfnod o'i ymweld i gweithio ymweld ac ymweld i gweithio'r cyflwyno. Yn y gallu'n mynd i'w fyddi ddifennid o'r cyflwyno ymweld yw'r cyflwyno, yw'r cyflwyno yw'r cyflwyno yw'r cyflwyno yw gwaith o George Bernard Shaw. Mae hwn yn gwneud fawr, gan ymddir i'ch gweld Bernard Shaw i'n edrychwch ar gyfer y cyflwyno cyflwyno cyflwyno. The Unreasonable One persists on trying to adapt the world to himself, therefore all progress depends on the unreasonable man. Well, I'd argue that today particularly the publishing and media that has changed utterly the reasonable man is the person who's going to make the progress and they are going to have to adapt themselves to the realities of the world. I suppose a very good example is to look at from a global point of view the New York Times. New York Times is one of those newspapers along with people like The Financial Times, etc. Mae'n mynd i gyn processedo'r byddai chi i gwneud i gweithio'r newid yn ddiolch! Yn mynd i'n gwneud i ddarllenu Gweithreib Cymraeg, mae nhw'n adroag y Gweithreib Cymraeg yn y cyfrifocol yn angen bydd y Gweithreib Cymraeg. Rwy'n meddwl chi'n gan arall, rwy'n meddwl chi'n meddwl ar y cyfrifocol ac oedd amser. Rwy'n meddwl chi'n gofyn ei prosiect moddol ar gweithreib na ddawng gwneud y newid yng nghymru cyflwyno ar gyfer allan. Felly, just last week, the New York Times subscribers were told they were going to get full access via Flipboard. Now I don't know how many people know Flipboard here but it's quite a well known platform. I think they had 8 million downloads to Android's, iPhones, tablets etc. By January last year I assume that's a lot higher now. I know a lot of people who use it. So subscribers can now read the entire paper on this rather glamorous platform called FlipboardNotews as well as related videos, blogs etc. It will look something like that, that is not particularly a news story but they have only just literally got it online. The model here is for the platform ie flipboard and for the newspaper to share the revenue. Now, nobody knows and a lot of people are speculating who is going to be the winner here. There is going to be the third party platform that is flipboard or is it going to be the New York Times. The jury is very much out on that, but I used the New York Times as a sample of an international newspaper that really are constantly adapting and changing their models and looking to the future. As well as management, journalists also are going to have to really re-look at what they do, they're going to have to be adaptable, they're going to have to be flexible, they're going to have to learn new ways of publishing etc. A lot of the Chinese walls are going to come down. It's going to require adaptable and flexible journalism. Journalists that are comfortable with all forms of digital content because that is now how, as well as print, it's going to be digital content, that's how content is going to be delivered. Given the constant rate of change, you have to ask in media organisations where does your product development or your web development team sit, where does it literally sit in the organisation? If you look at LPAEs in Madrid, they put their product development or web development team sitting smack in the middle of the newsroom, where they could interact every day with everybody else in the newsroom editors, journalists etc. Our heads of online development sits in on our editorial meetings and we use it regularly with our editors and journalists. That's just the reality of today's publishing world. It's this kind of a note of thinking by management that's going to ensure the survival of the incumbent publishers as well, much like Noel was discussing there. They're also going to have to adapt to what they do. Things like video. Video is going to be absolutely huge. Journalism isn't just uniquely about writing anymore, even if you're not a broadcaster, even if you're not in radio, TV etc. You look at things like video and you look at a very attractive C-suite audience for example. Forbes recently did research, which I think really shows that video is not going away. If you take that attractive C-suite audience according to that research, 75% of C-suite executives are now watching business-related video on business news sites at least weekly. That's pretty significant and it's a pretty attractive audience to a lot of publishers. Mobile obviously is going to also become huge. I think we're all fairly aware that it's a pretty huge shift and it's going to bring absolutely tons of challenges. We're all accessing our news on the go now. We're not just looking at our desktop, we're accessing it on our tablets, on our phones etc. This is Rob Grimshaw. He's the managing director of FT.com, which is Financial Times online. He recently said that Financial Times expects 50% of its digital audience will be accessing its content via mobile devices within the next three years. You can extrapolate out for the next five, ten years what that implies. These are his words. In fact we've got to get used to the idea that the future of news publishing is on mobile. People are welcome to agree or disagree on that. I want to talk briefly about advertising because regardless of the move towards paywalls for the likes of the FT New York Times, the Sunday Times etc. Advertising is going to continue to play a significant role in paying for that quality journalism that we all agree we want to retain. The bad news for traditional publishers is that their print share of the advertising dollar is obviously going down the whole time. The good news is that like themselves who are moving online, the online share is going up radically. I'm starting here with US figures. If you look at internet advertising in the US, in the first quarter of 2012 it grew by 15% to 8.4 billion. That's the highest Q1 revenue ever measured by the Interactive Advertising Bureau and PWC. Coming back to Europe, last year the online market grew 14.5% year on year and that's now valued at 20.9 billion. If you compare that to the overall European advertising market excluding online that grew at 0.8% so that just gives you an idea of the change. So in Europe now the IAB ad-ex survey records that one in five advertising years in Europe is now spent online and that is just going to grow. Video and mobile by the way so just incidentally put in those slides. Video and mobile is lifting the display growth in advertising as well. That's going to grow majorly in coming years and it's definitely something that people have to keep an eye on. This is