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

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.

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?

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

So those are the 2 goals

It's not.

The non evil record label that is fair to artists and customers alike

We were all working our way up call sheets to sign clients.

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

And one of the things that we need to do is, not only fix the fuel efficiency of our vehicles and make them much more efficient, but we also need to fix the economy in general.

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.

Improvements

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

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.

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.

At the end of the day, not only do you know about the pains and gains of these customers, but you specifically know who they are.

I am for them.

long term, and what are you going to do to grow them in the next couple of years as we.

So one of the interesting equations for every startup is that

That was the customer acquisition cost, CAC, here.

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

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.

Here's your client list.

All I'm saying is that you never need to leave the force, all right?

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.

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.

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

This last step is growing customers for the web mobile channels.

Let's go to month two