As I'm sure you know, Mr. Horn was our most important client.

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

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

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

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?

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

He found out emerson's client was dubaku.

X number of prospects equals X number of customers.

We all work on little laptops and try to move desks to change the way we think.

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

Instead of pricing based on cost,

Many companies have huge databases of customer information.

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.

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.

In theory, understanding acquisition and activation seems pretty simple.

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.

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

It's a big idea.

Apple is one of the few, truly cares.

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.

You got a rum un up home! said Teddy. Hall very sociably pulled up.

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

So one of the interesting equations for every startup is that

That was the customer acquisition cost, CAC, here.

I mean how do they hear of our products, how do they know about you, and as we'll see later one of the interesting things is there are some customers that are users like in Google

What's most important to us when we make a video is what the customer sees.

We will take it to the potential customers.

Next, they got out of the building again.

What we now know is that the founders need to run what's called the customer development team.

Here's your client list.

At the end of the day, not only do you know about the pains and gains of these customers, but you specifically know who they are.

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.

Customers can name the market. Customers want or need better performance.

The answer is is having a customer archetyping might is really important for all of these

What could be everything?

I want them to either pay for the product or sign up for something and become a user.

This last step is growing customers for the web mobile channels.

Let's go to month two