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

And so they got out of the building and again talked to different users or potential users in different locations and now you could see they actually took our advice and segmented the canvas into two separate colors because they thought there were two unique customer segments.

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 you'll ask So, I explained it to you like this. How could I have said it better?

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

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

Why would they do this? 'Cos they were going to lose 31 a year?

Is hearin' another person's thoughts.

It seems like you've won everybody over.

(Laughter)

Well, it is possible, isn't it?

Accept

All of these activities are designed to feed the sales model.

One of the things we do to make the teams feel great is when someone actually gets physically thrown out of a customer, just remind students that some of the most aggressive teams seem to be actually spending their time trying to get customer data sometimes have been known to get thrown out of buildings because they've been so aggressive or threatened with arrest because they shouldn't be where they are.

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

wake up if it's right we're almost home

Accept

You can't read minds, you can't tell if someone likes you or not so... yeah, just deal with it. Deal with it.

Embrace?

We got customers, acquired them, and activated them.

But I never could.

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

What we are really looking is a funnel laying on its side and you tend to think about how do we efficiently get payers or users into the funnel and all the way through it.

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.

One definition of NP says, that a problem is in NP, if it has a short accepting certificate.

No surrender accepted.

He gave it to me 11 years ago.

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

But for you to be a successful company and actually thinking about how much you could spend on them over here, you need to understand can I get them to spend more and more over time and how to keep them

Did you see how many clients Jane had?

What are the things that we could get rid of that actually is kind of like they've been walking around with an arrow through their head, and they've just kind of accepted that for a while, but when you come about you could say, Hey, we could solve these problems for you?

We've got the intake form.

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?

And that's a real thing.

I'm not buying it.

And in this class, we're going to be talking about the first two steps, customer discovery, customer validation, the pivots that connect them, and then a few that are lucky.

Accept incoming notes

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

Accept it.

I'll deal with that.

Except you.

But they're asking us a first time, a new customer.

Cross sell, well that's also kind of simple.

So then, from a policy perspective, when you start with the market, we have a choice.