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

But today, we're going to talk about the first box, value proposition.

I'll give you some examples.

So those were kind of missing, but again starting with pains and gains was pretty good for their value proposition.

His proposal counted for nothing.

Your suggestion is of no practical use.

His suggestion is worth considering.

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

So again you could start either with customer segments or you could start with a product and value prop itself, it really doesn t matter.

Let's take a look at some value proposition examples.

They need to understand the external environment and they need to come in.

Who are your key partners and suppliers?

And then, as they went down, they kind of understood.

Because the alternative to pricing on cost is pricing on value.

His suggestion is worth considering.

I think his suggestion is worth considering.

I can't emphasize enough that the business model canvas is just a start.

The value proposition for a company that's selling services is kind of the same.

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

And their features match the pain and the gain.

Sender makes this counter proposal

So archetypes really helped us understand our customers, they value prop, the revenue and some of our pricing tactics.

Square team did wonderfully, they actually started with the archetype.

You're all familiar with the business model canvas.

Please compose a draft of the proposal idea.

So number one, as you can now see that there are not only two customer segments, but there are two value propositions, that is, there is a value proposition that matches each one of the segments and there's a revenue stream that matches each one of the segments.

His proposal is worthy to be considered.

Tom's proposal is worth considering.

Notice they were beginning with a series of hypotheses about their customer archetype.

The first one is your product, and as we said earlier,

So, don't worry if your assumptions were wrong here on your revenue model.

The chairman rejected the proposal.

What has to happen in all those other pieces of the business model?

Your proposal is worthy of being considered.

We have considered your proposal, and we have decided that we are not able to reduce the price.

Having considered your proposal, we have decided that we are unable to lower the price.

We've considered your proposal, and we've decided that we aren't able to reduce the price.

This is a multi sided market.

And, in fact, it's necessary.

I collected this proposal.

They provide value for money.

We provide value for money.

I'll provide value for money.

Where the product goes and see the box labeled value proposition.

So they print yuan and they buy dollars.