By now, you're intimately familiar with the business model canvass.

And in value proposition, the goal of this is to find out that minimum viable product.

So on day one, these were their initial hypothesis coming into the class.

In customer relationships all the get keep grow metrics, some of which we talked about, some of which you'll discover, what were the customer acquistion costs?

Now if you remember we started here on the left. We didn't earn and paid media.

Who do you do that for?

He's not the client.

Here's your client list.

Now we finally come to the last part of the business model canvas.

So one of the interesting equations for every startup is that

That was the customer acquisition cost, CAC, here.

What's most important to us when we make a video is what the customer sees.

I mean how do they hear of our products, how do they know about you, and as we'll see later one of the interesting things is there are some customers that are users like in Google

Instead of pricing based on cost,

Many companies have huge databases of customer information.

So in the last lecture, you remember the business model canvas, all the 9 components of a startup.

They could tell you that I want bigger, faster, cheaper status quo.

You cater an event where the cost to you was 200

I have no idea where my husband is.

So in our last lectures we talked about value proposition, customer segments, distribution channels, customer relationships get, keeping and growing customers.

As was simulated, the value proposition includes all the features of your product but also the pains and gains you're solving for the customer segment and that's where the market goes.

Because no one, and that was a constant problem...

It's a big idea.

Apple is one of the few, truly cares.

That's your job as the facilitator and coach.

We've got customers.

Defense department's largest contractor.

So now they're looking at industrial enzyme manufacturers, their key activities are R amp D, and production support is their next change.

You will mainly be coldcalling potential clients.

Once I understand who my archetypes or persona is, the next thing I want to figure out is how do I get them in to this funnel.

So let's follow our Jersey Square team and see what they did with customer segments.

We will take it to the potential customers.

Next, they got out of the building again.

What we now know is that the founders need to run what's called the customer development team.

The answer is simple math.

And the next thing they were looking at was their target market.

This is what I called the you should be so lucky to have this problem part of the funnel, and that's how you grow the customers you have.

It's exactly the same idea we might want to offer loyalty programs, contests and events, blogs, RSS and email, or social media all designed to engage customers.

Regulation needs to change. Platforms need to become cheaper.

How do you know which one to use?

What the devil's this? came in a tone of angry expostulation from above the collar of the figure.

It's not all about your technology. Your technology is just part of the value proposition.

Our new contacts will give us access to bluechip clients, national governments...

I want them to either pay for the product or sign up for something and become a user.

This last step is growing customers for the web mobile channels.