Cross sell, well that's also kind of simple.

Where on the other extreme, the complexity of selling toner over the web. Incredibly simple.

What are all the pieces? Well let's take a look.

Many of our clients are AfricanAmerican.

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.

And number 4. Access to customers.

What you've already put together is a business model canvas with your hypothesis that says, Look, we're really passionate about this product or service, and we think there's a set of customers out there, and we've put together a revenue model, our first hypotheses and saying we're going to make a lot of money, and that's great, but there's really kind of a method to this madness, and there's not only one way to do this, but this is the way we kind of think of it.

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?

So just as an side keep going, guys, this is good.

The goal was not to use this process to find all the bugs though they might come up.

How much did it cost to acquire a customer? How much did the campaign cost?

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

When you bring in the next new customers, banks now think that's a popular strategy, and this referral program just helps your customers, hopefully, who are satisfied sell more of your product for you.

In an existing market, I will likely know something no one knows.

Well, 0.50 10,000, that cost me 5,000, but the goal isn't to just have people visit, the goal is to get them to the end of the funnel and at the end of the funnel,

The answer is simple math.

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

But just understand that in new markets of course you don't get out and ask people what features they need.

This test between problem and solution and your features and customers is actually sometimes called product market fit.

As we'll see, customer relationships start with get.

And when you hear the phrase product market fit, just simply visualize the canvass and go,

Well, there are customers and there are competitors.

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

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.

Can you expand your product line?

This helps you avoid building products no one wants, and it maximizes the learning per time spent on the product and on customers.

Much like ranking ranking pain, I want you to think about ranking gains.

But because I had to cut lawns all summer for all of our neighbors and get paid to do that,

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

Now, the next market type is a new market. Customers don't exist today.

You might actually be able to get what's called the lease lines, so you don't have to pay cash for them.

not what engineering or the founders thought

Today, we're going to be talking about distribution channels.

Now, one word of caution.

When you're thinking about growing customers, nothing magic.

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.

And after two days, you have activated 20 customers.

I leave this room, and it's over.