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

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

So let's follow our Jersey Square team down and see what they've done for customer relationships.

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

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

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.

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.

So those are the 2 goals

It's not.

And so they figure out how to sell existing customers more products.

The answers are get, keep, and grow are the three parts of customer relationships.

And for web, mobile or cloud, we were getting you into the funnel on the bottom.

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.

We talked about value proposition, we talked about customer segments, we talked about channels, but today we're going to focus on customer relationships.

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.

Who do you do that for?

Defense department's largest contractor.

He's not the client.

At the end of the day, not only do you know about the pains and gains of these customers, but you specifically know who they are.

long term, and what are you going to do to grow them in the next couple of years as we.

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

So one of the interesting equations for every startup is that

That was the customer acquisition cost, CAC, here.

Concierge where?

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

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.

Here's your client list.

So again let's use our Jersey Square team as an example of what customer relationships might

Customer relationships is kind of a fourth piece, and customer relationship has a really interesting interaction with these other three pieces.

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.