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EURO AREA JUNE UNEMPLOYMENT RATE UNCHANGED AT 6.2%; EST. 6.3%

Super ultra TLDR: From broad to narrow. This is because low-level optimisation must align with high-level goals. A wrong overarching goal leads to incorrect low-level optimisation. Broad 1) Porter’s Five Forces: Industry determines the value (profit) you can keep. Address this by fixing an area that is bottlenecking you or competing elsewhere. Competition is about profits, not market share (unless scale and network effects are necessary). 2) Helmer’s 7 Powers: Clearly defines what a moat is. A moat/power = Benefit (superior value) + Barrier (structural advantage). Benefits can erode quickly due to competition. Barriers buy you time and makes you a king by holding your position. Focus on barriers. Middle 3) Mapping experience: Understand your customer's user journey/ecosystem map/service blueprint/value chain, etc. This helps you grasp upstream and downstream behaviour because they are interconnected. Many protocols/chains do poorly here IMO 4) Jobs to Be Done: Users have broad end goals. This means your competition is wider than you think (for example, in Singapore, digital payments at consumer level are mostly a solved problem, so crypto transfers don't matter a lot.) Ensure that your solutions addresses the job while fitting into their flow (see mapping experience, 4 forces of progress etc) Low Customer base audit: All customers are diverse, so always segment and profile them. You don't just want high transaction counts or volume respectively; you want high lifetime value. Higher roller today might be worth less than the customer that spends little each time but for a long time. PMM (Fletch): These blogs offer excellent resources on product marketing and messaging. They fundamentally changed how I approach a product by working backwards from your communication strategy. What resonates with others should guide what you build first. A Quantitative Approach to Product Market Fit: Involves interesting ways to decompose growth, but fundamentally: Customer growth = Customer Acquisition + Customer Retention + Customer Development. All pillars must be monitored. This ties back to the customer base audit. Rule of thumb to remember is just like McDonalds: 1) Do you want to upsize (upsell) 2) Do you want fries with that (cross sell) (Hopefully not put the fries in the bag bro lol) Any analysis at the Low Level should align with the Middle and Broad levels. For example, if you operate in an industry with high substitute products and buyer power, ensure your metrics show customers aren't churning easily due to better yields, higher transactions, gas prices, etc. Then inform strategy to lock them down somehow. (See Stratechery: Vertical Integration vs Modularity and Flipping of Value chain to Counter position) The idea is that, regardless of what upper management deems important (strategic goals), you can reason and identify gaps to address yourself because, especially the broader level stuff, is usually very enduring as they do not change often. Its the middle to low level stuff that is most turbulent, therefore higher level alignment is usually needed

Elon Musk Announces That Tesla Ride-Hailing Service Is Now Available in the San Francisco Bay Area

Tesla robotaxi area includes SFO (And ~all of the Bay Area!)

RT @Tesla_AI: Invites to our Bay Area ride-hailing service are going out now