I was essentially a ghost in the system.

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

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

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

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

It's five minutes long. They are being recorded.

So going back to 1989,

And this is a definite integral, right?

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

You're all familiar with the business model canvas.

His suggestion is worth considering.

So let's apply what we just learned to help complete our interpreter to fill out what it means to evaluate statements.

I support the proposal.

I suggest diplomacy.

The NSC executive proposes a vote on the following motion

An executive council was formed to discuss the new proposal.

Who are your key partners and suppliers?

I've taken some ideas from the Starrs and from many other families I met.

Imported ratings

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

I can't emphasize enough that the business model canvas is just a start.

I'll give you some examples.

And we already have a 3 down there, so it's over 24.

I propose a short rest.

Square team did wonderfully, they actually started with the archetype.

His proposal counted for nothing.

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

So what's a memory anyway? What is a memory?

But what is this equal to?

The rating was submitted successfully.

His suggestion is worth considering.

It's really difficult to disentangle those strands.

Paul offered a new plan.

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

I have a suggestion.

I have a proposition for you.

Here's a suggestion.

well, i suggest... ...we adjourn.

(Laughter)

I value her more than i can tell you.

I could actually price on specific customer segments or on features I know they need.

Your suggestion is of no practical use.

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

And then kids look at that consistently and set goals from that, and then they rate themselves.

I think his suggestion is worth considering.