Two, I've tried it. I've tried at Sciant.

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.

Unexpectedly short lived code, that's pretty bad. Legacy code is actually successful, right?

We want to make sure that we actually listen to the people who eventually will buy this product.

I don't care when you get in in the morning. I don't care when you leave.

The company always strives to satisfy its customers.

Is it about time saved? New efficiency created?

What could be everything?

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

As far as this matter is concerned, I am satisfied.

Can you expand your product line?

The customer's complaint was about a sensitive issue.

And our product fits right here and here's why, etc.

B got that wrong, so B's answers were 50 out of 51 possible points.

The value proposition says, Hey, it's not about your ideal product, it's about solving a problem or a need for a customer.

Oh, don't patronize me, James. You know how much money I put into this show that I haven't even found yet?

There are some other things to consider in customer segments besides jobs to be done and pain and gain, and that is who's the customer?

So far as this matter is concerned, I am completely satisfied.

What is it you're building and for who?

Why do you want to think about keeping customers is that customers are a lot more expensive to acquire over here than they are to keep.

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

But the next step is you get out of the building.

To write the requirements and do the design, assumes on day one you know the problem or need the customer has.

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

Show them the grumpy employees.

And unless you're in an existing market and you happen to know which features the customers have told you are more important.

I wanna go to a nice restaurant where they got the salad bar

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?

When you bring in the next new customers, banks now think that's a popular strategy, and this referral program just helps your customers, hopefully, who are satisfied sell more of your product for you.

And the fourth phase in customer discovery is you verify your pivot.

It assumes you will be going through this multiple times.

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.

This is essentially the flip version of the gains.

Many companies have huge databases of customer information.

Intuitively, too, this makes sense.

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

And in fact once they had their technical insight they started to talk to customers about pains and gains.

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.

An example of a great psychological idea

And that's OK, right?

Do you have some insight about technology and, again, the gains and pains that that will provide for customers?