So in the last lecture, you remember the business model canvas, all the 9 components of a startup.

Your suggestion is of no practical use.

But today, we're going to talk about the first box, value proposition.

I can't emphasize enough that the business model canvas is just a start.

I'll give you some examples.

His suggestion is worth considering.

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

Let's take a look at some value proposition examples.

They need to understand the external environment and they need to come in.

So those were kind of missing, but again starting with pains and gains was pretty good for their value proposition.

Who are your key partners and suppliers?

And then, as they went down, they kind of understood.

His suggestion is worth considering.

His proposal counted for nothing.

I think his suggestion is worth considering.

Because the alternative to pricing on cost is pricing on value.

So again you could start either with customer segments or you could start with a product and value prop itself, it really doesn t matter.

Square team did wonderfully, they actually started with the archetype.

You're all familiar with the business model canvas.

You know, consulting with the city's finest and all.

The value proposition for a company that's selling services is kind of the same.

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

Notice they were beginning with a series of hypotheses about their customer archetype.

The first one is your product, and as we said earlier,

So, don't worry if your assumptions were wrong here on your revenue model.

And their features match the pain and the gain.

So archetypes really helped us understand our customers, they value prop, the revenue and some of our pricing tactics.

So let s take a look at our Jersey Square team as an example and see how they came up with their value proposition.

His proposal is worthy to be considered.

Tom's proposal is worth considering.

What has to happen in all those other pieces of the business model?

So number one, as you can now see that there are not only two customer segments, but there are two value propositions, that is, there is a value proposition that matches each one of the segments and there's a revenue stream that matches each one of the segments.

And that can't be repeated enough.

This is a multi sided market.

I have a proposition.

They provide value for money.

We provide value for money.

I'll provide value for money.

Where the product goes and see the box labeled value proposition.

That's a nice offer. Mrs. Lang.

Excellent idea. No!

That sounds good.

That's good advice.

Your proposal is worthy of being considered.

Suggestions, bug reports