????到了7月份，他們擁有了一款 MVP——最低可行性產品?！斑@是可以向客戶展示價值的最低限度產品，”帕瑞克補充說?！拔覀兊谝淮伟l布了一個問題、一個解惑視頻，以及一個供人們輸入電子郵箱地址的對話框。它是一個定量問題。接下來，我們就開始在人們眼前建立網站。我們添加了一個問題，另一個問題，隨后又添加了10個問題。我們不斷完善產品，還在2009年8月底或9月初啟動了支付系統。就是在那時，我們獲得了第一位付費用戶。那真是一個大日子，因為我們終于構建了一個有人愿意花錢購買的東西。我們每月收取29美元。”

????到商學院第二學年開始的時候，他們感覺還不錯。然而，一個巨大的挑戰在于，他們能否在2010年5月畢業后全職從事這項工作?！皬哪硞€時點開始，每單增量銷售不會讓你變得那么興奮，你開始思考企業將如何維持下去？”帕瑞克當時非常擔憂?！拔覀儗⑷绾谓o自己開工資，支付日常費用，同時擴展業務呢？繼續投身于這項事業是一項很難做出的決定。但漢蘇絕對是一股驅動力?！覀兘又砂桑f?！绻蛔?，我們將來會后悔的?！?/p>

????李和帕瑞克決定繼續前進。獲得MBA學位后，普爾-莫埃齊最終選擇去微軟公司(Microsoft)工作。已返回印度的謝諾伊也選擇了離開，因為當時很難挽留一位遠在另一個國家的合作伙伴。

????李和帕瑞克在夏季那幾個月形成的密切關系揭示出兩人巨大的性格差異和許多建設性的意見分歧?！熬驮敢鈨A注全力而言，李更加無所畏懼。他想親自會見盡可能多的人，試圖告訴整個世界我們正在開發什么項目。相較而言，我更加內斂，更務實一些。我可以告訴客戶這些事情，但一涉及到投資者，我總是說，‘我們不要因為他們而費神。我們先搞定自己的事情?！麚碛羞@份令人驚嘆的信心。他富有魅力，目光遠大，知道我們可以讓公司達到什么樣的高度?！?/p>

????“每次我想不出執行某項工作的方式時，我有時候會認為那是根本不可能做到的事情。而對于漢蘇來說，沒有事情是不可能的。他就是那股驅動力。他時常說，‘我們可以做到這一點，’而我的工作就是問，‘好的，但我們怎么才能做到？’他不斷拓展我的能力邊界，我居然真的推動了我們的事業不斷向前。

????2010年秋天，他們獲得MBA學位、剛剛開始全職從事這項事業后不久，兩人之間最大的爭執爆發了。直到那時，他們已經籌集了大約7萬美元資金，其中包括在英特爾與加州大學伯克利分校全球挑戰賽(Intel-UC-Berkeley)中贏得的1萬美元獎金，以及北橋創投公司(Northbridge Venture Partners)投資的5萬美元。但李現在強烈地感到，他們亟需從投資者手中募集更多資金，只有這樣，公司才能迅速成長。帕瑞克更傾向于自力更生的發展方式。這種分歧似乎難以調和，以至于帕瑞克一度表示，他愿意徹底退出。

????“當時的討論非常艱難，”帕瑞克回憶說?！八X得，只有籌集一大筆資金，我們才能夠真正有一番作為：顯著擴大Magoosh的規模，讓它抵達更多人，為許多還沒有使用過它的人提供備考服務。那時候的潛力將大得多。而我更關注實際層面。要是我們增加籌資額度，我們就必須壯大，與此同時，我們將不得不放棄一些股權和對公司的控制力。”

????By July, they had an MVP -- a minimal viable product. "It's the minimum you could put out that might show value to customers," adds Parikh. "The first time we put it out it was one question, one video explanation, and a box for people to enter their email address. It was a quant question. And then we just started building the site in front of people's eyes. We added a question and another question and then 10 questions. We kept improving the product to turn on payment in late August or early September of 2009. That was when we had our first paying customer. That was a big day because we had finally built something that someone was willing to pay for. We charged $29 a month."

????By the time their second year of MBA studies began, they were feeling pretty good. The big challenge, however, was whether they could grow the business to pursue it full-time after graduation in May 2010. "At some point, you start getting less excited about each incremental sale and start thinking about how is this going to sustain the business?" Parikh recalls worrying. "How are we going to pay ourselves, cover expenses, and scale the business? It was tough to make the decision to pursue the startup. But Hansoo was definitely a driving force. 'Let's do it,' he said. 'We'll regret it if we don't.'"

????Lee and Parikh decided to move forward. Pour-Moezzi ultimately chose to take a job with Microsoft (MSFT) when he got his MBA. Shenoy, already in India, left the business when it became harder to remain a partner remotely from another country.

????The close bond Lee and Parikh formed during those summer months revealed major personality differences between the two and a number of constructive disagreements. "He was more fearless in the sense that he was willing to put himself out there. He wanted to go and meet as many people as he could and tell the world what we were working on. I was a little more reserved and practical. I was okay with telling customers about it, but when it came to investors I said, 'Let's not really bother with them. Let's really nail it.' But he had this confidence that was amazing. He was charismatic and he had this vision of where we could take the company.

????"When I couldn't think of a way to execute on something, I would sometimes assume it just wasn't possible. For Hansoo, nothing was impossible. He was that driving force. He would say, 'We could do this. And my job was to ask, 'Okay, how do we get there?' He stretched me, and then I actually helped us move the ball forward."

????Their biggest dispute occurred shortly after they graduated and were working full time on the business in the fall of 2010. Up until then, they had scrounged together about $70,000 for their business, having won $10,000 in an Intel-UC-Berkeley contest and $50,000 from Northbridge Venture Partners. But now Lee felt strongly that they needed to raise significantly more money from investors to grow the company. Parikh preferred to bootstrap their business. The disagreement was so profound that at one point Parikh suggested that he would be willing to leave the business altogether.

????"Those were tough discussions," recalls Parikh. "He felt that if we raised funding, we would be able to really make a difference: to grow Magoosh much bigger, to reach more people, to serve test prep to a lot of people who don't have access to it today. The potential was so much greater. For me, it was more of the practical side. If we raise funding, we're going to have to grow big, and at the time, I thought we would have to give up some equity and control."