Randall Rothenberg. He's the CEO of the Interactive Advertising Bureau. He says marketers and agencies are clearly wise investing dollars to reach digitally connected consumers and wisely he says. But I'm just wondering how wise. Here's just some research that was done last year. It's quite interesting to compare. If you look at the actual major ad spend by the marketers and the agencies versus the actual time consumers spend and where they spend it. This is the ad spend. There's nothing terribly surprising here. Huge amount of people like no will be delighted to see is still on TV followed by print followed by web radio and mobile is down to 1%. Now that was the end of last year. I reckon that's heading up towards about 1% now. But what you need to look at is where the consumer is spending their time. That's where they're spending their time. So now sorry figures differ but this is this is a mixture of research from but four different sources. So they're estimating I suppose TV is quite good news. Print is very shocking in these figures. Again people can argue the figures. Web you can see the time spent compared to the ad spend is huge. But I mean the really shocking thing I suppose in this slide is mobile. If you consider the 1% or 2% of ad spend is spent on mobile. That's 23% of the consumer time is being spent on mobile now. I think you'll all have experience of this. I think you'll all know people. You'll have friends and family who read their news, who play, who do absolutely everything online. So basically the present major challenges when it comes to content provision and to advertising reach. It's not easy to do ad platforms on mobile. If you think about that it's definitely not easy to do. It's difficult to do it without intruding upon the reader's enjoyment of the content. And it's just there isn't as much space. I mean that is a massive challenge for absolutely everybody who relies on advertising to pay for their quality journalism in coming years. I just want to talk very briefly because I know even wanted us to touch on this is the whole area of policy. This is Ben Hammersley. He was actually at the IIA. Am I right back in April of this year? Some of you may have been lucky enough to catch him. I'm personally quite a big fan. He's as well as been the editor-large at Wired Magazine in the UK. He's also David Cameron's ambassador to tech city, which is very much the UK's effort to bring a Silicon Valley type area to the UK. He's also on the European Commission's high level expert group on media freedom. Indeed Ben makes some very valid arguments in my view on the area of policy. I've argued here that media organisations that flourish are going to be the ones that constantly change their business models, constantly try and if necessarily fail and constantly innovate. Ben argues when it comes to policy that innovation comes from getting out of people's way and allowing them to continue forward. And the most common method of getting it to people's way as policy makers is to fundamentally not understand the implications of this sort of technology because the implications as he puts it are terrifying and I quote. In fact he says, there isn't an industry the internet has touched that hasn't been utterly destroyed by that contact and completely rebuilt. Everything from travel to music to journalism to politics, but that's going to happen and the quicker you relax into that and allow it to happen then the quicker the pain will be over. I believe he has a point. We've seen the results of trying to legislate without adequate understanding in recent times. Just take SOPA and the US you'll all have heard about SOPA where the industry and the man on the street or in this case the man or woman on the internet rebelled against this proposed legislation that was coming through. US legislatures I mean found recounting sitting at breakfast with their teenage kids who were sort of telling them, you know, what are you doing daddy?  All that pressure worked and SOPA didn't go through. Even more recently of the controversial Acta, the Anti-Counterfeiting Trade Agreement which sparked a wave of protests in Europe after various governments signed it including Ireland without any great public consultation. Acta was designed to fight the trade of counterfeit goods, but also to encourage ISPs to take cooperative measures to fight copyright infringement. Indeed back in February the EU's principal rapporteur, Cader Arif resigned in process and slammed the whole process as a charade. It appears now to have been dealt a death blow by the EU's International Trade Committee which recently voted I think it was 19 votes to 12 against enacting this legislation. And I believe the European Parliament makes its decision this week and I think it's the first week in July and they will use that recommendation and making that decision so Acta's not looking too healthy. This is Alex Ross, if any of you have come across and he's senior adviser for innovation to Hillary Clinton, the US Secretary of State. His administration like all governments has been struggling with this whole area of digital policy, legislation, regulation, etc. But he was in London there last month at the Loweb conference and you'll find that a lot of administrators talk more frankly at tech conferences. I'm not quite sure about what that's about but they always do. He very much addressed himself to government and to policy makers, very few of whom were in the room I suspect, but I'll pass it on to you. Addressing himself to governments he said they had to proceed with extreme caution when it came to lashing back on the freedom of the internet. He argues that the control that governments had 5, 10, 15, 20 years ago is gone and it's not coming back. He says don't fight this loss of control, don't fight this empowerment of citizens, harness it for your country's well-being, make your government more open and participatory, make it easier for people to become entrepreneurs. I believe we need that entrepreneurial spirit from our incumbent media companies, from our new media companies and even from the very journalists we're discussing here today. It's vital that well-meaning policy makers listen to the experts, listen to the stakeholders before they take any extreme action. On that note I don't want to go too far over time so I'll just leave you with a quote from Alec Ross again who summed it up basically that governments need to consider this fact. The 21st century is a lousy town to be a control freak. I'll leave it there.