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

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?

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.

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

Besides, I just need a little TLC.

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.

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

Here's your client list.

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

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.

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

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.

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

Existing markets well, the customers well, they're know. We know who they are. They exist.

So one of the interesting equations for every startup is that

That was the customer acquisition cost, CAC, here.

And number 4. Access to customers.

Did you see how many clients Jane had?

Even Goldman Sachs once used to serve clients, before it turned into an institution that serves only itself.

If you have world's most perfect business model, investors would love to see this number much bigger than this number and so what you want to look for is a well balanced model that takes into account how much you need to acquire customers but how much ultimately you'll extract from them over the lifetime.

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.

Because you'll ask So, I explained it to you like this. How could I have said it better?

I have told you how to treat customers.

Pricing is kind of the tactics.

We still have earned and paid media driving customers into the funnel.

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.

How do you know which one to use?

Those children are potential customers.