They provide value for money.

We provide value for money.

I'll provide value for money.

I'm a farmer now.

We offer low cost prefabricated houses.

We essentially sold them at 10 a share.

And that commission, at least historically, has been 7 of the offering.

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

It's the diapers, wipes and everything that you need to take care of this issue.

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

Southwest took on the airline industry by bringing up the traditional hub and spoke model and providing just very limited services but for an extremely low price.

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

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

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

And we had this great conversation, like, what's important to us?

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

Take a measurement every 90 degrees of rotation

The next is channels.

You're all familiar with the business model canvas.

Who are your key partners and suppliers?

And the marketing complexity, would simply just say toner for you printer.

Take a measurement every ninety degrees (90 ) of rotation

I'll give you some examples.

I deliver the list, Max delivers Job.

And better.

His proposal counted for nothing.

let me say norm distribution.

As you will see later, what we need is every time we have a unique archetype, we need to have minimum a matching value proposition and matching revenue model for each archetype.

Now, what s interesting is if you remember value proposition describes not only the features but also the pains and gains that they see, that they ve actually craved for the customer and that the goal is to figure out what the MVP is.

So for sports jersey owners, an annual subscription made sense, but for single game attendees, pay per rental made sense.

Software can do it faster.

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.

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

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

They can give away their sustenance goods, okay?

His suggestion is worth considering.

As a result, we don't even come close to 73.

Now, about that cow model I talked about.

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

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

That is they were beginning with a series of hypothesis about their customer archetype.

The value of a good education cannot be measured in terms of money.

PPTP

Space for kat

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