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?

Next, they got out of the building again.

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

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

Then as we talked about earlier, how much will it cost to acquire a customer?

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

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

Many companies have huge databases of customer information.

Here's your client list.

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.

For new customers, the store offers a one time discount of 3.

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

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

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.

Apple is one of the few, truly cares.

A photo finishing store charges customers a rate of 0.29 per photo to print pictures.

So it's very important to them to track piracy exactly because of this, and the people who are buying, the pirates, are not their customers anyway, because their customers want the real deal.

And number 4. Access to customers.

Let's go to month two

So in month 1 you cater an even where the cost to you was 100

You know, revenue stream.

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

What the devil's this? came in a tone of angry expostulation from above the collar of the figure.

And referrals basically generates this outer viral loop.

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.

I have told you how to treat customers.

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

JU That's a good question, and we ask ourselves that every day.

Many of our clients are AfricanAmerican.

We have recently accepted a client who is VampireAmerican.

A tech company's one of my clients.

Most of my clients are married.

Well, 0.50 10,000, that cost me 5,000, but the goal isn't to just have people visit, the goal is to get them to the end of the funnel and at the end of the funnel,

Hopefully in the last lecture you start thinking about the cost of you channel how many customer activations, how much it will cost to get customers into my physical store or my virtual website.

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.

Because if you think about it, you've been working hard on value prop, and you've been working hard on customer segments and customer acquisition and activation and channel.

It assumes you will be going through this multiple times.

Well, he went to prison to protect a client.

He found out emerson's client was dubaku.

Another great example is Fidelity.

Done. Last page has Bowman's clients from the U.S.

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.