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.

Let's just take a look at quickly a web example in getting customers, you're going to be o worrying about how do I acquire them that is how do I get them even to my website, how do I activate them that is how do I make them do something, and then later on we'll see after I got them how do I keep them around that is how do I not lose them through attrition and churn and then what can I do once I have customers to make them spend more money or use my product even more.

Let's go to month two

Now assume we actually have figured out that it require 4,025 customers at 75 cents in this campaign.

And in value proposition, the goal of this is to find out that minimum viable product.

Why do you want to think about keeping customers is that customers are a lot more expensive to acquire over here than they are to keep.

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

All the visitors returned home one after another.

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?

The villagers were kind to their visitors.

So on day one, these were their initial hypothesis coming into the class.

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

He found out emerson's client was dubaku.

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

It doesn't really work in this context.

five days they personally got out of the building and spoke to 169 customers and had 190 people come to their website.

We were swamped with visitors.

Now let's go to month 3.

Many companies have huge databases of customer information.

I'm going to meet a customer in his office today.

That's your job as the facilitator and coach.

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

Instead of pricing based on cost,

You cater an event where the cost to you was 200

I have no idea where my husband is.

What am I going to look at?

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

Month two, you get 400 from the customer in the previous month

look happened.

That's where Lucas comes in.

Apple is one of the few, truly cares.

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

Another great example is Fidelity.

You're not my royal consort.

There are some other things to consider in customer segments besides jobs to be done and pain and gain, and that is who's the customer?

Is it about time saved? New efficiency created?

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

What is it you're building and for who?

And we found after much research that actually not much research, quite simple research that the counterfeit customer was not our customer.

He cheated his clients out of a lot of money.

I remember when Gottfrid said

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.

Next, they got out of the building again.

Here's your client list.