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

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

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

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

Once I understand who my archetypes or persona is, the next thing I want to figure out is how do I get them in to this funnel.

And so they figure out how to sell existing customers more products.

And for web, mobile or cloud, we were getting you into the funnel on the bottom.

The answers are get, keep, and grow are the three parts of customer relationships.

Customer relationships is kind of a fourth piece, and customer relationship has a really interesting interaction with these other three pieces.

So again let's use our Jersey Square team as an example of what customer relationships might

They strive constantly to improve customer relations.

We talked about value proposition, we talked about customer segments, we talked about channels, but today we're going to focus on customer relationships.

So now they're looking at industrial enzyme manufacturers, their key activities are R amp D, and production support is their next change.

Nobody wants the U.S. monetary authority to check their relationship, to monitor their relationship with their clientele.

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

Let's take a look at now the web mobile funnel.

You cater an event where the cost to you was 200

Just as a reminder, what the teams will be starting with in Week 1 is filling out the business model canvas and getting out of the building and testing their hypotheses about the value proposition, customer segments, and channel.

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

So, if we take a look at the Jersey² team was worrying about, it's what most start ups worry about on day 1, is does my value prop match my customer segment, and do I have product market fit?

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?

Many companies have huge databases of customer information.

How do they currently buy and what's the revenue stream that's associated with these kind of pricing tactics?

What is the competition? What are they charging?

So today, while we're talking about value proposition, value proposition works hand in hand with who your customers are, which we'll be talking about in the next lecture.

Instead of pricing based on cost,

I have no idea where my husband is.

Another example of a customer segment was someone making new kite boarding equipment.

Again, your CAC declines. The idea is what can you do to make this very efficient?

So, while the goal in value prop is to figure out the MVP, yes, we il see later the goal in customer segments is to figure out who and what the archetype of the customer is.

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

We've already talked about value propositions, customer segments, distribution channels, customer relationships, and revenue streams.

And so the lesson is this it doesn't really matter what you're selling you just have to think about who is your customer, and what are the messages that are going to get them to change their behavior.

Apple is one of the few, truly cares.

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

We all work on little laptops and try to move desks to change the way we think.

That's your job as the facilitator and coach.

Let's go to month two

Next, they got out of the building again.

Here's your client list.

The customer's complaint was about a sensitive issue.

And the goal of all this is to actually define the customer persona or archetype, which is just a fancy way for saying

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.

He found out emerson's client was dubaku.