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.

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.

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?

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.

Cause we now know that functional organizations actually are the wrong way to set up sales marketing and bus dev on day 1.

...before it swallow us all.

Many companies have huge databases of customer information.

Organizational Unit

Organization

Organization

But you get these resources together.

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.

Listed as the logistician in the executive profile for SENSA, a privately funded think tank with offices in D.C,

The rest wider array of partners.

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

Organization name

I tell you, designers are quite fantastic, you know.

Apple is one of the few, truly cares.

What organization?

this is Gordon's unit. Gordon 's gone.

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.

It's a really big idea to understand for organization, you need the founders spending at least 20 of their time outside the building, understanding customer's problems and needs, and figuring out how that matches with the features at your building before you start organizing in functional organizations and silos.

By the way, what do you think happened when people started craving drugs?

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.

Organizational unit

Organizational unit

Organization

Organizational Unit

Organism's tissue.

Once you find this repeatable and scalable business model then you go into the execution phase of customer development, and that's about creating end user demand and scale called customer creation and then building the organizations to actually build your company for scale by transitioning from customer development into a functional organization that's oriented for constant and rapid execution.

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

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.