Then again for your revenue stream.

When you're thinking about growing customers, nothing magic.

Sell, sell, sell.

You've now sold these customers way back here under purchased, and you've kept them around with relative programs and product updates, but really what you'd like to do, understanding now that it's a lot cheaper to sell existing customers more stuff than it is to get new customers, is let's go try to sell them some stuff, and how can we do that.

Credit companies send their customers monthly bills.

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

What do you sell?

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

So dealers might not have a physical storefront for end user customers, but retailers are all about main street and talking to your customers.

But this is, of course, an optimistic scenario. Let's think of other scenarios.

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?

We first started distributing and making physical products cars, food, utilities, etc. and we distributed them through direct sales force that is people you shook hands with, look in the eye and met.

And their value proposition, as even they realized later, was pretty unclear.

The stock they sold buyers was a lemon.

Let me say it again, waterfall development assumes you understand the customer problem and need on day one.

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

You are going to start thinking about, well, if I have a direct sales force, how much can they sell in dollars, or if I'm using an indirect channel, what's realistic number they sell for other customers?

A lot of clients come to the lawyer for advice.

Many clients come to that lawyer for advice.

One of the most important metrics to think about now that we have an end to end funnel is something called lifetime value and a lifetime value LTV is not your lifetime but your customer's lifetime.

Sold

PHOTO RELEASE

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

My dad sells tractors.

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.

We call it a select opportunity .

This is the PC guy over here.

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

Our liquor license!

What's so awesome about a queensize futon sale?

This guy is a Bible salesman.

And ultimately can they grow their customer base?

You will mainly be coldcalling potential clients.

Apple is one of the few, truly cares.

He's like, you know what, we have to match his prices.

What's the sum of all the revenue from day 1 purchase, so you're keeping them through all the grow activities you're undertaking.

And that's better than what you get out of treasury bonds.

So that's what sell side means.

October is inventory time.

Cell phone salesman.

He could also be a Bible salesman.