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Tell me your first and last name and your business.

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It's John Foster.

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And my business is middle school MBA.

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Got it.

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Got it.

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Tell me a little bit more about that.

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I did read on it.

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I didn't want to act as if I didn't read on it at all.

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But tell me some more about that, please.

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So we're a SaaS business, service as a software.

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OK.

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Or software as a service, I should say.

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So we sell software.

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But the cool thing is the content.

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We teach business and economics to kids younger and faster

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than anybody in the world.

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And we've really achieved the promise of blended learning.

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Online education has a lot of problems.

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Particularly, the way it's typically done

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is you read a paragraph, and you answer some questions,

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and you click that.

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And that's awful.

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Nobody likes that.

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What we do, blended learning is supposed

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to be a situation where you use internet resources combined

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with a teacher who's there in the classroom.

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And that often just doesn't come to pass.

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It's either what I just described

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or it's queuing up a video and playing that.

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Neither one of those is very good.

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What we do is we bring the materials and the understanding

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to the teacher.

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So we do a mind meld with the teacher.

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And then the teacher delivers our stuff to the classroom.

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We're actually in the teacher's head.

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When we're writing curriculum, we

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don't think about the students.

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We think about the teacher.

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And that's where we're going.

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So we're able to drop into any classroom.

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We don't need a subject matter expert.

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We're like an executive MBA for kids.

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So we're teaching college level business and economics.

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But we do it through their teacher.

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So everybody's punching way above their weight.

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And everybody loves it.

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And it's just been a huge amount of fun for everybody.

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OK, so because I'm trying to grasp it all together,

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you sell the software.

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And this is pretty much a teacher

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who wants to be able to teach what you have.

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And then that teacher purchases that software.

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And through that software, they're

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able to teach their class your curriculum.

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Right, we give them a new superpower.

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Nice.

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I was wondering how that works.

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So tell me about your vision and where it came from.

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Where did this vision come from?

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Well, I started many years ago, I guess

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even further back than that.

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I graduated from school with an engineering degree and an MBA.

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And I went into the corporate world.

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And I built plants and managed plants,

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and then ran businesses and did M&A and all that stuff.

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But along the way, I volunteered with Junior Achievement.

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So I was teaching business in classrooms as a volunteer.

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And I just kept adding things to the curriculum.

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Until one day, I just had my own program.

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And I was teaching that in schools.

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And everybody loved it.

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And then one day, I was walking to class.

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And I said to myself, why am I teaching 14 kids?

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I should teach 14,000.

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And that's when Middle School MBA was born.

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Wow.

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That's awesome.

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How long has this program been?

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We've been, as Middle School MBA commercially,

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we've been doing about six years now.

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OK.

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Many years prior to that in development.

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Right, right.

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And how many teachers or schools are you currently in at this moment?

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We serve between 1,000 and 2,000 kids a year now.

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We haven't gotten to the 14,000 mark yet, but that's coming.

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We've got some very big customers in the pipeline.

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So I expect to get there in the next one to two years.

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OK.

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That's very different.

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That is very different.

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I tell you, as I was reading your information,

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I was thinking about how now high schools have the dual credit, right?

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And that credit is to be able to have your associates by then.

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What's the biggest difference from this?

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I did see that it was from the age of 11 on up.

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Is that correct?

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Correct.

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OK.

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So what's the difference between a teacher being able to provide this,

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or the difference of them actually utilizing the dual credit?

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Well, so we're not so much in the business of awarding degrees

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as it is as equipping kids with life skills that they'll use forever.

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Got it.

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We were predominantly in middle schools,

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but it's not too young for high schools.

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We do have high schools that are using it.

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But our goal is not to be a me too.

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OK, we're going to award you this credential that

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is already sitting out there.

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We're bringing something entirely new that basically isn't even credentialed yet.

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I mean, you can get AP economics credit for college,

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and that sort of thing.

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But there's really not an executive MBA kind of curriculum like we have.

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We integrate business, economics, and entrepreneurship.

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And we have both the practicalities of business stuff,

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negotiating, making a P&L, et cetera.

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And we have the theoretical stuff of economics,

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the subjective theory of value, supply and demand, that sort of thing.

