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 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.

But Mr. Wallace, I'll need at least a week in Cleveland to visit all my accounts.

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

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

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.

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.

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

Retrospective

Apple is one of the few, truly cares.

We got customers, acquired them, and activated them.

As we said earlier, you know now your customer segment's perception of the value of your value prop.

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.

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

It is still, in most places, a gray or black box, and it looks the same.

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.

This helps you avoid building products no one wants, and it maximizes the learning per time spent on the product and on customers.

And here is why so imagine if you are losing 5 of your customers a month, well in 3 years you'll only have about 16 of them left, but imagine if you can reduce churn to 1 , so that every month only 1 of these customers left.

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.

Let's go to month two

After 36 months with 1 attrition, you'd have 70 of your customers left.

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.

Because no one, and that was a constant problem...

It's a big idea.

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.

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

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

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.

And number 4. Access to customers.