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

But in fact, that's not what women lined up to tell me.

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

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

Everybody knew that we never give any information to the police.

Well getting customers is just like it sounds.

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?

It's not.

It doesn't really work in this context.

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.

So those are the 2 goals

The 350pound test monofilament.

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.

What women lined up to tell me was how they were raped, and how they were battered, and how they were beaten, and how they were gang raped in parking lots, and how they were incested by their uncles.

Security at the airport has been stepped up since the bomb scare.

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,

Here's your client list.

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

We're in the second segment. Of the first lecture.

So the impact of all this has been essentially one of growing the market, because it focused on the non customer, and then by reaching the unreached, we're able to significantly grow the market.

I leave this room, and it's over.

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.

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

And one of the things we need to understand is what's the archetype or the persona of our customers that we're actually wanting to get and so one of the things that's kind of hard for startups is to realize that getting customers isn't some abstract idea you really need to understand who your customers are and this is not just thinking about selling to consumers.

Picking up a package, delivering it to our client.

When I got there, we had zero happy customers.

I want to use and on the web, I might be paying Google forever.

So again, the point of talking about these observational studies.

Well, hopefully it gets kind of fun because the real metric the way we kind of measure things, the language we use on the web is customer acquisition cost.

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.