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So by integrating them, it makes them all relevant and useful

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and just part of a kid's tool set.

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They start adopting business lingo into their own speech

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and thinking in terms of a principal recently told me

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that she overheard two sixth grade girls in the lunch line.

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And one says to the other, how much you think the profit margin

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is on those neutral-grade bars?

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We're in their heads like 24-7.

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That makes a lot of sense.

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They definitely have a child thinking on a different level,

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a completely different level.

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Yes.

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Teachers tell us that they become more serious about all their classwork

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because they develop this vision for the future.

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This is where I'm trying to go, and here's

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the things that I need to get there.

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So it's a different mindset.

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Absolutely.

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Absolutely.

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Interesting enough is myself and some family.

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I just came from a family reunion, and we

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were talking about the younger adults taking over

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for the older adults.

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Absolutely.

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They are so scared of us, and I can't say I'm on the younger side,

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but I'm younger than the elders.

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And we were just talking about technology

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and how different that is.

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And so we're utilizing other areas to figure out

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how to fund the family reunion.

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I tell you, John, they were blown away.

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But yet I think that they probably

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didn't trust us a little bit more because we

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have a business mindset.

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And so at the end of the family reunion,

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they said, don't forget about why we're here with the family.

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And it's interesting you said that you're probably even

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in my head, and I don't even have your program.

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But it's the thought process of they're asking for donations,

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and we're like, we'll do a GoFundMe.

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We'll sell popcorn across the states

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and things of that nature.

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So when you told me the little girl said the profit

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margin on the neutral bars, absolutely.

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It's definitely a different mindset.

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But I wonder, is it even just a little scarier

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to know that we're going into the thoughts of, do you think?

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So this leads me to a question.

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Do you think that there's a challenge

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between finding relationships and having this business

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knowledge, if that makes any sense?

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Say that again?

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Between?

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Creating relationships with people, right?

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And then having that business mindset.

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Because as I was saying.

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No, not at all.

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Absolutely no.

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That's a great question, but there's no conflict at all.

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In fact, all of business and economics

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is about interactions between people.

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And that's one of the reasons that we build our course

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the way we do with a lot of activities,

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where kids are doing things together,

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they're negotiating against each other,

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they're building parks, they're pitching companies,

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is to create those interactions so that they can feel that.

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The way we discover prices is through negotiations.

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Many different kinds of negotiations.

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But it's always a negotiation to, nobody knows in advance

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what a price is, right?

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We have to discover that every day.

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And so it's not just some sterile number that

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sits out there by itself.

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This is the outcome of interactions between people.

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And so we create those interactions

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so that they feel that.

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And then they see that a price is not just some number that

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fell out of the sky.

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It's kind of flexible.

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And you discovered it between two people.

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And there's a lot of things around it.

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So once they've experienced that and felt that

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and had to tell somebody else, I'm

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sorry, that's not good enough, that's what they think.

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Then we explain, here's how that happens.

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And here's how those laws of supply and demand

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work in the larger market to find prices.

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But everything is about, if there weren't people,

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there would be no reason to have an economy.

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There would be no reason to do business.

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Business is about serving other people.

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And profits are the result of having done that well.

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Profits are a badge of honor.

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It means you've served somebody else better

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than anybody else could.

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Because if somebody else could do it better, they would have.

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The customer would have chosen those people.

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So you brought something to that customer

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that they couldn't get anywhere else, at least not

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for as good a value.

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And that's actually something to be proud of.

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And that's reflected in your profits.

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And if you don't make profit, if you have losses,

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that means that you've wasted society's resources.

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And if you continue to make losses,

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you're going to be pushed out of business.

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And your employees and your assets

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are going to be used by somebody else who

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can do a better job with them.

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So it's all about people and relationships.

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It's all about that.

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There's no conflict at all.

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That is an amazing answer.

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Because we tend to think that technology

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is going to take over everything, or businesses.

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And we'll move aside.

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And that relationship will be damned between the two people.

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But people definitely have to know that we're still here.

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Like you said, there's no business without relationships.

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And there's no relationships without people.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions

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as these episodes continue to move forward.

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This is going to get more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show.

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And thank you for giving us your time and attention.

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Have an excellent time building out your vision

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and becoming a Vision Pro yourself.

